Over time, the external marketplace changes. As this happens, the policies and procedures originally used to create efficiencies slowly become barriers to the changing needs of customers and environmental demands. How do organizations or project teams become agile? Here are four recommendations.
Find answers to these questions and more in this Agile Practice Area. If you are new to Agile, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
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All organizations, whether small or large, need individuals who understand how important and impactful adaptability and agility are to overall success. By attending this virtual event you will learn how you can help your organization embrace the opportunities in change, disruption, and transformation.
The PMI Talent & Technology Symposium 2018 is the fusion of two prior events, the Internet Systems & Technologies Symposium, and the Talent Management Conference. The new event focuses on the impact of rapidly changing technologies on the project management discipline and careers. Participants will better understand how emerging technologies affect their career and skills progression, as well as the evolving needs of hiring managers as they seek out top project management talent.
If you perform business analysis, your work is vital to project and program success. To most effectively support your organization and advance in your career, you need to know how to apply BA to any situation and delivery method. The new PMI Guide to Business Analysis will help you achieve this! Get an exclusive preview, with in-depth insights, at the PMI Business Analysis Virtual Conference 2017.
Scaling Agile practices beyond software development teams and IT departments is a growing trend, and the Agile Enterprise is a reality rather than a goal. However, the transition from planned approach to Agile is a painful change, and PMO can provide support for Agile rather than be perceived as an archaic team supporting “waterfall”. Once the organisation decides to adopt Agile, the PMO should be the champion of the transformation process, providing support to the Project Managers with less experience with Agile delivery while ensuring that governance requirements are met. This webinar is a summary of the presenter’s experience in organisations transitioning to Agile.
Are you facing increased competition, shortened product life cycles, and rapidly changing customer needs and interests? Welcome to the new reality. In order for teams and organizations to succeed within this new reality, it requires that their leaders and employees become more agile. But, agility is not something organizations can incentivize for coerce. Agility must be unleashed and empowered. This is easier said than done. What most organizational leaders do not recognize that employees’ agility is driven by an oft-overlooked personal attribute called mindsets. In this workshop, Ryan Gottfredson will introduce participants to mindsets and the power they have in driving agility, and help those in attendance learn how to harness the power of mindsets to enhance agility in their teams and organizations. Learning outcomes: • Understanding why having an agile workforce is essential for team and organizational success • Identification of unsuccessful and successful efforts organizations engage in to enhance agility • Understanding of the power and importance of mindsets in driving agility • Identification of mindsets essential for enhanced agility • Identification of personal mindsets through a personal mindset assessment • Recommendations for how to improve employees’ mindsets to drive higher levels of organizational agility and effectiveness
While the number of project management frameworks (COBIT, PMBOK, PRINCE2, SCRUM, SAFe) continues to increase, the number of approaches to project management used by organizations and practitioners appear to be decreasing. Although other useful approaches to managing projects surely exist, many publications now promote the use of two (2) primary approaches - Predictive and Agile.
The concept of the Agile Project Manager is almost universally accepted, at least in IT projects; although there is no Agile Project Management Methodology. Traditional approaches like PMBoK and PRINCE2 had always the capability to use techniques that are part of the Agile delivery: incremental and iterative development, early delivery of increments of the project, multi-functional teams, inspect and adapt, etc.
For the past 15 years, the Scrum Master and Project Manager roles have coexisted well, especially in IT projects. From the very technical role that was part of the Software Development Team, the Scrum Master evolved into a new organizational role sometimes with a well-defined job description and with responsibilities that transcended the technical background from which it originated. Although the role was defined in the Scrum framework, the Scrum Master role is now present in other frameworks
Podcasts and blog posts to help you manage the challenge of transitioning from traditional project management to Agile. Dave Prior celebrates success, embraces the learning that comes from failure, and digs deep on topics you need to be up to speed on.
In case you actually read this description, the beginning of the blog is about preparing for the PMP exam. It then evolved into maintaining my credential. After taking a break for a few years, I'm back and will be blogging about project management, in general, and probably a bit of agile on a regular basis.
The Agility Series focuses on agile and agility across the organization not just in software and product development. Areas of agility that will be covered in blog posts will include: - Organizational Agility - Leadership Agility - Strategic Agility - Value Agility - Delivery Agility - Business Agility - Cultural Agility - Client Agility - Learning Agility
This blog is a conversation between the Agile Practice Guide Team and our PMI and Agile Alliance Communities to gain insight, support and collaboration around the creation of a usable and relevant body of work that supports transition to hybrid and agile in project work.
Drunken Boxing for Project Managers “The main feature of the drunkard boxing is to hide combative hits in drunkard-like, unsteady movements and actions so as to confuse the opponent. The secret of this style of boxing is maintaining a clear mind while giving a drunken appearance.” Yeah... just like that… but with network diagrams and burndown charts… and a wee bit less vodka.
This spreadsheet is an example of how to determine WSJF prioritization, as described in the article Prioritize Weighted Shortest Job First.
애자일 변환은 어디에서 조직의 가치를 극대화 할 것입니까? 비즈니스 환경이 급속히 변하는 지역이나 고객 또는 이해 관계자가 서비스 또는 제품의 지속적인 개선을 기대하는 지역 일 것입니다. 민첩한 접근 방식으로 가장 이익을 얻을 수있는 영역을보다 효과적으로 파악할 수있는 유용한 방법을 제시합니다.
This template provides a work breakdown structure for business intelligence projects and for requirement effort estimation for a waterfall methodology-based project or user story estimation for an agile-based project.
あなたの組織において、アジャイル・トランスフォーメーションが最も価値を生み出すのはどこだろう。おそらく、ビジネス状況が急速に変化している分野や、顧客やステークホルダーがサービスや製品の継続的な改善を期待している分野であろう。ここでは、アジャイル・アプローチから最も利益を得ることができる分野を、より明確にするために役立つ演習を紹介する。
코치로서 올바른 통찰력을 얻고 코칭 참여 성공이 최적인지 확인하기 위해 비즈니스 환경과 고객의 문화를 평가해야합니다. 이 문서에는 코치가 조직의 여러 수준의 지도자들로부터 데이터를 수집하고 수집 할 수 있도록하는 두 가지 유형의 평가 질문이 포함되어 있습니다.
When companies move to an agile Software Development Lifecycle (SDLC), they often remove the processes and analysis of their waterfall SDLC because, as the Agile Manifesto puts it, “They value individual and interactions over processes and tools.” Some of the rigor should be removed – waterfall processes can get bogged down with gates and sign-offs. However, caution must be exercised to not go too far against processes and analysis and rely just upon backlogs and user stories. Requirements and the analysis that leads to those requirements are just as essential in an agile project as they are in a waterfall project. The difference lies in how much requirements analysis is completed and the timing of it.
How might efforts to "scale agile" and apply its self-organizing principles to the development of increasingly complex solutions impact the project management discipline? Two key challenges are identified: the purposeful avoidance of the project manager role and favoring stable, persistent teams over temporary organizations.
Backlogs are typically prioritized by product folks, so developers can often feel disempowered, which can create disagreement and disharmony. But multiple or split backlogs aren't the solution. Here are better ways to ensure a collaborative environment and a proper outcome for all.
Some organizations find agile adoption easy — straightforward to start, quick to deliver benefits, and popular among practitioners. But is agile expansion winning at the expense of quality? An emphasis on more, rather than better, agile is creating as many problems as it's meant to solve.
Successful distributed meetings require considerable upfront planning and vigilant real-time meeting management. In this article, the author shares key success factors from a meeting that he recently co-facilitated.
What are some of the fundamental building blocks required in software projects? Things that can help position teams to adapt to changes quickly (including implementing the latest tech trends) and ultimately add value to business?
We bring a critical eye and analytics to customer-facing demands — what users say they want is not always what they want, or what’s good for them. We should bring the same perspective to team-level issues — what’s really going on? How can we collaboratively engage the team? Can we experiment rather than argue about who’s right?
Technical project management is clearly a critical part of a PM’s skill set, but how should a project manager seek to develop their skills in this area?
In his previous article on innovation, the author explored the culture and mindset of accountable experimentation. This article focuses on actionable tools and approaches.
It is a critical decision process for executive teams as to whether, why and when to embark on an agile transformation. Practicing new ways of working and transforming an entire organization is a huge challenge but can help enterprises to deal with digital disruption, reduce costs, boost efficiency and improve quality.
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