Project Management

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Upcoming Webinars

Slicing and Dicing User Stories

Aug 18, 2022 1:00 PM EDT (UTC-4)
PREMIUM webinar

Two key criteria for user stories to be effective are that they should be small and independent. Small user stories are easier to size and prioritize, and independent stories fit better in sprints due to fewer dependencies. To split user stories into smaller and more digestible pieces, teams have a variety of techniques and criteria available to them.

What’s In Between? Hybrid Agile Processes for Product Development

Aug 25, 2022 12:00 PM EDT (UTC-4)
PREMIUM webinar

Over the past few years, many organizations that manufacture tangible products have attempted Agile approaches for new product development. Unfortunately, many of these processes fail to deliver the expected results in speed-to-market and flexibility. Yet, returning to a full waterfall process remains bureaucratic and intractable with remote and virtual teams. The solution is a hybrid agile-waterfall process. In this session, we will identify various processes and systems for new product development (NPD). You will learn about two approaches to hybrid product development that can enhance the culture of innovation in your organization. We will provide examples of companies that adopted different processes to add flexibility while minimizing risk. Comparing and contrasting a non-profit using WAGILE Product Development and a manufacturer using Lean NPD, you will understand how culture and risk tolerance impact the choice of an effective product development process.

On-demand Webinars

Being Agile, Not Scrum or XP

by Helen Uzamere
August 03, 2022 | 59:23 | Views: 177 | PDUs: 1.00 | Rating: 4.68 / 5

In a bid to embrace agile trends, organizations are rushing to implement agile practices rather than adopting an agile mindset. In this interactive session, Dr. Helen Uzamere will elucidate the difference between "Being Agile" and implementing agile practices, such as Scrum, XP, Kanban and demonstrate why an agile mindset, not practices, drives successful projects.

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Blog Insights

The Reluctant Agilist

by Dave Prior

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.

Disciplined Agile Applied

by Scott Ambler

This blog explores pragmatic agile and lean strategies for enterprise-class contexts.

Manifesting Business Agility

by Al Shalloway

This blog concerns itself with organizations moving to business agility—the quick realization of value predictably and sustainably, and with high quality. It includes all aspects of this—from the business stakeholders through ops and support. Topics will be far-reaching but will mostly discuss FLEX, Flow, Lean-Thinking, Lean-Management, Theory of Constraints, Systems Thinking, Test-First and Agile.

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Learn From Others

Requirements in Agile

white paper
by Joy Beatty Candase Hokanson

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.

What’s Taking So Long? Little’s Law Holds the Answer

by Johanna Rothman

While teams might realize they’re slower than normal, they might not realize they can measure this slowness with Little’s Law. Once they measure, they can create several options to speed their work and reduce the pressure.

In the Name Game, Agility Is the Goal

by Andy Jordan

Most organizations “get” what it means to do agile projects, but far fewer embrace agile concepts and build agility. There needs to be more focus on the merits of an agile approach, regardless of its label.

Backlog Refinement: 5 Things to Avoid

by Bart Gerardi

Backlog refinement sessions offer many benefits, but there are also well-intentioned activities—or antipatterns— that can be detrimental to the team. Here are five backlog refinement antipatterns to avoid, from focusing on estimates to removing requirements too quickly.

Topic Teasers Vol. 148: Understanding Metric Weights and Metric Wings

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: I thought that getting a promotion would be great! However, it’s a totally different part of the organization, and what worked for me in terms of evaluating my old team is creating some problems—both with the people and with the results I send to management. I thought project management was supposed to be a methodology that worked regardless of the industry or part of the company in which it was used. What’s going on?

Don’t Replace the Triple Constraint!

by Andy Jordan

Organizations are recognizing that they need to go beyond the traditional metrics of scope, schedule and budget to determine project success—but those metrics still matter as indicators of how effective and efficient a company’s planning approach is.

Managing Remote Service Transitions in Our New Normal

by Bangalore Chandrashekar

The global disruption inflicted by the pandemic has accelerated organizational transformation. While there is lot of buzz around digital transformation, we should not overlook the importance of service transitions—and how they have changed through our new ways of working.

Craft a Better Problem Statement

by Jamie Flinchbaugh

Well-framed problem statements can greatly improve a team’s problem solving, but they also can help project leaders define goals and objectives, design metrics and develop strategies. Here’s practical guidance on creating more effective problem statements, from the author of People Solve Problems.

Using Capacity-based Sprint Planning

by Bart Gerardi

It is generally more accurate to use capacity rather than velocity to carry out sprint planning. Here’s why, along with five steps to make the most of this approach—including determining the team’s capacity, selecting and estimating, and adding work safely.


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