Holding a retrospective during a crisis is a completely different process than it is during less stressful times. As a PM, you should be aware of the appropriate methods to use when this happens. A practitioner from Ukraine shares her experiences.
For decades, predictive project management approaches have been applied with success. But now more than ever, more flexible (and faster) decisions are required in complex construction projects—where change of scope is frequent, and the need for new factories is crucial to remain competitive.
SMART goals can help set realistic, measurable direction, but they are often too rigid for an agile team. An alternative framework known as CLEAR allows teams to adapt as they learn, going beyond set metrics and fostering collaboration to produce better outcomes.
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Kanban beyond the participation board delves into how to leverage Kanban Board beyond just the work management tool by an Agile team. Team reflects the use of Kanban Board for effective Stakeholder Management and driving Customer Centricity.
What is churn in Agile, and how can it pose a threat to your Agile teams and projects? This webinar will focus on how churn can affect an Agile team, how to calculate it, and how the Team, Product Owner, and Scrum Master can help manage it. To run sprint planning meetings effectively and maximize the ability of the team to plan their sprint, commit to a sprint goal, and execute.
This non-technical presentation examines the differences, similarities, and synergy between TDD and ATDD, and places them into the overall context of the management of an agile process.
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.
This blog explores pragmatic agile and lean strategies for enterprise-class contexts.
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.
Agile project leaders and teams can use this one-page worksheet to help plan and create sprint goals, including description, demonstration items, Definition of Done, and key metrics. Use in conjunction with the article Sprint Planning: Are You Doing It Backwards?
This spreadsheet is an example of how to determine WSJF prioritization, as described in the article Prioritize Weighted Shortest Job First.
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.
Organizational change management helps ensure that changes are implemented smoothly and efficiently, and that they are aligned with the overall goals and objectives of the company. But how do you approach it differently in an agile versus waterfall environment?
When Agile emerged on the scene, it was a dramatic alternative to the way that projects were traditionally delivered, forcing organizations and teams to rethink what they were doing and how. But now that Agile is mainstream, what’s the Next Big Disruptor?
Organizations must adapt not only rapidly, but in ways that they had previously thought completely misaligned with their priorities. Thankfully, people operating in agile leadership roles are also operating as business leaders. The problem? Not everyone is recognizing it.
Waterfall got criticized because implementations of development practice that followed a waterfall approach got too big, too ungainly, too bureaucratic and far too formalized. But as it is practiced in many organizations, agile is coming dangerously close to the same place.
Improving agility is essential—but quite challenging. What can we do to improve agility? Let’s consider this question from individual and organizational leadership levels. These tips will help you to thrive no matter what changes arrive in your inbox tomorrow.
Product teams are becoming increasingly commonplace, but are organizations leveraging them in the most appropriate manner? The way agile product delivery is being implemented can be elevated from a broadly tactical, case-by-case consideration to a more strategic one.
Organizations need to be agile. Organizations need to transform. But organizations don’t need agile transformations. What they really want to create is an environment where they can deliver optimal performance levels for many years to come without significant ongoing change initiatives.
You need to show off your leadership skills by preparing for major obstacles faced in agile transitions. Whether it’s stakeholders wanting to revert back to a legacy methodology or executives balking at changes to status reporting, you need to respond in a constructive manner and help drive the transition forward.
A two-year immersion into the world of agile projects was enlightening and fulfilling for this practitioner—who learned a lot in his role as a BA and PM during the engagement. He worked with teams with varying degrees of comfort and experience with agile—and shares these takeaways to help you on your journey.
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