Scrum masters and project managers can form a formidable leadership team on agile initiatives. But how does that relationship and scrum master’s role evolve in a hybrid environment? For one, more attention to coaching and less to process.
UNDERSTANDING HOW TO QUASH PROGRAM PARALYSIS Good enough is no longer good enough! Because of the impact of “FAANG!” (Facebook, Amazon, Apple, Netflix & Google) stakeholder expectations have risen exponentially. They now expect… demand, really… to be delighted! Truthfully, change management is no longer good enough. Change leadership is now the standard your performance is measured against. For professional practitioners, Agile Government is the Change Management Frontier and it holds valuable lessons for every marketplace arena. During this reality-based, technically-sophisticated learning event you will discover how to invert paralysis and gain insights into pragmatic steps that will fuel amazing career opportunity for you! It applies to you because successfully delivering highly complex government programs requires change leadership supported by contract and program management professionals engaged as trusted advisors who know how to reverse analysis paralysis using Lean principles and the best practices available… proactively! Decision latency – that is, delays in making decisions – drive huge, negative impacts into project outcomes. Reversing it will supercharge project results… and your career growth!
This webinar will focus on proven best practices to run sprint planning meetings effectively and maximize the ability of the team to plan their sprint, commit to a sprint goal, and execute.
How Supply Chains Can Be More Resilient by Practicing Lean, Green & Agile Methodologies in a Post Pandemic Era
Supply Chains are the back bone of economies across the world. At the onset of COVID-19 pandemic, we have witnessed how the supply chains collapsed in a short span of time leading the world to a disastrous condition. Many experts termed this phenomenon as Black Swan, nevertheless the world needs to formulate robust strategies in order that we do not get into this disaster in future again. Question is how do we make our Supply Chains resilient to absorb future shocks? My research undertaken on this subject has dealt with various Lean, Green and Agile Methodologies to recommend a frame work which may rescue the future supply chains from the ill effects which the COVID 19 Pandemic brought to the world. This session shall address the importance of Lean, Green and Agile to bring resilience for global supply chains. It shall elaborate on the effectiveness of Lean, Green and Agile methodologies through our work employing validated Research Methodologies during the time of the pandemic. It shall also enumerate on how Lean, Green and Agile methodologies can be suitably adapted for revival of Supply Chains in post- pandemic era.
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.
Save Time With Tools + Templates
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.
Learn From Others
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.
There is a welcome focus on wellbeing in the workplace these days, but we need to ensure that expectations are realistic for everyone. It doesn’t always happen on fast-paced agile projects, where the human toll on software development teams to deliver is often ignored.
A new report from Project Management Institute and the National Academy of Public Administration outlines nine tenets that federal agencies can implement to become more effective, efficient and equitable.
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.
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 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.
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?
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.
Are you measuring “personal” velocity? Stop! A team was having estimation problems on its project—and the PM discovered a problem with how story points were being used. Enter value stream maps to help expose delays so the team can decide what to do.
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.
Ask a Question