PMI’s latest publication, The Standard for Risk Management in Portfolios, Programs and Projects, has a wealth of great information about effective risk management and contains recommendations for iterative, incremental and adaptive environments that fit agile projects well.
Connect In Person
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.
Agile is a continuous improvement process in itself, but at the enterprise level, most of the Agile frameworks can’t be used for process improvement because the business area has very limited room for agility due to strong governance requirements or because of the culture and strong resistance to change. Process Improvement is a very well defined discipline that has tools and metrics that can easily be used to measure the benefits delivered by transition to Agile. This webinar presents some options for improving processes that have an Agile component but are not entirely Agile.
With the proliferation of cloud-based self-service platforms, it is becoming increasingly commonplace for business to break free from the shackles that bound them to Information Technology (IT) strategy forever. While strategy is never a bad thing, it can be the slow-moving tanker that takes forever to change course, and in the age of agility, most companies have not aligned their strategy with agile principles, even less so IT. Shadow IT, as it is known, has many advantages - with business possessing the ability to pursue available opportunities quickly proving the biggest plus. But it also creates many challenges. These challenges require attention in order to prevent a shadow IT initiative from going rogue. What are these challenges, and how do we mitigate the risk associated with them? Join Anton, as he shares lessons learned from practical experience that can be applied by both project managers and business analysts to keep shadow IT initiatives in the light.
The Agile Enterprise is a new type of organization. A collaboration-based environment where some of the ‘command and control’ roles are not only obsolete but also can be a roadblock for the Agile transformation. The natural fear of change combined with protecting privileges or the job itself resulted in labelling as ‘Agile’ roles that are not only not defined in any Agile framework but are also the core components of the “waterfall” approach.
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.
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.
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.
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.
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.
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.
Most project managers have a basic idea of what Scrum Masters do, but to make the transition into this role, you need a deeper understanding of what capabilities and approaches are needed to succeed, and how you can adapt or expand your own skillset.
Many agile teams craft their sprint goals in a bottoms-up fashion, using stories and tasks as their building blocks. But the mission of a sprint should be created from the top down, starting with what a successful iteration will look like. Here are four steps to create better sprint goals and a Sprint Goal Worksheet.
A retrospective meeting is for betterment, learning, problem solving and celebrating team achievements during sprint execution and review; they should have a motivating approach. Yet so often, they don't.
How managers change with agile approaches is vital. The more management excellence—the more quality in management—the easier it is to use an agile approach. That requires a change in how managers think about and create the agile culture.
It’s daunting to define sprint durations and size stories when a scrum team is new and requirements are evolving. On top of that, it requires more mentoring when the agile practices and mechanics are in the nascent stages and you need to align all of the stakeholders to a common goal. Here is some help.
Executives, entrepreneurs and managers often take their turn at being emotionally aggressive in order to align others with their vision. Is this appropriate?
This author recently shared how to apply PMBOK® Guide principles to your job search project. Now, they take a different perspective and look at an agile approach to your career search! Let’s get started…
Too many teams don’t perform retrospectives—the inspect-and-adapt part—of the agile approach. Sometimes, people think the retro will take too long, or that they won’t learn enough fast enough. The problem? Teams do the same thing over and over again—and nothing changes.
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