Faced with overwhelming workloads, we are often advised to “prioritize,” as if that is some sort of magical spell. We need to look beyond prioritization. Here are some useful tools and techniques that can be applied by individuals as well as teams to increase productivity.
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
Project Managers will continue to play a vital role in the new Agile world. At the Enterprise Level there will always be a need for Governance and the larger the organisation, the more focus there will be in managing risks.
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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. Most Agile frameworks, like Scrum, were created by and for software development and are challenged when it comes to complex projects where Risk Management, Stakeholder Management, Procurement, and Financial Management skills and knowledge are crucial for a successful delivery. The role of Project Manager is as important as ever for the success of any initiative defined by scope, time, and budget - otherwise a project. Agile may or may not be the best delivery approach, but if it is, how is an Agile project different ? This webinar is trying to answer this question using real life examples from IT and Business projects.
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; there are many training courses and certifications available from organizations other than scrum.org and scrum alliance with different views on the skills and responsibilities required of the Scrum Master. This provides additional evidence that the role is evolving beyond what the Scrum Guide authors intended. The Project Manager role has also changed since the Agile Manifesto publication and the adoption of Agile delivery frameworks. This evolution is mainly due to a dynamic business environment, more geographically distributed workforce, and, last but not least, the digital revolution: cloud, social media, and mobile technology impact how projects are managed and delivered. Some organizations are planning to convert Project Managers to Scrum Masters; in others, the Scrum Masters are encouraged to become Project Managers. This presentation is an assessment of the responsibilities, skills, and knowledge needed for each role and a view of the future of the two roles based on the presenter's experience as a Development Team Lead, Development Manager, Scrum Master, and Project Manager working with Scrum Teams.
Skills developed as a Scrum Master, like team and people management, are a good foundation for career development. Like in any other profession Scrum Masters will reach a point where they feel the need to go beyond a Scrum Team of 5-9. Project Management is one option for career change, but is it the right one?
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Saying the words “agile” and “scrum” does not make a company more agile and scrum. We need to build a safe and approachable community where open discussions can happen. Read about one practitioner's experience.
Multiple project management methodologies and frameworks have been followed, with newer ones—some facing resistance depending on the degree of cultural challenges—being adopted by organizations. This article will look at some of today’s key PM methodologies and frameworks.
특정 접근 방식에 충성을 맹세하는 데 따르는 위험은 프로젝트의 목표를 달성하는 것보다 접근 방식을 따르는 것이 더 중요해진다는 것입니다. 서로 다른 접근법을 최대한 활용하는 장점과 하이브리드 모델과의 결합이 프로젝트 계획 및 관리 방식에 어떻게 영향을 미치는지 살펴 보겠습니다.
One popular saying in the agile community is "Scrum exposes dysfunction." In this practitioner's experience, this belief is not only wrong, it’s also a detractor to genuine attempts at transformation.
Almost every organization has either adopted or is planning to adopt agile-based models. Implementing agile for non-IT organizations is a greater challenge and requires a different approach. This article looks at a step-by-step approach to tentative agility for such organizations.
A Kanban-based approach to sprint planning can produce a number of benefits, particularly when it comes to limiting work in progress. Through mechanisms that uncover impediments and prioritize items, Kanban can help to create more productive sprints, more engaged teams and more satisfied stakeholders.
Though it may sound tough or critical, the reality for this author is that most project managers make lousy scrum masters. The good news for those of you who are great project managers is that it is possible to be a great scrum master as well. Here are some tips...
Dude, Where’s My Control?! Transitioning from a Project Manager to a Scrum Master (Korean Translation)by
이 웹 세미나에서는 민첩한 사고 방식으로 전환 할 때 문제가 무엇인지, 자신을 어떻게 표현하는지, 그리고 프로젝트 관리자가 프로젝트를 수락하고 학습하면서 '더 민첩하게'생각할 수있는 방법에 대해 알아 봅니다.
Scrum-based development “from scratch” projects that are based on a traditional monolithic architecture are prone to failures. The objective of this article is to understand the causes—and propose a possible solution based on microservices with a contract-first architectural approach.
Many companies are outsourcing to India, and the process of creating an agile, distributed team could have many potential pitfalls. Here, lessons learned are shared based on two years of continuous improvement to get a strong, contributing agile scrum team.
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