PMI Team Member
Many organizations have struggled with their early agile experiments. Due to the issues faced, they typically cannot answer the simple question: “Are we ready to go agile?” This first article examines the factors that indicate whether the sponsoring organization is ready (and able) to modify the way it works to increase the chances of a successful agile project.
Most of us work on projects where we know the end date or the budget--or both. But there is a category of projects where we might not know either: emergent projects. Emergent projects are change projects such as your agile transition or any other project that you have no control over. Can you apply agile to those projects? Yes. Carefully.
While there is almost unanimous agreement on the importance of teams, the vast majority of people don’t like to belong to them. This raises a loud warning for you and your agile team, one you must address proactively, because an agile project succeeds or fails on the health of the team. Maybe the GCCR Plan can give your team members wings that fly.
For agile teams, a traditional PMO can seem to Present Many Obstacles--but it does not need to be that way. With some alignment and time invested, they can be useful advocates.
The Agile Movement continues to pull in project managers who have been steeped in traditional approaches. In this PM's experience, relatively few successfully make the transition. Here’s why…and what we can do about it.
Is your organization embracing agile, or rejecting traditional approaches? People look to agile to be more effective than a waterfall-based approach, but to move to agile only because the current approach is failing is shortsighted. In this article, we try to identify a few things to help ensure that agile is a success.
Do the skills required by each function make it almost impossible to be a successful PM and ScrumMaster? Our writer had one theory as he started his musings...and ended up somewhere else entirely.
According to various surveys, many IT projects worldwide use agile methods. What the surveys don’t tell is that many of those projects suffer from the typical ailments of traditionally run projects: compromised quality, technical debt and missed deadlines. Why is that? And what can you do about it?
Are you well versed in the fundamentals of Agile estimation? If you are then this webinar will be help take your estimation skills to a higher level. We will lightly cover well know Agile estimation techniques, and then go into more advanced topics including: • Knowing what an estimate will be used for before providing it • Ideal Days • Options beyond the Fibonacci scale • Planning Poker versus PERT • A key step often overlooked in sprint planning and estimation • What does commit really mean?
Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. This talk will introduce the fundamental concepts necessary to break down and estimate our product backlog, how to organize delivery of that backlog for early risk reduction and rapid customer feedback, and how to get stable throughput and predictability as you mature your agile practices. This talk is for those looking to understand how (and why) agile methods lead to better business outcomes
Agile experts tell us fixed price projects are immoral and declare that agility can only be delivered on a slippery schedule and budget. But what about the real world? What about fixed deadlines and fixed budgets? What about projects that are selected based on schedule and cost? How do you agile that? In this session, you will learn key principles for achieving agility in a fixed-price environment. Come discover how to achieve what agile experts tell you is impossible.
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"Put your hand on a hot stove for a minute, and it seems like an hour. Sit with a pretty girl for an hour, and it seems like a minute. THAT's relativity." - Albert Einstein |
