Transitioning to Agile: A PM's Experiences

This writer's organization was involved in software development--and was a strong matrix organization with the functional teams organized according to technology domains. Project managers were responsible for end-to-end delivery. But to deal with fast-moving competition and a rapidly changing business environment, the management decided to adopt agile--and Scrum was the chosen methodology.

PMBOK Supplementing Agile Processes

While agile processes focus on time-to-market product delivery, continuous stakeholder engagement, embracing the changes even at a late stage and most importantly developing a highly efficient team, these processes are, in fact, abstract in nature. There are several aspects left open to the agile teams. So why can't we take advantage of A Guide to the Project Management Body of Knowledge (PMBOK Guide) to fill in these aspects?

Confessions of an Agile Project Manager: 2 Cents

Some traditional project managers transition to servant leadership easily. Others work on it. As this practitioner coaches project managers to become servant leaders, he teaches a simple technique...

Agile Implementation of Outsourced Projects

While it is imperative in this competitive IT industry to comply with customer demands, it is also equally important to educate and negotiate with the customer on the suitability of the model for the project. Typically, a high-bred model combining waterfall, iterative and agile seems to be more apt for outsourced IT projects with diverse teams boyj onshore and offshore.

Did You Say a 'Constraint Diamond'?

It demands a shift in focus and emphasis to support the shift in approach from the traditional sequential waterfall to the newer incremental agile.

From Problem Space to Solution Space: The Flexibility of Agile Rituals

Most of the rituals such as Daily Stand-ups and retrospective meetings give us a nice platform to carry forward an approach of thinking in terms of solutions and engage with the customer or distributed teams more efficiently. This practitioner started sharing this practice with his teams and calls it “moving from the problem space to solution space”.

We Iterate...So We're Agile?

Working with iterations does not automatically make you an agile team. It doesn't even necessarily mean that you are using iterative development. Paradoxically, it is possible to be agile without use of iterations. Let’s get into details...

Thinking and Acting as a Team on Your Agile Projects

Agile project team members will succeed or fail as a single unit, not individually. In an agile environment, the entire project team should be aligned in its commitment to the goal, its ownership of the scope of work and its acknowledgment of the time available to achieve that commitment.

A Better Burndown for More Accurate Sprint Planning

One of the secrets of a practitioner's success is that I he has varied from the traditional burndown chart and sprint estimation suggestions that are taught when a person learns about Scrum. If you have had issues with making accurate burndown charts that reliably tell you when your sprint will finish, then perhaps his suggestions can help.

How do I develop an Agile mindset?

What are the challenges and benefits of Agile?

What is the role of the PM in Agile?