Project Management

What is the difference between Scrum and Agile?

Agile Project Management: Keeping it Simple

by Ken Whitaker

Agile project management, and particularly Scrum, can become overwhelmingly consumed by methodology, jargon and rules. This is just the opposite of what was originally intended for agile-lead projects, and it is the communications part of our role that is so important.

The History, Evolution and Emergence of Agile PM Frameworks (Part 2)

by Dr. David F. Rico, PMP, CSM

As our look at agile development concludes, we will take a more in-depth look at Scrum, XP, Flexible Project Management, the Agile Leadership Model, Agile Project Management, Adaptive Project Framework and Scalable Delivery Model.

The History, Evolution and Emergence of Agile PM Frameworks (Part 1)

by Dr. David F. Rico, PMP, CSM

What is agile project management, and what are its origins? And don't agile methods address the challenges of 21st century systems, like high-risk, time-sensitive, R&D-oriented, new product and service development projects? One expert takes a look back at the history of this rapidly growing method.

The Next Iteration Agile: Re-contextualizing Agile for the 21st Century (Part 2)

by Don Kim

Part 1 of this series discussed the background environment and philosophical divergences that caused agile to establish itself as an alternative to traditional project management. With that background established, it’s now time to start thinking about the where agile is headed and how it will get re-contextualized for the 21st century.

Agile and Scrum: Love 'em or Loathe 'em?

by Michael Wood

Some love 'em. Some loathe 'em. But these frameworks and schools of PM thought are here to stay. What benefits and challenges do they present? Read on for both sides of the alternative equation...

Do We Need Brand Name Methods?

by Andy Jordan

Life gets really interesting when we start to extrapolate the brand identity concept into our project methodologies. What drives the decisions about what different organizations use? And is there any tangible benefit to choosing a “brand label” project execution approach?



"640K ought to be enough for anybody."

- Bill Gates, 1981