Interpersonal conflict on distributed teams can be devastating. If you are in conflict with someone else on a distributed team, there are a number of things you can do to help resolve it.
Connect In Person
Risk, cybersecurity, artificial intelligence, the Internet of Things—as technology transforms project management, PM professionals are either ahead of the game, or falling behind. Stay current and competitive with the 2017 PMI Information Systems & Technology Symposium. Exclusive to PMI members, this free, virtual event delivers a full day of intelligence on innovation and its impact on your PM career. • Gain insight into the tech-driven trends disrupting our industry, without leaving your desk • Network with the PMI global community while developing the skills organizations are looking for today—and tomorrow • Earn 6 PDUs • Get actionable intelligence you will not find anywhere else, tailored specifically for project and program managers Register today—and stay tuned for more details on sessions and speakers.
New technologies, hybrid projects, the launch of a PMO—when the environment is constantly changing, how do you craft a schedule (or multiple schedules) for project success? Discover timely answers here—and only here—at the PMI Scheduling Conference 2017, exclusively for PMI members.
Advance your BA skills. Earn PDUs and more—all for free. Don’t miss the most popular Business Analysis event of the year! Over 13,000 attend. Registration is FREE. We’re sharing career journeys and talking about the hottest BA and agile BA topics. Register now to attend the only event designed with your future in mind to help you get ahead.
"BIM & Agile: Towards The Change" is a presentation that drafts the similarities between BIM (Building Information Modeling) and AGILE management in terms of values, processes and workflows. It concludes with thoughts on the Change Management needed in order to implement them in organizations.
One of the key topics discussed when talking about agile concerns the inhibitors in its deployment. Practitioners feel they are doing something wrong, but often they are not to blame. The culprit is culture, either within an organization, but very often tied to multinational teams whose members think and act differently. This is quite normal because we carry with us the values and norms from where we come. Can these obstacles be overcome? YES! The outcome of crafting multinational crossfunctional teams creates a basis of trust and understanding that allows for organizations to fully utilize the power of diversity, all within an agile way of working.
This session will give you a unique perspective in the possibility of using lean and agile in unison, not only to all kinds of projects, but at overall organizational project management, as well as a top down view on your organization as a Lean-Agile (LeAgile) Organization. The session will endeavor to link the conceptualizations from top-down as well as bottom-up approaches to enable audience get a wholesome picture of a LeAgile Organization.
How are processes developed today and where does the customer fall within your processes? Is the customer simply a participant in your internal processes, or is her desired outcome your focus? Do you use automation to facilitate design and adherence? What about collaboration with the employees who know the processes the best; those performing the work? In this video lecture, we describe Agile Process Design and why this approach is important to both Project Managers (part of the deliverables) and Business Analysts (focus on needs). Explicit approaches will be highlighted in this webinar, including examples of how processes are designed in an agile way.
Through this session we'll dig deeper into the Business Agility Health radar and discover the 4 critical elements needed for designing successful business agility transformations.
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.
Save Time With Tools + Templates
The Risk Management Grid is a technique to identify potential risk events that could impact one of more of the project’s Seven Win Conditions. Importantly, it also serves to decide how those events will be prevented or mitigated.
The Three-Sentence Project Skinny is a concise summary of the purpose of the project. It addresses the what and the why.
You can't do everything, nor should you. This template helps you figure out what is in and what is out of your project.
These are the do-or-die, must-meet requirements in order for the project to be considered a success. As such, they are continuously focused on by the project manager and core team.
Win Conditions address how success will be measured. How do you stack up when it comes to stakeholder satisfaction, your schedule, scope, quality, budget, ROI and team satisfaction? This template helps you rank priorities, and provides areas for metrics and descriptions.
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.
Implementing a hybrid methodology can be more effective and useful to your project needs, because traditional approaches can sometimes be too heavy and complex for incremental projects. Here, a practitioner shares his experiences consulting on a project.
|A.||While agile practices can be productively used by non-IT teams and in situations where the entire Scrum core ceremonies are not adopted, asking everyone’s opinion on every office decision whether they have a stake in the project or not is decidedly not agile. Include only those who need to be there, and make non-project-related decisions among the three managers.|
|B.||Millennials want to feel involved and important. It’s a good practice to hold office-wide meetings for every decision and take a vote to see what the majority favors. What is decided is less important than having everyone feel a part of the process.|
|C.||Unless there is an area where the director does not understand the specifics involved in the decision, all choices should be made at the highest level with her. In this way, people are not pulled off focus on their day-to-day work.|
|D.||In an environment this small, it is not necessary to have any formal processes or reporting structures. Each decision that arises should be made by an individual staff member in cooperation with their direct manager. These decisions do not need to be shared with others unless they are directly involved.|
Is agile outside of your team's comfort zone? Read how one practitioner successfully applied agile principles in the organization he's managing.
With the growing use of robotic process automation in CRM, project managers should consider the needs of these projects as they plan their professional development. To be successful at the growing number of RPA projects, there is special preparation related to stakeholder management, vendor management and more.
With the growing use of robotic process automation in CRM, project managers should consider the needs of these projects as they plan their professional development. To be successful at the growing number of RPA projects, there is special preparation related to delivery strategy, communications and more.
Remember that agile is all about delighting the customer? We’ve seen how accustomed we are to dates and deadlines. Should we think of them differently if we work in an agile way?
This article was birthed from the realization that business analysis can effectively contribute to the success of projects using agile approaches. The main focus of this article will be on the expected outcomes of an agile business analysis initiative.
In this article, we will explore how IT projects can benefit from cloud technologies, both in traditional and agile projects. Online project tools are widely available for usage (team spaces, office software, etc.), but IT projects can take this a step further and save time and costs—and reduce risks when the infrastructure goes cloud.
PMOs are popular and have a lot of potential, but too often fail within organizations. PMOs have unique challenges as an organizational unit—which require them to become more agile. Keeping things simple and adding value in new and different ways are key success factors.
Lean thinking involves focusing on delivering the most value from a customer perspective, while reducing waste and fully utilizing the skills and knowledge of those doing the work. These are all relevant goals for today’s PMO, and the reason that organizations are increasingly using lean thinking to boost value and reduce waste in the PMO.
Not every project involves teams with high levels of project execution experience. When low experience levels collide with agile, we need to be aware of the implications.
|A.||Since agile was conceived in 2001 in Snowbird, Utah, it is 100% American in origin. The rest of the world had never tried these practices until the results of this famous meeting were released through a series of speeches, articles and conversations.|
|B.||Agile principles rest on the behaviors Douglas McGregor believed to be basic to most workers, called Theory X. Because it suggests that people dislike work and try to avoid it, the more lax workplace of an agile team tricks them into thinking they are in management.|
|C.||Dr. W. Edwards Deming developed the earliest agile-like philosophy, which he called the Hierarchy of Needs. If a manager can meet all of the needs for the employee, productivity will soar. If even one is left unfulfilled, project outcomes will be subpar.|
|D.||Agile actually is an outgrown of the Japanese motivational theories of Dr. William Ouchi’s “Japanese Management” style from the 1980s. By now, the concepts have been well tested and proven to be effective in the modern-day workplace, first in Japan and then in other locations around the globe.|
It seems as if the larger the agile program, the bigger the planning--but that kind of planning only works for some programs. What can you do? Instead of big discontinuous planning, consider small continuous planning.
If you ask a group of individuals what benefits they expect to achieve by adopting agile methods, you’ll usually hear “faster delivery,” “higher quality,” “cheaper” and “lower risk.” Out of these, “faster” is the most common. Faster delivery can be elusive; the benefit of “cheaper,” however, may be illusory.
The use of traditional empirical project management tools can be used in a simple way to manage and control project deadlines and costs without losing the flexibility of agility. In this article, we are going to mix a traditional technique with agile management using a simple practical example.
Ask a Question