Here’s a short but far-ranging conversation with Mike Cohn, whose opening keynote at this week’s Scrum Gathering made a persuasive case for open-mindedness. By being willing to admit we’re wrong and avoiding loyalty to any one brand of Agile, Cohn says we’re much more likely to discover good ideas. [14 min.]
Agile coach John Miller discusses his efforts, sponsored in part by Scrum Alliance, to educate young students about Agile principles, and how it can help in their studies, workforce preparation, and fundamental life choices. He also talks about the role of meditation in his own work. [16 min.]
New research from Project Management Institute outlines five steps for building an effective knowledge transfer program, from identifying to assessing. In addition, an organization’s culture, leadership and people must “buy in” and support the effort.
High-performance teams keep it simple, stay focused and positive, create ownership, and take systematic approaches. These principles are also crucial to creating a continuous improvement culture and mindset, but many organizations get bogged down. Let’s take a closer look at why, and how common pitfalls can be avoided.
Have we got the formal definition of a project completely right? A finite start and finish, sure. But approaching each project as a “unique endeavor” can lead us to overlook opportunities to capture, reuse and benefit from prior knowledge, experiences and lessons learned. We need to better connect our closing phases with upfront planning.
Many project teams experience an occasional lapse in accountability — important work falls through the cracks — and sometimes the problem becomes a crisis. But what exactly is ‘accountability’, and how do we improve it? Here’s a helpful model based on constancy of purpose, aligned actions and discrete outcomes.
Meetings are most often the setting for engaging new ideas, confirming previous positions and making important decisions. But there are a number of common psychological traps that can sabotage the process and the decision-making of well-intentioned project leaders, including dissonance, rationalization and circular causation.
Sometimes success breeds failure. When project managers blindly apply old methods to new circumstances, they fall victim to the turkey problem. Assuming stability, they don't adapt new frameworks or solutions when warranted. Here are five ways to combine mastery and originality as you approach your next project.
Given their fundamental differences, can Agile and Waterfall methodologies really be combined without causing more headaches than the effort is worth? Yes, but like any successful marriage, it takes some compromise and adjustment. Here are a few guidelines to make it work and reap the best of both worlds.
It is no longer a question of if organizations should embrace mobility, but when. Mobile solutions offer project, program and portfolio managers unprecedented access to essential information that has a direct impact on high-stakes decision-making and communication. Those who overcome resistance and address concerns will lead the pack in innovation, opportunity and growth.