The conversation continues with Agile trainer and author Kenny Rubin: his thoughts on the state of the Scrum Alliance … why ScrumMaster certification is only a start … his ongoing comparative survey project with Mike Cohn … embracing Agile across the value chain … and more. [19:00]
What does project planning look like when it focuses only on deliverables, not tasks? The "Map Day" group planning technique sticks to deliverables and has been adapting to new project environment realities for 50 years now. The output, to be tracked, is the commitments between teams and team members.
The ability to generate custom project metrics from real-time collaborative data is integral to effective project delivery and portfolio management. Even better if it can be accomplished without the need for a data warehouse, OLAP cube or administrative overhead. Here is a look at how the new analytics module from LiquidPlanner gets it done.
Project managers sometimes find themselves having to sell the idea of sponsorship to the very people who should be owning the project. Here are three things you can do to promote healthy sponsorship in organizations where the role is not yet embraced as central to project success.
Project measurement systems too often focus on what has been done, rather than whether the strategic goal is being attained. A PMO should capture metrics that help the organization understand where they are and what ongoing actions will deliver success. Developing the right measurement system with agreement from key stakeholders is critical.
A name in a box on the cover page of a project plan does not a sponsor make. A sponsor must be available to develop a working relationship with the project manager. And if that engaged person happens to be lower on the organization chart, it is still better than a senior executive who never has time for your project’s needs.
There are many on-time, on-budget projects that are total failures. They fell victim to false assumptions. The most successful projects blend rapid learning with rapid iterative delivery. In fact, these capabilities are intertwined, and we achieve the best outcomes when we practice both.
Even the best project managers stand to fail without sponsorship. So how do you get sponsorship for projects when there may not be organizational support for the role? Identifying a shortlist of sponsorship needs in simple terms can help set the stage for developing that critical PM-sponsor partnership.
Preliminary results from an ongoing Resource Management Maturity survey show that many organizations are struggling to advance their processes beyond the work visibility level. The ability to incorporate resource availability and project priority information remains a challenge.
Earned value management is a widely recognized system for planning and controlling projects, and project managers should consider a deeper education in the tool. But some of EVM’s benefits are overlooked at the organizational level, specifically strategic planning and risk and change management maturity.