Instead of measuring quality, Agile enterprises commit to it by investing in integration and testing, developing a common language around quality, and nurturing motivated, disciplined teams. Ultimately, quality reigns when organizations value it as much as profitability and protect the agile processes that support it.
If we do not take the time to truly understand previous project experiences — both our own and those of others — how can we expect to improve our project outcomes? Here are a few pointers for capturing, assimilating, sharing and applying all those lessons learned.
All the project measures in the world are useless if the end result is not of high quality. But how do you quantify quality? What metrics measure how good something is? Agile practices respond by making quality part of the process rather than something you measure along the way.
A concerted effort to manage and document the realization of business benefits is an indispensible key to the success of any program. It requires a well-defined business case and a structured approach to measuring and tracking the planned benefits throughout the program lifecycle.
On new development projects, the production stage can be the point of no return. Before it’s too late, a rigorous gating process can help to ensure that development activities, teamwide input and critical stakeholder priorities are all aligned with the overall project vision.
Much of the unwanted drama we face as project managers comes from people not understanding their roles and responsibilities. When people don’t know what is expected of them, they rarely perform well. It’s our job to make sure that doesn’t happen. But first, we must understand our role — and why we really want it.
Agile and earned value are inherently different approaches to managing projects, but they can complement each other in support of flexibility and bottom-line value. Here are three practical tips to help you bridge the gap between an agile approach and the earned value reports and measurements many organizations require.
For any and all projects you lead, a constant mantra should be “keep the stakeholders involved.” It will help you to get ahead of potential risks and changes to scope as your project moves towards completion, and it will be critical to its ultimate success. When in doubt, overcommunicate.
A rocket won’t overcome gravity's pull without the right trajectory and energy. Likewise, a project needs systems in place at launch to have a chance of soaring. In this excerpt, we set the stage for a successful liftoff, which requires a shared understanding of team roles and objectives. An agile chartering framework can help.
A recent global study on the state of business analysis shows organizations are missing key internal competencies that could enhance productivity and profitability. As a result, organizational objectives are often disconnected from those responsible for execution.