New regulations and reforms in response to the economic crisis have spawned countless compliance projects across industries. For project managers, the stakes are high — and the stakeholders have the power of the law behind them. Here are six best practices for managing projects in a regulatory environment.
In this new series, we look at some common problems that Agile teams face, and the common “solutions” that rarely seem to work and often make things worse. Sometimes we need to avoid the well-worn path. Let’s start with the misguided attempt to directly translate story points to effort hours.
So much hinges on the project schedule, yet so few team members contribute to it. Whatsmore, they typically don’t care about critical paths, constraints and other building blocks; they just want to know “what, where and when.” We're overdue for consensus-based planning tools that bridge execution and analytics.
Metrics are easy to get wrong, and the price tag can be high for projects and stakeholders. Are your organization’s metrics providing value or just getting in the way of your team? Here are nine criteria for determining if your current metrics should be tweaked or removed, and if new ones would be more useful.
There are myriad benefits to time tracking. The trick to realizing them is boosting adoption and compliance. By focusing on the potential benefits of time tracking from your teams’ perspectives, you can help get everyone on board and get over the internal hurdles quickly.
When organizations adopt Agile practices and their project managers transition to Scrum Masters, should the reporting structure change and, if so, how? Here is a look at some of the benefits and drawbacks of four possible reporting scenarios for the Scrum Master role.
The higher levels of an organization often struggle to keep track of the work they direct. A different set of obligations keeps them out of the day-to-day work and challenges project teams face. When adopting Agile, this gap can become even larger due to a separation of leadership values from team values.
Watermelon projects are superficially green on the outside — everything looks fine on the status dashboard. But dig inside and they are bleeding red. So when traditional reporting metrics fail, how do you identify these watermelons and prevent them from growing? Here are three better measures that can help.
In managing thousands of professional services projects, Geoff McQueen was frustrated by the “structured fantasy” of Gantt charts and rigid planning. But many clients were uncomfortable in agile environments and felt like they were writing blank checks. McQueen favored a hybrid approach and created a collaborative online platform to support it.
As organizations grow, senior leadership inevitably asks for more aggregated reporting; there is too much going on for them to know all the details. A popular version of this reporting is the stoplight: red, yellow, green. But when you reduce complex efforts into a single color, there can be a shocking loss of fidelity.