A new global benchmarking study on the state of resource management and capacity planning describes pain points and identifies best practices for organizations to stop wasting resources on the wrong opportunities, and to mitigate lost revenue and costs due to missed market windows.
For small projects and teams, a spreadsheet can be a viable management tool. Problems arise, however, when organizations, teams and projects grow in complexity. In this era of dramatic technological advancement, a surprising number of larger enterprises are still struggling to wean themselves off “the sheet.”
When managing a project, do unfolding events often overwhelm your plan, casting aside all the time and effort you spent carefully crafting it? Here is a framework for keeping your plan relevant, with your team focusing on today’s work and you staying one step ahead of the issues that can impact the "big picture" down the road.
Release planning for a Scrum project is a tricky proposition, especially when crammed into a single up-front session that forces teams to make guess-timates. More informed estimates can be derived from shorter, incremental planning sessions facilitated by a field-tested visual technique. Here’s how it works.
You can do better than subscribing to the slam that you only know an Agile project is complete when the budget is gone. After some initial assumptions, you can determine estimated duration and cost of your project within a couple iterations — an estimate that becomes more accurate as velocity is established.
The upfront work you put into planning will impact project outcomes, but the effort will go for naught if it produces flawed forecasting. Here’s an overview of three time-tested methods that can improve schedule and cost estimates: precedence diagramming, three-point estimating and Monte Carlo analysis.
In planning your projects, team members should provide much of the input and begin to define and understand their roles and responsibilities. Then, during execution, they can better focus on developing the end product as they work together, mutally accountable, with common purpose and clear performance goals.
This preview of the results of a global study on IT resource and capacity management processes and maturity levels focuses on the gap between current benefits that many organizations are achieving and where they hope to go.
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.
Activities completed do not necessarily equal desired outputs. In fact, focusing on activities or tasks, as Gantt-style charts and most Agile techniques prescribe, can do more harm than good. So why is this approach still a mainstay of project management, and how did we ever get here?