Some managers spend too much time finding other team members to blame in order not to put themselves on the line. Blaming someone else might sound great to many but they will end up with no one else to blame except themselves because by blaming others, you give up your power to grow and change.
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Organizational learning is the process by which managers seek to improve organization members’ capacity to understand and learn the organization’s internal and external environments. In turn, members will perform to their capacity in carrying out their duties and progressively learn when they met with difficulties; hence they can make decisions and achieved objectives that continuously raise organizational effectiveness.
All requirements are important, but they are prioritized to deliver the greatest and most immediate business benefits early. Developers will initially try to deliver all the Must have, Should have and Could have requirements but the Should and Could requirements will be the first to be removed if the delivery timescale looks threatened.
Change is an indispensable trait for development so it’s an important organ of Project Management. A change effort or initiative must start with a vision.
Kanban is a task management technique that sorts work to be completed according to progressive categories. It is suitable for tasks that can be broken down into small deliverables. Tasks managed by the Kanban technique are visualized on a Kanban Board. Example categories are:
The Sprint is an iteration of work, typically 1 month or less in duration, where a potentially releasable product increment is produced. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. The Sprint contains several other events such as Sprint Planning, Daily Scrums, the Sprint Review and the Sprint Retrospective, in addition to the development work.
A graphic technique used to document how activities are performed. As such, work flow diagrams show how an enterprise organizes work. These diagrams can be created at various levels of detail to meet specific project objectives. For example, work flow diagramming can assist a team to understand and scope a process for redesign at a contextual level (see Context Analysis), or can assist a reengineering team to specify detailed work steps in order to perform an analysis of cycle time (see Cycle Time Analysis).
A method for keeping a record of open problems that, depending on their content, must be solved within the next task, before the next milestone, or before the change effort can be successfully completed.
Project Managers and Business Analysts frequently use Six Sigma related tools, techniques, and processes as a way to capture requirements, risks, and assumptions for their projects. One technique which can be effective to capturing information from a business is known as Voice of the Business.