On one current project, a manager is part of his client’s much larger team--about 20 people. The team started out small, and as its grown in size, they've had to refactor the project management practices as well as the code.
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You have probably read or heard of the magic formula “7% of communication is transmitted by words, 38% by tone of voice and 55% by body language!”, described as a universal rule of communication. Is this really so?
An agile project can be fun, exciting and wildly successful--as long as the stakeholders don't drive you crazy in the process. These expert tips should help.
It's no secret agile projects can fail, but do you know the reasons they fail and how to avoid them?
The PMBOK® Guide is the definitive text on project management. Published by the Project Managment Institute, this has become perhaps the single most important book in a project managers library.
To support the broadening spectrum of project delivery approaches, PMI is offering A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition along with the new Agile Practice Guide as one package. The PMBOK® Guide – Sixth Edition now contains detailed information about agile; while the Agile Practice Guide, created in partnership with Agile Alliance®, serves as a bridge to connect waterfall and agile. Together they are a powerful tool for project managers.
Throughout his journey journey within Scrum and Agile practices, one expert has faced a key scenario again and again: Every project's business side needs to know from the development team how much time the given product backlog will take to deliver, and the development teams always struggle to provide accurate estimates.
In project management science, the triple constraints of scope, schedule and cost are used to quantify a project. But quantification of scope has been challenging—and not been implemented effectively. This white paper proposes a method for assessment, tracking and reporting of project scope in information technology projects that are executed using waterfall, V-model or agile/kanban.
Applying Scrum is hard, even though it is composed of a few simple rules. There are several reasons for it to be challenging, including company environments that aren't healthy for Scrum's transparent approach, or a lack of experience with Agile technical practices and with iterative and incremental product development. In other words, as is often said, Scrum is simple to understand but difficult to master.
Stakeholder engagement is (arguably) the most underestimated area of project management—and yet so decisive for achieving project success. Effectively engaging stakeholders can make or break a project—more than any methodology, tools or techniques. For years, the author has been presenting at conferences about his approach to obtaining appropriate stakeholder engagement in projects. That session evolved into a workshop, and finally in this book. The material includes a generic foundation to make sure that key concepts are not missed, as well as his personal approach.