Agile methods are all about delivering value. We work on the high-value items first and prioritize the backlog based on business value. Everything is value driven, aiming to maximize value delivered. Risks, on the other hand, are like anti-value--they have potential for value-robbing down time, rework and even project failures. Here we look at how to use Risk-Adjusted Backlogs and Risk Burndowns to illustrate and prioritize risk within agile projects.
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In the ever-increasing speed trip down the ramp of badly made cost-cutting decisions, many mainstream manufacturers are compromising on the quality of their products. To help address this, we all need to more carefully monitor the quality of our supplier goods.
RFPs are a double-edged sword for many vendors. In the first article, we looked at the challenges with layout and content. In this second installment, we look at the challenges vendors experience in the process from the point they are made aware of the RFP to the submission of the bid.
Have you ever thought about the RFP process from the other perspective--the potential vendor who responds? An RFP response is more than just a proposal to supply products and/or services; in many cases it is an opportunity to showcase a potential vendor to the procuring organization. But when some vendors reply to RFPs, you have to wonder what they thought that they were bidding on. In this article, we flag some of the things vendors should consider.
An effective contingent work team can be procured more easily when you get involved in development of the SOW. Your non-involvement may result in a costly Emergency Executive Intervention.
What is the business value of agile project management for creating new products and services? What are the costs and benefits--or what is the ROI of agile project management? Has anyone ever measured the benefits? If so, what are the results? Furthermore, is there a measurable difference between agile and traditional project management? Some studies shed light on these crucial questions.
If the usual “on time” and “on budget” success criteria seems to be missing that secret sauce of stakeholder alignment, see how Actor Network Theory can get a handle on the intangible. Here, we take a look at agile methods viewed through ANT.
This will be the first in a series of articles that will look to provide the background of issues involved with managing an agile software development project under a traditionally linear and sequential project procurement process. Software development has been deliberately chosen for the example industry since that’s the domain for which agile is most typically used, but for those using agile in other industry domains, the general issues and proposed solution should work equally well within your industry.
They approved the scope statement?! Freeze the client! Sigh...if only it were that simple. Maybe it's time to learn to love change instead of struggling against it.
While many organizations now have standard processes for managing change, effective change management needs more than just a process. Most projects have room for improvement, and in this article we look at how a PM can lay the foundation for strong change management right from project initiation.