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1172 items found

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Agile Outlook

by Jim Highsmith

The Agile Project Leadership Network and its Declaration of Interdependence can help you meet the challenges of the 21st century.

Getting Teams to Work: Are We Fixing the Wrong Problem?

by Doug DeCarlo, Principal, The Doug DeCarlo Group

Not every dysfunctional group can be turned into an enthusiastic, committed, high-performing team. But there is still on for some solutions to your extreme project challenge.

Getting Started with Agile Delivery

by Sanjiv Augustine

As new organizations commit to agile methods, many managers are faced with the question, "How do I begin implementing agile methods?" This article covers some essential steps to help you get started with agile delivery and understand some core principles.

When the Inmates Run the Asylum

by Doug DeCarlo, Principal, The Doug DeCarlo Group

When a subtle juxtaposition of roles blindly take place between the project manager and the project's business owner, insanity insues. The solution: clarify the roles.

Change Is Good…Or is It?

by Mike Cohn

This article presents a set of guidelines that teams can use to determine how they should view change: Should they allow changes within an iteration, or should they seek to avoid it?

You've Built it, But Will They Come?

by Doug DeCarlo, Principal, The Doug DeCarlo Group

The overall goal of an organization change program is to ensure that the project deliverable is sufficiently adopted by the customer community in a way that the intended business benefits are realized. So how do you do that?

Project Got the Blues?

by Doug DeCarlo, Principal, The Doug DeCarlo Group

Projects are people, too! And that means you have to consider the emotional component of your staff to evaluate the well-being of your project. Here's some help in doing that.

Critical Value

by Kathleen B. Hass

When it comes to the critical business analyst role in agile projects, it's all about the value.

Acorn Goes Agile

by Karen Klein

Switching to new agile development software and processes in the midst of a major release was a gamble for a developer of corporate performance management solutions. But the risk paid off with reductions in testing and packaging time as well as a nearly 30 percent increase in developer capacity.


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"Ambition is like a frog sitting on a Venus Flytrap. The flytrap can bite and bite, but it won't bother the frog because it only has little tiny plant teeth. But some other stuff could happen and it could be like ambition."

- Jack Handey