This writers experience with the Disney Institute--the learning arm of the Walt Disney organization--provided fresh approaches in achieving excellence through--and with--people.
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Although the metrics used to communicate risk mitigation and ROI are different, the reality is that--despite it being a lightweight framework--Scrum puts a much greater emphasis on these two areas than waterfall.
There's a provocative and interesting "new" PM directive that this author has rarely seen done deliberately. It gives different advice from standard PMI or standard agile wares---and opens the door for using agile methods profitably on large and complex projects.
When it comes to managing projects, more organizations are testing the agile waters. Some are diving right in, while others are dipping their toes, wondering what dangers lurk beneath the surface. Some begin swimming quickly, never looking back; others don’t get much past doggy-paddling.
Planning with dispersed teams can be tricky, but it can be done effectively by leveraging technology and adapting techniques to fit the situation.
We need better ways of managing projects in a volatile environment--and a broad approach is to build a modus operandi that is especially effective when change is the norm. An important part of that is experimentation.
Senior management is now saying it wants a better understanding of where everyone is spending their time. But that’s easier said than done, especially in an agile IT working environment.
In a first-of-its-kind initiative, Bowling Green State University is introducing Agile methods and principles as part of a hands-on, service-learning program for students, who will be working on real software projects with real clients. If all goes well, the program, thanks to the support of the Agile Alliance, could be coming to a college near you.
Knowing when to interfere can be difficult. Fortunately, there is a useful concept to help project managers make the right decision on when to step back and when to step in.
When you’re operating in an Agile environment — or any other software development scenario, for that matter — three factors almost always make the difference between success and failure: domain knowledge, dialogue and deadline pressure. Here, Cutter Consortium consultant and researcher Michael Mah presents his anatomy of a failed project.