Page: 1 2 3 4 5 6 7 8 9 10 11......120 next>
It's a great time to be a project manager as our profession undergoes a massive shift—if we engage. From AI to hybrid approaches to a distributed workforce, PMs and organizations of today need to be ready for vast changes tomorrow.
Too much work in progress present obvious problems to agile teams, but there are also issues that go beyond efficiency or productivity. Too much WIP can be a symptom of a team struggling to prioritize, it can impede collaboration, and thwart a team’s ability to swarm on a task.
There are many concepts fundamental to Agile that could be applied n environments outside the realm of projects and project management. Concepts like iterating solutions and self-organizing teams are tools that can help make a better world.
Question: I have barely recovered from switching to agile, and now there is a new approach to projects: WoW, or “Ways of Working.” Is this really an advantage, or is this just another way to keep us constantly disrupted in the way we do projects? With all of the confusion and turmoil brought about by the pandemic, do we really need yet another change in the way we do projects?
There are two main approaches to achieving success that teams take: outcome focused, and process driven. While both can be effective, a combined model positions project teams better equipped to deliver success.
Most project managers excel at identifying risks. But how well do they mitigate and manage them? We need adaptability and resilience—for ourselves, our teams, and our organizations. While many people think these traits are the same, they are not.
Read how one PM used systematic problem-solving techniques to visualize, categorize and analyze problems and find underlying root causes—leading a project from red to green status in four weeks. This article suggests that a systematic approach to problem-solving can assist leaders in understanding problems and devising plans to resolve them promptly.
When Agile was almost exclusively used as a software development delivery approach, there was heated debate about what was and wasn’t “pure” Agile. The conversation continues now, but why? Today Agile approaches serve many needs and stakeholder groups; agile purists need to recognize this reality.
AI can’t replace human interaction or discussion, but several easy-to-use tools can help surface issues and synthesizing data that require a project team’s attention, discussion and action. This can be particularly helpful when it comes to making the most of agile retrospectives.
Many agile teams struggle with too much work in progress—and no way to "catch up." Everyone feels overwhelmed. To reduce WIP and increase throughput, consider a workshop to ask what the team should do now, next and never.
Page: 1 2 3 4 5 6 7 8 9 10 11......120 next>
|
We are ready for any unforeseen event that may or may not occur. - Dan Quayle |
