Are you measuring “personal” velocity? Stop! A team was having estimation problems on its project—and the PM discovered a problem with how story points were being used. Enter value stream maps to help expose delays so the team can decide what to do.
1191 items found
Organizations are recognizing that they need to go beyond the traditional metrics of scope, schedule and budget to determine project success—but those metrics still matter as indicators of how effective and efficient a company’s planning approach is.
The global disruption inflicted by the pandemic has accelerated organizational transformation. While there is lot of buzz around digital transformation, we should not overlook the importance of service transitions—and how they have changed through our new ways of working.
Well-framed problem statements can greatly improve a team’s problem solving, but they also can help project leaders define goals and objectives, design metrics and develop strategies. Here’s practical guidance on creating more effective problem statements, from the author of People Solve Problems.
There is increased focus on measuring project performance in terms of business outcomes. What does that mean for agile projects? How should value be measured in an agile environment?
It is generally more accurate to use capacity rather than velocity to carry out sprint planning. Here’s why, along with five steps to make the most of this approach—including determining the team’s capacity, selecting and estimating, and adding work safely.
New project managers in agile environments face a unique challenge—one that isn’t always easily understood. If organizations assume that all project management is the same, then they will produce PMs who simply can’t deliver success—and who will rapidly become demoralized.
The real challenge is not being able to identify project delivery improvement resolutions, but to create actionable ones. Here we provide a process to help your resolution discovery process, and provide four additional tips with steps to immediately implement.
Legacy organizational structures and top-down, command-and-control management have institutionalized insular silos, hierarchy and dated governance practices that impede our transition to modern ways of working. A better way? A cross-functional, cross-silo, cross-hierarchy leadership team of teams that is responsible for delivering value and driving change across the organization.
Gartner is predicting that 30% of teams will operate without a boss by 2024. Is that realistic, and what are the implications? Let’s explore those questions in the context of today’s agile environment.