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by NK Shrivastava, Phillip George
Have you or your Agile teams had trouble refining requirements on an Agile project? Are your teams struggling with user stories and tasks that are too large for them to handle well? If so, you and your teams need more guidance to implement backlog / user story grooming. Backlog grooming is a step-by-step process of taking high-level (“coarse-grained”) requirements and refining them to lower-level user stories and tasks (“fine-level”) that are ready to put into a sprint. In RefineM’s Backlog/Story Grooming presentation, attendees will learn how to work the process to achieve fine-grained requirements that are ready just in time. The key to success is leveraging tools and techniques as well as the expertise of your team to refine requirements iteratively.
by Kelly Weyrauch
Gantt Charts are a fine mechanism for planning projects that have well bounded activities with a clean start and end point, and with understood dependencies and sequences. But in the non-linear, sometimes chaotic world of Product Development, Gantt Charts can be inadequate, cumbersome, or even misleadingly inaccurate. In the session, we will explore an alternative using mechanism of Agile product development - a Backlog of value to deliver with estimations of size (effort) and a reality-based Burndown that shows a plan with visible assumptions. Together these mechanism provide an effective way to plan, track, and replan a complex Product Development effort.
by Ryan Haag
Many people claimed to have worked under a bad boss. Bad bosses are a top reason that good people leave a company, and they are bad for a company's bottom line. But what makes a bad boss? Is there a way to identify a bad boss? Is someone a bad boss, or do they simply communicate poorly? In this webinar, the presenter, Ryan Haag, walks you through his experiences with two particularly bad bosses and uses them as examples to help you identify bad bosses and to be able to work through them.
by Ralf Müller, Nathalie Drouin, Shankar Sankaran
Leadership in projects is dynamic and alternates between actors. This presentation on the award-winning study of leadership reality in projects and its resulting theory of balanced and horizontal leadership outlines project-specific approaches to leadership. These include temporary appointments of horizontal leaders, as well as the dynamic assignment (i.e., the balancing) of leadership authority to the best possible leader in different situations. To that end, it outlines a framework including recently identified types of leadership and their situational contingencies. This includes the five events that make up horizontal leadership in projects. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Moreover, the presentation addresses the coordination of these events through the socio-cognitive space, and the dynamic assignment of leadership authority to the best possible leader at a time, which is known as balanced leadership.
This is the grandmother of all balanced scorecard templates! Here are 18 (count 'em, 18!) Excel templates that will help you develop a balanced score card from start to finish.
How to balance a project that is failing to meet its cost, time or quality objectives.
Deploying an application solution package in a banking environment is complicated and challenging. This Microsoft Project plan based on a real project shows you how.
This project plan helps with the RFP process for selecting the banking services for the treasury department of a company.
During the course of a construction job, you might be dealing with hundreds of baseplates. Keep track of them with this form.
This is an example of a basic Project Charter, focusing on what is being done and who is responsible. Use this instructional document as an example of how to put a Project Charter together.
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"That rainbow song's no good. Take it out."
- MGM Executive Memo after first showing of The Wizard of Oz