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Organizations need to be agile. Organizations need to transform. But organizations don’t need agile transformations. What they really want to create is an environment where they can deliver optimal performance levels for many years to come without significant ongoing change initiatives.
Seasonal depression is all too real. The slowdown around the holidays can create a void that can lead to an emotional rut, which can grow into something deeper. Here's some advice on how to minimize some of the overwhelming feelings that can come during this time of year.
Do you have a knack for working with data to support your project? You should. Here are eight simple practices for doing data analysis on your own to widen your skill set for the future.
Power skills are being recognized by teams and organizations as critical for the workplace. Project leaders need to understand this value, as power skills are at the heart of leading successful teams, engaging stakeholders and conquering challenges to the project plan. Which power skills are most critical to project success?
A two-year immersion into the world of agile projects was enlightening and fulfilling for this practitioner—who learned a lot in his role as a BA and PM during the engagement. He worked with teams with varying degrees of comfort and experience with agile—and shares these takeaways to help you on your journey.
Today’s agile is more than simply a way to deliver projects, it’s rapidly becoming a mainstream business approach—and there are challenges that need to be overcome to enable that. Let's look at how organizations can optimize performance by elevating agile leaders to become business leaders.
You need to show off your leadership skills by preparing for major obstacles faced in agile transitions. Whether it’s stakeholders wanting to revert back to a legacy methodology or executives balking at changes to status reporting, you need to respond in a constructive manner and help drive the transition forward.
Question: With the addition of Disciplined Agile, we now have three types of approaches to how projects should be managed. But this means three times as many terms and roles to try to manage. In my company, different teams use different ways to organize their work, so inter-team communication becomes daunting. What is a good way to learn terms—and advice on how to use them correctly?
At the intersection of how organizational practices are framed and how accountability for project management is articulated lies four possible scenarios for our PM future. Which dimensions are more or less likely to emerge going forward? This is where there are some intriguing insights...
Where will you be working in a year? What tools will be necessary for success? How will you build your career? To be a successful PM, you don't need to see into the future—but you do need to continuously build skills in these three critical areas.
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"I know the meaning of life - it doesn't help me a bit." - Howard Devoto |
