Negotiators in this story followed the rules and ethics of the game. The goal was to maximize the gain of their respective organizations. There was no compromise on integrity. At the same time, the instinct of a youngster and the wisdom of a veteran collaborated to take the game beyond zero-sum and made it win-win…
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We have unparalleled opportunities to rethink how we work as an individual and in teams—and the pandemic has also highlighted the true essence of what it means to be a human being in this globalized world. Discover five patterns of the “new normal” as we adapt to a modern way of working.
Successful portfolio management requires sound processes for building consensus on what is important and how project results will be measured. Here are four value-based models to facilitate better decision-making.
The typical response to tough economic times is for IT leaders to make across-the-board cuts. While the cost savings are immediate, they are drastic, one-time fixes that introduce risk and don't position the organization for future survival.
Value-driven projects differ from plan-driven projects in significant ways, including how teams are formed, how funding is obtained, how scope is determined and how solutions are achieved. They seek valuable rather than predictable results. Here’s a roadmap to making the switch.
Velocity is an agile planning tool, not a measure of productivity. Its purpose is to help determine which stories will fit into a sprint, and how many sprints remain until a release is ready or the project is done. Velocity is not about team efficiency or effectiveness, and treating it as a metric to continually improve is another Agile Anti-Pattern.
Though there is lot of bias toward increasing velocity every iteration to release more features faster, if there is no attention to quality, the system will soon become fragile—and will not be able to house scope changes in the future. How do we balance these forces?
Picking the right IT vendor can be an arduous process. You can get off on the right foot by starting with a clear objective.
After more than 20 years in the financial services industry, this writer thought he knew exactly what to anticipate moving into his new role as a software vendor project manager. He was wrong...
When I speak with human resource professionals and the vendors they use, I often get contrasting feedback about the relationship. More to the point, I get quite a few complaints from vendors about the communication provided from management on services provided. Naturally, when I approach the professionals responsible for those same vendors' relationships, the response I get can be the complete opposite. What's going on? Basically there has been a lack of communication and, most of all, vendor management. Let's review how to cut through the endless cold calls and get the best results from the vendors you do retain for your projects.