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12 items found

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A Question of Credibility

by Steven Starke

Why are project managers afraid to stop projects? So often after being assigned to a project, project managers try to run before they walk. This is especially common when the project is already in progress. You can quickly get caught up in the momentum of work and forget to question whether the work is justified. If this is truly the case, shouldn’t more projects be stopped? What if it means losing your job?

Achieving Olympian Goals: Five Rings of Project Success

by Rob Saxon

The Olympic rings are five intertwined circles that represent the elaborate and complex Games. Similarly, project managers can bring five rings of discipline together to manage very complex projects. Each of these rings builds upon the other--and they give the project manager a taxonomy by which to manage Olympian efforts

Agile Business Value

by Dr. David F. Rico, PMP, CSM

What is the business value of agile project management for creating new products and services? What are the costs and benefits--or what is the ROI of agile project management? Has anyone ever measured the benefits? If so, what are the results? Furthermore, is there a measurable difference between agile and traditional project management? Some studies shed light on these crucial questions.

Agile Contracts (Part 2)

by Mike Griffiths

With less emphasis on upfront specs and higher rates of change, how are agile projects contracted? Part 2 of this article outlines building blocks for creating agile contracts.

Agile Engineering: An Introduction for Managers (Part 1)

by Ryan Shriver

Part 1 of this two-part series introduces the agile engineering principles and practices that, when implemented, enable some teams and their respective organizations to build high-quality software very quickly that will please customers. Organizations embracing these practices--when used in conjunction with agile and lean management practices--can gain delivery advantages on their competitors while managing lower maintenance and support costs in the long term.

Agile Engineering: An Introduction for Managers (Part 2)

by Ryan Shriver

In Part 1 of this two-part series, we introduced the agile engineering principles and practices that--when implemented--enable some teams and their respective organizations to quickly build high-quality software that pleases customers. In Part 2, we focus on the tools that support agile engineering and provide you with a guideline for getting started.

Agile Performance

by Dr. David F. Rico, PMP, CSM

Agile projects are optimized for different constraints than traditional ones. To truly understand how to design a performance measurement system for agile PM, we need to dig a little deeper into the value system underlying agile methods.

Agile Sustainability: The Business Case for Lean, Agile and Green

by Don Kim

For those project managers practicing agile practices and methods, you already have all the ingredients in place to optimize your green initiatives. This article will attempt to illustrate how agile principles can enhance and compliment projects that have sustainability as one of its main end goals.

Alternative Measures

by Andy Jordan

And now for something completely different! There’s more than one way to manage a project, so don’t be afraid to shake things up. This writer wants to encourage you to be creative--and to look for different ways to manage your projects.

An Agile Look at Change

by Andy Jordan

The alternative to embracing change doesn’t have to be completely rejecting it. Are there ways we can introduce more flexibility to waterfall projects without losing control of change? Can traditional project execution approaches learn anything from the agile approach to change?

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