If you can’t do “Agile,” you're not cool...right? Wrong. Agile approaches are wrong for some programs—and those alternatives are not strict waterfalls. Here, the author presents some ways to think about the kind of lifecycle that might be right for your program.
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The agile coach is like an agile PMO structure. The purpose is like that of a traditional PMO—to ensure that the project creates the intended product within an acceptable time frame. What changes is the approach...
Has agile replaced other development methodologies as the go-to approach? Is it true for all projects? Let’s look at some characteristics of projects in the real world…
We all have an agile team in our minds whenever we take on mastering any new process. Parts of your mind are similar to a product owner, a scrum master and a development team. If you can organize a team with agile, could it not also work with organizing your mind?
One variation of the different hybrid approaches is so-called “hybrid agile.” It’s a dangerous approach that threatens to deliver the worst of both worlds.
For those of us who are struggling to work out a compromise or hybrid of waterfall and agile project management methodologies, say hello to “Agifall.”
Every project is a “hybrid project.” Here’s how to leverage the best of both waterfall and agile for optimal effectiveness on your particular project.
It may seem counter to the “rules” of agile, but distributed, telecommuting agile teams can be more effective than their colocated peers—and most of what you have to do to be successful are things you should already be doing.
Adding a new PM process to an existing waterfall methodology can be time/resource intensive—and not have immediate support. Some practical changes can bring about project benefits that everyone can enjoy.
Hybrid project delivery is focused on independent judgement and decision making rather than defined processes and techniques. How do you teach organizations to succeed in that environment?