The use of traditional empirical project management tools can be used in a simple way to manage and control project deadlines and costs without losing the flexibility of agility. In this article, we are going to mix a traditional technique with agile management using a simple practical example.
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To produce effective functional and cross-functional requirements, project teams must focus on solving real user issues. The author’s team initially ran into problems with delivering software that did not completely resolve market and user needs. To improve their practice, they increased their cross-functional team collaboration and enhanced the requirements management process in their agile projects.
Effective Use of Kanban for Monitoring and Controlling Low-Complexity Projects in a High-Volume Project Environmentby
Kanban is an effective tool for monitoring and controlling high-volume/low-complexity projects when the goal is to increase throughput, limit work in process (WIP), and measure flow in project environments. Implementation of this approach has the ability to reduce the project management team’s level of effort while optimizing resource utilization.
The iterative nature of agile development poses key challenges when validating software for regulated industries. With thoughtful planning and careful execution, it is possible to achieve compliance through automated testing. Successful practices using automated validation testing and the steps a team can take to reduce validation cost and time at the end of a release cycle are discussed.
In the highly competitive world, getting products to market quickly while being both flexible and adaptive to change is critical. The answer to this challenge is Scrum, an iterative, incremental methodology for project management often seen in agile software development. Here we look at recommendations for proper implementation of this unique and useful process.
For decades, predictive project management approaches have been applied with success. But now more than ever, more flexible (and faster) decisions are required in complex construction projects—where change of scope is frequent, and the need for new factories is crucial to remain competitive.
Innovative solutions require high levels of ongoing collaboration and feedback, intermingled with periods of focused creation. One of the keys to creating engaging collaboration is emotional assertiveness.
Executives, entrepreneurs and managers often take their turn at being emotionally aggressive in order to align others with their vision. Is this appropriate?
The agile mindset is something we already know, so teaching it is easier than we might have thought. It is unleashed when we are in a positive emotional state; the fixed mindset occurs when we are in a negative emotional state. Emotional intelligence is key in transitioning to our agile mindset.
Employee Performance Appraisal: Executing Agile-Based Projects in a Traditional IT Services Organizationby
Agility, as a concept, has been in vogue for some time now. There have been numerous stories around agile implementations in IT product organizations. Executing an agile project in IT services organizations has its own share of challenges. This article seeks to highlight a part of this challenge, mainly from the employee performance appraisal perspective.