If we are limited by the triple constraint, how do we as project managers lead with agility and embrace change? If projects are all about needs and values, then project management should be the tools and techniques to achieve this value. Is it time to redefine project management? Should we move away from the iron triangle to the value triangle?
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Weighted Shortest Job First is a widely used technique that can give guidance to the product owner as to how to prioritize the backlog in a rational way, supported by solid data. But if it is the only process used, it can lead to a mediocre priority list.
As part of an agile training session, attendees are shown that while there are many roles that are part of the process, they essentially break down into two basic types: pigs and chickens. Which one are you?
Being agile requires eliminating waste to realize efficiency, productivity and quality gains. That means removing everything that does not deliver value to the customer, including all forms of project debt. Here are six practices that will help you and your team maintain this essential agile principle.
Agile is all about managing change, but every organization has a different rate of change. We generally think about agile as removing impediments to accelerate development and keep up with change. It also has an important role to play in placing constraints on change so that it doesn’t spin out of control. This article is a case study of how too much change can lower quality and lead to products that completely miss the mark.
The use of agile methods lean toward faster delivery of results at a more frequent pace and in a more cost-conscious manner. However, not every project is best suited to be delivered in an agile way. As an agency partner, you need to be honest with yourself about where you are in your agile journey.
Don't spend too much time on upfront planning because, no matter how well you do it, you'll be wrong, insists new GlobalLogic chief technology officer Jim Walsh. Here, the ardent Agile advocate talks about winning the development race the right — and perhaps subversive — way.
To succeed in the ever-increasing complex project world, next-generation project and program managers will need to liberate themselves from the shackles of outmoded mental models and adopt new paradigms that are consistent with reality.
As an organization transitions to Agile, executives play a key role. And they too must transition, modifying their leadership approaches as well as their operating methods. It takes dedication and work, and even the best may fall into bad habits if not careful.
Despite this global recession, the competitive landscape keeps becoming more urgent and faster paced. You will be expected to keep managing new projects to keep your organization competitive--but will do so with less (and exhausted) resources, tight budgets and more scrutiny for success. How does one meet such challenges and succeed? One of the agile practices tailor made for such an environment is the Lean method.