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45 items found

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Danger! Naïve Agile Coaches Can Kill Agile Adoption Plans

by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM

Some managers claim that agile approaches don’t work in large organizations because they have tried--and failed--to deploy agile methods in their company. This article describes one of the major underlying causes for these failed adoptions and makes suggestions for resolving the issue.

Danger, Will Robinson! 5 Anti-Patterns of Agile Adoption

by Bob Galen

As an experienced agile coach, this writer often gets asked about agile tactics and practices--what works and what doesn’t. There are no singular answers, but there are some generative behaviors and rules for agile done well. In this article, he explores a set of common anti-patterns that he sees in an effort to share what not to do in your agile journey.

Danger: Waterfall Approaches

by George Freeman, PMP

There is no such thing as a pure waterfall implementation unless you are peering through nature’s lens—and there is no such thing as a pure agile implementation unless you are gazing through a lens of your own making.

D-Cube (Decisive Dynamic Development): Transparent, Feedback, Motivate, Reduce Waste

by Chandra R. Munagavalasa, PSM I, SSGB, PMI-ACP, PMP

Why do we need another agile approach when there are numerous variations that already exist in the market? Many popular agile approaches have strict rules and/or requirements. D-cube (Decisive Dynamic Development) is simple and highly flexible, and can be tailored to fit to your needs. D-cube emphasizes the need for motivated teams, transparency, stakeholder feedback, and the reduction of waste.

Dealing with Agile Requirements Uncertainty

by Mike Griffiths

How are you with uncertainty? Do you revel in the possibilities or crave closure? Agile methods have a very different approach to requirements management that some people find empowering...and others find infuriating.

Debugging Your Geographically Distributed Agile Team

by Johanna Rothman

Troubleshooting geographically distributed agile teams is difficult--made even more difficult because you can’t see the people you need to talk to. Don’t assume it’s the first problem you consider.

Debunking Myths about Product Managers

by Ken Whitaker

Project teams quite often assume that the product manager is a true partner--and when a project is under scrutiny or stress, the product manager can transform into a very tough adversary and oftentimes a combative stakeholder. Put yourself in a product manager’s shoes for a change! Let’s explore a couple of myths about product managers that should hopefully spark a new level of collaboration and success…

Deep Dive Models in Agile (Part 1): Process Flows

by Candase Hokanson

This series provides valuable information for the product owner community to use additional good practices in their projects. In each installment, we take one of the most commonly used visual models in agile and explain how to create one—and how to use one to help build, groom or elaborate your agile backlog. The first in this series is the process flow.

Deep Dive Models in Agile (Part 2): Feature Trees

by Candase Hokanson

This series provides valuable information for the product owner community to use additional good practices in their projects. In each installment, we take one of the most commonly used visual models in agile and explain how to create one--and how to use one to help build, groom or elaborate your agile backlog. This entry looks at the feature tree.

Deep Dive Models in Agile (Part 3): Business Objectives Models

by Candase Hokanson

This series provides valuable information for the product owner community to use additional good practices in their projects. In each installment in this series, we take one of the most commonly used visual models in agile and explain how to create one—and how to use one to help build, groom or elaborate your agile backlog. This edition looks at the business objectives model.

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