As a PM, maintaining a motivated team amid challenges is of paramount importance. This practitioner has collected a few lessons learned from her experiences leading agile teams over the years—and through interacting with other interfacing agile teams.
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If ever there were an ideal time to make the leap from a traditional to an agile project management approach, it’s now. In this tense, uncertain, cost-cutting environment where CIOs are watching their bottom lines like hawks, the concept unfailingly proves successful.
When one PM was asked to list the key requirements for a PMIS that would enable it to better support project and organizational effectiveness, he thought about past project, portfolio and program management experiences. The result? A “dream list” of features for a PMIS to support large, traditionally managed projects...a list that was surprisingly agile.
The tsunami of devices from the Internet of Things (IoT) has come to our homes, workplaces and industries—and to the projects we manage and products we create. Let’s see why the combination of innovation and agility is essential to leverage the “power of the thing” to win in this highly competitive market.
You think you have a handle on how to deliver your projects. Then a mandate comes down that your development team is “going agile”. This is an understandably scary proposition for some people. Here we look at general patterns, models, values and practices that lead to success when thoughtfully practiced by motivated individuals.
Not all projects are run by “pure” methodologies any more. How do you succeed when you are managing hybrid teams?
Imagine you are transitioning to agile. You are a program manager with a few agile projects and a traditional project. How do you manage the program? Here's some help in bridging the gap between two schools of thought.
Managing quality during a software development project can be difficult and time consuming when you have been misinformed about true quality indicators and practices. Actively managing quality on an agile project can be both simpler and harder than traditional approaches. Here are some basic practices to save time and unnecessary rework--and improve stakeholder satisfaction before and after delivery.
Any project team that doesn’t manage its current and legacy technical debt will eventually discover that it is impossible to produce features. It’s a slippery slope. Here’s what an agile project manager can do to work with a project team and a product owner.
Are you ready for a revolution? Not so fast. Agile is, quite simply, a qualitatively different way of developing software. And those differentiating qualities are what the Agile Manifesto carefully delineates.