If you’ve ever been involved in a highly visible project in which major stakeholders are jockeying to position themselves to impose their own agenda, then you would have experienced project partisan politics. And If you are a ScrumMaster on an agile project, there isn't a more important impediment to get out of the way.
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On any project, making decisions too early is a source of many costly mistakes in the name of reducing risk or uncertainty. But in game development, planning in isolation or too far ahead can narrow options and increase costs. In contrast, scrum practices require designers to collaborate face-to-face on small, cross-discipline teams, facilitating better solutions in less time.
Many software development organizations are discovering that they must be agile--but they seldom know much about Scrum. This article explains and describes some of the most commonly observed patterns that arise in organizations that implement “big” Scrum.
The Mac versus PC debate has been going on for some time with strongly held opinions on both sides of the monitor. More recently, the project management community has been debating agile versus so-called traditional techniques. And there are certainly similarities in how both discussions can be framed and, perhaps, resolved.
The Agile Movement continues to pull in project managers who have been steeped in traditional approaches. In this PM's experience, relatively few successfully make the transition. Here’s why…and what we can do about it.
Agile can not only help you deliver projects—it can help you make the most of the talented people behind those projects, too.
Consider for a moment the roadblocks we encounter on projects. The most common and toughest to resolve are always people related. A large portion of the missing part of project success is Emotional Intelligence, and the EI skills most needed by project managers are explored here.
As project managers transition to leading agile teams, the journey can feel strange, the references to values such as “purpose” and “courage” frustratingly fuzzy or beside the point. PMO director/program manager turned agile coach Lyssa Adkins has made the journey and believes that metaphors can be powerful allies in setting expectations and inspiring greater performance.
Although the role of the business stakeholder has evolved using agile as a methodology, the business need or pesky constraint typically remains for delivering functionality by a particular date. Hence, project success many times is still measured by delivering functionality by a pre-defined date to meet business goals. Here we offer some suggestions to try if your organization is using an agile methodology--yet expected to deliver a large-scale project that has the same constraints that have existed over time.
On an agile project, to a certain degree we all operate as a famous rock opera character. We encounter situations that are unfamiliar and ambiguous, and we must overcome forces that defy control. We need a way to see through the fog and operate with mastery for our project decisions. An important tool for the agile master is to play by intuition.