New series of courses will offer managers a framework of Agile principles and practices to plan work, engage teams and leverage change.
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Developing a project team that is ready and able to handle adversity as it arises is the only way to consistently produce results and achieve remarkable outcomes in these challenging, uncertain times. Here are tips and principles to help you build resilient teams.
Federal agencies are turning to Agile methods to lower costs, increase efficiencies and improve IT success rates, but entrenched cultural and operational realities are holding back meaningful change. Here’s a critical analysis of why Agile is stalling in the federal sector and what needs to be done to jump-start it.
Multiple project management methodologies and frameworks have been followed, with newer ones—some facing resistance depending on the degree of cultural challenges—being adopted by organizations. This article will look at some of today’s key PM methodologies and frameworks.
Scrum has two stable states--ready and done--that are linked to user stories. Do you know what the "Definition of Ready" is?
A retrospective meeting is for betterment, learning, problem solving and celebrating team achievements during sprint execution and review; they should have a motivating approach. Yet so often, they don't.
In a pure Scrum environment, the project manager's responsibilities are reallocated to the newly introduced roles of Development Team, ScrumMaster and Product Owner. In a hybrid Scrum environment, the project manager role may still exist--but likely in a significantly altered form. PMs need to take the impact of this change on their role and responsibilities into consideration…and plan accordingly.
We've covered certain challenges a project manager is likely to face when a Scrum transition is first being evaluated, and a comparison between Waterfall and Scrum methodologies. Part 2 of this article covers the ScrumMaster and Product Owner roles in the Scrum environment--and also addresses the project manager’s role during and after an organization's transition to Scrum.
No manager wants to demotivate their team, but sometimes their actions have unintended consequences. How can well-intentioned actions backfire?
Ever encounter people who consider themselves “victims” of the agile process? They are competent contributors, managers and project managers who never asked for agile, have had no say in its implementation and hate going through its motions. What can you do to cheer them up?