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207 items found

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Take Your Time to Go Faster

by Andy Jordan

Organizations who are now embarking on agile adoption are feeling pressure to “catch up” with their competitors. But when “late adopters” of agile try to make up for lost time, it can cause problems.

Taking the Long View in Software Development

by George Dinwiddie

Organizations that over-emphasize expediency can set themselves up for long-term losses. This article addresses strategies for taking a balanced approach--specifically, maintaining development capacity, maintaining code asset value and flexible tool selection.

Taking Your Portfolio Agile

by Tony Grech

Agile is a team-focused philosophy. However, when transitioning a portfolio to agile, management’s role is crucial, and a clear roadmap and resource plan will serve as a foundation. Here are lessons learned from a recent agile transition of a multinational retailer’s digital project portfolio.

Talent Management of the Future

by Mike Griffiths

Just as the agile mindset is sometimes paid lip service and poorly implemented, many organizations say they have policies for talent management but also implement them poorly. So, after recognizing why the process is a good one, let’s see how talent management operates for agile teams, and what the future likely holds...

Talk to Your Stakeholders!

by Mike Griffiths

The frequency and magnitude of IT project failures are so prevalent and epic that people can appear in denial of their ability to influence, or “in acceptance” that a certain percentage of projects just go south. Does it need to be that way? If we spent more time asking people where stuff could go wrong rather than making ever more polished models of flawed project plans, could we change the statistics?

Team Balance

by Mike Cohn

Self-organizing teams are a key Agile principle. Indeed, employing the collective wisdom of a team is a great way to organize around any project work, and encourages ownership. But self-organizing teams shouldn’t be randomly assembled. In part three of our series on structuring and managing Scrum-based teams, here are some factors to consider when selecting or influencing who is on the team.

Team Solving: The Under-Utilized Power

by Mike Griffiths

In attempting to solve problems, project managers too often overlook the best solution: the project team. This article outlines why the team has the best practical solutions--even when they may not be the best theoretical solutions.

Technical Debt for PMs

by Victor Szalvay

Technical debt describes the cumulative consequences of cutting corners in software development, but it escapes the attention of many project managers as they focus on scope and schedule. That’s a mistake because it impacts both. Here are questions to help you ascertain the real state of technical affairs.

Telecommuting Teams with Agile Projects

by Joshua Render

It may seem counter to the “rules” of agile, but distributed, telecommuting agile teams can be more effective than their colocated peers—and most of what you have to do to be successful are things you should already be doing.

Tentative Agility for Non-IT Organizations: A Step-by-Step Approach

by Dinesh Sharma, Geetika Hans Dua

Almost every organization has either adopted or is planning to adopt agile-based models. Implementing agile for non-IT organizations is a greater challenge and requires a different approach. This article looks at a step-by-step approach to tentative agility for such organizations.

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