With an Agile approach to performance improvement, people are seen as the source of value, rather than the problem that needs fixing, and tools and processes are designed to free teams to perform the irreducible activities that only people working together can accomplish. Here are some best practices for aligning the needs of people, teams and organizations.
For an agile project to progress smoothly, the backlog must be groomed and ready for each sprint. That work must be included in your project plan. This article gives you five points to consider when planning that work.
A cost-cutting economy has changed every aspect of project management, affecting all the important participants--especially stakeholders. How do you manage the stakeholder balance and stay up-to-date with their ever-changing roles? Read on.
To make life easier for project staff, we need to have more clarity around the question of who has a stake—and how much of a stake. Here the author presents a revised definition of the 21st century stakeholder.
New regulations and reforms in response to the economic crisis have spawned countless compliance projects across industries. For project managers, the stakes are high — and the stakeholders have the power of the law behind them. Here are six best practices for managing projects in a regulatory environment.
There is often a stakeholder who is genuinely dedicated to the success of the project--and yet without any malicious intent, they become the lynchpin that can unravel the entire effort. Here are four things that can help you manage this stakeholder’s expectations without leaving a bruised ego behind.
Professional relationships can become dysfunctional and even broken for a host of reasons, and it is imperative for project managers to recognize when relationships are going south—and to understand what they can do to repair them.
We’ve all had projects that experienced bumps in the road. If you find yourself with major challenges, there are six key questions and actions to consider to make sure you’ve covered all of your bases.
What constitutes a troubled project? The answer is truly in the eyes of the sponsor, but as project managers we need to measure objectively and then decide how to use those facts in our go-forward plans. Here the author puts everything in the context of the triple constraint.
What are the common reasons that projects fall into troubled waters and what steps can be taken to get them back on the right path? Depending on the organization you work in and your level of authority, appropriate responses will vary, but here some corrective actions that span many situations.
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"A nod's as good as a wink to a blind bat" - Eric Idle, Monty Python's Flying Circus |
