One of the secrets of a practitioner's success is that I he has varied from the traditional burndown chart and sprint estimation suggestions that are taught when a person learns about Scrum. If you have had issues with making accurate burndown charts that reliably tell you when your sprint will finish, then perhaps his suggestions can help.
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Project managers excel at managing the project schedule, but many of us are not accustomed to revisiting the original premise of a project. There are four very simple and practical “perception” risk mitigation techniques that PMs and teams can implement.
A Theoretical Approach to Traditional Project Metrics-Bridging the Gap Between Earned Value and Critical Path Project Managementby
Since work completed from tasks not on the critical path does not affect the completion date of a project, it is important to differentiate tasks that are “critical” from those that are not in order to better monitor and control them. The project performance metric, critical path task index (CPTI), offers a more holistic view in terms of schedule performance for tasks directly related to schedule completion.
Sometimes the temptation to work on an exciting project—and other times the pressure from the business executives to get the business—leads to agreement on unrealistic expectations. This article discusses the mistake of agreeing to unrealistic timelines and suggests a few ways on how this can be avoided—and the project kept under reasonable control.
This article is about a critical attribute associated with the project schedule, which can help you in your planning activities as well as help others better understand one of the most basic yet significant of all project task attributes. That attribute is the ability of a task to flex and compress under the inevitable changes of the project.
The Olympic rings are five intertwined circles that represent the elaborate and complex Games. Similarly, project managers can bring five rings of discipline together to manage very complex projects. Each of these rings builds upon the other--and they give the project manager a taxonomy by which to manage Olympian efforts
If you’re the project manager for a geographically distributed team, you have likely encountered time zone challenges in running your meetings. Here are some alternatives to consider.
Agile adoption outside of software is nothing new--it dates back very close to the origin of today’s agile methods, predating the term “agile”. However, what is new and noteworthy is the rate and scale of non-software agile adoption being witnessed today. Now--as more companies than ever are exposed to agile methods in their IT practices--these methods are being employed beyond the regular IT domain.
Agile projects are optimized for different constraints than traditional ones. To truly understand how to design a performance measurement system for agile PM, we need to dig a little deeper into the value system underlying agile methods.
Look! Up in the sky! It's a bird! It's a plane! It's a...checklist?! You may not give them their due, but checklists are far more important and vital than you can imagine. Here, we take a look at the history and value of one of the most overlooked tools in the project manager's arsenal.