Sprint planning is an important part of the agile process, but too often it’s treated as a perfunctory step to simply add stories to the upcoming sprint. Instead, teams should include goals, value and uncertainty in the discussion—and get much more out of it.
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Psychological safety remains uncommon in many organizations not because leaders have bad intentions, but more often because they don’t realize the extent of how important it is and why it matters.
As the healthcare landscape shifts, project management innovations will continue to evolve. But fundamental principles—including the importance of relationships and close collaboration—will remain the same. Here are three success factors learned from a recent hospital renovation.
A sprint review is an essential part of the agile process, where the team can demo new features and functionality. But the demo is only half the story. The sprint review is also an opportunity for productive conversation and feedback between the team and stakeholder, which will lead to a better product.
There is a welcome focus on wellbeing in the workplace these days, but we need to ensure that expectations are realistic for everyone. It doesn’t always happen on fast-paced agile projects, where the human toll on software development teams to deliver is often ignored.
Project teams want to know their work matters. Successful project leaders do more than assign and monitor tasks; they find ways to motivate and engage team members. They show why the work is important, interesting and impactful. They answer the “what” and the “so what” questions.
Humor is common in many projects and can improve project outcomes. What does humor look like in your projects? Has it helped or hindered? Learn more about the styles of humor, how it can benefit projects, and caveats to keep in mind.
Project leaders know that identifying and managing the relationship with key stakeholders is critical to project success, but sometimes equally important indirect stakeholders get missed. Who are they?
It is generally more accurate to use capacity rather than velocity to carry out sprint planning. Here’s why, along with five steps to make the most of this approach—including determining the team’s capacity, selecting and estimating, and adding work safely.
It’s a fact: projects hit roadblocks. Here are some strategic principles and practical steps that can help you build trust and get back on track, from negotiating a new timeline or scope with stakeholders to working with the team to find accelerators and simplifiers.