When is an agile team ready to being work on a project? It’s not about eliminating uncertainty or understanding every nuance. The best teams define what “ready” means to them, and then work together to get requirements and stories where they need for work to commence.
Global teams present challenges for the project leader to align work practices, build trust, and motivate and inspire across cultures. From forming a team identity to creating agreements, here are steps that can bring out the best in a global team, finding strength in its differences.
Many aspects of project management appear tedious and boring. Creating visual scenarios transforms your project into a memorable adventure that has lasting impact—and creates stronger bonds among team members. Here are five story vision examples to use in your next project.
Goals are good for any team, including agile ones. However, it’s possible to set goals that seem to make sense but are ineffective and might even hurt the work of the team and the product. Let’s look at three goal setting “anti-patterns” that should be avoided.
Instead of driving the completion of tasks, project leaders should point teams in the right direction and empower them to deliver positive results. Good teams become great when they have the resources needed to succeed, the flexibility to innovate, and the ownership to grow.
A change of year is a great time to refocus and reenergize. As you plan out work in 2023, it’s important to be realistic, flexible, aspirational and inspirational. This builds a foundation for positive results early on—and throughout the year.
Monitoring a real-time skills inventory of your organization is critical for staying on top of your organization’s current and projected skills needs. It takes more than a compilation of old resumes or outdated competencies. These eight empathy habits can help.
High-pressure environments often stoke anxiety on both the individual and team level. Project leaders must be alert to the ways this unease can poison team collaboration, including siloed behaviors, risk-aversity and rigid thinking.
By committing to full capacity, teams often must make compromises, accepting partial work or splitting work. But by leaving some capacity available, teams can take on additional work based on customer feedback or new information without disrupting the existing plan—and deliver more.
As people take time off for the year-end holidays, team capacity fluctuates and planning is a challenge. Here are four options to make the best use of the time and people available, while trying not to create more stress and frustration.