Immersion Reporting: The Requirements Alternative
byIf traditional data-gathering techniques aren't providing the information necessary to create solid requirements, consider another option not often used by project teams.
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Improving IT Projects through Better Management of Uncertainty
byIt is through gaining a better understanding of the uncertainties—and better managing them in relationship to the project environment and stakeholders involved—that PMs may more effectively approach and complete their endeavors to contribute more value.
In Pursuit of the Perfectly Defined PMO
byThe term “PMO” means different things to different people, leaving room for interpretation. Determining the type of PMO requires a project manager to be a strategic thinker possessing technical project and business management expertise.
In Search of True Value
byWhy do stakeholders' eyes roll when you try to explain why earned value is a good thing--and how it works? Ever wonder why claiming partial credit for projects in progress is met with skepticism and ire? Maybe it’s time to rethink the concept of EV as a way to measure project performance and progress.
Integrate User Stories + Use Cases
byMany project teams shy away from incorporating use cases into their Agile approaches because they resemble the non-Agile techniques of elicitation and analysis. But there are golden opportunities to leverage the power of use cases with user stories when developing Agile requirements. Let’s look at when and how.
Interchangeable Project Lenses Can Reveal the Unseen
byWhen we see the same view every day, we get complacent. A prudent project manager does not rely on any single view of the project, as multiple views can expose unforeseen problems and opportunities.
INVEST in User Stories
byThe most basic form of requirement in an Agile project is the User Story. It describes an actor, what the actor is trying to do, and the actor’s goals. Each story is unique, but they all should have the same components and adhere to the same guidelines. To make this happen, consider the acronym INVEST.
Involving Governance Stakeholders (Part 1)
byIt was the best of times--your project seemed to be going along swimmingly. It was the worst of times--suddenly there was a surprise from a governance stakeholder. Will you avoid the guillotine?
Involving Governance Stakeholders (Part 2)
byYour project seemed to be going along swimmingly. Suddenly, there was a surprise from a governance stakeholder. Will you avoid the guillotine? In our conclusion, we focus on managing governance stakeholders in requirements gathering.
Is the Project World Becoming More Agile?
byHave you noticed that as project execution approaches evolve, they become more Agile (or at least “small ‘a’ agile”)? Does that create opportunities for more formal acceptance of agile concepts throughout organizations?
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