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Recognizing the needs of our team members is a huge step in becoming an effective leader and creating an environment where success is easier to achieve. These needs include confidence, motivation and recognition/reward. But they aren’t the same for everyone.
The basic premise for the New York state project management methodology is that there are two lifecycles in managing a software project: the Project Management Lifecycle and the System Development Lifecycle. This article briefly examines both cycles, worthy processes to follow for any organization seeking a quality PM solution.
Working with stakeholders can be one of the biggest challenges for a project manager, but most of the problems are rooted in a failure to communicate. Here are some rules for engagement that can establish the foundation for a more productive relationship.
Whether internal or external, the customer is going to be the single most important stakeholder on your project, so it is imperative that you establish a set of guidelines for working with them based on variables that include their seniority, technical understanding, and level of engagement.
Project leaders are using social media in significant ways, from improving collaboration on dispersed teams to connecting with a wider group of subject matter experts. One PM says it is like a “customizable mentor.” And a network of 3.9 million blogging moms would suggest it is here to stay, whether you’re managing a family or a different kind of project.
What has been happening in the exciting world of IT Governance? Basically, the standards boards keep creating new standards because that is what they do. Unfortunately, most organizations really don’t pay all that much attention to them.
Project managers need to support one another--does your PMO support that? A lot of organizations recognize the need to have project managers share best practices and ideas across the PMO, but very few do it well. Here's some advice for adopting the right model.
Time consuming, friction inducing and potentially costly, there is plenty that you would want to avoid when properly building IT service management. Yet if you hold your nose and do it right, you can establish a strong and effective process.
While “blame” is not a constructive term to use in establishing where things went wrong, every element of a project should have clearly defined owners. If it isn’t clear where that ownership lies, there's a fundamental problem in the way your project is structured. Here we look at how we can establish that ownership--and ensure that the model is applied effectively.
Question: Today a person appeared at my desk saying he was the new Business Analyst for the team and he set up a meeting with me for next Tuesday. I didn’t want to appear stupid, so I just said okay. We’re an agile team, so is he replacing me as ScrumMaster, or what? Should I be worried about my job?
| A. | The Business Analyst (BA) certification is the replacement credential for the old Project Management Professional (PMP), but with an agile flavor. Check online to see how quickly you might get this new certification if you hope to continue on with your organization. |
| B. | Rather than replacing a project manager or ScrumMaster, the BA is the representative of the Customer or Product Owner who is funding or authorizing your project. He will benefit the team, as he may have more availability than the actual Product Owner. |
| C. | The BA is a junior version of a Quality Assurance team member, and can help you finish your projects more quickly since he does not have the test backlog of a seasoned QA person. |
| D. | The ScrumMaster reports to the Functional Manager whose department will benefit most by the completed project deliverable. Perhaps the BA made an error in contacting you. |
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"No snowflake in an avalanche ever feels responsible." - George Burns |
