Project Management
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1214 items found

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Farewell to Standard Approaches?

by Andy Jordan

Hybrid isn’t coming, it’s already here. And the reason that it is becoming so popular is obvious: It works. That means that organizations must not only embrace the concept, they must ensure that their project delivery environments allow it to be used.

Agile Superpower #3: Watch the Work, Not the People

by Johanna Rothman

Does your agile team still use the same old three questions in your standup? If so, you’re not alone. Instead of focusing on each person as an individual, you can use questions that focus on the progress of the work.

Better Estimates, Better Outcomes

by Bart Gerardi

Without some amount of estimation, creating an agile plan becomes incredibly difficult. And yet, estimates have a reputation of being inaccurate, immediately outdated, or possibly a complete waste of time. While these two seem to be in conflict, in reality, agile handles it rather well.

Respect Agile, Even if You Don’t Understand It

by Andy Jordan

As organizations improve their ability to view all work in one place, it brings the differences of agile into the spotlight. Leaders need to embrace and respect that.

Agile Superpower #2: Reduce WIP to the Most Important Work

by Johanna Rothman

Once agile teams start delivering features faster, people ask more of them. That’s when the team needs to manage its work in progress. But what about when other people ask them to increase either the number of features, or the number of projects they're supposed to complete?

Topic Teasers Vol. 168: High Performance Through Holacracy?

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: I just heard of a new way to set up management of an organization: holacracy. Is this a tested system? Does it work? My sense is that it means to do away with traditional management as we know it and turn everything over to the employees. Any firm knowledge of it being tried—and being an advantage to an organization?

Topic Teasers Vol. 167: Is It Change, or Sloppy Practices?

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: We are an organization that has both manufacturing type teams and those who do more software-oriented things. Management really wants us to do things that are more similar in the way we manage projects. Since what we do doesn’t really lend itself to a single approach to the work we need to complete, how can we set up something that works for both parts of the organization?

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