We all have an agile team in our minds whenever we take on mastering any new process. Parts of your mind are similar to a product owner, a scrum master and a development team. If you can organize a team with agile, could it not also work with organizing your mind?
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Calling all KMers! Calling all KMers! Does New York City hold the solution to finding the answers to knowledge management's questions?
Talk isn't cheap, but it is often the only way to get the knowledge you really need. The best way to share information in the pursuit of actionable knowledge is by getting together and talking, and what is really needed is real, in-depth dialogue. Capice?
Forget what the PM's background is, forget where their expertise lies. What is the optimal amount of business knowledge that a PM should have on a project? How well do they need to understand the business to be successful? Are you becoming the man or woman who knew too much?
Ideally, every project ends in success, on time and on budget. In the real world, projects are canceled--and the project manager needs to be ready for this eventuality.
The benefit of collecting and leveraging historical information is that we can achieve continuous improvement in our project management practices. The problem is that this information is rarely formally collected and even less frequently leveraged. This article discusses the criteria for selecting a best possible solution and presents one good simple solution that the author has used.
With all of the effort placed on retrospectives and post-mortems, why are so many documented lessons learned from a project stuffed away and never looked at again? We need a streamlined process that mitigates making the same mistakes over and over.
Reflections shared at a retirement party by an IT executive hold key insights into people--and a distillation of what matters most after a long career in the industry.
More from the "knowledge: everywhere you look, there it is" front.
Change management should be straightforward and natural for the project manager. So why does it become a much-discussed topic in so many lessons-learned workshops? Where do we go wrong as project managers?