Project Management
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342 items found

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Remember: Users Are Real People

by Andy Jordan

When project teams are buried in the details of their work, it’s easy for them to forget that they are producing solutions for real people. PMs need to help them remember.

Start Date Set in Stone? Schedule Using the Work-Forward Timebox Model

by Lonnie Pacelli

We're often given an end date and have to work backward to derive when an initiative should start (or should have started). But what about when a project manager is able to provide a start date? That's where the work-forward timebox model can help!

Getting to Ready

by Bart Gerardi

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.

The Unique Challenges of Test-Driven Design (TDD) for Embedded Systems

by Steven Swiss

Test-driven development is an important part of ensuring that software can be effectively evaluated before it is deployed to embedded systems. Program managers must be prepared to accommodate additional test time—and champion the creation and maintenance of custom test platforms and tools.

Get More from Your Sprint Review

by Bart Gerardi

A sprint review is an essential part of the agile process, where the team can demo new features and functionality. But the demo is only half the story. The sprint review is also an opportunity for productive conversation and feedback between the team and stakeholder, which will lead to a better product.

Backlog Refinement: 5 Things to Avoid

by Bart Gerardi

Backlog refinement sessions offer many benefits, but there are also well-intentioned activities—or antipatterns— that can be detrimental to the team. Here are five backlog refinement antipatterns to avoid, from focusing on estimates to removing requirements too quickly.

Managing Project Uncertainties

by Bart Gerardi

Project leaders must cope with many uncertainties, from requirements to schedules. These uncertainties can’t be removed but they can me managed and often mitigated. Here are some strategies and actions to address risks, reduce ambiguities and retire unknowns.

You Can’t Schedule Innovation

by Rich Mironov

We can’t schedule innovation, but we can schedule and fund discovery—an essential part of building products that matter. How do we make the case for discovery as the true path to innovation? Make it tangible and frame it in non-specialist language.

Do You Have a Good Intake Process?

by Bart Gerardi

Many project practitioners focus on execution and think their responsibilities start with the kickoff meeting. But before then, a good intake process can ensure a project is truly ready to begin. And, yes, it should involve not just portfolio or program leaders, but also project managers and teams.

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