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Is it a waste of time when the project team leaves its core tasks to engage in the editing, developing and updating of artifacts? Isn't it preferable to minimize artifacts as much as possible so that the team can exert more effort "in the field"?
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.
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!
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.
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.
Having something that enables a project manager to rough-cut an initiative using some standards can be helpful in providing a lens on whether a date is even remotely achievable. This is where the work-back timebox model comes in.
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 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.
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.
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.
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"How can you govern a country which has 246 varieties of cheese?" - Charles DeGaulle |
