Many organizations try to catapult into agility. Striving to instantaneously transform their traditional practices and culture. Unfortunately, this strategy is usually painful and often fails.
The Scrum Guide states, “Scrum is easy to understand, but difficult to master.” Basic training can be quickly and easily accomplished in just a few days. However, being Agile is a mindset that requires time to develop and mature.
The Project Management Institute (PMI) is making a bold pivot toward agile. As a project manager and an agilist, I am excited by these moves. At the same time, it is hard to envision both this transition and the future state.
Traditional project management concepts focus on processes, timelines and budgets, but forget the human aspect of the project management. The human relations approach to project management has gained increasing acceptance because project managers have realized the importance of focusing on the human aspects in this sphere. These aspects relate to people’s skills, their communication and relationships with others during the project implementation.
Construction planner and scheduler Frank Lee was at it again. He was in the process of creating and developing another phantom project schedule for the Project Control Manager. The initiative started when the Project Manager complained to the Project Controls Manager.
Experienced agile coaches and practitioners develop a sixth-sense. They can quickly assess the health of an agile project or team just as doctors do with their patients.
Clearly defined tasks and responsibilities must be given to all project participants, in order to ensure the successful completion of the project.
Knowledge Management(KM) is broadly defined as the process of creating and sharing information across the organization. Its goal is to enable learning. KM became a formal business disciple in the 1990s ev
Organizational change and transformation efforts are often challenging. Most fail to meet their planned objectives with 30% failing outright. In last month’s article, ”Road Trippin’ Organizational Change: The Beginning”, I recommending using adaptive-agile planning practices and treating the effort like a road trip:
