Best practices, lessons learned and advice from your peers in the trenches.
Many organizations live in perpetual ‘fire-fighting’ mode, a space in which short-term results often supersede long-range plans and strategies. While this can certainly make it more difficult to fully realize the benefits of sound project management practices, there are techniques to accommodate a ‘high-drama’ culture throughout the project lifecycle.
From simple problems to complex, and everything in between, there are many pitfalls that can plague a project. And with low-performing organizations wasting nearly 12 times more resources than high-performing ones on failed projects, there’s no time like the present to address the causes and implement much-needed changes.
Software measurement by itself does not resolve budget, schedule or staffing issues for projects or portfolios, but it does provide a basis upon which informed decisions can be made. Here are examples of how to use metrics to determine present capabilities, assess whether plans are feasible, and explore trade-offs if they are not.
When a risk does not affect project objectives but could still impact another part of the organization, it should be “escalated” to the appropriate owner to ensure that it is recognized, understood and managed. Here is an overview of this key risk response strategy in practice.
Many business leaders are unacquainted with the wealth of knowledge about how software projects behave. No surprise, they are unable to explain why these projects fail repeatedly, much less do something about it. Here are five fundamental “laws” of software development that all executives (and teams) should understand and follow.
The more rigid an organization is about dates, the less agile it can be. Still, it is legitimate for executives to ask for delivery dates, and there are strategies to meet this need, from time-boxed releases to work-forward planning. Yes, executive visibility is possible in Agile, it just takes some compromise and participation.
Most project managers welcome clear-cut goals and processes. Likewise, they are uneasy around uncertainty, be it open-ended objectives or vague direction. But ambiguity can present an opportunity — to think creatively, to take a risk, perhaps, and try something new that just might lead to an exceptional outcome.
Project costs receive serious scrutiny from executives and stakeholders who use ROI and other financial metrics to judge organizational performance. Here is a checklist of questions to help project leaders and their teams determine the best available options for responding to project cost risks and issues that may arise.
A disciplined team is going to get the job done and produce satisfactory results most of the time, but a motivated team offers the possibility of delivering outstanding outcomes that go above and beyond expectations. Here are some strategies and tactics for motivating your team members.
Organizations that see Agile as a way to remove a layer of management are either missing the point or at risk of missing a huge opportunity. Specifically, the role of a software development manager takes on a different and often more important role in an Agile framework.