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Features
A Closer Look at Project Management Trends
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Speak Now — or Forever Risk Your Projects
- by
Josephy Grenny
(August 25)
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It can be difficult to have an open discussion about problems on a project — for reasons that range from workplace politics to personal communication styles. No wonder, many project leaders and team members are uncomfortable with raising red flags that could challenge the perceptions (or wishful thinking) of their sponsors and bosses. Here are 10 tips to help you breakdown the barriers and start those crucial conversations that just might save the project.
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Green PM and the BP Gulf Oil Spill
- by
Tom Mochal, Andrea Krasnoff, Rich Maltzman and Dave Shirley
(August 11)
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Green Project Management looks at projects through an environmental lens. That doesn’t mean decisions are always made “in favor” of the environment, but that the environment is considered in the planning and decision-making processes, including the conservation of project resources, which should be part of every project manager’s mission anyway. Here’s how it works, and how it might have made a difference in the Gulf of Mexico.[more]
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Trial By Fire
- by
Gary Hamilton, Gareth Byatt and Jeff Hodgkinson
(July 27)
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Many a project manager has said the job feels like they’re always putting out fires. Well, projects are like fires in fundamental ways: no two are exactly the same, and conditions can change at any time, requiring corrective actions. From training to communication, here are some shared principles that hold true for fighting fires and managing projects.[more]
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Focus On Impediments
- by
Craig Larman and Bas Vodde
(April 28)
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The adoption of lean thinking or agile principles should not be approached as a project with an end, but rather as a journey of continuous improvement based on experimentation and developing problem-solving skills. And the concept of “impediments service” is a key component.[more]
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Scaling Scrum
- by
Craig Larman and Bas Vodde
(April 15)
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Too many organizations confuse doing agile with being agile. They force adoption through command-and-control thinking combined with predictive planning. That won’t work. In this series of excerpts from their new book, Craig Larman and Bas Vodde share best practices for adopting and scaling lean and agile development.[more]
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Going Agile
- by
Janis Rizzuto
(April 1)
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The worlds of classic project management and contemporary agile development are not as far apart as some practitioners might believe. In this two-part series, two devoted agilists share practical strategies for building understanding among project leaders and moving teams and organizations toward realizing Agile’s benefits.[more]
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Feature Teams
- by
Mike Cohn
(January 27)
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On multi-team development projects, there are significant advantages in having each team organize around the end-to-end delivery of features as opposed to working on separate components. Fewer handoffs reduce waste and integration-related risks. And feature teams have a clearer understanding of the impact of design decisions. However, in some circumstances, component teams offer benefits.[more]
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Two-Pizza Teams
- by
Mike Cohn
(January 13)
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Products reflect the structure of the teams that build them, and so a critical decision on any development project is how to organize individuals into teams. In the first installment of a new series on team structure, Agile thought leader Mike Cohn makes the case for keeping teams small, detailing several advantages over larger ones.[more]
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The Backpacker’s Guide to Lightweight PM
- by
Jeff Oltmann, PMP
(January 6)
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The formidable body of project management knowledge can overwhelm less experienced practitioners and organizations getting started. They can see the benefits but despair at their ability to adopt an extensive set of best practices and the complex enterprise changes required. They need a lightweight, simple way to start — a backpacker’s approach to project management.[more]
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Emotional Rescue
- by
Kathleen Ryan O'Connor
(October 8)
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Emotional intelligence goes deeper than data, beyond process, and right to the heart of project leadership. No longer the sole purview of the Oprah show, the concept is changing the way many perceive the so-called softer skills of project management — just ask NASA. And it could shape your future as a project manager.[more]
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