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Features
A Closer Look at Project Management Trends
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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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Create Your Own PM Brand
- by
Dave Prior, PMP
(September 10)
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As project leaders, a track record of success is important. But what often leads to greater opportunities is the impression we make on people while we are working with them and after we are gone. It is said that we spend upwards of 80 percent of our time communicating. By establishing and maintaining a personal brand, we can influence that communication and take control of the "noise" attached to it.[more]
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Responding to Change
- by
Jim Highsmith
(September 2)
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Agile project leaders expect change and respond accordingly rather than follow outdated plans. In practice, they “envision-explore” versus “plan-do” — they understand the limits of anticipating and trust more in their ability to adapt their processes and practices as necessary.[more]
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Adapting Over Conforming
- by
Jim Highsmith
(August 27)
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Plans aren’t sacrosanct — they’re meant to be flexible guides, not straightjackets. Agile project leaders focus on adapting to inevitable changes rather than opposing them. In this way, value and quality are the end goals and the plan becomes a means to achieve them, not the goal itself.[more]
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The Status of Nonprofit Projects
- by
Kathleen Ryan O'Connor
(July 29)
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Annual conference for nonprofit organizations hopes to inspire 'accidental' project managers, bridge knowledge gap and share best practices.[more]
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A Guy Named Murphy
- by
Elizabeth Harrin
(July 9)
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Doing nothing is an acceptable response to potential project threats that are deemed relatively insignificant or highly unlikely to occur. But what do you do when risk mitigation activities have been curtailed and that improbable problem does indeed arrive? Communication and calm are critical, according to these project management experts.[more]
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Greening Your Projects
- by
Kathleen Ryan O'Connor
(June 18)
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Sustainable project management is growing. Indeed, there is a clear economic imperative for companies to adopt greener practices, from telecommuting to managing projects almost exclusively paperless. And project managers can play a vital role in demonstrating how even seemingly small actions can make a positive impact difference — on the environment and the bottom line.[more]
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