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Project Management: Principles, Practices & Context

Velociteach

More recently, the profession has grappled with two intertwined questions: Should principles or processes govern project management? Processes describe the inputs, tools, techniques, and outputs used to execute project activities. A toolkit is a collection of techniques and practices used within the project processes.

Lean 88
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Disciplined Agile & SAFe

International Institute for Learning

Since I hold advanced certifications in both frameworks and regularly teach agile classes, I have a unique perspective and appreciate what they offer. To coordinate the teams, SAFe applies cadence and synchronization. Cadence means all teams are aligned to a standard, two-week delivery cycle.

Agile 59
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Managing Project Assumptions and Risks

The IIL Blog

Context and environmental factors should govern process requirements, specificity, and formality. Large, complex projects will require more highly structured processes than smaller ones. Risk and Assumptions Logs The assumptions and risk logs are primary tools for managing these processes. Are there new items? Project Team.

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4 Common Misconceptions About Agile Transformation

Leading Agile

That having weekly planning cadences; daily standups, reviews, and retrospectives would give people a reason to get in the same room and collaborate. Things really take off with the advent of the CSM certification and PMI finally recognizing Agile as a legitimate way to do software project management. It has a starting place.

Agile 133
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Avoid Best Effort Mentality AND Get the Agile Culture You Want

Leading Agile

“Technical agility is the underlying precondition for process agility, which is the underlying precondition for organizational agility, which is the underlying precondition for business agility. It said that technical agility is a underlying precondition for process agility. I don’t know, I guess I’m behind the times.

Agile 62
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Working with the Retrospective Board in Hybrid-Scrum Projects

MPUG

These processes allow us to not only think back, but also act. For Scrum , it happens at the end of the Sprint , whereas for Kanban , it can be based on cadence. Reflection and growth are part and parcel of life. In Agile, we reframe these as “inspect and adapt.” The improvement happens when the retrospective items are undertaken.

SCRUM 65
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Do We Need Risk Management in Agile Projects?

MPUG

The attitude to risk The risk attitude of your customer, client, users, or sponsor will dictate not only what risks you are willing to accept (risk tolerance), but also the intensity of your risk management processes. Project Level Risk Management in Agile Projects We can describe the core project risk management process in many ways.