Trending Sources

Agile Talent Management


Talent Management is the science of human resource planning to improve business value. It includes the activities of recruiting, retaining, developing and rewarding people along with workforce planning. From an agile perspective much of what we do on agile projects helps with talent management.   However, these measures only address some recommendations for talent management.   2.

2015 132

The Cost of Too Many Projects in Portfolio

Pawel Brodzinski

I argued against multitasking a number of times. In fact, not that long ago I argued against it in the context of portfolio management too. Let me have another take on this from a different perspective. Let’s talk about how much we pay for introducing too many concurrent initiatives in our portfolios. Let’s imagine that the same team is involved in four concurrent initiatives. Not only that. Tweet.

2015 54

Features do not a Product Roadmap Make

Tyner Blain

Last month, Mike Smart of Egress Solutions and I gave a webinar for Pragmatic Marketing on product roadmapping when working in agile environments. We had a great turnout of over 1500 people in the session – with not nearly enough time to answer all of the questions. One attendee asked, “ Please explain how a prioritized list of features is not a roadmap? Why and What and When.

2015 51

How good is your ability to build trust?

Susanne Madsen

One of the most important prerequisites for building great professional relationships with team members and stakeholders is trust. Without trust it’s impossible for a project to function effectively as people are unlikely to open up, collaborate and follow someone who they feel they can’t rely on. Trust is essential for working together. They start to doubt and become cynical. Trust

2015 46

Managing The Project Budget - Developing Your Project Management Skills

This eBook describes the process of managing the project budget and its associated costs.

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PMO of the Year Award Winner: An interview with Sarina Arcari

Guerrilla Project Management

The Project Management Institute’s PMO of the Year Award honors a PMO that has demonstrated superior organizational project management abilities by adding value to its organization through its support of successful strategic initiatives. I had the pleasure to interview Sarina Arcari, VP of Business Solutions at Wellpoint, whose PMO has taken the top honor. Case Studies Leadership Podcasts PMO

2015 40

My Top Ten Favourite Blog Posts for 2015

Fix my Project Chaos

On a weekly basis, I search the Internet for interesting articles about leadership, creativity and projects to share with you. During 2015, I have discovered fantastic posts and articles that I hoped you have enjoyed them as much as I do. As part of the lead up into 2016, here are my top ten favourite […]. Blog Art of Project Leadership

2015 52

Peanut Butter, Jelly and Project Management

The Lazy Project Manager

One of the first things Marissa Mayer did on becoming Yahoo’s CEO and being tasked with rescuing the once mighty company was to launch an assault on unnecessary bureaucracy with the creation of ‘PB&J’ A play on the ‘peanut butter and jelly’ much loved in the U.S; “Jammed by problems and see a solution? ” Mayer wrote in an internal memo.

2015 36

We need more detail but how do we get it?

Ron Rosenhead

I have observed many, many people when they start a work breakdown structure (WBS). The initial enthusiasm is tempered with the call from some; we need more detail. But, they soon come to a rapid halt unable to develop the WBS any further. As one person commented, “We seem to have hit the wall.” This is where I introduce them to a key question to help develop their WBS even further.

2015 35

Top 5 Project Management Report Templates

These FREE most popular templates will help you perform your role more efficiently.

Big Agile, the Route Less Travelled


Scaling Collaboration not Process is the Key to Enterprise Agility. Agile methods have been found to be extremely effective when used correctly. A reasonable reaction to witnessing any great performance in an organization is to demand more of it. Unfortunately these roll out attempts largely result in disappointment or failure because the investment and effort has been applied in the wrong place.

2015 116

Don’t Mess with Culture

Pawel Brodzinski

When I’m writing these words I’m on my way home from Lean Agile Scotland. While summarizing the event Chris McDermott mentioned a few themes, two of them being organizational culture and experimentation. Experimentation is definitely my thing. I am into organizational culture too. I should be happy when Chris righteously pointed both as the themes of the event. And I’m scared. Not only that though.

2015 38

Step 1: Establish Your Capability Maturity

The Tao of Project Management

Last week I outlined my d eployment road map and the first step was to establish the current level of project management capability maturity in your organization. You can find it at: [link] Next week I'll look at the second step of moving on up the maturity matrix. The Project At long last Agile Project Management in easy steps 2nd Edition is out in print. UK / $14.99

2015 33
2015 Agile 33

SPM 024 | Meet Aspiring Project Manager Jared Coffin


This is the first in what is anticipated will be a long running series where the Sensible Project Manager mentors an aspiring project manager. Today you will meet Jared Coffin, who we will get to know during the coming months as he shares his journey into project management. During the Podcast. Meeting Jared Coffin. Becoming a Project Manager. Being a Mentor. The Aspiring Project Manager Series.

2015 32

7 project management tips

How to manage projects within a fragmented workforce

Time for a Demo?

Zen Project Management

When I first learned Scrum , the idea was to have 30-day (4 week) iterations with a demo at the end of each iteration. Today I see teams that have iterations from 1 to 4 weeks, or in the case of Kanban, no iterations at all. So the question is, how often should there be a demo? I’m a believer of getting sign off on a user story once it's done. This usually comes from the person who wrote it, who may be a proxy to the product owner. So the questions is, If it’s a short iteration, does it make sense to have a more formal demo of the stories? I think in some cases the answer is “no.” Kanban scru

2015 37

082 How To Get Started in Project Management with Colin Ellis (@ColinDEllis)

PM for the Masses

Colin Ellis shares with me his tested approach to helping folks get started in the field of project management on this episode of PM for the Masses. The post 082 How To Get Started in Project Management with Colin Ellis (@ColinDEllis) appeared first on Project Management for the Masses. Colin Ellis shares with me his tested approach to helping folks get started in the field of project management on this episode of PM for the Masses. Podcast

2015 43
2015 43

How PMOs can balance time, cost and quality

Moira Alexander

If 88 percent of C-suite executives agree that project alignment with strategy is vital to organizational success, why are only 56 percent of projects meeting strategic objectives? Furthermore, in a report titled “The High Cost of Low Performance,” the Project Management Institute (PMI) states 61 percent of firms acknowledge they often struggle to bridge the gap between strategy and day-to-day implementation. How much of this is attributable to issues with monitoring and managing cost, quality and time throughout projects and what can be done address these issues?

2015 38

The Catch-22 of Organizational Change Management

Troubled and Failing Project

"Kotter, ADKAR, or CAP which methodology should we be using to build our approach to improving project adoption?" I hear this question repeatedly from people trying to implement an organizational change management (OCM) program. The problem is that is the wrong question. Take a perfunctory peek at any of the models and you will see that in the quest for an answer people have mistakenly jumped over the first few steps and they head down the road of failure. It is a Catch-22; unless you already have an OCM process in place, you will most likely fail at implementing it. Capabilities Assessment

2015 31

Project Management Processes - Developing Your Project Management Skills

This free eBook will help you to identify the appropriate project management process to apply at any point in your own project.

Some thoughts on Setting up a PMO

Jez Lister

I first came across the Project Management Office or PMO concept twenty-five years ago whilst working as a project manager for a large systems integrator. Most of my colleagues – myself included were initially unclear about the purpose of the PMO and assumed that we were all to be relocated to new offices. I have seen countless models of PMOs and have set up several of my own. PMO Types.

2015 31

Four Key Ways to Disengage Overly-Involved Project Sponsors

Gina Abudi PM

There are times when we need to disengage a project sponsor who is overly involved in the day-to-day work of the project team. We want them engaged in the project, certainly; but not so involved in the tasks associated with the project that the team feels they can’t get the work done. Much of time [.]. Project Management managing sponsors project leadership project sponsors

2015 30

We cannot communicate – it’s hopeless

Ron Rosenhead

Not my words but the words of someone on one of our project management courses. It sounds pretty desperate doesn’t it? Well for this person, it was and for the project team and the company. I will not go into the details of this particular project but will use it to highlight the ever growing issues that arise on our courses: poor project communications. I then list them. It need not be hopeless.

2015 33

Agile Benefits Management


Benefits are why we undertake projects. Projects are expensive to undertake and have a risk of failure. So, we need to get benefits from them, or at least think we will get benefits from them, to start projects in the first place. Often the benefits of a project are not fully realized until after the project is finished. This is why benefits management is usually the domain of program management.

2015 112

Project Manager's Guide to Getting Things Done

9 tips on how to manage your team’s workload.

The Fallacy of Shu-Ha-Ri

Pawel Brodzinski

Shu-Ha-Ri is frequently used as a good model that shows how we adopt new skills. The general idea is pretty simple. First, we just follow the rules. We don’t ask how the thing works, we just do the basic training. That’s Shu level. Then we move to understanding what we are doing. We still follow the rules though. That’s Ha level. We are ready to break the rules. And that’s Ri level. Tweet.

2015 36

4 Project Risk Response Strategies for Opportunities

PM by PM

Do you use Project Risk Response Strategies to avail Opportunities? Let us be frank here. Most of us never think about Project Risk Response Strategies for Opportunities. We usually ignore the Opportunities and think only about threats. Many of you would vociferously disagree with me. Well, I am not talking about Life Opportunities. In the […].

These 3 Toxic Personalities Make Project Managers Crazy


Are You One of Them? If you've ever led a project, you know that it takes more than high quality project management software to get things done. Here are a few toxic personalities to watch for, and weed out before they sabotage your project: Yappers. These types never learned to listen. They think they know it all. Blamers. Seethers. Last words. feature Project management

2015 31

Design, Agile, and Gall's Law

Zen Project Management

The topic of design has been crossing my path lately. I see a lot of overlap with Agile principles. One of the principles I came across is called Gall’s law. It states that "all complex systems that work evolved from simpler systems that worked.” It was introduced by John Gall in his book Systematics in 1975. This is very similar to the Agile principle of simplicity. It can be seen in the practice of Test Driven Development. You write your test case and only code until it passes the test and then you stop. No gold-plating here. agile Gall's Law Lean Startup MVP

2015 31

Secrets of an Elite Project Manager

Fast track your way to the top by learning the secrets of the trade from three top project management experts.

Project Managers Could Communicate Even Better: Here’s How

PM for the Masses

Communication Diva Jenn Swanson explains to me what communication really is, how to get better at it, and how to stand out on your new job. The post Project Managers Could Communicate Even Better: Here’s How appeared first on Project Management for the Masses. Communication Diva Jenn Swanson explains to me what communication really is, how to get better at it, and how to stand out on your new job. Interviews Podcast

2015 37
2015 37

Does remote project management really work?

Moira Alexander

Does remote project management work? The answer, in general, is yes, it can. Will remote project management work for your organization if you have a top-notch virtual project teams? Not necessarily. There are advantages to establishing virtual project teams for remote project management. Some may include the following: Lower project costs due to technology advancements that bridge distance. Improved work/life balance for project team members. Increased efficiency and decreased travel time. increased ability to attract top talent.

2015 34

The Australian Outsourcing Offshoring Fiasco


Many large Australian corporations have outsourced large chunks of their IT assets to offshore companies. This resulted in an interesting phenomenon where a substantial number of offshore resources have actually relocated to Australia and, in the process, made a large number of local IT resources either completely unemployable or employable but at a substantially reduced rates. Think about it!

2015 29

You Won’t Believe What These Five Lenses Can Show You About Your Product

Tyner Blain

Fundamentally, product management requires you to assess, synthesize, and prioritize the needs which drive the creation of your product in the context of three main objectives: desirability, viability, and feasibility. While laudable, these objectives are too abstract to be actionable. That’s where the five lenses come in (I could not resist the Buzzfeed-styled title). Really works.

2015 29

Agile Adoption: Decreasing Time to Market

This Refcard is focused on helping you evaluate and choose the practices for your team or organization when getting to market faster is of prime importance.