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5 Agile Methodologies for Project Managers that are not Scrum Framework

Project Pulse Journal

By: Hajime Estanislao, PMP, CSM The quest for methodologies that offer efficiency and agility has never been rockier. Agile methodologies stand at the forefront of this quest, providing the blueprint for rapid, responsive, and customer-centric project execution. Agile methodologies offer a path to mastering these challenges.

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In-Depth: Stable Or Fluid Teams? What Does The Science Say?

Scrum.org

Recently, the concept of “fluid teams”, “dynamic reteaming” or “ad-hoc teaming” has gained traction in the Agile community. Each post discusses scientific research that is relevant to our work with Scrum and Agile teams. This corresponds with research on autonomous teams, as well as principles of Agile software development.

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Managing Risk from Every Level of Your Organization

LiquidPlanner

All project team members must do everything they can to manage uncertainty within their sphere of influence. A risk-intelligent organization will employ systems and project tools that protect resilience and value agility. Www.irmi.com, July 2007, www.irmi.com/articles/expert-commentary/risk-management-practices-cannot-be-bolted-on.

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Summary of Capabilities Based Planning

Herding Cats

There have been some recent posts about managing scope, defining needed Features, determining how to release software to stakeholders - in both traditional and agile processes. This document is all but unknown in the Enterprise IT domain and completely unknown in the agile software development world. Davis, Russell D.

Planning 109
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In-Depth: How Scrum Motivates Teams Through Goals And Autonomy

Scrum.org

But Scrum and the Agile methodologies it builds on are so much more. Each post discusses scientific research that is relevant to our work with Scrum and Agile teams. Its earliest members, like Herzberg, started to investigate how the psychological processes of workers influenced their motivation. What motivates teams?

SCRUM 173
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Deciphering Goals

Scrum.org

This classification is important as it has an influence on communication and measures. . Mary Boone and Dave Snowden, 2007, A Leader’s Framework for Decision Making, Harvard Business Review Press. Agile is often misunderstood: ‘We have no clue, let’s start and see where it takes us’. This understanding of agile is just wrong.

2007 206
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Thinking By Sprinting: What Cognitive Science Tells Us About Why Scrum Works

Scrum.org

A while ago, I received an interesting scientific article from Gunther Verheyen titled “Getting Things Done: The Science Behind Stress-Free Productivity” (Heylighen & Vidal, 2007). Scrum/Agile) are more suitable to deal with complex problems because they are more attuned to our cognitive abilities. Open Source Jahrbuch (2007).

2002 188