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What Makes A Good Product Owner?

Scrum.org

Sverrisdottir, Ingason & Jonasson (2014) interviewed Product Owners from different organizations that there are often multiple Product Owners for the same product, even though the Scrum Guide prescribes against this. . Sverrisdottir, Ingason & Jonasson (2014) also found no standard for how much time Product Owners spend with teams.

2014 212
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Catsuits and Parachutes

The Lazy Project Manager

Your portfolio reporting process and solution needs to be a good ‘fit’ for the purpose you wish to put it to, practical, usable, understandable, with the right data in it. Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. 2014) – author Peter Taylor. [2]

2014 186
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Challenging Change

The Lazy Project Manager

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. He explores the most common things that people do wrong when trying to manage that tricky temporary endeavour that is designed to bring about a positive change i.e. a project. Perhaps there is a solution to the worry after all.

2014 222
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The ESP connection

The Lazy Project Manager

Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development. TAKE THE TEST: Consider each level on the ESP connection and evaluate the change leadership maturity at each level – then assess the strength of connection at each of those touch points, ‘E to S’ and ‘S to P’.

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In-Depth: The Evidence-Based Business Case For Agile

Scrum.org

But adherence to a framework or prescribed process does not guarantee agility. Adherence to a framework or prescribed process does not guarantee agility.”. I prefer a process-based definition of agility. Although we used Scrum teams for our investigation, these processes are generic enough to apply to Agile teams in general.

Agile 206
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Unlocking the Power and Mastery of Development Approach and Life Cycle

Project Pulse Journal

This domain, as established by the Project Management Institute in the PMBOK 7th edition, addresses the underlying apprehension many face: the potential overcomplication of project management processes. Your pursuit of streamlining and enhancing project management processes led you to a pivotal crossroads.

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The true value of change

The Lazy Project Manager

And then select or identify the Cost/Impact ratio and the growth Value Add ratio – these really should be part of your business case approval process by the way. Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development.

2014 186