Remove Budget Remove Cadence Remove Estimate Remove Infrastructure
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Do We Need Risk Management in Agile Projects?

MPUG

We learn as we go and take small steps with defined budgets, resourcing, and time-boxes. However, its biggest practical impact will be the risk management processes and infrastructure the organization imposes on its projects. As a result, some people might expect that agile projects have – or even need – no risk management.

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Handling Unplanned Work

Leading Agile

We want to discover any problems early enough that we still have time and budget remaining to take effective corrective action. We did our short-term planning last week and we came up with an idea of what work we would be able to complete in the next iteration or cadence. The reality in that scenario is that things are going to change.

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Selling Agile to the C-Suite to Get Buy-In

Leading Agile

Now, let’s talk about why estimating in hours is absolutely critical for what they’re responsible for and what cannot be done without it. Our technologies often impede our ability to achieve our goals in infrastructure and operations. It’s crucial to get the executives to stop thinking that way.

Agile 77
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Compendium of Works to Increase Probability of Project Success

Herding Cats

Surviving the Matrix Organization , The common picture of the project manager in a matrixed organization is of a frustrated diplomat struggling to cajole the functional departments into performing the work on schedule and within budget. IMP/EVM World Workshop Materials. Project and Program Management Symposium, Canberra, Australia, 2018.

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Webinar Recap: Introduction to the Power BI Suite

MPUG

Budgets, of course, which we might go and get from another system. This could be spend month to month, and whether our spend is above or below budget. Power BI gets refreshed every month so it has a high cadence. I can say, “Hey, I want to be alerted if for each project my budget is approaching 10% of the actual spend.

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Questioning Agile Dogma

Leading Agile

High WIP levels and failure to recognize delivery capacity, identify scarce resources, and consider estimates led to intense pressure to deliver late in the project schedule. Once they are able to deliver reliably on a one-week cadence, most teams find the overhead of managing formal iterations or sprints to exceed the value of the timeboxes.

Agile 116
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What’s Worse Than Not Automating Your Software Delivery Pipeline?

Leading Agile

They asked a software developer what it would take, and he estimated something like 20,000 pounds over several months. It’s often considered good practice to involve security specialists early in each project, rather than waiting until most of the time and budget have been used up before they have a chance to perform a review.