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To Fix Your OKRs – Go Back to First (Familiar) Principles

Scrum.org

And it lends itself to heavy-handed command and control. . People can use other processes to manage their work toward the OKRs. . Aligned Initiative over Command and Control. This looks quite similar to OKR’s predecessor – Management by Objectives ( MBO ) which was very control-oriented. Figuring out the right Cadence .

Cadence 187
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Everything You Need to Know About Release Managers

Rebel’s Guide to PM

It wasn’t until I worked in IT as a project manager that I had a lot of contact with the release management process. My software projects needed releasing, so we had to follow the formal process and engage with the release manager to make sure that the bug fixes and new features got pushed to the production environment in a controlled way.

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Questions to ask a project management mentor

Rebel’s Guide to PM

At regular meetings You’ll find a regular cadence and probably settle into a regular agenda or routine with the check in sessions. Having read the policy/process document/standard operating procedure on Y, I have a few questions. What might my blind spots be in this process? Can I tell you what’s happened since we last spoke?

Cadence 313
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How We Reduced Cycle Time from 164 Days to 8 Days in 6 Months

Scrum.org

This also took decentralizing our deployments from a Change Control team and giving the scrum teams more autonomy over deployments to Dev and QA. We also streamlined our legacy deployment process into CI/CD pipelines which removed a painful friction to frequent deployments. . CADENCE & RELIABILITY. ROLES & RESPONSIBILITIES.

Cadence 219
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Review People Over Process

Henny Portman

Levine wrote with People Over Process – Leadership for Agility a very pragmatic and down to earth book about leadership and agile projects. Furthermore, neither agile or scrum contemplates how the agile team should be connected to a larger organization and to external partners who will likely have differing development processes and cadences.

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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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Leadership Futures from the Next Generation: Adapting, Empowering, Thriving

The IIL Blog

I’ve witnessed in these relationships the subtle, yet profound impact language and process has on our understanding of ‘evolving’ an organisation from one form to another. To some, the formal term, ‘change management’, often carries a weight that suggests a more top-down and directive process.