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13 Reasons to Choose Agile Project Management Methods

LiquidPlanner

In addition, an agile methodology reduces technical debt for software teams. Predictive and iterative project management can work alongside each other and often do: PMI reports that 21% of teams use hybrid methods. This creates a cadence for continuous delivery: there are new features released at the end of every iteration.

Agile 174
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Unlocking the Power and Mastery of Development Approach and Life Cycle

Project Pulse Journal

This domain facilitates strategic alignment, optimized delivery cadence, methodology customization, increased flexibility, and improved risk management. The desire for a project management framework that sustains deliverability, supports the required cadence, and remains faithful to an adaptable methodology is now within reach.

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Choosing a Development Approach

International Institute for Learning

For this project there are two main deliverables, the bulletin boards and the software that manages and displays the information. The development approach might look like this: Software works well with iterative or incremental development approaches where you can experiment, receive feedback, and make changes. Delivery cadence.

Cadence 52
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Unlock the Power of the Project Management Plan

Velociteach

The team’s size, maturity, tenure, and proximity influence the ease of coordinating their efforts. Domain Management Plans describe how the project domains (PMI knowledge areas) will be planned, executed, and monitored. Existing organizational assets, such as tools, templates, and standard practices, influence the Plan.

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Creating a Risk-Adjusted Backlog

Leading Answers

That could take two weeks and cost $100,000 when factoring in the new software license, the team's burn rate, and the cost of delay to the organization. Then, in 2012 I presented a collection of Collaborative Games for Risk Management  at the Agile 2012 Conference in Dallas and PMI Global Congress in Vancouver. After

Risk 145
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Transformation, Business Architecture, and Scaling

Leading Agile

What do you do with planning cadences? And so, I was working on this company called Check free in the PMO, doing PMI style project management and I was working with development teams and there was a guy who’s on my team now named Brian Sondergaard, who I worked for. How do you go up into Portfolio Management?

Agile 141
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 Executive’s Guide To Large-Scale Agile Transformation & Sustaining An Adaptive Enterprise w/ Mike Cottmeyer

Leading Agile

So it’s like the ability to form teams, the ability to create clear backlogs the ability to get to a working tested increment of software at the end of every sprint. So again, I’m anchoring not on feature level agility that we often talk about when it comes like agile software development but how do I pivot an organization?