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How to Achieve More Predictable Software Delivery Outcomes By cultivating predictability within the engineering team and using data to set expectations across the organization, engineering managers can establish themselves as leaders and play a bigger role in strategic decision-making. |
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How “Large” Is This Project? When organizations want to step up their project management game and implement more rigorous project management practices, there is always fear that the administrative overhead will exceed the value gained. |
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A Dozen Commitments for Your Project Sponsor A project’s sponsors are the senior managers who want the project completed and control the project’s budget and schedule. Effective sponsors support the project manager to get the job done. |
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That’s a Great Idea! Let Me Get Back to You… Being responsive to customer needs and desires is not a bad thing—the decision to accept, reject, or defer a change is something that should be considered in light of the consequences of the delay. |
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The Cost of Running Late Projects exceed their predicted schedules for many reasons. The cost consequences of some delays are obvious, but some are subtle. Knowing the expected costs of delays is vital to supporting informed decision-making. |
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Control the Narrative We often talk about the importance of effective communication on a project, but we often omit timing and context. Messages need to be timely if a project manager is going to guide the narrative. |
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Human Resource Management, Multi-Tasking, and Waves Some tolerate multi-tasking better than others. Beyond tolerance and even the ability of some people to switch contexts more efficiently than others is an effect of multi-tasking that most of us have experienced but rarely discuss. |
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Losing the Battle One Hill at a Time: Scope Creep in an Agile World Some issues/hills are important and worth going all in – but most probably aren’t. Project managers must choose their battles wisely and develop scope discipline.
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