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Design Each Team’s Project to Optimize at the Program Level If you are part of a program, it’s not enough to design your project for your team. You have to consider the needs of the program, too. Each team needs to ask itself, “How do we deliver what the rest of the program needs, as the program needs it?” Aim to meet deliverables—not control your people. |
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Can You Build a Team through Team Games? Venkatesh Krishnamurthy asks: Can you build effective teams through games? Remember, team building is not a one-time thing—it is an ongoing exercise. It needs constant nourishment from the stakeholders and team members. |
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Playing Devil’s Advocate: Use Premortems for Your Project’s Success Most teams could benefit from having a devil’s advocate—someone who would help the team identify weaknesses in their thinking and seek changes that would prevent or minimize adverse outcomes. A project team can become its own devil’s advocate by using premortems before the project proceeds. |
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Let Your Teams Design Their Own Approaches to Agile If you are thinking of agile as part of a program, each team has to have its own approach to agile because each team has its own risks and problems. If you treat people as adults, explain the desired results, and provide training and other resources they need, they are likely to succeed. |
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Management Fads and How to Avoid Them When a new management fad comes along, it may sound great and gain rapid acceptance. Some organizations do succeed using a popular new concept—but sustaining it takes time, training, effort, money, and high-level support, and several of these are often lacking. Learn how to spot a fad in the making. |
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Managing Risk in an Agile Project Scrum does not have any specific risk management practices as compared to the PMBOK. However, everything you do in Scrum—as well as any other agile method—will help you identify risk at an early stage. Venkatesh Krishnamurthy explains how to manage risks in agile projects. |
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Project Management Is Not a Dirty Word Some people dislike the idea of agile project managers, but for teams transitioning to agile, there is a place for management. That place is creating an environment in which the team learns how to self manage. Read on to discover how a PM should offer support and servant leadership to an agile team. |
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Four Principles for Designing Your New Agile Project There are guidelines for those transitioning to agile. You have to know how your product releases and how often. Next, you should determine how complex your product is. Johanna Rothman helps you determine what type of product you have and how you can work on it while making the transition to agile. |
