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7 Good Project Management Practices for Replacing a Legacy System When you need to replace a legacy system quickly, it’s tempting to set aside good project management practices and push forward recklessly. But doing so results in delays, cost overrun, and organizational chaos. Take time to understand the problem, plan and estimate the solution, and set up your project for success. |
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Finding the Bottlenecks in the Agile and DevOps Delivery Cycle To achieve incremental software development and continuous feedback, you need to eliminate the tasks that create bottlenecks, which hinder the flow of development. A chain is no stronger than its weakest link, and identifying these “weak links” is a critical step toward achieving agility and increasing efficiency. |
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Managing the Turbulence of Organizational Change In times of major change, particularly organizational change, it's normal for people involved to experience turbulence, including anxiety, anger, or uncertainty. If you’re overseeing a change, how you communicate with those affected can significantly decrease—or increase—the duration and intensity of that turbulence. |
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Manage Project Problems without Getting Trapped by Catastrophic Thinking It would be short-sighted for any project manager not to consider the potential risks in the project and not to evaluate and continue re-evaluating what can go wrong. But there's a difference between planning for risk and falling victim to catastrophic thinking—focusing on unlikely or irrational worst-case scenarios. |
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The Software World Is Changing—Are You Willing to Change with It? The software landscape is changing. Processes are becoming quicker and leaner, but instead of re-evaluating some of our traditional practices, we sometimes try to make them fit where they don't belong. This holds back continuous improvement. If you want change, you first need to be willing to change. |
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When You Should Get Your Project Sponsor Involved If there are decisions to be made on a project, the project manager may think he's helping by going directly to the customer to get her opinion. But project sponsors represent the organization, and they should be consulted before any significant decisions are made. Do you know when you should get the sponsor involved? |
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Who’s the Boss? Let Agile Teams Manage Themselves This idea of a team in charge of itself is difficult for many people to accept. Traditional practices condition us to wait for someone to tell us what to do, and managers are accustomed to controlling everyone’s work and knowing everyone’s status. But agile teams can manage themselves—in fact, it's essential to agile. |
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Speaking the Same Language in Software Testing Arguments in software testing often revolve around language. We use phrases like test case, exploratory testing, and regression testing every day, but we can’t be sure that you and I mean the same thing when we do. Increased communication and detailed discussions can help avoid misunderstandings. |
