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Making (and Keeping) Project Risk Visible Project managers recommend how much should be invested to address various risks based on their understanding of project context, but the final decision about what to do and when those efforts are sufficient belongs to the sponsor. Risk management requires executive input, so sponsors need to see all risk data you have. |
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Fueling Innovation through Design Thinking Organizations must embrace new technologies in their product engineering efforts to stay ahead of the curve. But there is another quality that will be key this decade to giving product teams a proactive advantage: design. Design thinking should be embraced not just by designers, but by everyone involved with a product. |
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Good Process, Bad Process “Process” is a word that seems to have a lot of baggage. Depending on whom you ask, process is either essential to delivering value, or something that gets in the way. But this is the wrong way to frame the issue. A process is not inherently good or bad; it's how you use it, and whether it's right for your situation. |
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Pros and Cons of Codeless Test Automation To create automated tests for software applications, testers have historically needed to be able to code in programming languages. Codeless testing eliminates the need for scripting from scratch every time, but in addition to its advantages, there are also some drawbacks. Is codeless automation right for your team? |
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Planning Strategies for Successful Project Management One of the central responsibilities of a project manager is to establish the most suitable strategy for project delivery. That means creating a plan for success and predicting potential issues that could affect the project. These strategies can help assess the amount of time and effort for each facet of the project. |
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Scrum Roles, Goals, and You The Scrum Guide specifies that there are three roles: product owner, developer, and ScrumMaster. It’s essential that a Scrum team have each of these roles to help it work well. But depending on how you implement the roles, you may end up hurting rather than helping your Scrum process. Focus on goals, not job titles. |
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The Problem with the People-Management Bell Curve Conforming team performance evaluations to a tidy bell curve is a simple, quantitative solution to the challenging problem of rating employee performance. However, it doesn’t work. It’s unrealistic (not to mention counterproductive) to force-fit employee evaluations to the curve when that doesn't reflect their work. |
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Does Agile Have Too Many Meetings? Because agile favors lots of short meetings, it may seem like they take up a lot more time. But when you compare it to time spent meeting in the pre-agile days, it's usually actually less. However, this doesn’t mean all meetings you attend are useful. Here are a few tips for deciding if all your meetings are necessary. |
