New project management articles published on the web during the week of April 7 – 13. We read all of this stuff so you don’t have to! Recommended:
If It Heartbleeds, It Leads
Rusty Foster explains the HeartBleed clearly enough for just about anyone to understand.
Brian Leach adds his thoughts to the stream of news on Heartbleed.
Mashable has compiled the Heartbleed Hit List: those major sites affected and not impacted. My recommendation: change your passwords, anyway. Just wait until those sites who admit to a problem have announced a solution, before you change that password. Meantime, don’t log in! PM Best Practices
Chad Baker recounts a recent lessons learned session where the team explored what went well, and found a useful recommendation for future projects.
Bart Gerardi continues his series on “watermelon projects” with an ounce of prevention.
Elizabeth Harrin reviews “Trust in Virtual Teams,” by Thomas P. Wise.
Scott Berkun enumerates the ways in which remote work improves diversity.
Lynda Bourne reveals the potential impact of differing cultural perceptions of the relative importance of past, present, and future.
Roberto Toledo explains how to reduce the time required to plan a project, with a Project Planning Acceleration Project.
Ireti Oke-Pollard reminds us to give the operations folks “a seat at the table” during our project, so we don’t deliver something that they can economically support.
Zach Watson gives the elevator pitch for five Open Source project management alternatives.
Mike Clayton sings the praises of spreadsheets, and recommends a great resource for creative solutions using Excel.
Bruce McGraw gets back to the basics with project communication.
Joe Crumpler has found a gap in his skill set – call it business storytelling. Agile Methods
Johanna Rothman continues her series on designing your Agile project, with a look at how the team will interact with management.
Pawel Brodzinski makes the case for unscaling Agile. That’s right: think smaller!
Nick Pisano refutes Neil Killick’s assertion that “traditional software development contracts” are the problem. Strategy and Governance
Cornelius Fichtner interviews John Donahoe, SPMO Director at the Star Alliance, on the nature and value provided by the Strategic PMO. Just 24 minutes, safe for work.
Kevin Kern on PMO success: “The ultimate [PMO] is a model of defined and aligned processes, with results tracking and transparency to match.”
Allen Ruddock observes that a PMO has to be close to the action in order to be effective. Not off-shored, or shared services, but an actual participant!
Glen Alleman applies an IT governance and decision rights mindset to the #NoEstimates movement, referencing a book by Peter Weill and Jeanne Ross.
John Goodpasture notes the difference between a cost and an investment, and between maturity and decline.
Rich Maltzman and Dave Shirley trot out statistics that demonstrate strategic alignment has a significant impact on the probability of a successful project. Podcasts and Videos
Cesar Abeid interviews Patrick Snow on growing a passion into business, while keeping your day job. Just 36 minutes, safe for work.
Michel Dion adds his comments to that new slice-of-death video, “The Expert.” Less than seven minutes, safe for work, and more depressing than a week’s worth of Dilbert.
Posted in PM Articles |
Tagged #NoEstimates, Agile Project Management, Best Practices, Change Management, IT Management, Leadership, PMO, Project Management, Project Management Articles, Project Management Office, Project Planning, Scrum, Teams |
New project management articles published on the web during the week of March 24 – 30. We read all of this stuff so you don’t have to! Recommended:
PM Best Practices
Glen Alleman takes aim once again at poor estimating practices.
Anna Erdmanska asked her network for ideas on how to create positive energy on a project. She distills it all down to twelve points.
Michael Shaye warns of the “secret stakeholder,” perhaps the boss of the person you thought would be the approver.
Michel Dion notes that getting support for your project requires leadership.
Neil Pragnell tells why he carries a message from a fortune cookie in his wallet. “You are far more influential than you think.”
Daniel Burrus explains what it means to lead by anticipating.
John Goodpasture notes the impact of “prospect theory” on self-esteem and drives different performance in different groups.
Gina Abudi advocates the importance of effective communications in keeping control of our projects. Part two looks at reporting status.
Bart Gerardi shoots down the value of the “stoplight” status with the Watermelon Project: green on the outside, oh-so-red on the inside.
Allen Ruddock looks at cost overruns in small to medium-sized projects, and finds a few simple preventive steps we can take.
Shim Marom concludes his series on the business case with a summary of a research paper, “Building Better Business Cases for IT Investments.” Managing Within Our Neuroses
Kerry Wills extols the virtues of the neurotic project manager.
Ian Whittingham explores the virtues of channeling our anxieties, when sorting out a complex project.
Martin Webster has a checklist of activities for avoiding stress at work.
Michael Lopp offers some practical advice for business travelers with OCD. Ah, it’s good to be a migrant computer worker …
Elizabeth Harrin pauses from her project manager and mother-of-two duties to note that we have to prioritize, accept our limitations, and adjust our expectations in order to prevail.
Kevin Korterud recounts the warning signs that the risk level has exceed our tolerance level. Agile Methods
Steven Crago has some thoughts on integrating work products from a mix of Scrum and Waterfall teams.
Pawel Brodzinski: “Let me make a bold observation: neither Agile nor Lean seem to be making a difference… adopting practices and tools is simply a cargo cult.” Wow!
Dave Prior interviews Peter Saddington, who tells what he learned while pursuing the SAFe framework credential. Just 19 minutes, safe for work (if not SAFe).
Mukesh Rao recalls his experience spinning up a new Scrum team, estimating work using the “Ideal Days” method described by Mike Cohn in “Agile Estimating and Planning.”
Mike Cohn notes that three roles must be participating in planning poker, even if two of them aren’t asked to share their estimates.
Adrian Fittolani shares his list of favorite “non-Agile” books for those who want to practice Agility. If you haven’t read at least one of these, shame on you!
New project management articles published on the web during the week of March 17 – 23. We read all of this stuff so you don’t have to! Recommended:
John Bauer provides a history lesson and some predictions on the evolution of corporate IT, their relationship with the business, and everything-as-a-service.
Peter Bruzzese sees the end of on-premises IT, as we move everything to the Cloud.
Ammar Mango examines the intersection of innovation and project management.
John Goodpasture suggests that when the evidence doesn’t indicate a clear course of action, you should make an informed judgment.
Bruce Benson observes one key project management lesson from ObamaCare is “Try something new.” Just providing an alternative can sometimes drive innovation.
Elizabeth Harrin provides her round up of project management news for this month.
Lyndsey Gilpin shares photos and stories of the women who created the technology industry: Ada Lovelace, Grace Hopper, Hedy Lamarr, and more! PM Best Practices
Vicki Wrona shares best practices for effective brainstorming, including a technique called Reverse Brainstorming.
Brad Egeland presents his approach to planning and conducting meetings that are productive, organized, and effective.
Graham Oakes examines risk management from the perspective of the trigger point, e.g. when the probabilistic risk event actually occurs.
Martin Webster presents a slightly facetious case for avoiding blame by avoiding risk.
Coert Visser explains why it seems like other people succeed so easily, when we have to work so hard. Short answer: we’re mistaken about how much it takes.
Cheri Baker models three short examples of pushing back.
Cesar Abeid interviews Dave Stachowiak on how to manage, lead, and influence without authority. Just 57 minutes, safe for work.
Srinath Ramakrishnan summarizes five change management models.
Glen Alleman extracts key points from James Dewar’s “Assumption-Based Planning.”
Andy Jordan recommends that we partner with the customer to select the right project execution approach (Agile vs. Waterfall).
Anne-Marie Charrett refutes the “waterfall is never the right approach mindset,” by debunking the most common memes. Agile Methods
David Clarke explains why SaaS provider Workday has moved to a single codeline model for continuous development and release. Read this one twice!
Dave Prior interviews Dr. Sallyann Freudenberg on the psychological basis for the effectiveness of pair programming. Just 15 minutes, safe for work.
Mike Cohn explores the subtle differences in two definitions of velocity.
Clinton Ages explains how his business analyst skill set best fits in with a Scrum team. Governance
Shim Marom begins a series on IT investment, with the need for a business case.
Emanuele Passera begins a series on portfolio management, using rigorous financial analysis.
Henny Portman provides a bullet list of questions to ask about the actions of the project owner before replacing the manager of a troubled project.
Posted in PM Articles |
Tagged Agile Project Management, Best Practices, Change Management, Leadership, Project Budgeting, Project Management, Project Management Articles, Project Planning, Risk Management, SaaS, Scrum, Strategic Analysis, Teams |