I’ve had the privilege of watching the trend of software development practices change over time addressing ever-evolving technologies and business realities, writes Joel Semeniuk. Here are his 7 predictions for agile.
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Managing design for success of building and infrastructure projects is not just about the control of a creative process it is about delivering outcomes. Paul Sancandi on developing and implementing a design management process.
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Governance is currently associated with disaster prevention, risk mitigation and consequently, tighter controls. These systems stifle innovation and create an oppressing culture in organisations where everybody feels that they should protect themselves rather than contribute to value creation. Michel Thiry explains how governance should actually work.
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This webinar is an excellent opportunity to hear from the world’s foremost expert on PRINCE2 as he addresses the things that are essential to avoid when rolling out PRINCE2 to into an existing environment.
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The latest figures released by PRINCE2 accreditation body APMG-International show continuing growth in the numbers of students sitting PRINCE2 examinations in Australia, reports Simon Buehring, but what does it mean for the qualification?
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Projects are traditionally used to manage change in an ordered way but the need for more responsive forms for managing change has given rise to disciplines like Agile management and program management, writes Michel Thiry, and the two have synergy.
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This reflective report by Beatrice Ngo explores the topics of ‘reflection’ and ‘learning through reflection’ within the context of the project environment within one of Australia’s major telecommunications companies.
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There are many benefits to adopting active, ongoing reflection during projects, in particular in Agile software development. Phi Bang Nguyen investigates the impact of reflection and proposes a way to create a baseline for communication and synthesis of ideas.
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One of the more common discussions on the web and in other places is focused on comparing a methodology with PMBOK. The problem with the proposition is the basic premise is completely wrong! The Project Management Institute’s Project Management Body of Knowledge guide is not, and never has been, a methodology, argues Pat Weaver.
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Central to the PRINCE2 conception of project management is a group of individuals who do not constitute part of the project team: the Project Board. Simon Buehring explains what a Project Board is and how it operates.
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