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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Change is a hot topic for project managers right now. Agile project management takes a different look at change from traditional project management. Instead of simply managing change, Agile aims to pursue and embrace change, using change as a source of strength throughout the project lifecycle. Michelle LaBrosse suggests 5 ways to pursue and embrace change.
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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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Program level stakeholder management is not just about managing pre-set processes, but about influencing people and building rewarding relationships, writes Michel Thiry.
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The iterative style of programs and Agile projects suits a style of decision-making with feedback loops for stakeholders to evaluate decisions and proceed with new information, writes Michel Thiry.
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A benefit is a positive outcome that stems out of the use of a product or capability; it is an outcome of the execution of the strategy. Michel Thiry examines how benefits management works for both programs and Agile projects.
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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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