The Entrepreneurial PM
Being Agile

Companies BEING agile outperform companies merely DOING agile.
They use agile as a tool rather than a process.
They are devoted to the principles which drive success versus hoping the practices will drive success.
They have higher morale among their employees.

Agile Values & Principles

The Agile Manifesto

Agile Values

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

12 Principles of Agile Software

  1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
  3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  4. Business people and developers must work together daily throughout the project.
  5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
  6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  7. Working software is the primary measure of progress.
  8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  9. Continuous attention to technical excellence and good design enhances agility.
  10. Simplicity--the art of maximizing the amount of work not done--is essential.
  11. The best architectures, requirements, and designs emerge from self-organizing teams.
  12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Agile Doesn't (Necessarily) Mean Fragile

George V. Hulme

Does agility and speed to market compromise security development practices and quality? Not necessarily. In fact, it’s the lengthy project duration with many handoffs that creates delays and is itself very error prone.
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Basics of Rolling Wave Planning

Rupen Sharma, PMP

With vague requirements, you can't possibly plan the entire project. But you need to do at least do some degree of planning to get the project started. Rolling wave planning is useful in this scenario. It is a project management technique that involves progressive elaboration to add detail to the Work Breakdown Structure (WBS) as the project unfolds, making it a good choice for R&D, High-Tech, and Invention projects or projects with changing scope.
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Rolling Wave Planning

John Goodpasture

The author discusses Rolling Wave Characteristics, Monte Carlo Effects in the Rolling Wave, the Critical Chain, and the Theory of Constraints.
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A Risk Perspective: Rolling Wave Planning is a Bet

John C. Goodpasture

Wave planning brings risk into the project plan. But given the numerous other sources of risk in the project environment, wave planning may not contribute the greatest risk. The fact is, managing risk and unpredictability is what project managers do!
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Plan-Driven Versus Value-Driven Development

Bassem Hamdi

The value-driven model is adaptive and acknowledges that early plans are necessary but likely to be flawed, so planning and adaptation activities must be scheduled into the project.
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How Scrum Supports the Seven Lean Principles

Jai Singhal

Scrum is simple and lightweight, and in fact Lean. The simplicity of Scrum should not be taken to mean that it's easy to adopt, or that it's easy to transform the development team. That requires hard work.
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Big Agile: Enterprise Savior or Oxymoron?

Larry Putnam, Jr

The author discusses whether or not big agile is an enterprise savior or an oxymoron. What if agile only works for relatively small teams and projects? That’s the question most CIOs want answered before investing time, money, and resources chasing the agile paradigm.
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How We Finally Made Agile Development Work

Jeff Gothelf

There are many causes for failed adoption of agile development. Find out tips from this author how they made it work.
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A Better Project Model than the "Waterfall"

Jeff Gothelf

A “solution” is handed to a team to build. The team determines the scope of work, develops a project plan and promises a set of features by the specified date. It is assumed that these features will solve some business problem because someone high up in the organization has blessed the work. The only guaranteed thing to come out at the end of this process is the wrong solution.
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The Changing Nature of Innovation: Part I — New Forms of Experimentation

Israel Gat

Breaking of work into small segments makes experimentation possible – you can cancel an unsuccessful iteration as needed and move on. Additionally, you can make decisions based on “real time” user response. Operational nimbleness and affordability, in conjunction with valuable insights gained from failed iterations facilitates experimentation. Innovation follows.
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9 Myths About Agile

Eric Bristow, director, Deloitte Consulting LLP and Azunna Anyanwu, specialist leader, Deloitte Consulting LLP

Setting the record straight on the most common misconceptions about an increasingly popular and controversial approach to software development.
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Being Agile vs. Doing Agile

Devellocus Team

Agile paradoxically isn’t about software development. It’s really about building highly effective software creation teams. And that is precisely why “doing an agile project” makes no sense. Agile isn’t something you do. It’s something you are.
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Be Agile Rather Than Do Agile

Brenda Bao

No matter how many agile practices you are using, you might not be agile. Are you adapting your process? Are you putting people first? If not, you are doing agile not being it.
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About Patti Gilchrist

Patti Gilchrist, Entrepreneurial PM

Patti Gilchrist is a Sr. Technical Manager with 25 years experience implementing strategic enterprise initiatives.

Patti has a reputation for effectively translating business problems into innovative solutions and creating strategic roadmaps to achieve business goals.


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