The Entrepreneurial PM
Project Management evolved beyond the traditional model...
transformed to embrace change, foster innovation, and deliver optimal business value.
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.
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.
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.
The author discusses Rolling Wave Characteristics, Monte Carlo Effects in the Rolling Wave,
the Critical Chain, and the Theory of Constraints.
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!
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.
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.
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.
There are many causes for failed adoption of agile development. Find out tips from this author how they made it work.
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.
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.
Setting the record straight on the most common misconceptions about an increasingly
popular and controversial approach to software development.
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.
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.
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.