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In the agile world, Scrum stands out as a Goldilocks framework. Scrum strikes a delicate balance, providing enough structure to guide teams without stifling their creativity and adaptability. Unlike traditional project management methodologies with rigid processes and exhaustive documentation, Scrum empowers teams to find what works best in their unique environments.
Agile seems like a mystery to many. It has an unfamiliar vocabulary and practices. To outsiders, it feels like an exclusive club. However, when we step back and inspect agile, we see that it follows common, recognizable patterns from our daily lives. Imagine it is Thursday evening. Your family is planning the upcoming weekend. There is a fixed amount of time and many things to do.
Scrum is founded on empirical process control, and inspection is one of the three pillars. Each of the Scrum accountabilities participates in one or more inspections. If you feel that there are undesired variances for any aspect of your initiative, think about who could best initiate an inspection. Inspection is about detecting undesirable variances in progressing towards agreed goals.
Think about the growth trajectory of a successful business. In the beginning, you can do everything yourself. As you grow, things get hectic. You need other people to work on projects to free up your time. Then you grow and things get even more hectic. All of a sudden, you need project managers to manage the projects that other people are working on.
Embracing self-management can be challenging for teams transitioning to Scrum. It involves new skills and a different approach to getting work done. Taking direction from a manager or team leader is easier in some ways—just do what you’re told to do. Most often, though, teams moving to self-management find it infinitely more satisfying. They are also more successful.
Our guest, Troy Magennis, has been described as a national resource in the Agile community. He’s a published author and frequent speaker on forecasting and modeling Agile projects. Today, Troy joins us to discuss how many of the metrics the Agile industry uses actually prevent companies from achieving the change they so desperately desire. Together, we’ll explore some ways the industry gets metrics and forecasting right and where it tends to go wrong.
Our guest, Troy Magennis, has been described as a national resource in the Agile community. He’s a published author and frequent speaker on forecasting and modeling Agile projects. Today, Troy joins us to discuss how many of the metrics the Agile industry uses actually prevent companies from achieving the change they so desperately desire. Together, we’ll explore some ways the industry gets metrics and forecasting right and where it tends to go wrong.
Do you know what Satya Nadella, Marissa Mayer, and Sundar Pichai have in common? Besides becoming CEOs of massive tech companies (Microsoft, Yahoo, and Google, respectively), all were product managers. Product managers use their broad skill sets to make trade-off decisions, ensure alignment between different functions, and bring cross-functional teams together.
The Work breakdown structure (WBS) is a crucial methodology that helps project managers to organize and breakdown project tasks, activities, and sub-tasks into smaller and more manageable components. A comprehensive WBS enables a project manager to plan, execute, and monitor a project effectively. This guide provides an in-depth understanding of the WBS approach, including its definition, types, benefits, and practical applications.
In today's business landscape, companies have a significant impact on society and the environment. However, companies must balance their profit-driven goals with their obligations to their stakeholders. The terms "shareholder" and "stakeholder" are often used interchangeably, but they have distinct meanings. In this blog post, we will delve into the differences between shareholders and stakeholders and explore why businesses must consider both.
Speaker: Chris Townsend, VP of Product Marketing, Wellspring
Over the past decade, companies have embraced innovation with enthusiasm—Chief Innovation Officers have been hired, and in-house incubators, accelerators, and co-creation labs have been launched. CEOs have spoken with passion about “making everyone an innovator” and the need “to disrupt our own business.” But after years of experimentation, senior leaders are asking: Is this still just an experiment, or are we in it for the long haul?
In today's business landscape, companies have a significant impact on society and the environment. However, companies must balance their profit-driven goals with their obligations to their stakeholders. The terms "shareholder" and "stakeholder" are often used interchangeably, but they have distinct meanings. In this blog post, we will delve into the differences between shareholders and stakeholders and explore why businesses must consider both.
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