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While some projects might have an end of year deadline, in my experience, most projects finish when they finish. So there’s every chance that your projects, like mine, will run through the holiday period. We do need to recharge, rest and reset, and so do the people on the team. So how do you balance the pressures of work and leadership’s desire to keep hitting those milestones, over the festive season?
ProjectLibre is open-source project management software attractive to IT professionals due to its cost-effective solution. It’s an alternative to commercial project management software, but is it better? That depends. The only way to find out the value of ProjectLibre is to use it to manage a project, and we did just that. Along the way, we got to see the different project views and features it offers.
I previously wrote about the meaning of self-management with examples in a Scrum context. The concept of self-managing teams is not just a characteristic of Scrum; it is one of the foundational principles of the Agile Manifesto, where the term “self-organizing teams” is used (note that discussing similarities and differences between self-organising and self-managing is an unnecessary detour in the context of this article).
Exciting news! My latest article for OnePlan dives into the challenge of managing diverse projects with different frameworks, from Agile to Waterfall. I explore strategies like centralized reporting, standardized metrics, and effective communication to help cut through the chaos and ensure your projects stay on track. This is just the beginning—I'll be writing more for OnePlan, so stay tuned for more insights!
AI adoption is reshaping sales and marketing. But is it delivering real results? We surveyed 1,000+ GTM professionals to find out. The data is clear: AI users report 47% higher productivity and an average of 12 hours saved per week. But leaders say mainstream AI tools still fall short on accuracy and business impact. Download the full report today to see how AI is being used — and where go-to-market professionals think there are gaps and opportunities.
A usable Increment in Scrum revolves around providing immediate value and a platform for feedback and continuous improvement. It’s a concrete step toward the Product Goal. This article was first published in the AskScrum.com newsletter. Subscribe to AskScrum.com to be the first to receive articles like this. In the dynamic world of product development, delivering value is vital to creating tangible, releasable outputs at the end of each sprint, ensuring that the product consistently moves toward
Today, Workzone is stepping into an exciting new chapter, and I’m thrilled to unveil our bold vision and new direction! This message was sent to our customers this morning, and we’re eager to bring it to you as we take this bold step forward. Dear Customer, Today marks a pivotal moment for Workzone, and I cannot wait to share why. But first, let me take a step back and share some context.
Today, Workzone is stepping into an exciting new chapter, and I’m thrilled to unveil our bold vision and new direction! This message was sent to our customers this morning, and we’re eager to bring it to you as we take this bold step forward. Dear Customer, Today marks a pivotal moment for Workzone, and I cannot wait to share why. But first, let me take a step back and share some context.
What product or services do your customers really want? Do you have a plan to improve them over time? Are you confident that your team is delivering value to your customers in a way that drives long-term revenue? Answering these questions is an important step to take before embarking on any product or service development. The post How to Drive Value for Customers and Your Business with Continuous Discovery [+Webinar] appeared first on Product Management Courses | Productside.
What product or services do your customers really want? Do you have a plan to improve them over time? Are you confident that your team is delivering value to your customers in a way that drives long-term revenue? Answering these questions is an important step to take before embarking on any product or service development.
Product development is complex. Many organisations are relatively weak at predictive decision-making in such unpredictable environments. Traditional predictive/plan-based approaches exist in organisations, even those using Scrum. Many organisations believe they know what their customers want. But these beliefs are more often than not untested assumptions, many of which later turn out to be incorrect.
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?
Hinweis: Dieser Blogbeitrag verwendet zur Vereinfachung der Lesbarkeit das generische Maskulinum. Damit sind selbstverständlich alle Geschlechter (m/w/d) angesprochen. Eine Frage zum Einstieg: Was tut man, wenn folgende Situation besteht: Es gibt ein "Scrum Team", wird dem Product Owner untersagt, am Sprint Planning teilzunehmen, sondern dieser stattdessen im Vorfeld angewiesen wird, seine Anforderungen für den Sprint vorab zu kommunizieren, um den Developern die Gelegenheit zu geben, sich auch
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