Articles

Create and Maintain Product Roadmaps Using Agile Principles

Anupam Kundu describes an agile-enabled framework for product managers, project portfolio managers, and IT executives to develop and maintain a dynamic and flexible product roadmap. The product wing of the digital division of a publishing house adopted this collaborative framework to to charter their product roadmap and simultaneously enable their project team to see and understand the “big picture.”

Anupam Kundu
Empowering Self-Organization and Energizing Project Planning with the Commander's Intent

Things change, and when they do, it's best to be ready to change with them. The best plans are doomed to fail if they aren't malleable. In this column, George Schlitz and Giora Morein take a look at the military concept of "Commander's Intent" and how it can apply to non-military project planning.

George Schlitz's picture George Schlitz Giora Morein
Wrecking a Project

If you want to commit industrial espionage at the company you work for, there are few roles as capable of harm as a project sponsor. For executives seeking to undermine a project and assure failure, we identify tactics that quickly crash projects and suck the life from project staff.

Payson Hall's picture Payson Hall
serial project cumulative flow Seeing Work in Progress

When the data is before you, it's clear to see how agile can improve productivity and time to market. If you're considering a transition to agile but don't know how to make the case to upper management, Johanna Rothman provides you with the data you'll need.

Johanna Rothman's picture Johanna Rothman
Project Time Reporting

Project time reporting evokes a passionate response from most team members-- the consensus is they hate it. While Payson Hall worries about supporting something so unpopular, he offers benefits of project time reporting and explores some of the common implementation issues that undermine its value.

Payson Hall's picture Payson Hall
project portfolio chart No: Such a Difficult Word

When people begin to get overworked, it's common to fall back on blaming the old chestnut "time management." But the problem may have less to do with how you allocate time to projects than your inability to say no to some of those projects in the first place. In this article, Johanna Rothman takes a look at the difficulty of saying no and offers some suggestions for overcoming it.

Johanna Rothman's picture Johanna Rothman
Timing Matters in Managing Change

Implementing change can be a colossal challenge. People tend to prefer what's familiar, safe, and predictable to that which is new, unfamiliar, uncertain, confusing, or potentially risky. But the timing of a change effort can influence how readily people accept the change and adjust to it.

Naomi Karten's picture Naomi Karten
A Word with the Wise: Configuration Management Tips from Steve Berczuk

In this short interview with editor Joey McAllister, Steve Berczuk offers some tips to organizations dealing with configuration management (CM) issues.

Joey McAllister's picture Joey McAllister
Five Tips for Retrospective Leaders and Meeting Moderators

Before you schedule or moderate another retrospective meeting, read this column by Esther Derby. Esther offers five tips that will help improve the productiveness of retrospective meetings. You'll also learn how letting the meeting participants run the conversation will solicit more feedback and ownership than traditional moderation methods.

Esther Derby's picture Esther Derby
Reducing Friction

Tasks and processes often have hidden costs ("friction") that escape our notice. Learning to recognize and reduce needless friction can make a big difference on project cost and schedule, as well as team morale.

Payson Hall's picture Payson Hall

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