We always hear athletes talking about being 'in the zone.' But you don't have to be LeBron James to feel this type of hyper-focus. Learn how Scrum teams can harness it.
Skyscraper project teams sidestep risks to reach dizzying new heights.
During the past two decades, Luiz Andre Dias, PMP, PgMP, has risen through the project ranks. A onetime project manager, program manager and project management office (PMO) director, Mr. Dias was director of operations at Ericsson in Rio de Janeiro, Brazil, until March. He is emphatic that leaders aren’t born with the skills they need; they sharpen them over time and through experience—including their failures.
Yes, there is such a thing! Not all project procurement processes have to be a struggle for who comes out top and a hugely competitive bidding event. Here are 3 project processes where there isn’t an element of competition.
Expanding our thinking of what brings value
A typical retrospective: The ScrumMaster asks what went well. The team writes things on sticky notes. The ScrumMaster asks about the things that did not go so well and need to be improved. The team writes even more things on sticky notes. Then the ScrumMaster asks the team to dot-vote on the topics they want to explore further. The team distribute their dots almost exclusively on "problems." The rest of the time is dedicated to problems. And another opportunity for learning is successfully wasted.
Agile practitioners generally agree that regular retrospectives throughout the project are a good practice; however, many are not seeing the full benefits from the practice. In this article, I am going to share a number of tips on how to perform retrospectives effectively—getting the maximum value from this important agile process.
Recently, my doctor’s office was attacked with ransomware—potentially causing a major safety issue.
Fitting together the V-Model and Agile/Scrum
When stress builds, ask yourself: Is it caused by something you can control?