Oil and gas organizations in Africa shouldn’t just worry about the project talent gap—they should help fill it. By Olusola Olubadejo, PMP
I propose a team transformation model based on a principle of clear rules and goals. The team goes through the transformation via invitation and ongoing engagement. The transformation can be carried out in two mandatory phases, with an optional third phase. Phases are considered complete based on a set of criteria.
Don’t let clashes undermine your project. Build on what team members already share. By Karen Smits, PhD
Coaching Agile leaders is a formidable task, intended to guide individuals and teams toward a culture shift, inclusive of everyone and contributing to a value-driven outcome.
Agile has a concept of waiting until the “last responsible moment” to make a decision. The logic being that by the time the decision must be made, either the answer will have become clearer or more information will have been gathered.
There has been a lot of controversy related to spikes in Scrum literature. Though the basic ideas are similar, I’ve seen several different approaches related to details and how a Scrum team should handle spikes. What I am going to share here is what I have experienced, which has provided great results with different projects and teams.
We asked the project management community: How do you ensure team members think strategically during all project phases—and speak up if they think the business case has weakened?
When you study for your PMP® certification, it can sometimes get lost that there are a great number of projects initiated every day that will never have a formal budget associated to them. These projects, executed solely by resources internal to the organization, are no less critical to achieving the sponsoring organization’s objectives than the enterprise project requiring millions of dollars in professional services.
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) uses the concept of “expert judgment” in most of its processes, but only has a relatively brief description of the concept. It describes expert judgment as “judgment based on expertise appropriate for the activity being performed” and advises, “such expertise may be provided by any group or person with specialized education, knowledge, skills, experience or training.”
Back in the old days of command-and-control project management, ideas were mostly helpful at the front end of a project: during the planning phase. But as we’ve moved away from command and control into a world of specialization, ideas in projects and project management have taken on an entirely new role.