Whenever I’m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be disastrous if you lose your team or if tensions arise that reduce one’s effectiveness to achieve a goal.
Project managers must prove their strategic value to ease C-suite concerns
The Scrum Guide gives this definition: "The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint."
Sometimes the next career step isn’t so obvious. Also: how to become an agile coach - Lindsay Scott
When market environments or conditions shift, organizations must often make fundamental changes to how they operate in order to cope.
I’m sure that what I say here will resonate with some of you, but you may find my opinions and this post a little controversial. I have quoted freely from Pink Floyd and Red Dwarf, but I’m not going to cite them all.
Project managers are more than a bunch of cat herders. Yet, that’s frequently how I hear our role summed up, thanks to the team members, stakeholders, resources, deadlines and general chaos we’re often put in charge of wrangling.
"Your actions speak so loudly I can't hear your words." - Ralph Waldo Emerson
In part one of this post, I introduced the management concept VUCA, which stands for volatility, uncertainty, complexity, and ambiguity.