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These tools offer features for tracking performance metrics, managing resources, and ensuring alignment with strategic priorities. By providing real-time insights and streamlining complex workflows, project portfolio management tools empower organizations to handle diverse initiatives with precision and agility.
In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency, where we focus on watching the work, not the people. If you and your team have been practicing real agility, you might say these ideas barely show any agility at all. That's fine.
These tools offer features for tracking performance metrics, managing resources, and ensuring alignment with strategic priorities. By providing real-time insights and streamlining complex workflows, project portfolio management tools empower organizations to handle diverse initiatives with precision and agility.
I see many teams and team members who say, “Agile stinks. ” When I ask people what's happening, they say: We're doing an agile death march because someone else already told us what we have to do and the date it's due. And don't get me started on how coaches tend to do life coaching instead of support for agility.)
In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency , where we watch the flow of the work , not the people doing tasks. Can you create an agile culture for your team even if you can't change how the organization works? 1,2 and so on.
That part discusses why managers see agile coaches and Scrum Masters as staff positions, not line jobs. This post is about your deep domain expertise, first in product, then in agility. Assess Your Product Subject Matter Domain Expertise There are at least two kinds of domain expertise: the product itself, and agile/lean expertise.
As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. ( See Agile Program Measurements to Visualize and Track Progress and Measure Cycle Time for my suggestions of what to measure. I have more ideas and a more in-depth discussion in Create Your Successful Agile Project.).
might demo the feature. That defect escaped all your checklists, approvals, and demos. See What Lifecycle or Agile Approach Fits Your Context? Finally, they moved to an incremental lifecycle and then to an iterative and incremental but not agile lifecycle. Finally, the team, a product leader, or the customer(!)
As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. ( See Agile Program Measurements to Visualize and Track Progress and Measure Cycle Time for my suggestions of what to measure. I have more ideas and a more in-depth discussion in Create Your Successful Agile Project.).
That's why I wrote Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. ) In addition, I ask teams to show visual progress , such as in a demo. I want architecture feedback loops as early as possible in the project, which is why I want visual progress with demos. That increases WIP.
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