As more teams and organizations transition to agile, they discover something important about leadership. Leadership is part of everything we do in an agile project. It doesn’t matter if it’s development or testing, management or architecture. We need people with high initiative and leadership capabilities. That leads me to these questions: We need project management. […]
If you write as part of your job, I have a new online workshop starting in March. It’s Writing Workshop 1: Write Non-Fiction to Enhance Your Business and Reputation. Here’s the problem I see. You’re a consultant or other entrepreneur. You know you need to write to enhance or build your reputation. You see a blank
Are you a consultant or other entrepreneur? If so, you know that you can improve your visibility, marketing, and selling by writing. Writing articles and books can help people look for you, your ideas, products and services. You sell yourself through your writing. Does this describe your writing experience so far: You know what you
Many people like to start the new year with resolutions. I’m not one of them. I don’t like resolutions unless they are very small action steps I can take every day. Too often, people select resolutions such as “Lose twenty pounds this year.” That’s big. It doesn’t have small things I can do each day.
I am about to update Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects to a second edition. What would you like me to add? To remove? To change? What have your challenges been about project portfolio management? Here are things I’m planning to add: Many more kanban views of the project portfolio
I no longer offer this workshop. Please see Practical Product Leadership: Deliver Better and Faster with Continual Replanning Workshop for the updated syllabus. Does this describe your product ownership predicament: You are supposed to be the product manager, product owner, and business analyst. You might even juggle different responsibilities for multiple teams. You struggle to read
The big problem with hardware going agile is that the risks in hardware are not homogeneous. Hardware and mechanical engineering are on different cycles from each other, and they are each different from software. Even with each discipline, the risks are different when the teams collaborate together on one deliverable and when the entire program
Once you have a roadmap/product backlog for hardware, the teams need to know what to do and when. As a program manager, program product owner, or other interested party, you might want to know where the work is. The roadmap shows the big picture. The demos and team-based backlogs show the details and interdependencies One
I’m writing like mad, trying to finish the program management book. I’m working on the “Integrating Hardware” chapter. The problem is that hardware comes in several varieties: Mechanical engineering Silicon (part of electrical engineering) FPGA (which looks like software to me) Each component (yes, I do call these components) has a different value at different
Productive Vs. Busy I received some fascinating responses to Do You Want More Productivity? One correspondent told me that managers need to move people—especially testers—from one project where they are not busy to another project where they could help. His experience matches mine—many projects do not have enough testers. However, we do not share the