In Part 1, I explained the various Costs of Delays with this image: I explained how to calculate the salary costs in Part 1. Now, it’s time to calculate/assess Costs 2, 3, and 4 to decide on the most valuable work. (If you have Manage Your Project Portfolio, there’s an entire section about calculating and […]
If you’re like my clients (or me!), you have too much work to do. (I’m beginning to think “too much work” is the norm.) But how do you decide what to do first, second, and third? And never? I use Cost of Delay. (I’ve written about how to see the various Costs of Delay, especially
When I wrote Manage It! Your Guide to Modern, Pragmatic Project Management, I included this chart, the Iterations Content Chart as part of a possible dashboard. I created that chart to clarify the challenges a specific team faced. They had problems with multitasking and the inevitable changes. The first way to use an iteration contents
Are you trying to use story points for estimation? If so, you might have encountered these problems: Story points reflect the ideal thinking of the team, not the actual experience of the team. Your managers don’t want story points—they want durations and dates. In the absence of sufficient information, everyone makes up fiction (human stories)
Susan, an experienced senior leader, wondered what to do. Her company’s market was on a roller coaster. Increased revenue meant a lot more customers, who clamored for more features. So, the product leaders pressured the teams to deliver faster. But she’d been in a roller coaster situation before. After two years of stupendous growth, revenue leveled off in just one
Susan, a new-to-the-company program manager, could not understand why Product A was so late. The teams used a well-known agile approach. They weren’t working on anything else except for production support. Yet, even though the teams worked hard, not one team could meet any of their deadlines. The teams were unhappy with their progress. They
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. Too few organizations can do that. But teams can change how they work—in any approach. Here are three suggestions to emulate flow efficiency
I see many teams and team members who say, “Agile stinks. It’s a way to force me to work too fast and not finish anything.” 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.
Susan, a senior leader of a 300-person department, wanted to reduce the risks of late deliveries, and respond to customers faster. Susan suspected the managers and teams were too wedded to their plans and not experimenting enough. That meant she needed an agile approach. But while she had been a part of several supposedly agile
Most projects encounter problems at some point, regardless of the size of the team and the people’s capabilities. For example, in a six-person team, TeamA, Tom resigned to follow his wife to her new job. Dick became quite ill and went out on short-term disability for the next three months. And Harry needed significant time