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Project & Product Management

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Free Web & Mobile Prototyping (Web, iOS, Android) and UI Mockup Tool | InVision. The New Methodology. In the past few years there's been a blossoming of a new style of software methodology - referred to as agile methods. Alternatively characterized as an antidote to bureaucracy or a license to hack they've stirred up interest all over the software landscape. In this essay I explore the reasons for agile methods, focusing not so much on their weight but on their adaptive nature and their people-first orientation. Probably the most noticeable change to software process thinking in the last few years has been the appearance of the word 'agile'. We talk of agile software methods, of how to introduce agility into a development team, or of how to resist the impending storm of agilists determined to change well-established practices. This new movement grew out of the efforts of various people who dealt with software process in the 1990s, found them wanting, and looked for a new approach to software process.

This essay was originally part of this movement. From Nothing, to Monumental, to Agile . Business Case Guide 1 / 4. About this Guide Background The catalyst for bringing more rigour to the development of business cases stems from a combination of several factors, including the Treasury Board Policy Suite Renewal and results outlined in Chapter 3 of the November 2006 Auditor General Report. Many consolidated efforts were undertaken to improve how investment decisions are made and supported and business results are measured in the Government of Canada (GC). The development of this guide benefited from directions set out by the Management, Resources, and Results Structure Policy (MRRS), the Policy on the Management of Projects, the Policy on Investment Planning—Assets and Acquired Services, the Standard for Project Complexity and Risk, and the Standard for Organizational Project Management Capacity.

The GC, however, is not the only organization addressing how to optimize benefits from investments. Reference to the work of the following organizations can also be found in this document: Outcome Management. Understanding the Agile Triangle: Value, Quality, and Contraints. Written by: Jean Scheid • edited by: Michele McDonough • updated: 1/8/2014 Project management experts have long stood by the Iron Triangle in Agile Methodology. However, it could behoove you to revamp the Iron Triangle to reflect value, quality, and constraints. Why The Agile Triangle? Jim Highsmith, the Director of Cutter Consortium's Agile Product and Project Management Practice, explains the need for the Agile Triangle. Example of a Stakeholder Register and a Stakeholder Register Template. Stakeholder Register Example Now, let’s see how the Stakeholder Register is populated. After conducting Stakeholder Analysis, you’d get answers to the questions listed above.

These answers are then entered into a stakeholder register. The populate the Stakeholder Register given a specific and simplistic project situation, see image below. Image Credit: Rupen Sharma As you can see in the Stakeholder Register displayed above, there are two external stakeholders and on internal. The value of a Stakeholder Register is dependent on Stakeholder Analysis. If you're looking for more sample forms and downloadable templates, check out Bright Hub's resource guide: Over 50 Free Project Management Templates and Sample Forms. Salience Model for Project Stakeholders Example. Understanding the Agile Triangle: Value, Quality, and Contraints.

Understanding the Salience Model for Project Stakeholders. The Salience Model Diagram The Salience Model for project stakeholders is graphically depicted as a Venn diagram. Each assessment parameter has a major circle and the intersections of each major circle helps you identify project stakeholders that have multiple needs. Image created by Rupen Sharma Mitchell, Agle, and Wood related each area within the Venn diagram to a specific type of stakeholder. Mentioned below is a description of each type of project stakeholder as per the Salience Model: A) Core: These are the critical project stakeholders.

As a Project Manager, you need to provide focused attention to these stakeholders. B) Dominant: Such project stakeholders have power and legitimacy, but do not have urgency. C) Dependent: As per the Salience Model, these project stakeholders have no real power on the project. D) Dangerous: Appropriately named classification, these stakeholders have power and urgency, but no legitimacy. E) Latent: Possibly the best category project stakeholders. Scrum Reference Card. 5 Tips for making better decisions every day. Ben Ferris This is a guest post by Ben Ferris. The decisions you make every single day on your projects will greatly affect the eventual outcome of them.

This means that if you can learn to make better decisions then you should expect to run more successful projects. It sounds really simple and to be honest most of the best tips I have come across are pretty straightforward once you think about them. 1. Give yourself time Making a decision under a lot of time pressure is one of the surest ways of getting it wrong. 2. Another common mistake made by under pressure project managers is to make their decisions without being aware of all of the facts. 3. One of the other points which it is easy to overlook is that of the consequences of your decision. 4.

The last point mentioned looking for other opinions and this is something worth bearing in mind in other circumstances as well. 5.