project planning

Articles

Taking Vision to Reality: Using Agile to Drive Product Delivery

Product development organizations that skip or rush through critical preplanning activities run the risk of failure. Organizations that use a more agile approach to product development ensure that the teams work on the right things, have the right amount of dialogue with their business partners, and produce the right amount of value to the product.

Jack Walser's picture Jack Walser
Planning Feature Velocity by Understanding Team Behavior

When planning releases, it’s important to understand where team effort is being spent. By using high and low watermarks, a project manager can determine a suitable approach to take when setting expectations and determining whether it is necessary to alter team behavior to focus more on getting those features into a release.

Dave Browett's picture Dave Browett
Making Sense of #NoEstimates

A couple of years ago, the Twitter hashtag #NoEstimates appeared. Its purpose was to start a discussion about alternatives to estimations, but the idea of a project without explicit estimates is odd to most people in software development. However, if you start exploring it, you may find better sources of information to rely on.

Gil Zilberfeld's picture Gil Zilberfeld
Common Misconceptions about Agile: Agile Is Just a Project Management Framework

When it comes to transitioning to agile, if a team only goes off what it's heard from other teams and doesn't take a class or read any books about the process, misconceptions can abound. And that leads to problems. Read on to have three common agile myths debunked and to learn why agile is a cultural change, not just a project management framework.

Johanna Rothman's picture Johanna Rothman
Common Misconceptions about Agile: There Is Only One Approach

Many teams think they're agile. They might work in iterations and have a ranked backlog, but they don’t see the value they could be seeing. Usually that means they have a number of false impressions about agile. Read on to have three common misconceptions debunked and to learn what you need to do to make your agile transition successful.

Johanna Rothman's picture Johanna Rothman
'Tis the Season for Annual Planning: How to Have a Jollier Experience This Year

One of the primary goals of annual planning is to translate aspirational strategic plans into realistic execution plans. Sadly, rather than delivering plans we can all feel good about and believe in, too often it leaves us depressed about the work ahead of us. This article shares five practical principles to remove the emotions associated with annual planning.

Catherine Connor's picture Catherine Connor
The Five Levels of Agile Planning

Contrary to popular belief, agile projects require as much planning as any other project type. It is the timing of this planning and how we attempt to minimize wasted effort that is different from other approaches. This article attempts to explain the different levels of agile planning and how we utilize them in an ongoing project.

Paul Ellarby's picture Paul Ellarby
A Different Approach to the Agile Product Backlog

When one organization first shifted to agile, the team had trouble with maintaining the product backlog. No one could agree on priorities for items, they didn't know which item should be groomed next, and the backlog wasn't transparent to everyone. This team found a better method that works for them.

Jennifer Carder's picture Jennifer Carder
Why If I Could Do Only One Thing, It Would Be Retrospectives

Introducing a full agile framework can be daunting and cumbersome. Instead, try beginning with the method's core focus: continuous improvement. Retrospectives are the starting point of your agile journey and can help you solve the most immediate problems in your process, leading you down the road of process improvement.

Sune Lomholt's picture Sune Lomholt
How to Plan and Execute Programs without Shooting Agile in the Foot

Program planners in IT organizations have a dilemma: On one hand, their agile teams tell them that if requirements are defined up front, agile teams cannot operate; but on the other hand, the program’s budget and scope need to be defined so that resources can be allocated and contracts can be written for the work. How does one reconcile these conflicting demands?

Clifford Berg's picture Clifford Berg

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