Anupam Kundu describes an agile-enabled framework for product managers, project portfolio managers, and IT executives to develop and maintain a dynamic and flexible product roadmap. The product wing of the digital division of a publishing house adopted this collaborative framework to to charter their product roadmap and simultaneously enable their project team to see and understand the “big picture.”

Things change, and when they do, it's best to be ready to change with them. The best plans are doomed to fail if they aren't malleable. In this column, George Schlitz and Giora Morein take a look at the military concept of "Commander's Intent" and how it can apply to non-military project planning.

We don't always appreciate the power of taking a moment to reflect on past performance. Find out how real change can happen when a team invests in time together.

Early in 2004, Chris Shinkle's company began adopting agile practices. Unfortunately, agile did not have the desired cultural impact within their organization-and the adoption floundered. Several years later, Chris found himself coaching a fellow project lead several months into a difficult project. The project team had experienced developers, but faced a seemingly impossible deadline. Discontent and frustration were rampant and something needed to change. Chris decided that a Kanban implementation could improve the situation. The team quickly discovered the primary reason for their long lead times-a huge Work In Progress (WIP) count. As the team sought to reduce its WIP using Lean principles, they eliminated considerable waste in their processes, reduced bottlenecks, and made significant process improvements. In a short six months, they moved from chaos to a state of continuous improvement.