Is your PMO producing Reports or delivering Value?
Most PMOs are seen as internal cost centers adding bureaucracy to projects. PMPeople helps people collaborate on project management professionally, in the cloud, using different roles. PMOs can distribute many management activities, having more time for anticipating problems and delivering value. With PMPeople, the PMO can grow from being a cost center to lead the company in the Project Economy.
Startups need Professional Project Management
Startups need good ideas, but they can only succeed if they are good in execution, while turning ideas into reality. This means they need to manage projects professionally, avoiding bureaucracy, value driven, working as self-organizing teams of people collaborating proactively. Thanks to technology available nowadays, these people can access their projects online, use specific professional project management roles.
Disciplined Agile: Optimize your Way of Working
In context of project management, despite being comparatively new to waterfall, Agile methodology is widely accepted and works very well in small teams. But what happens when we want to scale up? How can we bring other teams to agility and not just the developers? Here…
PMPeople to Control Agile Projects
Manage the agile part of a project: 1) keep professional project management in PMPeople: stakeholders engagement, risks, status reports, time sheets and expenses, etc. 2) decompose the project into work packages, meaning agile releases; 3) Connect work package #0 (the project itself) to Asana list for epics; 4) Connect each release to Asana list for user stories; 5) Managers do not need Asana: they use PMPeople to track epics and stories.
Controlling Agile Projects
In agile projects, there is a disturbing complacency about failure. We are used to statements like «I’ve seen no software project delivered on time, on budget». Do you really think this a problem without a solution? If we let the team do their tasks but nobody is accountable for the project, why is it a surprise when the project is behind schedule and over budget? Agile projects must be controlled as well.
Agile Case Study (5/5): Closing the First Release
This is the fifth and last post on the chapter 23 of the book Agile Estimating and Planning, by Mike Cohn. In the previous post the team was about to start the first 2 week iteration, planned with 4 stories and 18 points. They also forecasted a…
Agile Case Study (4/5): Release Planning
Fourth post on the chapter 23 of the book Agile Estimating and Planning, by Mike Cohn. In the previous post the Havannah team met with on this agenda: First sprint planning. Market research outcomes review. Initial estimate for the release plan and the project schedule. First point…
Agile Case Study (3/5): Planning the First Sprint
Third post on the chapter 23 of the book Agile Estimating and Planning, by Mike Cohn. In the previous post the Havannah team had written 32 user stories, totaling 146 story points. In this post, team members are working on another project, while analyst Delanie start a…
Agile Case Study (2/5): User Stories
Let’s continue reading chapter 23 of the book Agile Estimating and Planning, by Mike Cohn. In this second post you will realize about the convenience of writing down physical cards and how to conduct a brainstorming session to make team members infer requirements, a.k.a. user stories. A piece…
Agile Case Study (1/5): Project kick-off
The following case study is originally published as the chapter 23 of the Mike Cohn’s book entitled Agile Estimating and Planning. In this chapter, the author, in order to summarize and put into practice many key points explained in the book, develops a case on…
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