IAPM Essentials #108 - News from the project management world

What was eventful last week? What has happened in project management? Here you can find articles worth reading and links to videos or podcasts that we warmly recommend.

To put it briefly: Essentials from the world of project management.

Enjoy reading!
Logo of IAPM Essentials number 108.

IAPM Essentials May 31, 2022

This week, these three articles were particularly inspiring:

In-Depth: Stable Or Fluid Teams? What Does The Science Say?
In very simplified terms, stable teams and fluid teams can be distinguished according to the duration of their existence. While the staff turnover in fluid teams is usually very high and the team members may not know each other and their respective areas of responsibility, the staff turnover in stable teams is very low and the team members and their tasks are known. In principle, it can even be said that productivity and cooperation are usually higher in stable teams, as long collaboration and interaction is a catalyst for this. So why not always aim for stable teams? Quite simply, it is not always possible. For example, sometimes because staff turnover is high without being able to influence it, because you have to respond to situations that require a particularly large or particularly small team, or because staff have to be deployed flexibly. For the detailed description, we recommend the original article!
Click here to read the original article.

From Scrum to Shipping Work that Matters with Shape Ups
The Shape Up framework focuses on collaboration and productivity and is used in product development. The focus is on delivering new functionality. The process is divided into three phases: Shaping, Betting and Building. Roughly speaking, it goes as follows: In the first phase, a rough idea is developed - what should the product be and is it worth implementing? This is the responsibility of a small team of product managers, designers and other stakeholders. In the Betting phase, the actions to be taken are prioritised and staff are assigned to the individual projects if several are running at the same time. In the final phase, the product is created, with the team working independently. A cycle lasts six weeks, with the possibility of extending it. At the end of each cycle there is a two-week "cool-down" phase. During this phase, a new Shape Up is planned and developers have time to work on a task of their choice or assist with parallel Shape Ups. Read the original article to learn more!
Click here to read the original article.

Project Coordinator vs. Project Manager: Defining the Roles
A properly set up project organisation is the foundation for a successful project. Only if the team members' roles are clearly defined, a smooth cooperation can be ensured. All core team members and their designated roles within the project are drawn in an organisational chart and made easily accessible to everyone in the working environment (or online). In addition to the project manager or the purchasing department, the project coordinator or the project sponsor are included as well, depending on which roles are necessary in the particular project phase. But what is the difference between the roles of a project manager and that of a project coordinator? In a nutshell, the project manager is the one who pulls all the strings within a project - he or she motivates and supervises the team, promotes their collaboration and controls the course of the project. In addition to the management and leadership function, however, the project manager is also responsible for the overall performance of the project, regardless of where the project is heading. This high level of responsibility results in an increased workload for the role of the project manager. Compared to the project manager, the project coordinator is responsible for subordinate issues, which may well differ from project or company. However, the project coordinator reports to the project manager and has no responsibility for the success of the project. If you want to learn more about these two roles, we recommend the following article.
Click here to read the original article.

Further articles worth reading and podcasts worth listening, you should not miss:

Projektmanagement-Software: Welche Funktionen werden von Entwicklern benötigt
(en.: Project management software: What functions are required by developers)
Click here to read the original article.

The Nature of Product
Click here to read the original article.

20 questions you can use to audit personal energy
Click here to read the original article.

How to make the leap to a truly agile business
Click here to read the original article.

Scrum Has Three Learning Cycles — Are These Devaluing Your Learning Through Empiricism?
Click here to read the original article.

Monday vs. ClickUp – A Comparison of Project Management
Click here to read the original article.

Personal Branding: Warum zu viel Bescheidenheit mehr schadet als nützt
(en.: Personal Branding: Why too much modesty does more harm than good)
Click here to read the original article.

3 Trends im Software Development - und was Entwickler dazu sagen
(en.: 3 trends in software development - and what developers say about it)
Click here to read the original article.

10 hard truths of change management
Click here to read the original article.

Agile Overprocessing
Click here to read the original article.
Author: IAPM internal 

Keywords: IAPM Essentials, Links, News

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