IAPM Essentials #138 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!
To put it briefly: Essentials from the world of project management.
Enjoy reading!
IAPM Essentials December 27, 2022
This week, these three articles were particularly inspiring:
Sailboat Retrospective 2.0 – German language
The "sailboat" can be used to design the Sprint Retrospective to find out which topics went well, and which went less well. The topics that went badly in the last Sprint are written under the surface of the water and the topics that went well should represent the "wind in the sails" of the project. The sailboat retrospective can be extended so that in addition to what went well, what went badly is divided into three levels. One for the team, one for problems between the team and the organisation, and one level for challenges mastered, goals and action points. The sailboat retrospective is not filled all at once but step by step. You start with the issues that have moved you forward. This is followed by the challenges that the team has mastered. Next, what didn't go so well is discussed. To do this, each team member writes down individually what they think went wrong and then discusses it as a team. Are you interested in the next steps? You can find them in the original article!
Click here to read the original article.
Why Value-Stream Mapping is Essential to Product and Process Development
Value stream mapping is a way for a team to organise its work when many people are working on the same data at the same time. This data needs to be synchronised to see who has done what and if everything fits together. Value stream mapping also helps to identify where the value of the product is being created and where there are problems in the team or with individuals. When you start value stream mapping, you should always start with the as-is state. Once you understand how everything is connected, you can better assess the value that is being created. During this process you can find the "pain points" that prevent the team from creating value. These should be eliminated first. Then you can start to create the future state. This is best done by using the talents of the employees to create value as effectively as possible. Read the original article to learn how to proceed.
Click here to read the original article.
What is agility? - Asked for the umpteenth time, no answer for the umpteenth time – German language
Agility is not something definitive and it is constantly evolving. Three different perspectives can be used to describe the term agility a little more precisely. However, a clear separation between the perspectives is not possible. Everything merges into each other and there are overlaps. In the first perspective, agility is understood as a set of methods. This can be used depending on the situation. Which aspects are needed, which structures should be used. The second view deals with the transition to agile teamwork through the formation of self-organised cross-functional teams. What is meant by this is that teams need a certain amount of freedom to be able to work productively and creatively. This also includes being able to make decisions and find solutions independently. In the third and last view, the goal is in the foreground. However, the area is very important, as the team usually has no influence on the goal. If they are not alright with the way the project is going they have to leave.
Click here to read the original article.
The "sailboat" can be used to design the Sprint Retrospective to find out which topics went well, and which went less well. The topics that went badly in the last Sprint are written under the surface of the water and the topics that went well should represent the "wind in the sails" of the project. The sailboat retrospective can be extended so that in addition to what went well, what went badly is divided into three levels. One for the team, one for problems between the team and the organisation, and one level for challenges mastered, goals and action points. The sailboat retrospective is not filled all at once but step by step. You start with the issues that have moved you forward. This is followed by the challenges that the team has mastered. Next, what didn't go so well is discussed. To do this, each team member writes down individually what they think went wrong and then discusses it as a team. Are you interested in the next steps? You can find them in the original article!
Click here to read the original article.
Why Value-Stream Mapping is Essential to Product and Process Development
Value stream mapping is a way for a team to organise its work when many people are working on the same data at the same time. This data needs to be synchronised to see who has done what and if everything fits together. Value stream mapping also helps to identify where the value of the product is being created and where there are problems in the team or with individuals. When you start value stream mapping, you should always start with the as-is state. Once you understand how everything is connected, you can better assess the value that is being created. During this process you can find the "pain points" that prevent the team from creating value. These should be eliminated first. Then you can start to create the future state. This is best done by using the talents of the employees to create value as effectively as possible. Read the original article to learn how to proceed.
Click here to read the original article.
What is agility? - Asked for the umpteenth time, no answer for the umpteenth time – German language
Agility is not something definitive and it is constantly evolving. Three different perspectives can be used to describe the term agility a little more precisely. However, a clear separation between the perspectives is not possible. Everything merges into each other and there are overlaps. In the first perspective, agility is understood as a set of methods. This can be used depending on the situation. Which aspects are needed, which structures should be used. The second view deals with the transition to agile teamwork through the formation of self-organised cross-functional teams. What is meant by this is that teams need a certain amount of freedom to be able to work productively and creatively. This also includes being able to make decisions and find solutions independently. In the third and last view, the goal is in the foreground. However, the area is very important, as the team usually has no influence on the goal. If they are not alright with the way the project is going they have to leave.
Click here to read the original article.
Further articles worth reading and podcasts worth listening, you should not miss:
Failure Modes in Kanban
Click here to read the original article.
Self-reflection for Scrum Masters
Click here to read the original article.
Führungsteams sind die besseren Führungskräfte
(en.: Leadership teams are the better leaders)
Click here to read the original article.
A Simple Plan for Starting Your Lean Journey
Click here to read the original article.
Herausforderungen bei stagnierenden Transformationen meistern
(en.: Mastering challenges with stagnant transformations)
Click here to read the original article.
The Three — Wait: Four — Elements of Empiricism
Click here to read the original article.
Die geniale Zauberformel für Innovationen (auch für Unkreative)
(en.: The ingenious magic formula for innovations (also for uncreatives))
Click here to read the original article.
Evil User Stories — Story Telling for IT-Security
Click here to read the original article.
Teamentwicklung von multinationalen Teams
(en.: Team development of multinational teams)
Click here to read the original article.
Click here to read the original article.
Self-reflection for Scrum Masters
Click here to read the original article.
Führungsteams sind die besseren Führungskräfte
(en.: Leadership teams are the better leaders)
Click here to read the original article.
A Simple Plan for Starting Your Lean Journey
Click here to read the original article.
Herausforderungen bei stagnierenden Transformationen meistern
(en.: Mastering challenges with stagnant transformations)
Click here to read the original article.
The Three — Wait: Four — Elements of Empiricism
Click here to read the original article.
Die geniale Zauberformel für Innovationen (auch für Unkreative)
(en.: The ingenious magic formula for innovations (also for uncreatives))
Click here to read the original article.
Evil User Stories — Story Telling for IT-Security
Click here to read the original article.
Teamentwicklung von multinationalen Teams
(en.: Team development of multinational teams)
Click here to read the original article.
Author: IAPM internal
Keywords: IAPM Essentials, Links, News