IAPM Essentials #74 - 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 74.

IAPM Essentials October 05, 2021

This week, these three articles were particularly inspiring:

Orientation for the Product Owner - with POEM - German language
The Product Owner "represents the customer or the stakeholders and is responsible for the product". There are different ways to show the responsibility of a Product Owner. One method is the Maturity Level: it shows the degree of responsibility of the Product Owner for the product, but it does not show how the Product Owner is classified within the company. This is where the POEM method is the tool of choice. POEM stands for Product Ownership Evolution Model. The background to this method is that in a company there is not just one person responsible for the product - namely the Product Owner - but several responsible persons. To avoid the different roles feeling responsible for the same area and to keep the potential for conflict low, the POEM classification can be useful. For this purpose, it is decided for each role how high its product responsibility is in relation to sub-areas of the product. Are you now curious how a grid created by POEM can look like and how POEM can be applied in practice? Then you should definitely read the article by Helen Sedlmeier.
Click here to read the original article.

Essential and accidental complexity - German language
Complexity exists in two different forms. On the one hand, there is "essential complexity" or unavoidable complexity. It cannot be influenced and is unavoidable. Market dynamics or the "unpredictability of software development" are examples of this. On the other hand, there is "accidental complexity". This arises unintentionally, e.g. through unrealistic planning or legacy systems. The one must be reacted to quickly, the other must be avoided. This is where Agile and Lean could come in. Since Agile requires an organisational structure with a fast response time, it can be categorised as as a response to "essential complexity". Lean, on the other hand, focuses on finding and eliminating redundant and faulty systems and can be categorised as avoiding "accidental complexity".
Click here to read the original article.

We tried Fluid teams, no Product Owner, a Transition phase, and that worked for us.
The practice of agile project management does not always have to follow the blueprint - e.g. Scrum. Even if the definition of Scrum is fixed, the practice of agile project management can be individually adapted and so Fredrik Carleson and his team have also made adjustments to their agile way of working. In his article, he tells you about his experiences. Why not also try out fluid teams - i.e. small changing teams? The advantage? Knowledge is not lost in a single team. In addition, standards and best practices spread by themselves. Another tip: Working without Product Owners, and instead communicating directly with experts and companies. This brings direct feedback and the avoidance of "Chinese Whispers". In this way, the contact persons of the respective body become Product Owners, so to speak. The last idea is to set up a transition phase after the completion of a project. Instead of dissolving teams directly and letting them work on another project, changes and errors are discussed with the end user and these are incorporated and corrected directly. The result: quicker support and more time for other projects instead of having to retrain over and over again.
Click here to read the original article.
 

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

Agile Principles: Early and Continuous Delivery
Click here to read the original article.

Agile Principles: Welcome Change
Click here to read the original article.

Eine Konferenz mit der Dropbox organisieren
(en.: Organising a conference using Dropbox)
Click here to read the original article.

Fluid Scrum Teams — An example
Click here to read the original article.

Inspection and the Sprint Backlog - Back to the foundations of the Scrum framework (18)
Click here to read the original article.

Mit dem Opportunity Score Unrealized Value messbar machen
(en.: Making Unrealized Value measurable using the Opportunity Score)
Click here to read the original article.

Power of Backlog Refinement
Click here to read the original article.

Practicing with the Complaining Habit
Click here to read the original article.

Produktvision – Wieso, weshalb … und wie
(en.: Product vision – why ... and how)
Click here to read the original article.

Wichtiger als richtig machen: Die richtigen Projekte machen.
(en.: More important than doing it right: Doing the right projects.)
Click here to read the original article.
 
Author: IAPM internal 

Keywords: IAPM Essentials, Links, News

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