IAPM Essentials #41 - 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 February 9, 2021
This week, these three articles were particularly inspiring:
Kollaborieren statt Kollabieren
The use of project management software for team collaboration has become more and more important in recent years. Especially since the outbreak of the pandemic a year ago, working from home and thus working in distributed teams became ubiquitous and the relevance of collaboration tools increased even more. The challenge of working remotely is that team members cannot talk on the fly about a project because they are physically distanced from each other. Therefore, the implementation of appropriate PM software is the optimal solution for many companies and teams. But this implementation also poses problems: If the implementation takes too long and if the employees are not involved in the decision-making process, this can lead to dissatisfaction and cause the respective employees to look for individual solutions for themselves and their team. But organisational issues, such as data protection or dealing with licenses, should not be ignored either.
Click here to read the original article.
Verschachtelte Sprints
Perhaps you are reading the term "nested Sprints" for the first time. In any case, the phenomenon behind it is familiar to you: Several Sprints are combined in one cycle - a Sprint - which means the Sprint is nested. This cycle can be a planning cycle, for example, or a period between two milestones. The disadvantage of this type of Sprint is that flexibility is lost due to long-term planning. In order to make the best possible use of this hybrid approach, it is a good idea to discuss at regular intervals within the team whether this nesting still makes sense or not. The keyword at this stage is "Inspect & Adapt".
Click here to read the original article.
Doing perfect Scrum doesn’t mean you are delivering value
Imagine you are working on a Scrum project and you are following the Scrum Guide precisely. At the end of each Sprint, you reach your planned Sprint Goal, and your project ends with the achievement of the Product Goal. That's great. Isn't it? Now consider whether added value was generated in this scenario. If you have to answer this question in the negative, then you are of the same opinion as Maarten Dalmijn. He describes the problem as not having answered any questions that would have been important for generating value. Paddy Corry also believes that "done", derived from the Definition of Done, is not characterised by having finished, but by being ready to receive feedback.
Click here to read the original article.
The use of project management software for team collaboration has become more and more important in recent years. Especially since the outbreak of the pandemic a year ago, working from home and thus working in distributed teams became ubiquitous and the relevance of collaboration tools increased even more. The challenge of working remotely is that team members cannot talk on the fly about a project because they are physically distanced from each other. Therefore, the implementation of appropriate PM software is the optimal solution for many companies and teams. But this implementation also poses problems: If the implementation takes too long and if the employees are not involved in the decision-making process, this can lead to dissatisfaction and cause the respective employees to look for individual solutions for themselves and their team. But organisational issues, such as data protection or dealing with licenses, should not be ignored either.
Click here to read the original article.
Verschachtelte Sprints
Perhaps you are reading the term "nested Sprints" for the first time. In any case, the phenomenon behind it is familiar to you: Several Sprints are combined in one cycle - a Sprint - which means the Sprint is nested. This cycle can be a planning cycle, for example, or a period between two milestones. The disadvantage of this type of Sprint is that flexibility is lost due to long-term planning. In order to make the best possible use of this hybrid approach, it is a good idea to discuss at regular intervals within the team whether this nesting still makes sense or not. The keyword at this stage is "Inspect & Adapt".
Click here to read the original article.
Doing perfect Scrum doesn’t mean you are delivering value
Imagine you are working on a Scrum project and you are following the Scrum Guide precisely. At the end of each Sprint, you reach your planned Sprint Goal, and your project ends with the achievement of the Product Goal. That's great. Isn't it? Now consider whether added value was generated in this scenario. If you have to answer this question in the negative, then you are of the same opinion as Maarten Dalmijn. He describes the problem as not having answered any questions that would have been important for generating value. Paddy Corry also believes that "done", derived from the Definition of Done, is not characterised by having finished, but by being ready to receive feedback.
Click here to read the original article.
Further articles worth reading and podcasts worth listening, you should not miss:
22 Scrum Master Anti-Patterns from Job Ads: From Funny to What the Heck?
Click here to read the recommended article.
Agile At Tesla With Joe Justice
Click here to read the recommended article.
Creating a Risk-Adjusted Backlog
Click here to read the recommended article.
Declaring Roadmap Bankruptcy
Click here to read the recommended article.
Die Qual der Wahl
(en.: To be spoilt for choice)
Click here to read the recommended article.
Digitalisierung ist ein Langstreckenlauf
(en.: Digitisation is a long-distance run)
Click here to read the recommended article.
Praxiserfahrungen mit Behaviour-Driven Development in einem Softwarekonzern
(en.: Practical experience with Behaviour-Driven Development in a software company)
Click here to read the recommended article.
The Continuous Improvement Canvas
Click here to read the recommended article.
The do’s and don’ts of LTV calculation
Click here to read the recommended article.
Wege zur agilen Selbstsabotage
(en.: Ways to achieve agile self-sabotage)
Click here to read the recommended article.
Wie Anwender DevOps einsetzen
(en.: How users use DevOps)
Click here to read the recommended article.
Click here to read the recommended article.
Agile At Tesla With Joe Justice
Click here to read the recommended article.
Creating a Risk-Adjusted Backlog
Click here to read the recommended article.
Declaring Roadmap Bankruptcy
Click here to read the recommended article.
Die Qual der Wahl
(en.: To be spoilt for choice)
Click here to read the recommended article.
Digitalisierung ist ein Langstreckenlauf
(en.: Digitisation is a long-distance run)
Click here to read the recommended article.
Praxiserfahrungen mit Behaviour-Driven Development in einem Softwarekonzern
(en.: Practical experience with Behaviour-Driven Development in a software company)
Click here to read the recommended article.
The Continuous Improvement Canvas
Click here to read the recommended article.
The do’s and don’ts of LTV calculation
Click here to read the recommended article.
Wege zur agilen Selbstsabotage
(en.: Ways to achieve agile self-sabotage)
Click here to read the recommended article.
Wie Anwender DevOps einsetzen
(en.: How users use DevOps)
Click here to read the recommended article.
Author: IAPM internal
Keywords: IAPM Essentials, Links, News