As the headlines on the Wall Street Journal and business magazines are increasingly concerned about the economy in today’s new normal, businesses are re-thinking their business plans and searching for opportunities to increase profitability and cash flow. In my experience, the ones who will be thriving not only in a typical business environment but also in today’s new normal are the ones that put together plans, translate those plans into business, department, individual and project goals, and then execute effectively.
Whether a business provides a service or sells a product, it cannot afford to stand still while the rest of the world makes progress and continues to change.
How many of us have spent hours on end at project meetings wondering just why it was that we were invited and wishing we could get out of them and go and do something more interesting instead?
I mentor a few PMs and the other day one asked me about a project they had been assigned and asked me where to start. I had to think about this a little bit but then landed on some basic starting points.
Apart from the common User Experience activities that have been for years performed in Web/Desktop software design, there are some specific aspects inherently critical for Mobile UX, user-perspective analysis being one of them.
Too many organisations use a risk process without understanding the principles that underlie effective risk management. But what are those principles? One place we might look for guidance is the international risk standard ISO 31000:2009 Risk Management – Principles and Guidelines, which includes a set of principles for us to consider.
In today’s new normal business environment, sales are lackluster and resources are scarce yet customers expect more for less. Thus, the traditional avenues to success will no longer yield the same results.
Applying the product owner role can be challenging, as no two products are the same. While products and projects vary, I have found two common ways to employ the role: Asking the customer or a customer proxy such as a product manager to take on the product owner role.
While there’s probably a little Homer Simpson in all of us (especially when faced with a “forbidden doughnut”), he has spouted off some witticisms that provide some lessons learned for project managers!
Determining the launch date and the budget before development starts can be tricky in Scrum. Relying solely on Scrum’s empirical approach, a team working on a new product has to carry out at least one sprint to measure the velocity and to understand the rate of change in the product backlog.
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