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  • Agile PMs Get it Right the Last Time

    In his Gantthead article, "Get It Right the Last Time: Developing an Agile Attitude," Doug DeCarlo challenged project managers to ditch the counter-productive "get-it-right-the-first-time" philosophy practiced for so long by so many. Instead, he has proposed some Agile attitudes to help managers think differently about what counts.

  • Presentation: Agile Project Management Planning and Budgetting

    What happens to planning when teams "self organize"? Agile methods are empirical: plan it, do it, evaluate, plan again. David Hussman reviews practices for planning a project, release, iteration.

  • Measuring Performance in the Adaptive Enterprise

    Traditional thinking has turned budgets into fixed performance contracts that force managers at all levels to commit to specified financial outcomes, despite the fact that many of the underlying variables are beyond their control. As Agility increases the futility of this exercise becomes apparent. Thought-leader Jim Highsmith proposes a helpful alternative more harmonious with Agile values.

  • Jim Highsmith Proposes An Adaptive Performance Management System

    Jim Highsmith, Director of Cutter Consortium's Agile Project Management Practice told the APLN Leadership Summit audience yesterday: " achieve truly agile, innovative organizations, a change in our approach to performance management systems is necessary... 'Conforming to plan' while delivering scant business value will seriously impede agility, whether in projects or the entire enterprise.

  • Agile Fixed Price Contracting

    On the high-volume ScrumDevelopment newsgroup, an interesting question has appeared, once again: "Is it possible to run SCRUM with fixed price contracts especially custom projects?". Ron Jeffries, Mike Beedle and others offer replies from experience.

  • Planning 101 for Agile Teams

    Detractors have propagated the myth that "Agile teams don't plan", which couldn't be farther from the truth. Planning is essential to Agile, because of its empirical nature: plan, execute, inspect, adapt... plan again. Stacia Heimgartner outlines the five levels of planning required to set good expectations with all levels of the organization.

  • Worth Repeating: The BigBook Technique

    Mark Hedlund has a favourite story: he tells of the BigBook Technique, a simple ploy engineers once used to communicate with their CEO about a death-march project. With yet another big-project implosion in the news, Hedlund felt the need to roll out this simple remedy, again. In effect: nine women simply cannot deliver a baby in one month. If that sounds familiar, this story may be of use to you.