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Software Project Management Stories
Planning: writing who, what, where, when, why, and how Don’t Let Too Little Planning Tank Your Agile Adoption

Many organizations turning to agile believe it means you don't have to do any planning. This couldn't be further from the truth. A healthy agile team does just as much (if not more) planning than a team using a waterfall methodology. Preparing and setting goals sets up the team for a more successful agile adoption.

Alan Crouch's picture
Alan Crouch
Woman covered in sticky notes If You’re Working Too Much, Is It a Challenging Project or Bad Management?

Projects sometimes encounter challenges that require team members to put in extra work. But if this is happening repeatedly, it's worth figuring out where the pressure is coming from. You may need to ask, “Is this project simply challenging, or is it being badly managed?”

Payson Hall's picture
Payson Hall
Computer with "Retired!" sign 7 Good Project Management Practices for Replacing a Legacy System

When you need to replace a legacy system quickly, it’s tempting to set aside good project management practices and push forward recklessly. But doing so results in delays, cost overrun, and organizational chaos. Take time to understand the problem, plan and estimate the solution, and set up your project for success.

Payson Hall's picture
Payson Hall
Sign: Apocalypse Ahead Manage Project Problems without Getting Trapped by Catastrophic Thinking

It would be short-sighted for any project manager not to consider the potential risks in the project and not to evaluate and continue re-evaluating what can go wrong. But there's a difference between planning for risk and falling victim to catastrophic thinking—focusing on unlikely or irrational worst-case scenarios.

Naomi Karten's picture
Naomi Karten
Brain The Cognitive Costs of Multitasking

We've heard that multitasking impairs your ability to concentrate and do an effective job of each task. But did you know it can also have negative effects on your brain? Researchers have found that multitaskers may have difficulty paying attention and recalling information, and they may even experience decreased IQ.

Naomi Karten's picture
Naomi Karten
Project sponsor When You Should Get Your Project Sponsor Involved

If there are decisions to be made on a project, the project manager may think he's helping by going directly to the customer to get her opinion. But project sponsors represent the organization, and they should be consulted before any significant decisions are made. Do you know when you should get the sponsor involved?

Payson Hall's picture
Payson Hall
Self-managing team Who’s the Boss? Let Agile Teams Manage Themselves

This idea of a team in charge of itself is difficult for many people to accept. Traditional practices condition us to wait for someone to tell us what to do, and managers are accustomed to controlling everyone’s work and knowing everyone’s status. But agile teams can manage themselves—in fact, it's essential to agile.

Johanna Rothman's picture
Johanna Rothman
Hourglass Managing Resistance to Organizational Change

Change can be difficult, and some people's reaction is to shut it all down. If they think their concerns aren’t being heard, they get defensive, and your project is on a trajectory for disaster. Don't fire off an email while tempers are running high. Managing expectations thoughtfully is essential to project success.

Payson Hall's picture
Payson Hall