Sameh Zeid currently implements agile and lean in IT and software development. He believes that projects can be more successful if they employ the ideas of agile, lean, and gamification. For more than twenty-five years, Sameh has participated in different roles in myriad projects for various industries around the world. He's learned that software practitioners are passionate to innovate, and it's up to management to not demotivate them. Sameh blogs at koo-doy.com.
Agile teams should change their mindsets and establish an area of focus instead of setting narrow project goals. This change can promote a team's self-direction, which generates the motivation to produce unforeseen outcomes and achieve business value.
When planning for feature prioritization, it’s crucial for you to take into account product economics. Sameh Zeid writes that product economics helps us to understand if it is financially viable to develop a product, even more so than relying on business value.
Organizations need new and innovative ideas to solve complex problems. However, sometimes "good" ideas can be the very reason behind problems. Systems thinking and following the Golden Circle can help.
To be successful in product development, we must minimize the number of product features while also delivering what the customer will like. In other words, product development success is governed by our ability to maximize the “outcome” rather than “output” of product development.
Sameh Zeid writes that experimentation should be required for initiating projects—no matter the organization’s size—for the simple reason that product features will more than likely be discovered incrementally and iteratively during the project's lifespan.
There is a certain mindset that is hindering organizations from limiting their work-in-process (WIP) during product delivery. You might ask yourself why limiting WIP is important. Sameh Zeid writes that better software quality is attained when we limit the WIP.
We all know that organizations establish a project management office (PMO) as their main model for project governance. However, this does not provide a competitive advantage that allows organizations to respond to ever-increasing customer needs.