Brian Irwin has worked across a diverse set of industries including IT, software, aerospace, computer hardware, defense, and research. He has gently coached and guided numerous individuals, teams, and organizations through uncertainty as they adopt agile and strive to continuously improve. He is the author of Managing Politics and Conflict in Projects and is working on his second book, targeted at helping project managers understand agile and make the personal transformation when their organizations initiate large-scale agile adoptions. Brian has served as a volunteer on numerous PMI standards, including the second edition of The Organizational Project Management Maturity Model (OPM3), and both the second and third editions of The Standard for Portfolio Management. He is a Certified Scrum Professional (CSP), PMI-Agile Certified Practitioner (PMI-ACP), Project Management Professional (PMP), and Certified ScrumMaster (CSM). Brian has a Bachelor of Science in Electrical Engineering and a Master of Science in Project Management and is a product consultant and agile coach for VersionOne.Contact Info:
Archived articles -- Accessible to AllProactive Risk Management Prevents a Lot of Fan Cleaning
Will your risk lists help you control your project environment, or just remind you of what you already know?
Standard risk lists are filled with items like "not enough resources" or "aggressive timeline." Beyond their obviousness, risks like these fail to provide the project manager or the team any useful direction. Read more ...
Texting Team Members and Supervising Sponsors
Handling a new team member who doesn't seem involved enough, and a project sponsor who's a little too involved.
"One of my programmers, who is a recent college graduate, does not arrive at the office until around 9:30–10:00 a.m. In meetings, he will send texts and answer email on his cell. As the icing on the cake, he recently asked to work remotely." Read more ...
Disarming a Project Landmine
Mopping up after missing deliverables and messy intra-project politics.
"Recently, I discovered a colleague of my sponsor was not a supporter of my project. The dilemma I have is that my lead system engineer is the husband of my project's opponent. Do you have any ideas how I can neutralize the situation?" Read more ...
Pay Attention to Me!
Handling engineers run amok and inattentive project sponsors.
The project sponsor, the Vice-President of the business unit, remains unresponsive to my requests for information. I sometimes send two or three reminder email queries about the same thing. Is there anything I can do? Read more ...
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