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October 15, 2015 In this edition:
We've got a mix of interesting posts this week based on what's top of mind for several of us. Really interesting thoughts on what makes one Scrum team better-performing than others. A challenge to always having to wrestle with the triple constraint. A fantastic picture of what it looks like and what you hear in the halls when your executives are really truly committed to project and program management. And then a great business-minded template for tackling the very uncomfortable situation of having a project that maybe should no longer exist (How do you decide? What do you do? How do you avoid the really nasty reaction that could result and in fact come out with a positive result?)

Meantime, have a great rest of the week and weekend!

» Featured Article
» Spotlight
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Featured Article
Chris Hill Holistic Methodologies:
Odd bed partners (Six Sigma and PMLC/SDLC), but Harmonious Relatives
Design of Experiments (DOE)

Chris Hill

It has been said that one of the first signs of madness is doing the same thing over and over again and expecting a different result. If you have worked on a scrum team or used some other iterative methodology this concept will be familiar. Outwardly, iterative teams may appear to be doing the same thing over and over again, but in fact successful teams are making changes -- sometimes very small changes -- that can make dramatic differences in their results.

What are the differences in performance between a Scrum team just forming and a team that has done 10 or 20 sprints together? Can you put your finger on which changes the team made that had a material impact on the team's performance? The chances are that it was either a lot of little changes or one or two larger ones that proved to be significant. How can you definitively determine which changes were significant verses subjective "gut feel"? This article will help explore some tools and methods to assist with determining which changes proved to be significant. Read the rest »

Spotlight – Other Project Templates, Tools, and Techniques
New! From the Blogs: Questioning Gravity: Is the Triple Constraint Really Relevant?
The "triple constraint" is to project management as Newton's Laws are to physics. "Better, faster, cheaper—choose two" is so ingrained in the canon that we don't question its applicability. The phrase has become a rhetorical distraction to effective project management.

For many software projects, actively managing the triple constraint is not a relevant concern. This is not to say that time, cost and quality are not important. They are important project metrics. But, they are not inputs to a successful outcome. For software projects that share the following characteristics, the triple constraint does not need to be actively managed. The characteristics are: Read More »

New! From the Blogs: What Executive-Level Commitment to Program Management Looks Like
When an organization wants to get better at executing the projects and programs required to meet critical business goals, what do they do? Get everyone some training? Mentor new PMs? Define a new process? (e.g. for project management, software development, new product development…). It's often one or more of the above. And typically at some point most if not all organizations need some kind of definition of "the way we do things here", aka a new process (even if it's a lightweight one). But here's the thing: new processes are a big form of change - for everyone, including the executives. Do those executives understand what it means to truly show their own commitment to the process, through changes to their behavior and new interactions with PMs and teams and functional groups? This article talks about what that looks like and why it's absolutely critical to getting the intended results from the new process, and ultimately from all the projects using that new project/program approach. Read More »

Template: When you're not sure this project deserves to live… – SPECIAL
This Premium resource is free to registered Members until October 29, 2015
(…because not all projects do). But that doesn't mean it's easy to do something about it. This Project Cancellation Guideline is here to help with help for how to decide - and then how to smoothly ramp down and close out a cancelled project, taking into account possibly wide-ranging implications for your company and customers. Get the Guideline »

Where's ProjectConnections?
To help participants develop purpose, vision, negotiating, influence, and sales skills, Alfonso Bucero and Randy Englund present "Integrating People, Organizational, and Technical Skills: The Complete Project Manager," October 7-10, 2015, in Orlando, Florida, prior to the PMI Global Congress. They also conduct this session December 7-10 in San Diego, California for PMI SeminarsWorld.

Corporate Subscriptions and Licensing
Want your team members to have their own access to templates and how-to resources for their project work? Need to share documents and deliverables beyond your project team? We make it easier with affordable corporate subscriptions and licensing. Detailed information regarding corporate options is available online. Give your whole team, or even the entire organization, cost-effective access to our comprehensive online library of resources. You already know how helpful it's been for you. Now it's time to share with everyone else. Find out more »

Not sure if corporate terms apply to you? Check out our licensing terms at the top of our Terms of Service page, in refreshingly ordinary, everyday English.

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