Limiting Work In Process (WIP) is very important for Agile teams and is highly recommended for...Read More
Category: Delivery Management
This article is third in the series on Contractual Contretemps. It is a continuation of Part 2. You can look up Part 1 as well on tips/anecdotes on Master Services Agreements. In the earlier Part 2, we introduced the list below...Read More
Most of us are familiar with the Basic Communication Model – with sender, channel and receiver. We all understand that the responsibility for effective communication rests with both parties, with a slight onus on the...Read More
Over the last three decades of my corporate life, I have always found that this topic has always evoked passion at all points of time. Everybody has a perspective and a logic to go along with it. My own views in the early part...Read More
This article is part of the series on Contractual Contretemps. If you have missed the first one in the series, take a look at “Contractual Contretemps – Part 1” which covered a few tips/anecdotes on Master Services Agreements in...Read More
For quite some time, I have been wanting to write a piece titled “Contractual Contretemps” which would be of help to Project/Delivery Managers. It has a nice ring to it, I think. There were other close contenders for the title...Read More
Delivery Managers in IT services organizations constitute the critical link between senior leadership and operational/project management levels in software delivery organizations. They play vital roles in: · Making delivery...Read More
Delivery Managers in IT services organizations often manage large, multi-year customer engagements. In such cases, Delivery Managers may be held accountable for revenue growth in addition to assuring delivery for the current...Read More
During a workshop on Agile Scrum, for participants new to Agile, a question came up – how is tracking in Agile different than in traditional project management? A very interesting question, which cannot be answered in...Read More
The level of leveraging of GIC (Global Inhouse Center) in India by a multinational company is directly proportional to the level of ‘Purpose-Maturity’ of the GIC. ‘Purpose-Maturity’ indicates the level of strategic thinking of...Read More
In the previous few posts (see last post)on Managing the transition of Managed Services, we looked at a few issues that you have to consider when you are thinking of transitioning managed services to a new organisation. what are...Read More
In Part 1 of this article, we covered the “terrain changes” in making the transition from a Project Manager (PM) role to a Delivery Manager (DM) role. Terrain changes include the aspects to “learn” and “un-learn”. In Part 1, we...Read More
- CHOW #77- Help Sundar convey the importance of Agile MetricsSep 25, 2017 | Chow
- Ready, Steady, On and On…
- Agile Metrics- an Oxymoron?
- Between a Rock and a Hardening Sprint!
- Two reasons to stop sizing during sprints
- CHOW #79- What should a manager do to sustain the impact of coaching on a Scrum Team?
- CHOW #78- Responding rather than Reacting
- CHOW #77- Help Sundar convey the importance of Agile Metrics
- CHOW #76- Beyond buying pizzas!