As a project manager at a software vendor for financial solutions, your manager asked you to develop certain list of features. Market has changed and we need to quickly respond with new release in four months. Your manager, he is right, wanted a plan with weekly status report. You can only use 3 developers from the product as the core developers, while the rest if required, you should look for in other products or hire. You’re Scrum savvy; you want to provide reliable commitments. HOW? Continue reading
I believe the Scrum frame-work itself is built to address risks. I managed CMMI® program which at heart of its level-3 is risk management and requirement to organize risks into taxonomy relevant to the organization. This taxonomy describes risks categories and attributes that in my opinion are addressed directly if we strictly apply Scrum. I think risk management is so powerful in the world of traditional project management. It reinforces the illusion that we can have a right plan at the beginning.
The advantage of risk management in traditional project management is getting the team together in up-front to assess the possible threats that the project might encounter in the future. Based on those threats the project plan is adjusted so it can weather the proposed risks. Also, it helps to gain extra budget from up-front in case the risks were materialized. Continue reading