I can explain it to you, but I can't understand it for you.
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I can explain it to you, but I can't understand it for you.
I'm only responsible for what I say not for what you understand.
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U.S. Defense Agency Feeds Python

U.S. Defense Agency Feeds Python | I can explain it to you, but I can't understand it for you. | Scoop.it
Advanced Research Projects Agency gives $3 million for Python big data
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Move Beyond Traditional Portfolio Management with Kanban

Move Beyond Traditional Portfolio Management with Kanban | I can explain it to you, but I can't understand it for you. | Scoop.it
Learn the differences between a traditional PMO and a Lean/Agile PMO, the value a Lean/Agile PMO can bring and how Kanban can be used as a vehicle to move portfolio management into the 21st Century!
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Is configuration management your IT project's missing link?

Is configuration management your IT project's missing link? | I can explain it to you, but I can't understand it for you. | Scoop.it
Eddie R. Williams lists 10 steps for establishing the configuration management your IT project needs.
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My first open source project: Selenium on Steroids

My first open source project: Selenium on Steroids | I can explain it to you, but I can't understand it for you. | Scoop.it
The projects targets QA automation engineers that want a clean and simple way to create Selenium tests allowing them to focus more on designing the tests rather than dealing with technical difficulties.
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Red Hat take OpenJDK6 reins from Oracle

Red Hat take OpenJDK6 reins from Oracle | I can explain it to you, but I can't understand it for you. | Scoop.it
After Oracle ended support for Java 6 last month, Red Hat have picked up the baton, assuming project leadership of the open source implementation, OpenJDK 6.
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Social Media Offers Opportunities and Challenges

Social Media Offers Opportunities and Challenges | I can explain it to you, but I can't understand it for you. | Scoop.it
Social media has emerged as a core component of the enterprise. It presents businesses with huge opportunities and significant IT challenges.
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Ted Talk: Agile Programming -- for Your Family

Ted Talk: Agile Programming -- for Your Family | I can explain it to you, but I can't understand it for you. | Scoop.it
I found a new Ted Talk on agile methodologies applied to family life. I've actually read about many families who do this and I've even met a developer who does this. He used Scrum in his own home.
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Interview: Lean UX Explained

Interview: Lean UX Explained | I can explain it to you, but I can't understand it for you. | Scoop.it
Learning from past projects, Jeff Gothelf helped synthesize Lean UX into a growing practice within software firms of all sizes, where teams focus on project outcomes and not output.
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Project Management in 2013: Top Trends, Demands and Wishes

Project Management in 2013: Top Trends, Demands and Wishes | I can explain it to you, but I can't understand it for you. | Scoop.it
Project Management is really feeling the heat this year as companies struggle to implement Agile methods, so we thought we’d take a closer look at what’s driving this pressure, the direction it’s going and what would ease the process.
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12 Principles of Agile Project Management

12 Principles of Agile Project Management | I can explain it to you, but I can't understand it for you. | Scoop.it

There has been MUCH written on the subject of agile software development and by extension agile project management. To go back to the source of this knowledge you can spend a little bit of time at AgileManifesto.org to get an idea of where this all started, the values this methodology holds dear, along with the 12 guiding principles the original team espoused.

Below are the 12 principles of agile project management along with commentary on how and why each of these principles is beneficial in the rough and tumble world of software development.


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Product Management Gets Stronger

Product Management Gets Stronger | I can explain it to you, but I can't understand it for you. | Scoop.it
The diffusion of decision rights across functions throughout a product's life cycle can result in wasted customer insights, subpar innovation, and ineffective complexity management. Product Management Gets StrongerAn innovative approach to managing product portfolios—the strong-form model—can help companies stay ahead of change.

In April 2007, Research in Motion (RIM) was flying high. The BlackBerry creator was coming off its best year ever, with record revenues, record earnings per share, and record shipments. And there was a new reason to be optimistic: Apple had just introduced the iPhone, and RIM executives took it for granted that their own product—a runaway hit in the business world—would grab a huge share of the burgeoning consumer market as well. “The door to the consumer is through the enterprise, not vice versa,” RIM co-CEO Jim Balsillie said on a call with investors. “Apple has done the industry an enormous favor.”

That confidence proved to be ill founded. Although BlackBerry sales did get a temporary boost as part of the overall growth of the market, Balsillie’s faith that consumers would prefer the BlackBerry’s reliability to the iPhone’s flash, elegance, and ease of use was misplaced. The iPhone reversed the historical pattern of computer technologies flowing from the enterprise to the consumer market. Even many former BlackBerry devotees wanted a smartphone with a touch screen and an ever-growing store of apps. Today, BlackBerry’s market share has plummeted, Balsillie is gone, and the firm is fighting to survive.

RIM is compelling as a cautionary tale, but it is not unique; many companies falter in the face of discontinuous change. Their failure usually stems from their inability to keep up with technological shifts or the complexity of their product lines. These events are often seen as breakdowns at the enterprise level; the CEO and executive leaders failed to move in time. But problems like these often start at a much more granular level, with ineffective product management.

Within many companies, product managers have relatively narrow roles. They manage channel decisions, oversee incremental innovations, take account of customer needs and preferences, and use those insights to fine-tune individual products and services over the course of their revenue-producing lifetimes. Product management, in other words, is a function not unlike marketing—one that is forced to make way when decisions arise that are the domain of other functions. Thus, sales may determine which products to maintain or kill, R&D may decide when an enhanced version of a product is ready for release, and operations may have the final say in choosing suppliers.

This diffusion of decision rights may seem like a good way of keeping all of a company’s functions involved across a product’s life cycle. But it can result in limited capture of customer insights, subpar innovation, and ineffective complexity management. Worse, when decision rights concerning the product portfolio are fragmented among various functions, it can create incoherence between a company’s products and its overall corporate strategy.

What companies need is more accountable decision rights that align responsibility for results to one person who also has cross-functional decision-making authority. This realignment is at the core of strong-form product management. Under the strong-form model, the “product manager” becomes a “general manager,” driving outcomes for a major portion of the business through a clear understanding of customer needs and leveraging all available channels. To a degree that would be unheard of at other companies, product managers at companies that use the strong-form model own the responsibility for top-line growth and other financial outcomes. They have the authority to make major product changes when needed and force actions across functional boundaries. They are able to stay ahead of change and remain competitive in fast-moving markets, while still maintaining the coherence among product and service lines that keeps them competitive.

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ScrumMasters Versus Project Managers

ScrumMasters Versus Project Managers | I can explain it to you, but I can't understand it for you. | Scoop.it
Joe Townsend explores whether or not a ScrumMaster can be considered a product manager and vice versa. The way the roles are defined (or evolving) should help you avoid potential conflict in your agile organization.
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Six signs of emotional blockage

Six signs of emotional blockage | I can explain it to you, but I can't understand it for you. | Scoop.it
EMOTIONAL RELEASE
Six signs of emotional blockage
Are you guilty of falling short of a true spring clean? The tendency this time of year is to focus on physical clutter, but the kind you can’t see – emotional clutter – is just as important to tackle.
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8 Tips for Playing Nice in the Project Management Sandbox

8 Tips for Playing Nice in the Project Management Sandbox | I can explain it to you, but I can't understand it for you. | Scoop.it
Even with the latest advancements in project management technology, collaborative communication can get “cloudy.” After all, workforce collaboration is a human behavior.
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Using an Independent Consulting Firm for IV&V

Using an Independent Consulting Firm for IV&V | I can explain it to you, but I can't understand it for you. | Scoop.it
From poor project controls to inadequate organizational change management, ERP implementations are full of potential risks.
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Simulating a Project by Resampling Velocity

Simulating a Project by Resampling Velocity | I can explain it to you, but I can't understand it for you. | Scoop.it
I normally write about a new agile project management technique only after I’ve used it for a couple of years and found it successful in a couple of...
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Integrity and the Project Manager

Integrity and the Project Manager | I can explain it to you, but I can't understand it for you. | Scoop.it
By Bruce McGraw “If you tell the truth you don’t have to remember anything.”— Mark Twain I recently came across a post on leadership and integrity by Michal Ray Hopkin, who reminds readers that integrity is one of the top attributes of a great...
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Servant Leadership Needs Influence

Servant Leadership Needs Influence | I can explain it to you, but I can't understand it for you. | Scoop.it
I’m at AgileIndyConf today and tomorrow. Today, I’m leading a tutorial about Agile Project Management. Tomorrow is my keynote about Agile Management. And, that got me thinking about agile management, again.
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Best practice: applying science to digital conduct

Best practice: applying science to digital conduct | I can explain it to you, but I can't understand it for you. | Scoop.it
How many times have you heard of or have been a part of a failed digital project? Why do you think it failed? Was it the people? The technology? Strategy? Unrealistic expectations of senior management or client?
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Why an Agile Project Manager is Not a Scrum Master

Why an Agile Project Manager is Not a Scrum Master | I can explain it to you, but I can't understand it for you. | Scoop.it
A reader asked why the lifecycle in Agile Lifecycles for Geographically Distributed Teams, Part 1 is not Scrum. It’s not Scrum for these reasons: The...
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What makes a great application owner? | Forrester Blogs

What makes a great application owner? | Forrester Blogs | I can explain it to you, but I can't understand it for you. | Scoop.it

Application owner or application product manager roles are increasingly common in many organizations and these roles play a critical part in application rationalization efforts. Organizations fill these roles with staff from a diverse range of backgrounds including enterprise architecture, business analysis, application development and business operations.  In some cases, it is not a discrete role, rather an additional responsibility for an individual staff member or group of staff members.  However the role is organized and structured, it is important both in terms of accountability for the application as well as defining and delivering the application's direction and value add.  So what are the key skills or characteristics that makes this role successful? What are the knowledge domains, behavioral characteristics and aptitudes that differentiate high performers in this role?

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Time To Rethink Your Monitoring Portfolio | Forrester Blogs

Time To Rethink Your Monitoring Portfolio | Forrester Blogs | I can explain it to you, but I can't understand it for you. | Scoop.it

Have you ever done an audit of the number of monitoring solutions that you have in your environment? If you haven’t you are probably thinking - Why should I? I suppose if you draw an analogy to checking your car engine then not many people do this anymore. We are comforted by the thought that modern technology means our cars just work, but the reality is that with moving parts, technology will still fail and so we should at least be checking the important components before a long journey. Similarly the IT monitoring solutions that we have in our environment are important to the overall health of IT and so should therefore be audited to make sure they are ‘working’.

If you have done an audit then this may have prompted a number of questions including:

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Why Cultural Differences Matter to Project Stakeholders

Why Cultural Differences Matter to Project Stakeholders | I can explain it to you, but I can't understand it for you. | Scoop.it
In a time when many projects span organizations, countries, and time zones, an appreciation of culture—including national culture—is of paramount importance.
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YouTube: Top Reasons for ERP Failures

YouTube: Top Reasons for ERP Failures | I can explain it to you, but I can't understand it for you. | Scoop.it
One of the most common reasons many ERP projects fail is because they fail to adequately address important organizational change management (OCM) issues. This webinar clip covers some of the top reasons ERP projects fail.
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But I Want to Run an Agile Project!

But I Want to Run an Agile Project! | I can explain it to you, but I can't understand it for you. | Scoop.it
To some an ‘Agile’ project means delivering value to a client or business more frequently than with other methodologies.  This can be achieved, with...
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