Project Management Methodologies Quotes

Failure per se is not a disease but it can trigger anxiety, depression and even suicide. If failure can strike anyone, how can we handle it? Medical science has a well-defined mechanism in place for dealing with diseases – it identifies the symptoms and then prescribes a methodology for their management. Psychologists and Psychiatrists have management practices for dealing with anxiety and depression. But do we have a method for dealing with failure?

Kanban is not a software development lifecycle methodology or an approach to project management.

Agility is more attitude than process, more environment than methodology.

Change Management is a journey, not just a one-time project, riding ahead of change curve takes both strategy and methodology.

Good agile project managers and teams don’t focus on mistakes — or on who did them, or on how many times they were done.

stress can be a real monster you have to vanquish from your team. And one of the main ways to do this is by ensuring that you plan your project in a very sustainable way, from the very beginning.

The most obvious defensive management ploys are prescriptive Methodologies (“My people are too dumb to build systems without them” ) and technical interference by the manager. Both are doomed to fail in the long run.

Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process.

Your goal is to build the kind of environment and work atmosphere that will make people actually want to work on their own, without feeling the threat of punishment if they have a bad day and without feeling constantly pressured by the stressed expressions of their bosses.

A project life cycle represents the highest-level project management approach, depicted as a series of periods and phases, each with a defined output. A project life cycle can be documented with a methodology, which is a system of practices, techniques, procedures, and rules used by those who work in a discipline.

Managers of programming projects aren’t always aware that certain programming issues are matters of religion. If you’re a manager and you try to require compliance with certain programming practices, you’re inviting your programmers’ ire. Here’s a list of religious issues: ■ Programming language ■ Indentation style ■ Placing of braces ■ Choice of IDE ■ Commenting style ■ Efficiency vs. readability tradeoffs ■ Choice of methodology—for example, Scrum vs. Extreme Programming vs. evolutionary delivery ■ Programming utilities ■ Naming conventions ■ Use of gotos ■ Use of global variables ■ Measurements, especially productivity measures such as lines of code per day

Most literature on the subject of agile methodology... is written from the viewpoint of software developers and programmers, and tends to place its main emphasis on programming techniques and agile project management—testing is usually only mentioned in the guise of unit testing and its associated tools. ...However, unit tests alone are not sufficient and broader-based testing is critical to the success of agile development processes.

(Lindvall , et al. 2002, 197) Waterfall and spiral methodologies are plan-driven methods (also referred to as traditional methodologies.)

Agile methodologies are based on the philosophy of empirical process control, which is a continuous cycle of inspecting the process for correct output and operations and adapting the process as needed.

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Brainstorming is to aim for alternatives.

Brainstorming is not about HOW; but How-To-Wow.

Tougher the project; Agiler the approach.

Agile; a little fragile; handle with care.

Elicitation is an art of extraction of information.

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

Agile ponders, on people and tractions; than processes and systems.

Agile, like a leader, aims at people-first approach; putting people above things.

Choosing an Agile framework is same as cooking same cuisine with same recipe and ingredients using available equipments but by a different method.

Being Agile is to take that first of many steps.

Best way to be Agile is; go Agile, step-by-step.

Scrum is like a roundtable; with agenda, followed by minutes.

Agile is; not a methodology, but an approach.

Agile invention is carbon dated; discovered of late.

Scrum refers to; orderly crowd or disorganized team.

Scrum, in simple terms is managing a TO-DO list.

Elicitation is to gather the information, together.

Synonyms for Scrum Ceremonies are what, when, who, how, why.

Agile has become the salt and pepper for the world of projects.

Being Agile; piece by piece, step by step.

To keep growing; keep evolving.

Evolution is the only constant.

Agile means to progress, with speed and ease.

Agile is to continue delivering, with quality; ASAP and AEAP; as soon as possible; as easily as possible.

For GAME OF PROJECTS, Agile is the play-book.

Methodology is to an approach what vehicle is to a journey.

Agile, ubiquitous since ages; coined of late.

If project is in question; Agile is the answer.

While enroute to project journey, the only question arises is: which methodology; the approach is pre-decided; Agile.

To make best of Agile; find a framework, customize it.

In a scrum team, no one is boss but a partner, for the success of a project.

Every role in a scrum team is either a producer or a consumer, within.

Scrum is about plotting your TO-DOs in calendar and ticking them off.

Scrum is either of two types, understanding what is required, or telling what is delivered.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

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Do the right thing at the right time.

many software companies now deploy the Scrum project management methodology, which replaces a lot of this ad hoc messaging with regular, highly structured, and ruthlessly efficient status meetings (often held standing up to minimize the urge to bloviate).

They run their businesses as they always have. However, the business and technology landscape is changing rapidly. Business today calls for dynamic methodologies and processes, gearing companies to reinvent themselves so that they can produce products and services Easter than ever before.

Projects such as the ones just mentioned can get in trouble because of things like technology issues or incorrect requirements. However, those are often excuses. Projects are successfully completed by people—not by methodology or technology. If a project is in trouble it is most likely to be a people issue.