Category: Project Management

Poor estimating is one of the key reasons so many projects run over budget and behind schedule. There are many reasons for poor estimating practices. For example project teams aren’t allowed the time to investigate the upcoming work or senior management imposes infeasible deadlines. But one overriding problem is that project teams have a lack […]

Agile was introduced to the world in 2001 after 17 men had met in Utah and devised the Agile Manifesto (agilemanifesto.org).  It was created with a focus on software delivery projects and this is evident by its given title: Manifesto for Agile Software Development.  However, in the intervening years, Agile has grown into something that […]

Agile in general, and Scrum in particular, relies for success on self-organizing teams. The eleventh of the principles behind the Agile Manifesto states that “the best architectures, requirements, and designs emerge from self-organizing teams”(1). Empowering the team is one of the seven principles of Lean. One of the central Scrum patterns is ‘Stable Teams’ (2). […]

Authors: John Moore & Peter Dillon-Parken So, it’s your first week on the project, you look around for the requirements documents, and what you’ve got is basically a bunch of notes. In short, very little project definition has been done. This is the situation that quite often confronts project managers – does Praxis help with […]

If business analysts were just people who”analyze businesses” they would have, at most, a passive role that wouldn’t contribute to their organizations’ achieving their goals. The real role of the business analyst is a far more active one and provides the essential link between the organization’s goals and its IT projects. Business analysts who adopt […]