Scrum i Kanban to bardzo popularne metody zarządzania zadaniami. Coraz więcej firm wdraża zwinne metodyki podczas pracy projektowej. Scrum już od dłuższego czasu wiedzie prym wśród firm z branży IT. Wprawdzie wiele organizacji chwali się efektywnym stosowaniem tego podejścia w swoich projektach, natomiast rzeczywistość nie pozostawia żadnych złudzeń. Wiele z nich ma poważne problemy z wdrożeniem wszystkich aspektów Scrum.

Once you think about basis of planning in a project what can you think of? Do you consider Work Breakdown Structure (WBS), product backlog, people and resources assigned to the project, their availability or maybe task dependencies? If any of them – you are on the right path, however most tricky and misjudged in project planning may appear effort estimation. Estimating includes lots of traps, estimates can also be a trap itself for Project Manager or Project Team. Do you know where the traps lurk in estimating?

Assuming that project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case1 why project managers take only lessons learned from other projects and not from organizations? What a project manager can learn from a manager? How to make project team a team, working towards common vision, and common goal? Well, give them a compass.

We all want to get more done, be more efficient, end up a day with a sense of accomplishment – be it in our work or personal life, managing self or others. The cornerstone here is to be aware that you will never have a complete control over the process. Nor should you. Perhaps it is the main life lesson, which can be also translated on people management at work – learning to let go, trust and allow your own brain, complemented with some productivity system, do their part in the background.