Most companies are faced with developing a budget and business strategy and safeguarding their industry competitiveness amid competing priorities and ceaseless technological change. As a company’s context evolves, so, too,…
For a successful agile team, a proper backlog is as important to success as air is to breathe. Neglect the backlog and allow disorder and non-precedence to creep in. The result? Teams who thrash – trying desperately to determine what to work on, suffering from bad habits once extinguished, and losing the the agile culture and mindset you’ve worked so hard to foster begins to falter. Teams who are led astray from their backlog are not uncommon, but there are a few categories of mistakes and mis-steps that seem to repeat themselves most frequently. In today’s blog we’ll review these common challenges and discuss best practices to overcome them.
My colleagues and I were recently presented with an interesting challenge while building out a business intelligence solution for a mid-size client. The client wanted to archive, for potential future use, a large amount of data over and above the current reporting requirements. Unfortunately, the client’s proprietary database system was primarily designed for data analysis, not storage, and could not be leveraged as a solution. To identify a solution, our collaboration focused on evaluating options made possible through significant changes in the data analytics field. As we discussed the new technologies and methodologies, I found myself drawing parallels to how Apple Macintosh, in 1984, brought computing power from the mainframe to the masses.
In last month’s Demand Management Blog Part 1, we discussed the importance of maximizing a company’s most important resource, its workforce. Now that we have your attention, let’s explore how SEI can help you to turn demand and capacity planning into an organizational practice.
As with implementing any new process, a robust discovery phase should take place to help you understand key factors and metrics. When it comes to Demand Management, there are several questions that should be asked during discovery: Who are the key stakeholders and capacity owners? How does this team currently manage demand? How does management feel about the current project intake process and what are the initial areas of concern?
Ask yourself the following about how your organization manages human capital: Do you maximize the value of your workforce? Do you meticulously manage the project intake process? If so, as the organization grows, are you consistently able to measure the throughput of a growing and dispersed workforce? If you answered no to any of these questions, there’s a really good chance your organization could benefit from demand and capacity planning.