Are your team members losing their enthusiasm for new projects? Are they losing sight of the goals set out by your team and organization? Chances are, they’re suffering from project fatigue! On high-performing and ambitious teams, project fatigue is inevitable. There are ways, however, to achieve your goals and keep your team energized. In this blog, Shane Gerson explains 5 best practices for minimizing project fatigue.
In Part 1 of this series, we discussed the importance of positive morale throughout an Agile transformation, comparing it to a “Sleeping Giant” that can make or break the success of that transition. But how, exactly, are attitudes improved (or, better yet, positive from the start)? Communicating wins early and often is a big part of a successful Agile transformation including both wins in code delivery and wins in attitudes. What are some possible reasons for increased morale throughout a move to Agile?
There is no shortage of Agile transformation efforts across many industries in 2017. There is also no shortage of artifacts to monitor Agile Readiness and Evolution throughout each stage of the process. But some of the most important elements of a transformation are also the most difficult to monitor: those concerning the state of team morale.
As-a-Service (aaS) models provide the ability to purchase a solution tailored to your needs rather than developing a custom capability in-house. SEI has built its business model with a focus on aaS through a foundation of experienced consultants.
Agile methodologies, and specifically Scrum, is rapidly increasing in popularity and most teams can benefit from the increased collaboration, communication and transparency that it brings. Is it possible to benefit from the increased collaboration, communication, and transparency Agile brings at home?
Change is hard. Enacting successful change within an organization requires constant focus on communication, stakeholder engagement, training and organizational readiness. When you dive into each area of focus, it becomes easy to see why many organizations dedicate full-time resources to focus on managing change across the organization. However, the reality is that a lot of companies simply don’t have the resources to dedicate to this kind of focused change management. So what’s a project manager or team member to do? The answer is simple; engage in incognito change management.
“Question everything,” in some form or another is a quote attributed to many different people throughout history. From Euripides to Einstein to countless philosophers, poets, and teachers, we’re always taught that sometimes the questions are more important than the answers themselves. How does this fit in the world of providing business and technology solutions?
Some weeks ago I was checking out the SEI collaboration portal and a link to an article about ‘Emotional Intelligence’ caught my eye. This term struck me as somewhat of an oxymoron because when I think of intelligence, I think IQ. As a person who is naturally curious about other people and what makes them tick, I was eager to read more.
Agile methods show great promise, delivering business value in environments where traditional (waterfall) models struggle. Despite a growing number of success stories, many projects can still be classified as failing or, at the very least, challenged. Over the years I’ve observed many teams with varying degrees of success. Of those most successful, I found a few common traits stemming from a fresh mindset both organizationally and individually.