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    <title><![CDATA[Discussion on Agile teams: Focus on the people rather than the process ]]></title>
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        <title><![CDATA[RE: Agile teams: Focus on the people rather than the process]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3108040]]></link>
        <description><![CDATA[Re: &quot;Many project managers have difficulty stepping away from the techniques described above, such as scope, budget, and schedule planning, and migrating into a world of changing requirements, evolving expectations, and self-directed teams.&quot;While many project managers do have difficulty stepping out of their comfort zone and stepping away from the things you mentioned, I don't think you meant to suggest that Agile methods completely eliminate these factors, which is a common misconception about Agile. Considering the Golden Triangle of Time, Scope and Budget, in the Agile world, the primary variable is scope which is determined by the Product Owner on the team and communicated via the Product Backlog and the stories that are brought into each new Sprint Iteration. The scary part is getting out of the way and coaching the team so that they determine what they are able to accomplish in the time box and the uncertainty of knowing if a viable product will delivered by the project's estimated end date. But the trade-off of delivering the most business value as quickly as possible seems to be worth that feeling of uncertainty. ]]></description>
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        <dc:creator><![CDATA[RMM2]]></dc:creator>
        <pubDate>Thu, 02 Jul 2009 08:07:22 -0700</pubDate>
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    <item>
        <title><![CDATA[RE: Agile teams: Focus on the people rather than the process]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107936]]></link>
        <description><![CDATA[?Most projects are over-managed and under-led? - right to a T!]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107936]]></guid>
        <dc:creator><![CDATA[Krepenzis]]></dc:creator>
        <pubDate>Thu, 02 Jul 2009 06:51:40 -0700</pubDate>
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        <title><![CDATA[Reply: Communication Resources]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107365]]></link>
        <description><![CDATA[Communication in Small Groups: Theory, Process, Skills by Cragen and Wright is a good textbook for grounding.Case studies work best for me in PM communication management...it keeps the focus on internally driven learning in HR training rather than external learning models.One of the issues left unsaid in the PM formats is the idea that &quot;marketing&quot; needs to be added to the list of skills in PM.  All members of the PM team are markting to the client, but often few understand how to integrate this into the skills process and outcomes.  I have a curriculum for this at the graduate level if you would like to see it.M. Gene Aldridgemga@zianet.com]]></description>
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        <dc:creator><![CDATA[mga@...]]></dc:creator>
        <pubDate>Wed, 01 Jul 2009 11:17:37 -0700</pubDate>
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        <title><![CDATA[Exactly right]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107325]]></link>
        <description><![CDATA[you are 100% right. In projects world, it does not matter what methodology is employed. The 'traditional' projects fail not because they use inferior processes but because they have weak 'leaders' that rather manage, following prescribed steps, then lead their teams. Following such steps is much easier and safer - in short term to push blame on someone else - but in the end the projects fail. Another element that is often missing and which agile brings up explicitly - is the communication. Irrelevant, project or business initiatives will fail equally if the proper communication is missing. But after all, one of the key attributes of a great leaders is that they are first of all, great communicators.]]></description>
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        <dc:creator><![CDATA[andre@...]]></dc:creator>
        <pubDate>Wed, 01 Jul 2009 10:38:50 -0700</pubDate>
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        <title><![CDATA[RE: Agile teams: Focus on the people rather than the process]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107321]]></link>
        <description><![CDATA[Great post.  Any recommended reading on teaching communication skills to project team members?]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107321]]></guid>
        <dc:creator><![CDATA[dan@...]]></dc:creator>
        <pubDate>Wed, 01 Jul 2009 10:27:33 -0700</pubDate>
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        <title><![CDATA[Task, Process and Procedures still important in PM]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107266]]></link>
        <description><![CDATA[This is a good article that reminds us all to pay attention to collaboration variables in PM.  However, we should all be reminded that task, process and procedure in small group communication research are still three critical variables.  We must be careful not to throw the baby out with the bath water here.  While I agree generally with agility management, the theory is without much data to support the claims.  Does not mean it is not true, but just a note to be careful about dismissing process.  I have been on HP international projects where collaboration helped to lose millions of dollars because few were paying attention to the end results or the processes were not being followed.  It is about balance, so we should not say &quot;rather than&quot; but in &quot;addition to&quot; as part of the title.  IBM had a great concept some years ago about the wild duck out of formation that worked quite nicely to raise hell inside groups that were not paying attention to both collaboration and processes.  It worked well for IBM.  We should not be too quick to dismiss someone who raises heck inside PM groups.Good article and food for thought.M. Gene AldridgePresident/CEOWorld Marketing, Inc.mga@zianet.com]]></description>
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        <dc:creator><![CDATA[mga@...]]></dc:creator>
        <pubDate>Wed, 01 Jul 2009 10:01:43 -0700</pubDate>
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        <title><![CDATA[Leadership not Management]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107225]]></link>
        <description><![CDATA[This article focuses on the key to running about anything. Remove the word agile and the article remains true and accurate. It's all about leadership.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107225]]></guid>
        <dc:creator><![CDATA[JimWetzel]]></dc:creator>
        <pubDate>Wed, 01 Jul 2009 09:15:00 -0700</pubDate>
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        <title><![CDATA[RE: Agile teams: Focus on the people rather than the process]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107186]]></link>
        <description><![CDATA[All very good points. Sometime, while working with IBM Co-managers, this seems to be a challenge. Especially when the manager has no subject matter experience with the project.IBM believes that their PM's only need to know project methodology, and subject matter knowledge. What a joke!]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107186]]></guid>
        <dc:creator><![CDATA[anthony_ieradi@...]]></dc:creator>
        <pubDate>Wed, 01 Jul 2009 08:47:36 -0700</pubDate>
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        <title><![CDATA[RE: Agile teams: Focus on the people rather than the process]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107200]]></link>
        <description><![CDATA[While not a fan of basketball, I certainly agree with this article that a collaborative, directive approach is much more in line with building new systems.  Identifying the right people, and the right approach, and having a leader and not a manager is the key difference between a successful approach, and one filled with delays and frustration.Kudos for a very good article.Now how do we get senior management to read and understand?!]]></description>
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        <dc:creator><![CDATA[Bebedo]]></dc:creator>
        <pubDate>Wed, 01 Jul 2009 08:30:45 -0700</pubDate>
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    <item>
        <title><![CDATA[players that???]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107158]]></link>
        <description><![CDATA[...struggle with players WHO...]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3107158]]></guid>
        <dc:creator><![CDATA[lstevenson@...]]></dc:creator>
        <pubDate>Wed, 01 Jul 2009 08:17:35 -0700</pubDate>
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        <title><![CDATA[Great post Rick]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3106689]]></link>
        <description><![CDATA[I think that building an agile team in any environment takes a bit of skill.  Perhaps with the GM and Head Coach in the same role to use the basketball analogy, or at least working very closely together.Many a PM could benefit from studying the concept of an agile team presented here.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-312392-3106689]]></guid>
        <dc:creator><![CDATA[Derek Schauland]]></dc:creator>
        <pubDate>Tue, 30 Jun 2009 19:25:16 -0700</pubDate>
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