Agile methodologies accommodate change easily, which is why they’re called -er- agile! However, some things don’t change. Here’s an overview of what you can and can’t change with agile:

Priority.  Each sprint includes a review and re-prioritization of the functional backlog, so you can change priority before each sprint.  Prioritization of items commonly occurs as functions are produced and stakeholders learn from using those functions. New business challenges and the benefit of new functions can come to light and be addressed. Priority changes must comply with technical practicalities and logical business sequences. For example, you can’t build a balance sheet unless you can process both revenue and expenses!

Schedule. When you review the functional backlog, you can adjust the schedule by moving the functions the business needs or wants into upcoming sprints. However, rescheduling requires accurate effort estimating.Developers learn more about the functions they produce, which improves their ability to estimate effort. As a result, you can more easily manage the schedule as the project progresses.

Scope. New scope ideas often surface after a few functions are produced. Scope changes are not only accommodated, but expected, with agile approaches. However, this often involves trade-offs. Budget and time negotiations or dropping existing scope items to accommodate new and important functions are likely to occur.

Deadlines. Agile projects usually involve allocating personnel for a pre-determined amount of time. Scope becomes the variable. As scope changes or reprioritizations are discussed, you can adjust the sprints to change deadlines for specific functions. The overall project deadline can even be changed– assuming the whole team is still available.

Don’t count on changing cadence or personnel! Setting the agile team anda sprint schedule – and sticking to it – are major success factors with agile. A major benefit of agile is what is learned along the way. Changing personnel disrupts that learning and diminishes agile benefits. Changing sprint structures can also be disruptive. Schedules are built around the vital, focused sprint meetings and activities. Changing the schedule can throw the team off their rhythm and disrupt the estimates and sprint plans that have been created.

For more on agile, check out the Become an Agile Project Manager learning path 

The pessimism of Eeyore, the gloomy donkey from Winnie-the-Pooh, would make him an uninspiring project manager. But unchecked optimism isn’t good either—you come off as unrealistic. Here are some tips for achieving the balance of constructive optimism:

• Complement optimism with risk management. Balance your optimism with constructive risk discussions. Openly surface issues and the response actions you are taking. Create a risk management culture within your project. You can enhance stakeholder management with well placed optimism based on your experience and abilities. Taken too far, you may create concerns that you’ll overlook roadblocks.
• Support optimism with history. Strengthen the validity of your optimism by referencing past successes. Successes from your current organization are the most powerful. When your history comes from elsewhere, discuss the characteristics your current organization has in common with past environments. This bases your optimism in fact, versus only a cheerful attitude.
• Accept any pessimism you may encounter. But address that pessimism with open dialog to determine how to manage the situation. While pessimism can be draining, pessimistic viewpoints can raise valid risks. Don’t discard them without first evaluating their validity.
• Be yourself. You became a project manager because of your skills and abilities. You shouldn’t change what you do now! Be mindful of how your optimism or pessimism affects others. Using the tips suggested here, tweak your levels if necessary. However, don’t fake optimism. People see through this eventually, and it’ll do more harm than good.

For more on project management, follow me on LinkednIn (https://www.linkedin.com/in/bonniebiafore/) and check out the LinkedIn Learning Become a Project Manager learning path

You manage your project schedule by focusing on the critical path. But don’t stop there! Project time management requires examination of other items. Here are things to check to proactively manage your schedule:

Examine “near critical paths.”A path with a small amount of slack means you have a near critical path. These tasks with very little slack should be monitored with the same diligence as your critical path, because almost any task delay could shift your critical path. 

Watch resource work time. Monitor variances between forecasted and actual work hours on your project. Consistent under-allocation of actual work time on project tasks could lead to schedule slippage. Ensure you understand why resources aren’t working as much as planned. Work with management if a reallocation of project tasks is necessary to keep things on track.  

Look for convergence tasks. Successor tasks with multiple paths leading into them are prone to delay, because many predecessor tasks must complete on time to keep the convergence task on schedule. Monitor progress leading up to convergence tasks and proactively respond if delays seem likely. Note: convergence tasks are candidates for contingency because of the likelihood of delays.

Note upcoming risks. Understand your risk triggers. Explore additional resourcing, fast-tracking or crashing alternatives if risks appear poised to come to fruition. Examine the possibilities for other risks due to delays to your schedule, such as losing staff to other initiatives or contractor agreements expiring.

To learn more, check out my Project Management Foundations course.

Many of your team members are introverts. Engineers, developers, technical folk of all ilks tend to introversion. They usually want clear, rational reasons why the project is important and how they fit into the project picture. They almost always dislike sales pitches and hype.

As an introverted project manager, you are probably most comfortable organizing the project environment and making sure the work gets done. You also understand the importance of the project, the makeup of the players, and lots more. You are the perfect person to help your team members grasp the info they need, because you can talk in their language.

What’s more, you don’t have to be a cheerleader to lead a team. Introverts can inspire and motivate people just fine. Think leading by example. Or guiding and growing your team members behind the scenes. (As an introvert, you’re likely to manage people with a lighter touch than extroverts use.) And using thoughtful, yet powerful persuasion to convince people at all levels to do what’s needed.

To learn more about leading, check out the courses in the LinkedIn Learning Become a Leader learning path.