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Upcoming Webinars

North America Congress Highlights – Organizational Agility

Nov 2, 2015 12:00 PM EDT (UTC-5)
webinar

Please join us and continue the conversation with presenters from PMI Global Congress 2015 –North America. During this webinar we’ll explore best practices, key takeaways and lessons learned from Organizational Agility sessions. Don’t miss this opportunity to virtually meet the presenters and get a glimpse into their post-conference highlights and teachable moments from PMI Global Congress 2015 –North America.

On-demand Webinars

Sneak Peek into PMI® Global Congress 2015 –North America Organizational Agility Sessions

PREMIUM on-demand webinar
by Colleen Braun, Diane Alsing, Suhail Iqbal, Kirsten Iora, Yves Cavarec, Donna Richey Winkelman

An Inside Look at Global Congress 2015-North America Organizational Agility Sessions Join us for a panel discussion on Organizational Agility and get a glimpse into some of the key themes to be presented in this content area at PMI Global Congress 2015 – North America.

Need for Speed: Efficiently and Consistently Delivering Value

PREMIUM on-demand webinar
by Shane Hastie, Johanna Rothman, Dawn Thiem, Horia Slusanschi

An Agile BA goes far beyond simply eliciting requirements. They are constantly on the hunt for new and better ways of delivering business value. They apply systems thinking to the big picture, rather than trying to document aspects of a single approach. They are, in fact, drivers of innovation.

Scaling Agile Metrics and Measuring what Matters

PREMIUM on-demand webinar
by Sally Elatta

Through this webinar we'll take a deeper dive into the hard metrics (quantitative) that should be tracked at the Team, Program and Portfolio levels.

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Save Time With Tools + Templates

Risk Management Grid

PREMIUM deliverable
by Doug DeCarlo, Principal, The Doug DeCarlo Group

The Risk Management Grid is a technique to identify potential risk events that could impact one of more of the project’s Seven Win Conditions. Importantly, it also serves to decide how those events will be prevented or mitigated.

The Three-Sentence Project Skinny

PREMIUM deliverable

The Three-Sentence Project Skinny is a concise summary of the purpose of the project. It addresses the what and the why.

Project Ins and Outs

PREMIUM deliverable

You can't do everything, nor should you. This template helps you figure out what is in and what is out of your project.

Project Imperatives

PREMIUM deliverable

These are the do-or-die, must-meet requirements in order for the project to be considered a success. As such, they are continuously focused on by the project manager and core team.

The Seven Win Conditions

PREMIUM deliverable
by Doug DeCarlo, Principal, The Doug DeCarlo Group

Win Conditions address how success will be measured. How do you stack up when it comes to stakeholder satisfaction, your schedule, scope, quality, budget, ROI and team satisfaction? This template helps you rank priorities, and provides areas for metrics and descriptions.

Learn From Others

Is Agile a Cargo Cult or a Reality for Your Team?

by Johanna Rothman

A cargo cult occurs when people adopt rituals expecting some good behavior to occur. They really don’t know why they are doing these rituals and don’t understand the reasons behind them, yet they keep doing the rituals expecting great results. In this article, the author gives two contrasting examples: Project A talks the walk, Project B walks the talk.

Topic Teasers Vol. 62: Refractive Retrospectives

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: While I know that the retrospective step in the agile process is said to be important, I must admit that my team dreads these meetings. Is there a way to focus our time so that instead of silence when we are asked “what we could do better,” we are actually able to have some meaningful discussion? I know what we do each iteration is far from perfect.
A. If your team responds with silence when the ScrumMaster or team lead opens the retrospective meeting for discussion, it is because you have actually done an excellent job during the preceding iteration and there is nothing to be discussed or changed for the next one.
B. Perhaps having a list of questions that you follow in each retrospective meeting will give the team a focused way to evaluate what happened in the last week or weeks. Knowing the questions ahead of time may also influence the data people tuck away while it is happening, in anticipation of the next sharing session.
C. The difficulty with being honest about team failure during an iteration can be due to the presence of leadership or customers. Only the team itself should be allowed to attend the meeting. Then they are free to talk openly about the success and challenges of the project work, as well as the impediments presented by management.
D. A team responding to a retrospective opportunity with no comments means that the meetings are taking too much time away from the work of the project. Limiting this group discussion to no more than 10 minutes will free participants to quickly present their problems and walk away while the ScrumMaster or team lead solves them.
Pick your answer then Test Your Knowledge!

Agile Results Require Capacity Balance: Got the Courage?

by Bob Galen

By significantly reducing your number of parallel projects--focusing on fewer, and then trying to get them done--you might get better results. Why? Because multi-tasking is the enemy, and agile is a capacity equalization play.

Agile Innovation

by Mike Griffiths

There are great opportunities for growth and deviation outside the standard agile models for stable teams who want to evolve further. This article tells the story of one team that did just that--and what other people can learn from it.

Projects are Not Black and White: The Bimodal Buzz Ignores Reality

by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP

Project delivery organizations need more than just a bimodal approach. While waterfall and agile are very different delivery approaches, if you put them on a spectrum with one at each end, you will find that many projects would ideally be situated somewhere along the spectrum between those two extremes. Instead, optimal delivery would be achieved with a tetramodal delivery approach.

The Next Level of Big Visible Charts

by Klaus Nielsen, MBA, PMI-ACP, PMI-RMP, PMP

Information radiator is the generic term for any of a number of handwritten, drawn, printed or electronic displays that a team places in a highly visible location. It conveys the latest information at a glance. Learn how your team can foster collaboration through visible project management and implementing radiators.

Methodologies for Effective Project Management: A Review

by Sreekumar Menon

Adopting and maintaining an appropriate project methodology is vital for organizational success. The purpose of this article is to explore and analyze project methodologies that find common application in effective project management.


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Is Agile a right way to handle Re-engineering projects?   Krishnan Giri  Aug 27, '15 8:30 PM  10  10 
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Finding Past Recorded Webinars   Anonymous  Aug 26, '15 7:41 AM 
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