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On-demand Webinars

2016 Information Systems: Building Agile Teams for Accelerated Project Cycles

by Neil Gomes
June 30, 2016 | 61:19 | Views: 678 | PDUs: 1.00 | Rating: 5.34 / 7

In this interactive and engaging talk you will learn about some of the principles that have led the Technology Innovation and Consumer Experience team at Thomas Jefferson University and Jefferson Health System to analyze, design, develop, release, evaluate, and support innovative enterprise applications with small teams in less than 30-days.

PMXPO 2015: Do or Die Agile Leadership Practices for Today's eXtreme Projects

by Doug DeCarlo, Principal, The Doug DeCarlo Group
April 30, 2015 | 62:38 | Views: 6,653 | PDUs: 1.00 | Rating: 6.08 / 7

Extreme projects feature high speed, high change, high complexity and high stress. As more projects continue to fall into the extreme zone, successful project and program managers will shift from inhibiting change to proactively creating change and responding to change.

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Save Time With Tools And Templates

Waterfall vs. Agile

presentation
by Jonathan Donado

This introductory PDF presentation covers the two basic and most popular methodologies in project management: waterfall (which might be more properly called the "traditional" approach), and agile, a specific type based on a combination of an iterative and incremental process with a focus on customer satisfaction by rapid delivery of a working product.

Learn From Others

Show and Tell

by Andy Jordan

Project management could go a long way toward being better understood—and better appreciated—if it just shared more information in a way people could interpret.

3 Questions Every Sponsor Should Ask of Agile Project Teams

by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM

While there are many governance data points that can be gathered and analyzed to help make go/no-go decisions, there are three in this writer's experience that stand out as being the most important.

Agile Program Measurements to Visualize and Track Progress

by Johanna Rothman

Agile provides us the opportunity to measure what has actually occurred: empirical data. Given the observations, agile program managers don’t need too many measurements. Here are three that will help you see the program’s progress.

Lean-Driven Project Management: Q&A

by Norbert Majerus

Our webinar Lean-Driven Project Management shared some lean principles and practices and gave examples of how they could be used in a large variety of projects. Here, the presenter continues the conversation with this Q&A session that followed his presentation.

Stop the Abuse of Agile!

by Sanam Taj

Instead of making agile a tool to speed up development and manufacturing, many organizations use it as a means to cut corners—which often leads to loss of time due to rework, or to inferior quality being delivered.

Topic Teasers Vol. 99: The Emotional Payroll

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

Question: I’m an agile lead working with a traditional project manager on a hybrid project for an outside customer. Each time we all three meet, the PM brings out so many risk charts—and explains the potential pitfalls and recent statistics in such a negative way and with such an emotional tone and facial grimacing—that the customer is almost panicky when he leaves. Agile is all about embracing the potential for risk, but how can I speak to someone on my peer level about changing his behavior and message so that the customer feels appropriately informed while still confident in the team and our progress when he leaves?

When Does Agile Expansion Stop?

by Andy Jordan

As agile becomes ever more mainstream, questions are starting to be asked about the future of traditional methods. Is the future completely agile, or is there a limit?

Can Governance and Agile Get Along?

by Paul Carvalho

Traditional testing practices are the hands that slow agile teams to a stagnant, waterfall state. Testing itself isn’t bad or anti-agile...but how you think about testing can make or break your agile success.

Topic Teasers Vol. 90: Is Agile Japanese? (Japanese Translation)

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

質問:私たちの経営陣は非常に敏捷性があり、最近の統計には一致していないにもかかわらず、このプラクティスに対する研究や歴史はなく、生産性の向上につながっていないと言います。私は、これが実際に現在の労働力の最大のセクションであるミレニアムに参加する方法であることを示すために、彼らに何を伝えることができますか?同じ名前で呼び出されていない場合でも、高い生産性を最大限に発揮する実績があることを示すために、 A.アジャイルは2001年にユタ州スノーバードで考案されて以来、起源は100%アメリカ人です。この有名な会議の結果が一連のスピーチ、記事、会話を通じて発表されるまで、世界中の他の人はこのような慣行を試みたことがありませんでした。 B.アジャイルの原則は、Theory Xと呼ばれるほとんどの労働者にとって基本的であると信じられているDouglas McGregorの行動に頼っています。人々が仕事を嫌い、それを避けようとしていることから、管理。 C. W. Edwards Deming博士は、最先端のアジャイルのような哲学を開発しました。彼はこれをHierarchy of Needsと呼びました。マネージャーが従業員のニーズをすべて満たすことができれば、生産性は飛躍的に向上します。 1つでも満たされていない場合、プロジェクト成果は大まかになります。 D.アジャイルは、実際には、1980年代のウィリアム大内博士の「日本的経営」スタイルの日本の動機付け理論よりも成長しています。これまでのコンセプトは、日本で初めて、そして世界中の他の場所で、現代の職場で効果的であることが実証されています。

The Business Analyst and the Product Owner (Japanese Translation)

by Mike Griffiths

この記事では、BAの役割がどのように変化し、製品の所有者の役割と重複するかについて論争の的になるトピックを検討します。 危険な兆候(「PO Go Go-Between」など)とポジティブなパターン(「POサポーターとしてのBA」など)を含む類似点と相違点をカバーしています。


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