With more businesses having both predictive and iterative projects on the go, PMOs need to flex their core functions to support agile ways of working. Here are three areas for PMOs to focus on when supporting multiple delivery methods.
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The PMI® Organizational Agility Conference returns bigger and better than ever as we examine evolving approaches to resilient value delivery! To remain relevant in the VUCA world, organizations and delivery professionals need to build change resilience—the ability to remain in a state of change while delivering value. This virtual conference will explore the concept of change resilience with professionals who are driving it within their organizations—and those who are living it as part of their own development.
All organizations, whether small or large, need individuals who understand how important and impactful adaptability and agility are to overall success. By attending this virtual event you will learn how you can help your organization embrace the opportunities in change, disruption, and transformation.
The PMI Talent & Technology Symposium 2018 is the fusion of two prior events, the Internet Systems & Technologies Symposium, and the Talent Management Conference. The new event focuses on the impact of rapidly changing technologies on the project management discipline and careers. Participants will better understand how emerging technologies affect their career and skills progression, as well as the evolving needs of hiring managers as they seek out top project management talent.
Agile represents a major breakthrough in management thinking by showing how to get continuous innovation with disciplined execution. However, the final objective of an organization is not to implement Agile but to become Agile. This presentation addresses both the Agile implementation topic as well as the wider perspective of organizational change. We will discuss the relationship between culture and Agility and will exemplify the crucial role that culture plays in any Enterprise Agile Transformation.
The Agile Coach is a relatively new role; it is not very well defined and often overrated. From the first concept of 'coach' introduced in Extreme Programming (XP) which was more of a system architect to the Scrum Master in the service of the Team and the organization, the role morphed in many organizations to a pure consulting role. Most modern Agile frameworks are created as empirical approaches based on a very simple principle: fail fast, learn faster. What is the role of an Agile Coach in an Agile transformation? What skills and experience are required to add value to the process? These questions among others will be addressed in this webinar.
Agile was born from the necessity to adapt product development to market changes. In the 1990s Agile Enterprise, the Agility combined with Lean practices resulted in fast market release of products combined with efficiency delivered by waste reduction and improved development and build processes. Using Lean Six Sigma for innovation brought efficacy and efficiency. In any product development, systematical innovation is crucial to the competitiveness. Although TRIZ (Theory of Solving Inventive Problems) has been developed with special emphasis on manufacturing, it is after all an approach to product development and process improvement. TRIZ proved useful in process problem solving, so it can be useful for all project management issues and activities.
Based on the presenter's experience as a practitioner, this webinar is an analysis of the principles of the Earned Value Standard and the challenges of using it in Agile projects.
Are your Agile teams struggling to meet their sprint goals? Sprint planning is a critical activity to set the foundation for a successful sprint. In sprint planning, the product increment is defined and estimated so the team can get ready to work on the sprint goal from day one. In RefineM's webinar, learn how to put together an effective Sprint Planning Meeting and carry out the activities necessary to get your team ready for the sprint.
Podcasts and blog posts to help you manage the challenge of transitioning from traditional project management to Agile. Dave Prior celebrates success, embraces the learning that comes from failure, and digs deep on topics you need to be up to speed on.
This blog explores pragmatic agile and lean strategies for enterprise-class contexts.
This blog concerns itself with organizations moving to business agility—the quick realization of value predictably and sustainably, and with high quality. It includes all aspects of this—from the business stakeholders through ops and support. Topics will be far-reaching but will mostly discuss FLEX, Flow, Lean-Thinking, Lean-Management, Theory of Constraints, Systems Thinking, Test-First and Agile.
This blog is a conversation between the Agile Practice Guide Team and our PMI and Agile Alliance Communities to gain insight, support and collaboration around the creation of a usable and relevant body of work that supports transition to hybrid and agile in project work.
Scrum is the most popular framework used within an agile environment to convert complex problems into valuable products and services. In this blog, we will examine all things Scrum to shed light on this wonderful organizational tool that is sweeping the globe. There will be engaging articles, interviews with experts and Q&A's. Are you ready to take the red pill? Then please join me on a fascinating journey down the rabbit hole, and into the world of Scrum.
This blog will explore agility at the enterprise level, examining how agile principles can be implemented throughout the organization—and in departments other than IT.
Save Time With Tools + Templates
Agile project leaders and teams can use this one-page worksheet to help plan and create sprint goals, including description, demonstration items, Definition of Done, and key metrics. Use in conjunction with the article Sprint Planning: Are You Doing It Backwards?
This spreadsheet is an example of how to determine WSJF prioritization, as described in the article Prioritize Weighted Shortest Job First.
애자일 변환은 어디에서 조직의 가치를 극대화 할 것입니까? 비즈니스 환경이 급속히 변하는 지역이나 고객 또는 이해 관계자가 서비스 또는 제품의 지속적인 개선을 기대하는 지역 일 것입니다. 민첩한 접근 방식으로 가장 이익을 얻을 수있는 영역을보다 효과적으로 파악할 수있는 유용한 방법을 제시합니다.
This template provides a work breakdown structure for business intelligence projects and for requirement effort estimation for a waterfall methodology-based project or user story estimation for an agile-based project.
Learn From Others
When companies move to an agile Software Development Lifecycle (SDLC), they often remove the processes and analysis of their waterfall SDLC because, as the Agile Manifesto puts it, “They value individual and interactions over processes and tools.” Some of the rigor should be removed – waterfall processes can get bogged down with gates and sign-offs. However, caution must be exercised to not go too far against processes and analysis and rely just upon backlogs and user stories. Requirements and the analysis that leads to those requirements are just as essential in an agile project as they are in a waterfall project. The difference lies in how much requirements analysis is completed and the timing of it.
There are a number of reasons why agile is under attack. In this article, the author looks at the role of management, the confusion over the meaning of “agile,” and the fact that agile is not always the best fit. Learn what you can do to resist the “attack”!
Was the Woodstock music festival in 1969 an exercise in poor waterfall planning or an agile success? This author assesses the project basics as they relate to PMBOK Guide® knowledge areas to help find the answer.
With organizational agility becoming ever more important, the ability to apply agile principles to higher levels of the organization is becoming more critical than ever.
Agile and fast-track projects may require more effective communication tools with live team collaboration and task assignments to cope with instant changes. Such tools can help the project manager assign and track ad hoc tasks; plan changes and instant requirements that need to be followed up on; and update the status of milestones.
Because there are no fixed ways of structuring a company (or operating one), we can learn from all the forms that have been tried and been successful—along with those that failed, too.
We keep positioning agile as an either/or proposition. And we do that in particular when we think about agile as compared to waterfall. There is an assumption that not only is agile different, but that agile has to be different. And that's a problem.
You have a role in the organization’s effort to be more agile. Don’t think it will be a thankless effort, though. If you play your cards right, you can attain documentable evidence of your leadership and improve your career advancement.
The daily standup is an important part of agile-based project delivery. But let’s be honest, any daily meeting can become stagnant and stale. Don't settle—you can re-energize your standups by changing the routine and honoring their true purpose.
Even if the larger organization is not operating in agile ways, smaller teams can—while still aligning with the overarching methodology, and without causing a huge disruption. This kind of grassroots campaign won't achieve a full agile transformation, but it could make for happier, more productive teams.
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