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Top Influencers

Network:2570
Stelian ROMAN
Project Manager, MicroSafety
Carlingford, New South Wales, Australia

Network:610
Klaus Boedker
Training Lead, Disciplined Agile, PMI
West Vancouver, BRITISH COLUMBIA, Canada

Network:2578
Dave Prior
Trainer/Consultant, LeadingAgile
New York, NY, USA

Network:1104
Scott Ambler
VP and Chief Scientist of Disciplined Agile, Project Management Institute
Toronto, ONTARIO, Canada

Network:72
Mirko Kleiner
Thought Leader Lean-Agile Procurement • co-founder flowdays • Agile Coach , flowdays - THE agile cooperative!
, Switzerland

Network:604
Al Shalloway
Founder and CEO, Success Engineering
Edmonds, WA, USA

Network:3337
Johanna Rothman
Owner, Rothman Consulting Group, Inc.
Arlington, MA, USA

Network:108
Phillip George
RefineM
SPRINGFIELD, MO, USA

Network:2877
Kiron Bondale
(Semi) Retired trainer, writer & speaker, World Class Productivity Inc.
Welland, ONTARIO, Canada

Network:60
Matt Brady
Executive Consultant, Director of Recruiting, Afterburner
Atlanta, GA, USA

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Upcoming Webinars

The Agile Enterprise: Kanban - From the Shop Floor to the Office

May 26, 2022 4:00 PM EDT (UTC-4)
PREMIUM webinar

Scaling Agile beyond software development is a challenge because most popular Agile frameworks are conceived by software developers for software developers. In many cases, ‘scaling’ is done by returning to Lean Six Sigma practices, the very approach that Agile has tried to improve or even replace. Kanban is a Lean Six Sigma practice used with great success in manufacturing for almost 100 years. It is mistakenly considered as part of the Agile ‘umbrella,' and although it can be very successfully used in an Agile environment, it has built-in limitations that can significantly impact the most important Agility value: adapting to change. In this webinar, the presenter will share his practical experience with Kanban in manufacturing and software development projects.

Ace Your Daily Standups: Utilizing Best Practices

Jun 2, 2022 12:00 PM EDT (UTC-4)
PREMIUM webinar

The daily standup is a key Agile practice. Since the latest Scrum Guide release, it has changed and become less rigid than before, no longer relying on the key three questions. In addition, for teams running Kanban, the daily standup can take on a different form.

On-demand Webinars

Premium

The Agile Enterprise: Kaizen - From the Shop Floor to the Office

by Stelian Roman
April 21, 2022 | 60:53 | Views: 3,360 | PDUs: 1.00 | Rating: 4.46 / 5

Fifty years since the first agile project, Enterprise Agility remains a hot topic and for some, it is a new delivery approach. Started in the late 1970s as an alternative to Lean Six Sigma, Agile became popular in the second decade of the 21st century when the frameworks used by successful small software development team found their way into projects. Possibly because it was successful on a small scale, or due to business involvement in the development of new software solutions, or just because agile has become something that any organization has to have over the last decade, agile “escaped” software development and is now more and more considered as an option for other Business Teams. "Scaling" Agile beyond software development is a challenge because most popular agile frameworks are conceived by software developers for software developers. In many cases, "scaling" is done by returning to Lean Six Sigma practices - the very approach that Agile tried to improve or even replace. Kaizen is a Lean Six Sigma practice used with great success in manufacturing. In this webinar, the author will share his practical experience with Kaizen in manufacturing as well as software development projects.

See all Agile On-demand webinars

Blog Insights

The Reluctant Agilist

by Dave Prior

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.

Disciplined Agile Applied

by Scott Ambler

This blog explores pragmatic agile and lean strategies for enterprise-class contexts.

Manifesting Business Agility

by Al Shalloway

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.

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Requirements in Agile

white paper
by Joy Beatty Candase Hokanson

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.

Managing Remote Service Transitions in Our New Normal

by Bangalore Chandrashekar

The global disruption inflicted by the pandemic has accelerated organizational transformation. While there is lot of buzz around digital transformation, we should not overlook the importance of service transitions—and how they have changed through our new ways of working.

Craft a Better Problem Statement

by Jamie Flinchbaugh

Well-framed problem statements can greatly improve a team’s problem solving, but they also can help project leaders define goals and objectives, design metrics and develop strategies. Here’s practical guidance on creating more effective problem statements, from the author of People Solve Problems.

Using Capacity-based Sprint Planning

by Bart Gerardi

It is generally more accurate to use capacity rather than velocity to carry out sprint planning. Here’s why, along with five steps to make the most of this approach—including determining the team’s capacity, selecting and estimating, and adding work safely.

Develop Value-based Agile Metrics

by Andy Jordan

There is increased focus on measuring project performance in terms of business outcomes. What does that mean for agile projects? How should value be measured in an agile environment?

Is Your HR Department Making this Common Training Mistake?

by Andy Jordan

New project managers in agile environments face a unique challenge—one that isn’t always easily understood. If organizations assume that all project management is the same, then they will produce PMs who simply can’t deliver success—and who will rapidly become demoralized.

How To Create Actionable PM Resolutions

by Michael Wood

The real challenge is not being able to identify project delivery improvement resolutions, but to create actionable ones. Here we provide a process to help your resolution discovery process, and provide four additional tips with steps to immediately implement.

The Agile Value Management Office

by Sanjiv Augustine

Legacy organizational structures and top-down, command-and-control management have institutionalized insular silos, hierarchy and dated governance practices that impede our transition to modern ways of working. A better way? A cross-functional, cross-silo, cross-hierarchy leadership team of teams that is responsible for delivering value and driving change across the organization.

Virtual ‘Big Room’ Keeps a Project Running

by Carl Tully

With a hospital expansion project placed on hold due to the pandemic, the design team got it restarted by pivoting to a virtual design environment, implementing a virtual “big room” or collocation space, utilizing digital tools to streamline project workflow, and incorporating live and virtual models for real-time collaboration and decision-making.

Are Managers a Dying Breed?

by Andy Jordan

Gartner is predicting that 30% of teams will operate without a boss by 2024. Is that realistic, and what are the implications? Let’s explore those questions in the context of today’s agile environment.


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