Disciplined Agile Delivery (DAD)
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Organizational learning is the process by which managers seek to improve organization members’ capacity to understand and learn the organization’s internal and external environments. In turn, members will perform to their capacity in carrying out their duties and progressively learn when they met with difficulties; hence they can make decisions and achieved objectives that continuously raise organizational effectiveness.
A graphic technique used to document how activities are performed. As such, work flow diagrams show how an enterprise organizes work. These diagrams can be created at various levels of detail to meet specific project objectives. For example, work flow diagramming can assist a team to understand and scope a process for redesign at a contextual level (see Context Analysis), or can assist a reengineering team to specify detailed work steps in order to perform an analysis of cycle time (see Cycle Time Analysis).
A method for keeping a record of open problems that, depending on their content, must be solved within the next task, before the next milestone, or before the change effort can be successfully completed.
Project Managers and Business Analysts frequently use Six Sigma related tools, techniques, and processes as a way to capture requirements, risks, and assumptions for their projects. One technique which can be effective to capturing information from a business is known as Voice of the Business.
Improved Project Completion:
In project management, resource leveling is defined by A Guide to the Project Management Body of Knowledge (PMBOK Guide) as "A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply."(1)
A Team Charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in.
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7 Wastes of Lean Manufacturing