Agile is often 'sold' as a way to improve quality of products and services. One of the fundamental Agile principles is that continuous attention to technical excellence and good design enhances agility. Scrum, the most used Agile framework, doesn't have a "tester". A "done" backlog item should be part of a "shippable" increment of the product. Therefore, after each Sprint, the result should be available for users without a validation stage. The 'old' Testing or Quality Control (QC) is wrongly re-branded as QA for various reasons, from adding prestige to a mundane and in theory un-necessary activity to lack of understanding of the fact that QA, meaning Quality Assurance, is a process.
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This webinar is a review of the principles and concepts developed before the publication of the Agile Manifesto and an analysis of the evolution of Agility in the last 25 years.
According to some practitioners, Agile was initially developed as an alternative to Lean. In the late 1980s, companies realized that achieving perfect quality, the elusive Six Sigma 3.4 defects per million opportunities, is not enough for a product to be successful. Meeting the customer needs, or perceived needs, on time became at least as important as good quality. Agile started as a production development approach, where creativity plays an important role. In later years, it is used in projects and outside IT or manufacturing domains. This webinar presents the challenges in implementing Agile in Lean organizations and also introducing Lean practices to Agile teams, balancing excellence with flexibility and creativity.
Agile is perceived as a better way of delivering projects, products, and services. Unlike the traditional approach of measuring the value delivered based on the planned deliverables, the budget spent, and meeting the critical milestones, Agile doesn't provide clear metrics that can be used to compare projects and delivery teams. Agile is a new approach, and traditional project benchmarking may not be relevant. In the absence of standards and guidance from a community of practice, Agile teams use qualitative or semi-quantitative metrics to visualize progress. Metrics like velocity, burn-down charts, and defects escaped are pretty common at the team level, but many teams fail to use them beyond the team to compare themselves with other teams or to the industry. One reason is that most metrics are very subjective and easy to be gamed. This webinar presents a user-centric model, measuring the project from the customer perspective rather than old concepts that require technical expertise to size the project.
For some agile teams, especially software development teams, the term "Change Management" is associated with the ITIL style Change Control, an engineering process created to manage risks associated with production deployment. Despite the optimistic view presented by most agile frameworks, Organization Change Management is hard. The transition to agile is often harder than any other transformation because it requires a mindset change at all levels, supported by a huge shift in the organizational culture. This webinar is a practice-based presentation on the importance of Organization Change Management in Agile Transformations and the critical role that the Project Manager must play.
Disciplined Agile Delivery is the 'new' Agile framework adopted by PMI. Although currently not as popular as Scaled Scrum, Disciplined Agile can be seen a competitor to Scaled Agile Framework (SAFe), another framework presenting itself as an evolution of Agile/Scrum to the Enterprise Level. This webinar is an analysis of Disciplined Agile from a Project Manager's point of view - how Disciplined Agile Delivery (DAD) can be used to deliver projects, not necessarily software development projects. The framework is analyzed from the Agile Enterprise perspective looking at how DAD combines 'old' practices, like Lean, with Agile Manifesto values and principles. The webinar also explores how the PMBOK® Guide can augment DAD to become an Enterprise level, industry agnostic Agile delivery option.
This webinar looks at the #noestimate approach, a revolutionary approach seen by some Agile teams as a waste reduction, team morale improvement and of course the elimination of one of the most dreadful activities in "waterfall". The webinar is based on the presenter's practical experience as a Project Manager and Development Manager, including real life examples of the benefits and pitfalls of estimation and lack of estimation.
XP, aka Extreme programming, was the first Agile Framework widely used after the publication of the Agile Manifesto. Focused on software development, XP was the beginning of the Agile revolution in software project management. In XP, the Project Manager is not seen as an enemy of the agile development team, and traditional roles are still present. Very popular in the early 2000s, XP basically disappeared from the Agile landscape and 'survives' by some of its practices which are (mis)used by frameworks that adopted them. This webinar relays the author's experience with the success of XP in a 'perfect storm' environment: a software company developing a complex and innovative product when porting a legacy system to C# by a team of analyst programmers working closely with the users under the supervision of a 'command and control' Project Manager. The webinar will also describe the lessons learned in the journey to Scrum and then hybrid projects.
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.
One of the most interesting aspects of Agile adoption at an Enterprise level is Governance. Perceived by many teams as useless red tape and one of the major impediments for Agile adoption, correct governance can have a very positive impact on in the Agile Enterprise. Rather than being a micromanagement tool, governance can provide visibility on the benefits of Agile adoption as well as creating an environment of trust and collaboration. This webinar is an introduction to SMART governance, the type of governance that will support Agile adoption at the enterprise level rather than preserving the command and control culture.