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.
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The concept of the Agile Project Manager is almost universally accepted, at least in IT projects; although there is no Agile Project Management Methodology. Traditional approaches like PMBoK and PRINCE2 had always the capability to use techniques that are part of the Agile delivery: incremental and iterative development, early delivery of increments of the project, multi-functional teams, inspect and adapt, etc. Most Agile frameworks, like Scrum, were created by and for software development and are challenged when it comes to complex projects where Risk Management, Stakeholder Management, Procurement, and Financial Management skills and knowledge are crucial for a successful delivery. The role of Project Manager is as important as ever for the success of any initiative defined by scope, time, and budget - otherwise a project. Agile may or may not be the best delivery approach, but if it is, how is an Agile project different ? This webinar is trying to answer this question using real life examples from IT and Business projects.
Agile has become very trendy, and it is fashionable to wear the "Agile" title before or after a traditional role, like Project Manager. To become "Agile," one of the easiest paths is to become certified. Unlike for traditional project management where the worldwide recognized certifications can be counted on one hand, for Agile, there is a myriad of certifications. Most of them promote a single "Agile" framework. In recent years, the need to use Agile beyond the small software development team resulted in the creation of new frameworks which added the words "scaled" and "enterprise" to successful team approaches to agility. This webinar analyzes some of the popular Agile frameworks from the initial ones, like XP, Scrum and Crystal, to the recent "enterprise" ones, like SAFe, from the Agile Enterprise perspective. The webinar will also compare 4 Lean and Agile certifications.
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.
Based on the presenter's experience as a practitioner, this webinar looks at Lean Six Sigma tools from a combined Agile and Project Management perspective, analyzing some of the challenges and opportunities of Lean Six Sigma in an Agile world.
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.
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.
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.