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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 has often been positioned as the silver bullet from the training class that will deliver "twice the scope in half the time," only by shifting the "mindset" and throwing out centuries of knowledge. There will be #noprojects and #noestimations, and the Scrum Masters should replace Project Managers. The reality is that most Agile scaling initiatives beyond software product development or maintenance will fail if they are not treated and managed like a project with clear goals, resources and delivery timeframes. Project Management Knowledge areas, especially Organizational Change Management, Stakeholder Management, and Risk Management are even more important in adaptive delivery, aka Agile, than in predictive delivery. This webinar is a comparison between product development and project management, including what is different and what is common between the two disciplines, how one fits within the other, and the mandatory "mindset change" required to move from product to project.
Nowadays, Agile Transformation is one of the trendiest organizational topics. In recent years, a new role emerged: the Agile Coach - the knight on a white horse that will transform the organization to be the best. Claims that using Agile will improve quality and deliver twice in half the time or that a new 'mindset' will drastically improve happiness are very common. And in most of the cases, they result in failure although other significant benefits may be observed. Agile Transformation is still a transformation at the Enterprise level. To be successful, it should be treated as any other large Organizational Change: a project with clear objectives, resource allocated, and metrics to measure the success. Agile Transformations are tough projects, and an experienced Project Manager should lead them; for large organizations, a specialized Change Manager may be required. This webinar presents several patterns of Agile adoption with pros and cons and recommendations for organizations that want to become Agile. The webinar is based on real life projects.
Agile found its way into project delivery with many certifications trying to define various Agile project roles. Most Agile frameworks, such as Scrum, Crystal, and XP, were conceived by developers for a small team of software developers, and the Project Manager role is usually omitted. Unlike some specialized Agile Project Manager certifications, PMI's Project Management Professional (PMP)® remains the benchmark for the Project Manager role with an increased focus on Agile and Hybrid practices but without compromising the predictive knowledge required to manage projects that can't or won't use Agile practices. This webinar is a comparative analysis of the Scrum Master, seen in some organizations as a replacement of the Project Manager role; various flavors of the ‘Certified Agile Project Manager’; and the standard Project Manager role.
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.
There are hundreds of different Agile Certifications from competing organizations. Even the authors of the Scrum Framework decided to have separate certifications, and later to create various levels. Due to its popularity, the Scrum Master role transcended the Scrum Framework and is now included in many other frameworks - even when those frameworks don't include a Scrum team. This webinar is a cost/benefit analysis of how Agile Certifications can help project delivery, offering examples of when a certification helps and what a Project Manager should look for when choosing a certification.
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.
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"Nearly every great advance in science arises from a crisis in the old theory, through an endeavor to find a way out of the difficulties created. We must examine old ideas, old theories, although they belong to the past, for this is the only way to understand the importance of the new ones and the extent of their validity." - Albert Einstein |
