Agile is often advertised as the silver bullet in the training class that will deliver "twice the scope in half the time." In principle, the topic of this webinar, agile implementation failures, may be unexpected from someone who used Agile practices long before they were called Agile and who was a champion of adoption of XP and Scrum in the early 2000s when Agile adoption was considered "crazy." One of the fundamental principles of Agile is to fail fast, learn, and recover. But accepting failure is not always as easy as it seems. When a manager “motivates” his team with "failure is not an option" or expects the Project Manager or the Scrum Master to be a "pusher" rather than a servant leader, learning from small mistakes becomes an important process. This webinar presents several situations when Agile failed, analyzing the root cause and what could have been done differently to avoid failure.
159 items found
Agile transformation is an Organizational Change, it follows the rules of any Business Transformation and needs Executive support in order to succeed. This webinar is a presentation of the Agile transformation that the author was involved in, focusing on the role and the importance of executive support in Agile adoption.
Robot Process Automation (RPA) is one of the recent practices that is usually combined with Agile adoption as part of Digital Transformations. Sometimes implemented as the 'old' workflows, RPA can easily become the famous GIGO (Garbage In - Garbage Out), speeding-up unnecessary processes rather than providing value for the business. This webinar analyzes the benefits of RPA, combined with Agile adoption, using a parallel with the introduction of robotization in manufacturing. It is also an analysis of how/if RPA and Artificial Intelligence can be used in Project Management to improve the project delivery process.
The Agile Enterprise is a new type of organization. A collaboration-based environment where some of the ‘command and control’ roles are not only obsolete but also can be a roadblock for the Agile transformation. The natural fear of change combined with protecting privileges or the job itself resulted in labelling as ‘Agile’ roles that are not only not defined in any Agile framework but are also the core components of the “waterfall” approach. An “Agile” PM that manages an “Agile” project team where the “Agile” BA writes requirements (called now user stories) and then the “Agile” UX specialist designs the user interface and then the “Agile” Architect analyse the “User Story” and assigns it to the “Agile” Developer who will pass the “increment” to the “Agile” Tester (sometimes wrongly called “Agile” QA engineer) is not an uncommon “Agile” implementation. Agile is a new and better way of building products, a radically new approach with a single role responsible for the design, build (including testing) and deployment called “Developer” and one person responsible for requirements definition and prioritisation called “Product Owner”. This webinar addresses what a real Agile Team should be with real world examples of Agile teams.
Scaling Agile practices beyond software development teams and IT departments is a growing trend, and the Agile Enterprise is a reality rather than a goal. However, the transition from planned approach to Agile is a painful change, and PMO can provide support for Agile rather than be perceived as an archaic team supporting “waterfall”. Once the organisation decides to adopt Agile, the PMO should be the champion of the transformation process, providing support to the Project Managers with less experience with Agile delivery while ensuring that governance requirements are met. This webinar is a summary of the presenter’s experience in organisations transitioning to Agile.
For some, Agile started in 2002 as a revolution against "waterfall" with both (Agile and "waterfall") wrongly considered Project Management methodologies. While the Manifesto for Agile Software Development (aka THE "Agile Manifesto") was an important step in agile adoption, the reality is that most concepts considered "Agile" were in use for decades. Incremental and iterative software development had more than 3 decades of documented use, and the dreaded "waterfall" was more Agile than many modern frameworks. This webinar is a retrospective of Agile and Lean practices that were rediscovered when teams wanted to scale Agile towards the Enterprise level with the aim of learning from mistakes already made by others.
Most Agile frameworks, like Scrum, Crystal and XP, were conceived by developers for a small team of developers. With the inherent maturity of the agile concept, 'old' practices, such as Lean, were employed to scale Agile beyond a team of 5-9 software developers. SAFe and Disciplined Agile are good examples of augmenting Agile with Lean, at the cost of restricting agility to ensure scalability and financial viability. Some Lean practices, like Kanban, were re-discovered and are considered by some practitioners as the next agile step. Agile beyond software development is not necessarily as easy as you hear in conferences. In the trenches the famous 'mindset change' is both ways: Agile must also learn to accept other ways of doing things and adapt to the needs of non-technical teams.
Agile: the silver bullet in the training class that will deliver "twice the scope in half the time" only by a shift in the "mindset" and throwing out centuries of knowledge. The reality is that transformations as disruptive and complex as Agile adoption are neither new nor that different from other enterprise transformations, some even called such changes “revolutions” - like mechanization, automatization and even the last century introduction of a new tool called "computer" in the workplace. Management science, Psychology, Organizational Change Management and Risk Management are just a few of the sciences that studied and found ways to support cultural changes at the enterprise level. This webinar is a reflection on how Agile can use past knowledge and also contribute to the "mindset change" required to survive in a highly competitive and continuously changing economy.
In the current day, Agile and Digital Transformation are two of the most discussed topics in project management; however, neither is as new as we are led to believe. Agile started in the last century as a response to the inability of the manufacturing industry to adapt quickly and efficiently to market changes. Agile Software Development was even more than that. It was a sign of maturity and a natural evolution from a 'one-man show' to teamwork. It was also a response to the significant change introduced by Object-Oriented programming. More than a new way of coding, Object-Oriented software development imposed a new way of thinking and a new mindset. Some 'Citizen developers' that emerged after the personal computer spread throughout the business world became professional developers, learning the difference between developing a software tool for a few people and enterprise software development. The Virtual Enterprise needed integration of information and new software applications, potentially a lot of them. Digital Transformation started also in the last century when paper-based processes were replaced with software-supported processes. Moving from paper to computer was a shock that was significantly bigger for users than migration to the cloud. Agile and Digital transformation support each other. Certainly, either can be done in isolation but doing both can significantly improve the outcome. This webinar is an analysis of lessons learned from managing business transformation projects and implementing agile practices to deliver projects. It is a project manager's view that is likely different than what is heard in conferences and training courses.
Agile, the new approach that in 1970 was created to replace Lean Six Sigma, is now 'scaling up' by reverting to Lean Practices, such as Kanban, Theory of Constraints, Voice of Customer, and, Kaizen. Although the main scaled Agile frameworks originated as Lean frameworks, the Process improvement practices, including the very important Six Sigma component that is the most mature and confirmed way of measuring the impact of process improvement initiatives, were left out. This is partly because they require more complex and nuanced skills and knowledge and partly because they are associated with manufacturing, whilst most Agile frameworks originated in software development. In some cases, the reason for avoiding mentioning the Lean Six Sigma origins of most scaled Agile practices is just because some of the well-known Lean Six Sigma practices are now at the core of various Agile certifications. Although Lean goals (e.g., eliminate waste, adoption of standardized processes) are in opposition to the Agile mindset that fundamentally embraces change, allows good waste, and is against reliance on standardized processes, Lean and Agile can complement each other and adapt to change in an efficient way. This webinar is a presentation on how the most mature Process Improvement approach, Lean Six Sigma's Define, Measure, Analyze, Improve, Control (DMAIC), can be used to fast-track Agile adoption as well as how it can be used to convince senior management that Agile can be a solution for core issues and a way to improve the bottom line.