Project Management

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The Agile Enterprise: Extreme Programming (XP) Revisited - Lessons learned from XP's demise

by Stelian Roman
April 17, 2020 | 57:06 | Views: 7,603 | PDUs: 1.00 | Rating: 4.42 / 5

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.

Project HEADWAY: Back to First Principles

by Mark Mullaly, Ph.D., PMP
April 16, 2020 | 61:19 | Views: 9,349 | PDUs: 1.00 | Rating: 4.51 / 5

This webinar goes back to the beginning. It explores where project management came from, and why. It examines the essential principles on which it was developed. And it asks whether those principles would still be relevant if we were starting it all again.

Time Management for Those Who Don't Have Any

by Peter de Jager
April 15, 2020 | 60:56 | Views: 8,841 | PDUs: 1.00 | Rating: 4.47 / 5

We are each given a score and four hours each day - with the exception of frequent fliers who sometimes get more, and sometimes get less, depending on whether they're flying East or West. It's a rare individual who has more time than they need. Most of us would willingly buy more time if such a thing were possible, but we can't... so? How do we use what we have as efficiently as possible? Yes, this session will cover some of the more obvious solutions, but as always, I hope to bring some lesser used strategies and tactics to the discussion. What are some that immediately come to mind? The Virtue of Laziness, Leverage, Drastic measures, Pretend you were to die tomorrow!, a Stoic approach, some simple arithmetic, and of course... some surprises. If you have time to watch this presentation, then the chances are pretty good you don't need to do so. But if you don't have the time to watch, you really should!

Project Management First Aid

by Dr. William Brantley
April 14, 2020 | 62:28 | Views: 14,317 | PDUs: 1.00 | Rating: 4.53 / 5

This webinar will describe two tools that project managers can use in rescuing distressed projects, team members, and stakeholders. Project managers can use the Breathing-Bleeding-Broken-Consciousness model to stabilize the project emergency and buy time to fix the project problems. The Perception-Appraisal-Motivation-Action model aids the project manager in fixing communication problems with the project team and stakeholders.

Projectize: 4-Step Rapid Project Planning

by Sean Hull 
April 09, 2020 | 59:39 | Views: 9,630 | PDUs: 1.00 | Rating: 4.07 / 5

I’ve burned a lot of time - and career currency - trying to create that perfect project plan and I can tell you for a fact that those plans did not eat that first punch any better than plans created in much less time. Projectize is a bit of a mouthful but it’s a simple concept at heart: a 4-step method for getting from concept to project blueprint in days (not weeks.) 1. Unpack the work 2. Create a checklist 3, Size the work 4. Plan the work

Project Risk Management/Earned Value Management

by John Ayers
April 08, 2020 | 61:10 | Views: 9,355 | PDUs: 1.00 | Rating: 4.32 / 5

The four knowledge cornerstones of project risk management are: Project Management(how to run a project); Earned Value Management (how to measure project performance); Risk Management (how to identify and mitigate risks); Subcontract management (how to manage subcontractors). Project risk management is essential today and for future work challenges to manage a successful project. This webinar focuses on earned value management, the second knowledge cornerstone.

Strategies for Developing the Most Sought-After Leadership Qualities: Embracing Diversity and Inclusion

by Uri Galimidi 
April 07, 2020 | 60:46 | Views: 7,225 | PDUs: 1.00 | Rating: 4.52 / 5

This is in the seventh installment in an 8-part webinar series, Strategies for Developing the Most Sought-After Leadership Qualities, presented by Uri Galimidi. This series focuses on eight critical leadership skills that will help Project Managers become more accomplished professionals. The webinars are informed by the latest in the science of leadership and include practical strategies and approaches to build the skills and behaviors covered by each webinar.

A Professional Approach to Working at Home

by Kevin Coleman
April 06, 2020 | 59:53 | Views: 8,588 | PDUs: 1.00 | Rating: 3.65 / 5

There is little doubt that is putting remote work to the biggest stress-test ever, and it is taking place at unprecedented scale. In this webinar, you will learn to: properly establish your remote work area; form ground rules of remote communications; short-cut possible mistakes by learning from the presenter's five years of practical experience; get off on the right foot when working from home.

The Agile Enterprise: Projects or #noprojects? What is the Agile way?

by Stelian Roman
April 03, 2020 | 60:44 | Views: 8,540 | PDUs: 1.00 | Rating: 4.34 / 5

The work "project" is often used as a synonym of "waterfall", "command and control," and in general everything that is old and unnecessary. Some even use the term "Scrum project", expanding the role of the Scrum Master to a mini Project Manager. The tag, #noprojects, in combination with other "#no" like "#noestimates" is sometimes used as an excuse for lack of planning, documentation, and discipline. This webinar is an analysis of the "#noprojects" concept, presenting the author's view and experience with projects and a less governed approach to delivery. He explores the relationship between project and product development and the challenges of growing from a small team of "developers" to the real enterprise level.


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