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As a project manager, you have a unique opportunity to begin empowering agility even in the most dysfunctional of organizations. This presentation will help you identify techniques and strategies for driving enterprise agility from the project level up. It will also give context to the emerging role of DevOps, and how it can be leveraged to increase project success.
This presentation describes a research?based model of organization agility. It suggests that agile organizations have four “routines” that control when and how organizations change. Agile organizations are 7 times more likely to have sustained, above average performance than traditional firms.
Agile approaches have been around for many years. The term agile, however, is often over-used and because of this, there is much misinformation about agile. Agile means many things to many people and organisations.
Many companies today are rushing to adopt agile methods aiming to develop organizational agility capabilities that will contribute to better project outcomes and business results. This transition, however, poses many challenges related to the organizational structure and operations, team dynamics, product development processes, and project characteristics. Empirical research indicates there are common issues to develop a strong project management environment, regardless the type of approach being adopted (agile, waterfall or hybrid).
Can a highly regulated environment embrace agile principles and philosophy or does the approach work best in a less regulated context? This session will set the scene with the foundation philosophy of agile and explore the variants of how it is being applied in the contemporary project manager’s toolkit.
Many organizations are jumping (or have already jumped) into undertaking an agile transformation. If you do a search on agile or agile transformations there is a plethora of information around various practices and process, consulting firms to engage, books to read, conferences to attend, etc. Therefore, the toughest part of any transformation is where to put your energy and focus.
As companies roll out Agile to their entire enterprise, they often run into issues of scaling product ownership from the team level (with one team and one Product Owner[PO]) to the program or even portfolio level. Figuring out how to manage the product backlogs across the organization, especially in terms of dependencies, can be a monumental feat.
Every organization is unique and special and as a result, every agile transformation is also unique and special. There is no fixed recipe telling us how to do it successfully. So, how can a large enterprise, like the telecom giant Ericsson, succeed with a transformation.
In this inspiring and motivating keynote, Colin talks about the things that project practitioners can do right now to remain relevant and to ensure that the project management profession has a key role to play in the future of work.
The research presented in this webinar investigated adoption and adaptation of agile methods for use on large projects in large organizations. The empirical study was based first on case studies, followed by a survey to validate and enrich the case study results. The results are somewhat paradoxical in that some features are common to almost all observations, while others show extreme variability. The common features include use of scrum methodology and agile coaches, as well as, the non‐respect of the agile principle of emergent architecture.
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"Hard work never killed anybody, but why take a chance?" - Charlie McCarthy (Edgar Bergen) |
