Bridging Communication Gaps in Virtual Teams
Utilizing the concepts of lean new product development (NPD) to improve virtual team communications can lead to increased innovation throughput and quality.
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Bridging the Agile Divide on Hybrid Project Delivery
Our ability to cross this divide will define how successful the project will be. Will we deliver solutions as specified by users or will we solve business problems as expressed by stakeholders?
Bridging the Gap Between Project Portfolio Management and Lean Portfolio Management of SAFe
In today's digital landscape, organisations need to manage a large portfolio of programs, projects and operations. Given the ongoing market and economical changes, the traditional portfolio management function has to be agile and adaptive to shift direction when required. Some organisations are currently implementing Lean Portfolio Management of SAFe to inject flexibility and adaptability in how they connect execution to strategy. We will address the transition strategy to smoothly move from an existing set of portfolio management processes to LPM of SAFe.
Bridging the gap between Scrum and Organizational Agility
As an Agile practitioner do you want to know if your investments in Agile have been worth or not? Do you have visibility how customer perceive the value that your agile teams are delivering? Do you know the realized & unrealized value of your product? If you are also wondering / been asked such questions by your management, then you might get some guidance from this talk.
Budget Management and Forecasting
Our presentation will focus on budget management and forecasting for clinical trials, one of the most complex projects to be conducted by Clinical Development and Medical Affairs groups. We will review the Budget Lifecycle, forecasting methods, and the importance of budget transparency and the control of variance
Budget v. Funds – Really Understanding the Difference
For those working within the field of earned value management, a perennial problem is recognizing that there is a difference between Budgets and Funds, and understanding the distinction between the two. Failure to grasp this essential characteristic of earned value management hampers systems and practitioners alike.
Building a powerful PMO - Lessons from a PMO Turnaround
In this webinar, we’ll share the experiences and lessons of resurrecting a defunct Project Management Office and how, using a PMI-based approach coupled with an emphasis on relationship building, we were able to drive a dramatic turnaround in only a matter of months and set the client on track for continual growth.
Building a Shared Team Identity
Are you a team or just a group of people working together? A founder’s spirit is often lost over time and growth through M&A can result in a fragmented “Frankenstein” of stitched together organizations. How can a group of people become a real team?
Building a Sound Schedule in an Enterprise Environment
You are invited to attend this webinar presented by Dr. Dan Patterson on the building blocks for creating a sound schedule in an enterprise environment
Building an Innovation Culture: Risk, Fear & the Role of Failure
Many organizations prefer not to share the details or the frequency of their failed innovation initiatives. Only after sifting through disparate research we are able to piece together a sense of how frequently failure is the outcome and what we should really expect from an innovation success rate. When we realize that failure is a much more common outcome we also recognize that planning for only success can become an organization’s Achilles’ heel. In this scenario failure has dire consequences to both the individual and the organization. By addressing these facts upfront we can learn to better deal with the underlying risks and fear that surround innovation failure. This session will review the data behind innovation failure, examine how risk / fear impact the individual, and discuss a few tools and techniques that organizations and individuals can use to address these challenges.
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"Few people think more than two or three times a year; I have made an international reputation for myself by thinking once or twice a week." - George Bernard Shaw |
