Disciplined Agile Delivery is the 'new' Agile framework adopted by PMI. Although currently not as popular as Scaled Scrum, Disciplined Agile can be seen a competitor to Scaled Agile Framework (SAFe), another framework presenting itself as an evolution of Agile/Scrum to the Enterprise Level. This webinar is an analysis of Disciplined Agile from a Project Manager's point of view - how Disciplined Agile Delivery (DAD) can be used to deliver projects, not necessarily software development projects. The framework is analyzed from the Agile Enterprise perspective looking at how DAD combines 'old' practices, like Lean, with Agile Manifesto values and principles. The webinar also explores how the PMBOK® Guide can augment DAD to become an Enterprise level, industry agnostic Agile delivery option.
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Per the Agile Business Consortium, business agility allows businesses to adapt quickly to market changes; respond rapidly and flexibly to customer demands; adapt and lead change in a productive and cost-effective way without compromising quality; and continuously be at a competitive advantage. The primary reason for moving to Agile is to achieve faster business value and keep you ahead of the competition. Agile is built for change - fundamentally, it is about creating Business Agility. It enables the enterprise to deliver projects more efficiently, with relentless focus on business value and providing the highest return on investment. Whether it is a software project, a new service offering or a new product, Agile’s twelve principles and three pillars (transparency, inspection, adaptation) are designed to reduce money spent on undesirable or unusable features which were built based on outdated requirements.
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.
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.
The Disciplined Agile (DA) toolkit is a superpower we all can tap into to make better decisions. From optimizing your agile teams to extending agility to the entire organization, the DA toolkit dramatically increases your ability to deliver value and delight your customers. This webinar centers on how to use the Disciplined Agile toolkit to deliver projects from the start of an idea to the finished product is in the hands of the customer.
This webinar looks at the #noestimate approach, a revolutionary approach seen by some Agile teams as a waste reduction, team morale improvement and of course the elimination of one of the most dreadful activities in "waterfall". The webinar is based on the presenter's practical experience as a Project Manager and Development Manager, including real life examples of the benefits and pitfalls of estimation and lack of estimation.
Coordinating Knowledge Work in Multiteam Programs: Findings From a Large-Scale Agile Development Program
Software development projects have undergone remarkable changes with the arrival of agile development approaches. Although intended for small, self-managing teams, these approaches are today used for large development programs. A major challenge of such programs is coordinating many teams. This case study describes the coordination of knowledge work in a large-scale agile development program with 12 teams. The findings highlight coordination modes based on feedback, the use of a number of mechanisms, and how coordination practices change over time. The findings can improve the outcomes of large knowledge-based development programs by tailoring coordination practices to needs over time.
Agile has become very trendy, and it is fashionable to wear the "Agile" title before or after a traditional role, like Project Manager. To become "Agile," one of the easiest paths is to become certified. Unlike for traditional project management where the worldwide recognized certifications can be counted on one hand, for Agile, there is a myriad of certifications. Most of them promote a single "Agile" framework. In recent years, the need to use Agile beyond the small software development team resulted in the creation of new frameworks which added the words "scaled" and "enterprise" to successful team approaches to agility. This webinar analyzes some of the popular Agile frameworks from the initial ones, like XP, Scrum and Crystal, to the recent "enterprise" ones, like SAFe, from the Agile Enterprise perspective. The webinar will also compare 4 Lean and Agile certifications.
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.
“Jugaad”, an Indian word signifying improvisation has become a buzzword in management circles. Originally used by native users to solve their myriad problems in getting things done in day to day operations, it is now being adapted more systematically and formally as a method to improve and innovate. How does the concept and practice of “Jugaad” relate to formal project management principles and knowledge? Traditional project management through its bodies of knowledge has espoused a structured methodology. One of the main criticism on the emphasis of detailed planning has been its unsuitability to situations and projects which are uncertain or developmental in nature.