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.
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Strategy Implementation refers to the execution of the plans to accomplish the organization's long-term goals. It converts the opted strategy into the moves and actions of the organization to achieve the objectives. In today's world driven by change, it is a rare and valuable skill set that sets apart the most successful and influential leaders in business. Individuals with proven ability to implement strategy are in high demand worldwide. Yet, the current generation of leaders has been taught how to plan but not how to implement. This is reflected in the high strategy implementation failure rate, which drives the need for leaders to enhance their abilities and become recognized implementation specialists. Yet, often, managers and leaders are asked to implement their organization's strategy but are not provided with the guidance or any kind of roadmap to do so. To fill in this implementation gap, we have developed the Strategy Implementation Roadmap, which consists of the seven pillars required to be successful in implementation. This webinar will focus on exploring each of the pillars of this new and easy-to-apply framework that will help you build your own strategy implementation roadmap.
As certified PMPs, one of our hallmarks is to be able to control scope, manage the schedule, and deliver project requirements on budget. But it is far too often that, although a project is successful in meeting scope, its projected benefits are lacking. The gap between charter and scope can result in significant unforeseen covert constraints to project impact. This leads to a variety of impact issues, ranging from the need for additional sub projects, funding, and configuration change to project management creditability and stakeholder management drama. Closing the Charter Gap is the validation of requirements against benefits and the business case to ensure that the end-product will deliver the financial, service, and cultural result it was envisioned to achieve.
This webinar is ideal, when you are tasked with a big or small project or have to lead people and/or influence stakeholders, build high-performing matrix and virtual teams across functions or geographies. No matter what, working with people always requires certain skills. We will show you how you can build your own influence and power to get things done.
Ability to design and facilitate effective and engaging meetings has always been a vital skill for successful project managers. Your ability to facilitate virtual meetings and to engage your team members virtually is especially important today, as we are wrestling with challenges of our collective new reality amidst the pandemic. In this talk, I will share how to design, prepare for, and facilitate meetings that consistently achieve results, engage and motivate your team, and ensure that every voice is heard. We will dive deep into facilitation competencies and their application in virtual context.
In the webinar presenters will discuss various communication considerations and pitfalls, and share a set of best practices for becoming more effective project communicators who intentionally consider the Who, What, Why, When and How of effective communication.
How Supply Chains Can Be More Resilient by Practicing Lean, Green & Agile Methodologies in a Post Pandemic Era
Supply Chains are the back bone of economies across the world. At the onset of COVID-19 pandemic, we have witnessed how the supply chains collapsed in a short span of time leading the world to a disastrous condition. Many experts termed this phenomenon as Black Swan, nevertheless the world needs to formulate robust strategies in order that we do not get into this disaster in future again. Question is how do we make our Supply Chains resilient to absorb future shocks? My research undertaken on this subject has dealt with various Lean, Green and Agile Methodologies to recommend a frame work which may rescue the future supply chains from the ill effects which the COVID 19 Pandemic brought to the world. This session shall address the importance of Lean, Green and Agile to bring resilience for global supply chains. It shall elaborate on the effectiveness of Lean, Green and Agile methodologies through our work employing validated Research Methodologies during the time of the pandemic. It shall also enumerate on how Lean, Green and Agile methodologies can be suitably adapted for revival of Supply Chains in post- pandemic era.
Over the past few years, many organizations that manufacture tangible products have attempted Agile approaches for new product development. Unfortunately, many of these processes fail to deliver the expected results in speed-to-market and flexibility. Yet, returning to a full waterfall process remains bureaucratic and intractable with remote and virtual teams. The solution is a hybrid agile-waterfall process. In this session, we will identify various processes and systems for new product development (NPD). You will learn about two approaches to hybrid product development that can enhance the culture of innovation in your organization. We will provide examples of companies that adopted different processes to add flexibility while minimizing risk. Comparing and contrasting a non-profit using WAGILE Product Development and a manufacturer using Lean NPD, you will understand how culture and risk tolerance impact the choice of an effective product development process.
Two key criteria for user stories to be effective are that they should be small and independent. Small user stories are easier to size and prioritize, and independent stories fit better in sprints due to fewer dependencies. To split user stories into smaller and more digestible pieces, teams have a variety of techniques and criteria available to them.
The presentation is based on eight recent Project Management Surveys including PMI, PwC, McKinsey and others. For each element Uri describes practical proven approaches to address the challenge at hand, along with case stories to illustrate the concepts involved.