A lean, concise, and easy to read charter allows the team to focus on delivering within the success criteria. This presentation discusses this new paradigm and impact to organizations as well as the roll of charters in funding capacity, EPICS and charters, and integrated work teams. Can we deliver value faster if we adopt new business rules regarding the project faster? The purpose of the charter is to authorize the project manager to start delivering on the project. It is not to cut and paste from all over to make an all-inclusive summary of all business intelligence that justified the project. I propose to make it a lean document focused on the outcomes and capabilities and the definition of success. Items that have a workflow/life cycle (risks, assumptions, issues, etc.) do not need to be in a charter, they are taken care of elsewhere.
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This presentation is based on eight recent Project Management Surveys including PMI, PwC, McKinsey and others. While these eight elements of project success may be intuitively known to many Project Managers, the approach to addressing them may not be as common knowledge and definitely not common practice. The presentation discusses the eight most important success factors for large technology-based projects, based on the results of the surveys (included in the reference slide).
When you begin a new role or a new job, you feel sometimes misplaced, and you don’t belong. You’re not alone: many of us have gone through impostor syndrome without naming it. What is impostor syndrome? When does it happen? Why? How to overcome it? We propose to explore these insightful questions sharing our experiences as a project manager.
Although they may appear to be competitors, Agile and Lean Six Sigma have the same objective: supporting the organization’s priorities by achieving customer satisfaction. Lean Six Sigma has a very mature approach to process improvement: DMAIC (Define, Measure, Analyze, Improve, and Control). This approach can certainly be used for a successful Agile transformation. The webinar is based on the author's experience using the Lean Six Sigma DMAIC framework for Process Improvement for software development projects with a focus on D (Define).
The Spotify model is a scaled agile approach, which emphasizes on the importance of culture, network, people engagement and contribution. It helps organizations to increase their innovation, communication, accountability and quality. The model successfully combines technology and culture in the context of squads, tribes, chapters, guilds and alliances.
This Webinar defines and explains how Agile and Waterfall methodologies can be merged to complement each other. The lynchpin that makes the merger possible is the OKR (Objective and Key Results).
The webinar will uncover strategies to take care of financial risk, which may lead to bankruptcy issues for tier-1 /2 suppliers during the project execution and buying organization has no choice but to listen to their demand. How to avoid huge issues by just having a look on the issues much before the execution starts.
With rising environmental concerns and global warming, there is an increase demand for electricity and other alternative energy sources around the globe, to deliver clean, reliable and affordable energy. Energy industries encompass a broad group of sectors - oil and natural gas, coal, nuclear, wind, solar, hydro, geothermal etc. Each of these industries contain very different types of organizations, and what constitutes risk in wind projects is far different than in nuclear. But they all share a similar challenge; to produce more energy at a lower cost with fewer emissions.
Organizations and people are innovating, adapting, and pivoting in the post-Covid economy. Some companies are pivoting from short-term survival to long-term resilience and growth. Most consumer-facing businesses are in a difficult position: they will face the dual challenges of both recovery and reinvention — while change is still spinning around us. The need for new propositions with ‘pivot potential’ will be vital to thriving in the post-Covid economy. This will be an interactive session and will include case studies and research backed content.
The daily standup is a key Agile practice. Since the latest Scrum Guide release, it has changed and become less rigid than before, no longer relying on the key three questions. In addition, for teams running Kanban, the daily standup can take on a different form.