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.
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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.
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 M (Measure).
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 the significant increase in automation of operations and the increase in change initiatives and project work, a new role is emerging in the executive committee. Companies are beginning to consolidate responsibility for orchestrating and successfully implementing the organization’s continuous transformation and significant strategic initiatives within a single C-level executive. And it’s not only multinationals and for-profit organizations. The chief project officer goes far beyond the traditional Project Management Officer role or the direct sponsorship of individual projects. They must push their organization toward adopting a project-driven structure and foster a collaborative and empowering culture that reaches across silos. They must also collaborate with HR to develop project-management competencies throughout the organization. The role should be fully integrated into the C-suite. Just as COOs have in the past, CPOs should behave like an extension of the CEO or even the board and, as such, hold the top managers accountable. CPOs may not be common yet in the C-Suite, but their steady emergence is a leading indicator of how companies will organize themselves to thrive in the project economy.
On the road towards a sustainable future, one of the topics which finds frequent mention is the circular economy. This requires that we look at initiatives with a total and holistic perspective. This applies to project professionals as well. How do we as project managers reconcile between project as a temporary endeavor with a circular economy which is essentially long-term and operational in nature? How can we contribute towards and benefit from this economic activity? This talk will deliberate on understanding the opportunities and challenges of a circular economy and what it presents for project professionals. It will help in further exploring our roles in our projects, organizations and society. Examples and case studies will be included to give a picture of current happenings.
In a bid to embrace agile trends, organizations are rushing to implement agile practices rather than adopting an agile mindset. In this interactive session, Dr. Helen Uzamere will elucidate the difference between "Being Agile" and implementing agile practices, such as Scrum, XP, Kanban and demonstrate why an agile mindset, not practices, drives successful projects.
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.
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).