Disciplined Agile Delivery (DAD) offers a comprehensive, knowledge-based approach to delivering agile projects that are operating in complex technical and enterprise environments. This case study shows how a retrospective analysis of a real-life project that was delivered for one of the UK’s largest retail banks uncovered real potential for process improvements.
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Initially, there may not seem like much overlap between Disciplined Agile (DA) and the PMI Standard for Risk Management in Portfolios, Programs, and Projects. After all, DA promotes lightweight, agile-inspired guidance, and risk management information can be prescriptive and documentation-heavy. Yet, they are surprisingly aligned and compatible.
In any transformation effort, it is understood that resistance to change is the real enemy. Learn how the Disciplined Agile™ (DA) tool kit can support agile and digital transformation initiatives by optimizing processes in a context-sensitive manner and helping you choose your WoW (way of working).
As more organizations recognize (and research confirms) the high-performance benefits of empowering project teams, how do we balance the general value of standardized agile approaches with the greater need for teams to choose their ways of working?
We received so many questions during our Ask the Experts: Agile for the Rest of Us webinar that we didn’t have time to answer them all, so the presenters continue the conversation here!
Question: One of my team members told me yesterday that PMI is introducing a whole new series of certifications and moving to a more agile approach. How will my PMP® certification that I worked so hard to earn fit into this process? He said it is called DA, so I don’t really understand what this is about and what it will mean to me. Should I be learning this new approach?
Find the best Agile solution for your situation with Disciplined Agile™. This self-paced, online course shows you how to choose the right agile solution for your situation, and achieve a way of working that gets better results, faster. Because true business agility comes from freedom, not frameworks.
There can be significant value in planning, but it is possible to plan too much. Determining the right level should be based on a collection of factors such as the complexity and risk of the situation, the skills and experience of the people involved, and the uncertainty that you face.
How might efforts to "scale agile" and apply its self-organizing principles to the development of increasingly complex solutions impact the project management discipline? Two key challenges are identified: the purposeful avoidance of the project manager role and favoring stable, persistent teams over temporary organizations.
The first step in scaling agile is to move from partial methods to a full-fledged, disciplined delivery process. The second step is to understand eight scaling factors and determine which are applicable to the range of complexities your project teams face. Here, agile thought leader Scott Ambler presents his scaling model.