The concept of the Agile Project Manager is almost universally accepted, at least in IT projects; although there is no Agile Project Management Methodology. Traditional approaches like PMBoK and PRINCE2 had always the capability to use techniques that are part of the Agile delivery: incremental and iterative development, early delivery of increments of the project, multi-functional teams, inspect and adapt, etc. Most Agile frameworks, like Scrum, were created by and for software development and are challenged when it comes to complex projects where Risk Management, Stakeholder Management, Procurement, and Financial Management skills and knowledge are crucial for a successful delivery. The role of Project Manager is as important as ever for the success of any initiative defined by scope, time, and budget - otherwise a project. Agile may or may not be the best delivery approach, but if it is, how is an Agile project different ? This webinar is trying to answer this question using real life examples from IT and Business projects.
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Экстремально высокий темп изменений в современном бизнесе и технологиях требует гибкого подхода управления. Именно здесь и приходит на помочь Аджайл. Рассмотрение практического кейса перехода от каскадной модели к аджайл в дочерней ИТ компании большой горнодобывающей корпорации • Почему каскадная модель провалилась? • Как управлять запросами пользователей в то время, когда количество пользователей постоянно растет, как и постоянно растет команда ИТ • Препятствия на пусти перехода от каскада к аджайлу (внутренние и внешние) • Как приоритезировать задачи и запросы. Секретная формула • Скрам или Канбан? Что лучше и когда?
The Unwritten Rules of Managing Up: Dos and Don'ts for Teaming Effectively with Senior Level Stakeholders
Let's face it....project success (or failure) can be dramatically impacted by the project manager's ability to team effectively with key senior level stakeholders. This webinar will help you learn the critical rules for managing up that most of us wish we learned sooner.
For the past 15 years, the Scrum Master and Project Manager roles have coexisted well, especially in IT projects. From the very technical role that was part of the Software Development Team, the Scrum Master evolved into a new organizational role sometimes with a well-defined job description and with responsibilities that transcended the technical background from which it originated. Although the role was defined in the Scrum framework, the Scrum Master role is now present in other frameworks; there are many training courses and certifications available from organizations other than scrum.org and scrum alliance with different views on the skills and responsibilities required of the Scrum Master. This provides additional evidence that the role is evolving beyond what the Scrum Guide authors intended. The Project Manager role has also changed since the Agile Manifesto publication and the adoption of Agile delivery frameworks. This evolution is mainly due to a dynamic business environment, more geographically distributed workforce, and, last but not least, the digital revolution: cloud, social media, and mobile technology impact how projects are managed and delivered. Some organizations are planning to convert Project Managers to Scrum Masters; in others, the Scrum Masters are encouraged to become Project Managers. This presentation is an assessment of the responsibilities, skills, and knowledge needed for each role and a view of the future of the two roles based on the presenter's experience as a Development Team Lead, Development Manager, Scrum Master, and Project Manager working with Scrum Teams.
“Y’all need to RSVP ASAP, so we know if that site is RFI or not! I mean, that’s like PMP101, you got me?” Because communication is paramount in Project Management, it is crucial for all stakeholders to understand your message. This webinar will expose participants to a variety of cultures - how we perceive them and how they perceive us. The presenter will share his own experience and the challenges he faced as a project manager in various countries in Europe and Africa. This presentation will provide the cultural diversity awareness necessary to better lead team members (by taking into consideration their cultural differences) while creating your Communications Management Plan and Stakeholder Management Plan. Attendees will be encouraged to ask questions, and time will be allowed to interact with the presenter.
This webinar is a review of the principles and concepts developed before the publication of the Agile Manifesto and an analysis of the evolution of Agility in the last 25 years.
This webinar offers five (5) core principles to guide culture change and improve the probability of successful cultural transformation.
Agility continues to be a highly discussed subject. The success of using Agile approaches, mainly Scrum or similar frameworks, has organisations and managers thinking of replicating its success at the department level and even at the organisation level. In addition to popular frameworks and practices associated with Agile there are new roles (Agile Coach, Scrum Master) or traditional roles that were re-branded Agile (Agile Project Manager, Agile Business Analyst, Agile Tester, etc.) that should support the transition to a new kind of organisation, called "Agile Enterprise". This webinar looks at Agility at the Enterprise level from a Project Manager perspective, explaining the difference between the new Agile Enterprise (a top down Agile approach) and Enterprise Agile (the bottom up Agile transformation) that is scaling popular Agile frameworks from team level to organisation level.
This webinar is for project managers who are seeking new tools and approaches. While this presentation is not in any way meant to be a thorough discussion or analysis of Gemba Kaizen, it touches on how to apply specific Kaizen techniques and processes towards ANY project, and more importantly how to have a Kaizen mindset to improve policies, processes, and morale while, or through, the act of reducing waste (Muda).
Requirements are a key driver for any project and there is a direct relationship between the accuracy of requirements and the outcome of a project. In many cases their is a direct link between scope and requirements, hence requirement definition impacts project scope. Every project benefits by having a well defined project scope that helps define boundaries for the project, the primary outcome/goal/deliverable to be achieved and success metrics (what does "done" look like") We'll discuss how Design Sprint methods can be used to help project managers and teams at-large ensure alignment between current problem/challenge, scope of work and requirements for the project overall.