‘Scaled Agile’ is one of the most misunderstood concepts. Agile adoption surveys indicate that Scrum, or some combination of it, is used by 70--80% of Agile Teams. None of the 'scaled' frameworks is mentioned as 'used', only as an option to 'scale'. Agile, a new approach in 1970 to scale down manufacturing processes and make them more ‘Agile,’ was created to improve Lean Six Sigma. Out of Software development, the team frameworks are now 'scaling up' by reverting to Lean Practices like Kanban, Theory of Constraints, Voice of Customer, Kaizen, etc. The Six Sigma component that is the most mature and confirmed way of measuring the impact of process improvement initiatives was left out. This is possibly partly because it requires skills and knowledge that can't be acquired in a 2-3 days course, partly because its practices are associated with manufacturing, and it is as seen incompatible with software development. In addition, Lean goals (eliminate waste, adoption of standardized processes) are completely opposed to the Agile mindset that fundamentally embraces change, allows good waste, and is against reliance on standardized processes, This webinar is an analysis of lessons learned from using Lean Six Sigma to measure process improvement initiatives in software development including a comparison between Agile and Planned approaches in a large system development. It is a project manager's view that is probably different than what is heard in conferences and training courses.
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Black Swans in Your Project: Understanding, Identification and Management of Extreme Unknown Unknowns
Following in the footsteps of a seminal book The Black Swan by Nicholas Nassim Taleb, I will demonstrate key failures of traditional risk management and stakeholder management practices in projects where extreme unknown unknowns are concerned. A special attention would be given to explaining how identification of Black Swans and planning the response for them is different from the traditional techniques we apply with tractable risks (known unknowns). More importantly, I will address the Project Management Principle of „Embrace Adaptability and Resiliency“ in the 7th edition of Project Management Body of Knowledge (PMBOK) as the fundamental, if not perfect, remedy to negative impacts of Black Swans that we need to apply for the benefit of the project and its stakeholders.
The domains of waterfall and agile often appear as two solitudes, not overlapping at all. More often they appear to be warring camps, decrying the other and advocating for their preferred way of working. This gets reinforced by the adherents of one practice or the other (often most influenced by which perspective they learned first). One is considered good, the other bad, and there is very little middle space to explore common ground, let along find a potential way of working together. And yet, work together they can. Both strategies have a place, both have a role, and both deliver value. They key is in understanding what each provides, how they are similar and in what important ways they are different, and how commonalities can be found. If you’re stuck in the middle—or you are wondering what all the fuss is about—you won’t want to miss this webinar.
As powerful as humility is, a common misconception is that it's a sign of weakness. Some think that people who are humble behave as if they are inferior to others. As a result, humility is not regarded as a critical skill. But the fact is that there is an incredible amount of courage and strength involved in the practice of humility especially for those in leadership. As a leader in the project management space, it is critical for you to understand that humility is the foundation of great leaders, and the basis for world-class customer service. This webinar will highlight how humility can take your career to heights you may not have imagined.
In this webinar we uncover that all problems can be broken down into a few categories, each with their own solution technique. Knowing this assists with quick problem identification and action, which will properly utilize our time and efforts. Likewise, we will review which prevention methods work best for each problem category, and our unique situation. We will understand how to solve problems while maintaining relationships, instead of compromising relationships to solve problems.
In the current day, Agile and Digital Transformation are two of the most discussed topics in project management; however, neither is as new as we are led to believe. Agile started in the last century as a response to the inability of the manufacturing industry to adapt quickly and efficiently to market changes. Agile Software Development was even more than that. It was a sign of maturity and a natural evolution from a 'one-man show' to teamwork. It was also a response to the significant change introduced by Object-Oriented programming. More than a new way of coding, Object-Oriented software development imposed a new way of thinking and a new mindset. Some 'Citizen developers' that emerged after the personal computer spread throughout the business world became professional developers, learning the difference between developing a software tool for a few people and enterprise software development. The Virtual Enterprise needed integration of information and new software applications, potentially a lot of them. Digital Transformation started also in the last century when paper-based processes were replaced with software-supported processes. Moving from paper to computer was a shock that was significantly bigger for users than migration to the cloud. Agile and Digital transformation support each other. Certainly, either can be done in isolation but doing both can significantly improve the outcome. This webinar is an analysis of lessons learned from managing business transformation projects and implementing agile practices to deliver projects. It is a project manager's view that is likely different than what is heard in conferences and training courses.
Managing conflict is a critical competency for every leader and employee. Unfortunately, many people choose simply to ignore conflict and hope it goes away by itself, thinking that it’s not my call to resolve it. However, conflict is an essential part of growth, especially when there is a need to be innovative and creative, when deadlines are tight, and when the directions are unclear.
As the number of projects in organizations skyrocket, understanding project fundamentals and fostering project management skills have become essential. Leaders have too many projects with too little visibility into them, and they lack the project oversight and delivery competencies to untangle them. In a recent survey with Harvard Business Review, we wanted to look at the current challenges faced by senior leaders when dealing with projects and project management, as well as their expectations for the future. The results, combined with other case studies, will help us better understand how organizations are using projects now, where they are finding success with projects, and where they are struggling. The session will help project managers translate their hands-on know-how up to the leader’s-eye view.
This webinar centres on how the Disciplined Agile Coach (DAC) successfully coaches agile teams utilizing the DA mindset and tool kit.
Cross-disciplinary projects are particularly challenging in that they require everyone to align and support each other to be successful. When you inhabit different worlds, adopt different perspectives and use very different terminology (although occasionally using theoretically-familiar words). If you currently manage cross-disciplinary projects and teams, or you fear that you will in the future, this is a webinar that you won’t want to miss.