The Dynamic Progress Method: A New Alternative to the Critical Path Method
16 items found
With a rich and varied background, Adam Steltzner had many of the needed skills to lead the landing team for the Curiosity rover. That said, his team would struggle for almost a decade with design challenges and setbacks.
This session introduces a ground-breaking approach to thinking about communication for improved project performance. This presentation is focused on the underlying principals at work within organizations that deliver high performing programs and a revolutionary new way to understand and utilize the power of communication to create an environment which ensures long-term success and the delivery of competitive advantage.
Learn Some Basics of Systems Engineering and Be Able to Apply These to Your Work. This seminar identifies several core SE practices important to any project and how these practices are integrated with project management fundamentals to form an essential overall management approach. This seminar is an excerpt of a two day skills building class on this topic and is based on many years of industry experience.
We present Strategic Project Leadership (SPL), which was built on the foundation of traditional project management during twenty years of research and work with corporations, dozens of studies and five PhD dissertations. SPL helps organizations deal with their projects in a flexible and adaptive way, and focus their projects on business results by creating value, competitive advantage, and winning in the marketplace. This integrated, industry-proven, and PMI award-winning approach combines the business-related needs, the operational aspects of getting the job done, and the leadership perspective of inspiring and motivating the team. We use lessons from several famous AD programs to show how project leaders can integrate Strategic Project Leadership into their current practices by building new skills on top of the PMP and the PMBOKGuide areas.
Change is constantly accelerating and aligning closely with the 2nd Law of Thermodynamics “… as systems evolve disorganization and chaos increases ...” All processes in the observable universe follow that same law. Similarly, changes to organizational processes have been accelerating at a much more rapid pace.
With the Pentagon and its suppliers looking at potential cuts ranging from $500 billion to $1 trillion over the next 10 years, the perennial talk of finding hidden economies has taken on new urgency. An improved, more collaborative model of the traditional customer-contractor relationship has never been more vital.
In April 2011, the Undersecretary of Defense for Acquisition, Technology and Logistics issued a directive requiring broad use of Should Cost Reviews (SCRs) for major acquisition programs. Since then, some additional direction has been provided by USD ATandL, yet many SPOs are still grappling with the what and how of SCRs. A.T. Kearney's private sector and defense experience indicates that SCRs can be a valuable tool in helping drive program affordability if conducted with a focus on determining actionable cost reduction outcomes. This session will address the question: Pragmatically, how can SCRs be conducted to make real cost impact versus becoming just another study?
The entire defense value chain stands on the precipice of significant change triggered by severe budget pressures. During the past 10 years the defense budget has experienced unprecedented growth. Now that trajectory has turned, and DoD stands at a crossroads in which the alternative paths to meeting its budget challenges imply very different consequences—namely, reduce scope, or maintain scope and dramatically change the way business is done. Successes in the commercial sector offer government and the defense industry a way forward, but they also beg a key question: Can defense value chains respond similarly? A.T. Kearney interviewed participants across the entire spectrum of the defense value chain from Tier 3’s to Primes and from government Program Managers to Pentagon policy makers to understand their perspectives on impediments and potential actions on improving defense affordability. This webinar will cover their findings.
Agile Acquisition promises cost savings and better, more integrated products for the Army. From a supplier’s perspective, it creates an atmosphere of increased uncertainty and higher risk. Agile project management techniques may be the best approach to developing products in this environment of higher uncertainty. Agile Acquisition, however, imposes specific constraints that run counter to the tenants of Agile Development and its application, particularly when applied to developing the kinds of innovative, integrated products the Army is looking for. This webinar explores the theoretical boundaries between Agile Acquisition and Agile Project management. It will provide suggestions on how Agile project management techniques can be applied in an Agile Acquisition environment to deliver better products for the Army while allowing a supplier to manage risk