Building a winning organization is not an easy task, and to succeed it needs to have solid foundations, foster collaboration and embrace continuous learning. Each of us have a key role in this success, whether as an individual contributor, Project Manager or head of the organization. In this webinar I share the most valuable lessons I´ve learned and cherished in Project and People management throughout my 15 year journey in mobile phones industry as part of global Quality Assurance organizations.
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Fifty years since the first agile project, Enterprise Agility remains a hot topic and for some, it is a new delivery approach. Started in the late 1970s as an alternative to Lean Six Sigma, Agile became popular in the second decade of the 21st century when the frameworks used by successful small software development team found their way into projects. Possibly because it was successful on a small scale, or due to business involvement in the development of new software solutions, or just because agile has become something that any organization has to have over the last decade, agile “escaped” software development and is now more and more considered as an option for other Business Teams. "Scaling" Agile beyond software development is a challenge because most popular agile frameworks are conceived by software developers for software developers. In many cases, "scaling" is done by returning to Lean Six Sigma practices - the very approach that Agile tried to improve or even replace. Kaizen is a Lean Six Sigma practice used with great success in manufacturing. In this webinar, the author will share his practical experience with Kaizen in manufacturing as well as software development projects.
Evolution of leadership styles is a continuous process. Leadership styles are influenced by market forces. Over the last few decades, the world has witnessed numerous leadership styles namely autocratic leadership, bureaucratic leadership, participative leadership, transformational leadership, to name a few. COVID-19 pandemic has posed a new challenge to the world where the employers as well as the employees were severely affected due to business uncertainty. This gave rise to emergence of a VUCA (Volatile, Uncertain, Complex and Ambiguous) world for which a new style of leadership was required to be evolved for growth and sustenance of businesses. We will discuss how different but successful leadership styles are evolving during the post pandemic era. My deliberations shall examine in particular the usefulness of some people management way of working prescribed in agile values, principles and methodologies.
It is over fifty years since we identified project management as a formal subject of study, considered as a practice and knowledge on the subject collated and codified. Since then, it has grown considerably, with many standards being developed, training & consulting organizations set up and information disseminated among many industries and domains. At the same time today, we see there is a prospect of potential changes everywhere. Change, because of the business & political conditions, technology and the environment. The recent pandemic has only exacerbated this. All these happenings are forcing organizations, governments and professional communities to re-evaluate our ways of working to meet the challenges now and in the future. This includes the project management community as well.
Have you ever wondered why innovative organizational leaders and high-performing developers, product designers, UX specialists, etc. - who are otherwise excellent at what they do - are slow and hesitant to adopt Agile methodologies? Agile transformation is a hot topic right now, but many organizations rush the implementation process without pausing to assess and address foundational issues. The truth is, new hires or new Agile teams aren’t entirely convinced that Agile methodologies can support their expertise and simplify their day-to-day tasks. They perceive Agile transformation as “just another thing” their company is trying and are reluctant to commit. In this workshop, I’ll present a road map that will help agile practitioners and executives interested in agile transformation identify the root cause of resistance of new Agile teams and new hires. We’ll also look at the challenges Agile evangelists such as Scrum Masters, Agile Coaches, and POs face in implementing these methodologies. The goal is to get all Agile stakeholders aligned with a company’s or a product’s vision and reframe how Agile is seen and used by everyone involved. After this interactive presentation, Agile specialists, executives, and product owners will know exactly how to facilitate Agile transformations with a culture-first approach, supported by coaching, mentorship, and the right kind of accountability (avoiding micromanagement). The result? Teams who truly believe in the potential of Agile methodologies and continue to incrementally incorporate them in their work without resistance, thus accelerating their learning curve.
The goal of our project execution engine is to deliver value to the organization. But we often don’t manage them that way. We have learned in our factories to balance the capacity of the various steps in our processes and to limit the flow of jobs into the system. We see the inventory build-up and risk becoming obsolete before it can be consumed. Why, then, do we treat our projects differently? In this session we will talk about ways to meter the input to the project execution system to maximize the value of our output and dramatically reduce value lost to work that goes stale. The core of the system is having a list of prioritized projects ready to execute and pulling when there is capacity to start another one. In an ideal world this will mean that we never need to trade priorities of the running projects - we’ve only put as many into the system as we can execute efficiently in parallel. But the world isn’t ideal and there will still be conflicts between the running projects - though many fewer than before. When conflicts occur, we often prioritize ineffectually. We’ll talk about principles that can lead us to wiser decisions when choosing when and whether to give a project with a problem a boost.
As agile delivery reaches its peak, Agile Metrics is still an emergent topic. Most Agile teams with 4-5 years of practice who are ready to progress to a more mature delivery approach and/or attempt larger and more complex products and projects find that the metrics used by the team in their journey to agility are often challenged at the project level and beyond. Similar challenges are faced by the Project Management Office as well as Program, Portfolio, and even Project Managers when they need to choose a delivery approach. Most "traditional" agile metrics are relative metrics - very useful for a small team but challenged when planning and measuring the success of a program or even a project. The main challenge is the validity limited to the team level and the lack of consideration for cost and business process integration. This 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); it will address benchmarking projects.
Interorganizational networks for joint project execution increase in popularity, as they allow for efficient use of scarce and specialized resources. These networks are typically hybrid designs, including hierarchies and network structures, which need to be governed simultaneously. That poses a challenge to traditional governance theories, which typically assume either a hierarchical or a network structure, but not a mix of it.
PMO Metamorphosis research is specifically focused on the evolution of how a Supportive PMO team can get evolved into a Directive PMO by understanding the Enterprise & investor goals. Most importantly how the PMO organization must cascade the goals to mid-level managers and individual contributors. PMO organization is a horizontal function that cuts across multiple delivery verticals & enables each revenue generating teas to deliver best results keeping Organization goals in mind. The research is focused to give an effective eagle eye governance of PMO & that can best fit startup & mid-sized organizations.
As agile delivery reaches its peak, Agile Metrics is still an emergent topic. Most Agile teams with 4-5 years of practice who are ready to progress to a more mature delivery approach and/or attempt larger and more complex products and projects find that the metrics used by the team in their journey to agility are often challenged at the project level and beyond. Some frameworks introduced the concept of releases and release planning but, in most cases, the planning is product-oriented rather than an integral part of a project/portfolio/program plan. One challenge in aligning product-based planning with project-oriented planning is the estimation process and the metrics used. Most "traditional" agile metrics are relative metrics - very useful for a small team but almost useless in planning a project. The main challenge is the validity limited to the team level and the lack of consideration for cost and business process integration. This 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); it will address project estimation and planning.