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New assets and resources created by academic outreach volunteers to help chapters engage with their universities, faculty members and students.
Have you or your Agile teams had trouble refining requirements on an Agile project? Are your teams struggling with user stories and tasks that are too large for them to handle well? If so, you and your teams need more guidance to implement backlog / user story grooming. Backlog grooming is a step-by-step process of taking high-level (“coarse-grained”) requirements and refining them to lower-level user stories and tasks (“fine-level”) that are ready to put into a sprint. In RefineM’s Backlog/Story Grooming presentation, attendees will learn how to work the process to achieve fine-grained requirements that are ready just in time. The key to success is leveraging tools and techniques as well as the expertise of your team to refine requirements iteratively.
Gantt Charts are a fine mechanism for planning projects that have well bounded activities with a clean start and end point, and with understood dependencies and sequences. But in the non-linear, sometimes chaotic world of Product Development, Gantt Charts can be inadequate, cumbersome, or even misleadingly inaccurate. In the session, we will explore an alternative using mechanism of Agile product development - a Backlog of value to deliver with estimations of size (effort) and a reality-based Burndown that shows a plan with visible assumptions. Together these mechanism provide an effective way to plan, track, and replan a complex Product Development effort.
Many people claimed to have worked under a bad boss. Bad bosses are a top reason that good people leave a company, and they are bad for a company's bottom line. But what makes a bad boss? Is there a way to identify a bad boss? Is someone a bad boss, or do they simply communicate poorly? In this webinar, the presenter, Ryan Haag, walks you through his experiences with two particularly bad bosses and uses them as examples to help you identify bad bosses and to be able to work through them.
Leadership in projects is dynamic and alternates between actors. This presentation on the award-winning study of leadership reality in projects and its resulting theory of balanced and horizontal leadership outlines project-specific approaches to leadership. These include temporary appointments of horizontal leaders, as well as the dynamic assignment (i.e., the balancing) of leadership authority to the best possible leader in different situations. To that end, it outlines a framework including recently identified types of leadership and their situational contingencies. This includes the five events that make up horizontal leadership in projects. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Moreover, the presentation addresses the coordination of these events through the socio-cognitive space, and the dynamic assignment of leadership authority to the best possible leader at a time, which is known as balanced leadership.
How to balance a project that is failing to meet its cost, time or quality objectives.
In this talk I cover Why individuals & organizations need to be constantly on their toes and be ready to face the Future in the new BANI world. I will also list some of the tectonic changes an organization needs to make to not only survive but shine in the new world order.
In this talk I cover Why individuals & organizations need to be constantly on their toes and be ready to face the Future in the new BANI world. I will also list some of the tectonic changes an organization needs to make to not only survive but shine in the new world order.
In a bid to embrace agile trends, organizations are rushing to implement agile practices rather than adopting an agile mindset. In this interactive session, Dr. Helen Uzamere will elucidate the difference between "Being Agile" and implementing agile practices, such as Scrum, XP, Kanban and demonstrate why an agile mindset, not practices, drives successful projects.
This webinar discusses the second-in-command as a person of importance not impertinence. Examples from both classic literature, fictional characters that most of us recognize, and current events will be offered as forms of case studies. The second-in-command is very visible in project teams as a person that may want to help, but sometimes is not recognized by the project team lead or manager. Listen as Chris Greco explains the very nature of the second-in-command and how these "followers" are in fact not only necessary, but most often crucial to the success or failure of the team.
