Project Management

Conversations in Quality


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Filiz Ulvi · May 31, 2024
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Rami Kaibni
May 31, 2024
Rami Kaibni replied May 31, 2024
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George Lewis · Apr 14, 2016
Replies: 29 29 Votes: 2 2
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Mohamed El-Zanaty
May 17, 2024
Mohamed El-Zanaty replied May 17, 2024
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Top Influencers

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Stelian ROMAN Project Manager| MicroSafety Carlingford, New South Wales, Australia
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Barbara Karten Clinton, Ma, USA
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Luis Alberto Caceres Villota Top project management influencer, accredited Change Management trainer| Improving Performance Academy Ltd Sao Paulo, Sp, Brazil
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Mark Mullaly President| Interthink Consulting Incorporated Toronto, Ontario, Canada
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Tolitha Lewis Sr. Project Manager| Eli Lilly & Company Fishers, In, USA
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Henrique Nuno Saavedra Lemos de Moura Henrique Moura| XPM Consulting Lisbon, Portugal
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Andy Jordan President| Roffensian Consulting S.A. Doral, Fl, USA
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Norbert Majerus Sr MBB| Goodyear Oh, USA
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Mike Griffiths President| Leading Answers Canmore, Alberta, Canada
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Karen Chovan CEO| Enviro Integration Strategies Saskatoon, Saskatchewan, Canada

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On-demand Webinars

The Agile Enterprise: Lean Six Sigma for Agile Practitioners Part 1: Define

by Stelian Roman
June 30, 2022 | 60:53 | Views: 10,674 | PDUs: 1.00 | Rating: 4.58 / 5

Although they may appear to be competitors, Agile and Lean Six Sigma have the same objective: supporting the organization’s priorities by achieving customer satisfaction. Lean Six Sigma has a very mature approach to process improvement: DMAIC (Define, Measure, Analyze, Improve, and Control). This approach can certainly be used for a successful Agile transformation. The 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 D (Define).

The Agile Enterprise: Scaled Agile Frameworks - What are They Scaling?

by Stelian Roman
September 24, 2021 | 60:15 | Views: 7,991 | PDUs: 1.00 | Rating: 4.57 / 5

‘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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Save Time With Tools + Templates

Monthly Project Status Report

PREMIUM deliverable
by Mark Mullaly, Ph.D., PMP

The monthly status report template has been designed to be a comprehensive review of project progress. It is intended to provide a detailed understanding of the project, what has occurred to date, and its trajectory in moving forward.

At-a-Glance Weekly Project Status Report

PREMIUM deliverable
by Mark Mullaly, Ph.D., PMP

UPDATED TEMPLATE! The at-a-glance weekly status report is a means of providing a quick, simple and clear reflection of project status on a regular basis. It focusses attention on the essential information that is necessary to know where a project is and whether there are any concerns or areas requiring attention.

Key Performance Indicator Spreadsheet Template

PREMIUM deliverable
by Mark Mullaly, Ph.D., PMP

Key Performance Indicators (KPIs) are ways of measuring and monitoring project health. This template provides structure to outlining and articulating measures. It is the means of defining the KPIs that will be used, how they will be measured, and how they should be interpreted.

Overview of the Project Management Process

presentation
by John Galyon

While actively participating in mentorship during a project with a local design/build firm, this practitioner compiled an overview of the project management process as detailed in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Use this overview with other project managers as a tool to reference in your day-to-day PM activities (as well as share with new project managers).

Go/No Go Production Readiness Checklist

PREMIUM checklist
by Anthony Solis

Use this Go/No Go production readiness checklist to assess if your organization is prepared to deploy an application. This spreadsheet aims for a composite or holistic view between the business and technical aspects of an application deployment. There are 36 questions in nine categories to respond "yes" or "no" to, with self-adjustable weighting and a final score.

Learn From Others

Deliver on Time, or Deliver With Quality?

by Arturo Wishlitzky

The trade-off between project delivery time and quality often depends on the specific requirements and constraints of the project, but this is not always something that’s properly assessed. When push comes to shove and you have to decide, which side should you pick?

Defined vs. Empirical Process Control: Choosing the Best Approach

by Barry Milteer

This article draws on well-known, basic project management concepts to introduce the high-level project management concepts of defined and empirical process control. It also attempts to contrast them and suggest how they might be used by PMPs in practice.

PM Lessons Learned From a MedTech Startup Company Launch

by Edmund Shao

Due to the nature of the regulatory landscape and the complexity of the healthcare system, MedTech startups experience a higher level of uncertainty and risk. This PM shares his first-hand experiences from a startup launch in this sector.

Remember: Users Are Real People

by Andy Jordan

When project teams are buried in the details of their work, it’s easy for them to forget that they are producing solutions for real people. PMs need to help them remember.

The Unique Challenges of Test-Driven Design (TDD) for Embedded Systems

by Steven Swiss

Test-driven development is an important part of ensuring that software can be effectively evaluated before it is deployed to embedded systems. Program managers must be prepared to accommodate additional test time—and champion the creation and maintenance of custom test platforms and tools.

The Triple Constraint, 2022 Style

by Andy Jordan

The growth of agile and the increasing pace of all forms of project delivery have meant that the triple constraint is no longer the thing we all have to tattoo on our brains. But it is still important, and it is still heavily misunderstood. If it’s not helping, then it needs to adapt—and a new variable can help.

5 Lessons Learned to Strengthen Accreditation

by Sarosh Azhar

Accreditation offers periodic self-evaluation, assessment and improvement opportunities for the educational institution. Higher education institutions should handle accreditation projects with utmost care—and use it as a chance to refine their plans to offer the best services for their students and community.

What Matters Won’t Measure

by Mark Mullaly, Ph.D., PMP

If what we measure prompts change, then we have to be careful what we evaluate so that attention is focused on those things that are most meaningful and important. We are exhorted to “measure what matters” with “key performance indicators"—which often miss the mark.

Stop Shunning Subjective Performance Measures

by Andy Jordan

"We need to guess if we are successful?!” They often get a bad rap, they’re often misunderstood, and executives frequently want to avoid them. But subjective performance measures help when there simply isn’t a way to know whether benefits have been achieved.

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