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This demonstration will discuss the benefits of AGILE (SCRUM) in the Healthcare Industry. At a very high level will discuss the methodology and theory of AGILE. Discuss the goals and objectives …

This demonstration will discuss the benefits of AGILE (SCRUM) in the Healthcare Industry. At a very high level will discuss the methodology and theory of AGILE. Discuss the goals and objectives Scrum Teams during Sprints. Also, the iterative process to release a value add product at the completion of each sprint. The significance of team development resulting from “Sprint Retrospective”, and the value add to business process continuous improvement.

Also, demonstrate a leading edge; dynamic, robust and fully integrated AGILE TOOL which would be a value add to the Scrum Teams for Cross-functional communication, task assignment, time tracking, cost tracking, burn rate charts, total sprint cost and etc.

More in: Technology , Business
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  • 1. SPEAKER: DENNIS WIGGINS, GE-FMP, PMP & SSBB CEO / MANAGING DIRECTOR EXECUTIVE PROGRAM MGMT DASHBOARDS, LLC TELEPHONE: (404) 547-3097 WEBSITE: EXEC-PM-DASHBOARDS.COM PMI LEAD– CARESSA BELL, PMP HEALTHCARE FORUM - PROFESSIONAL DEVELOPMENT DATE: SEPTEMBER 18, 2013 LOCATION: 3495 PIEDMONT RD, ATLANTA, GA AGILE PROJECT MANAGEMENT IN HEALTHCARE
  • 2. D • PROJECT MANAGEMENT BENEFITS OF AGILE • DEMONSTRATION OF DYNAMIC, ROBUST, INTEGRATED AGILE TOOL • EXHIBITS - HYPERLINKS TO AGILE ARTICLES • SCRUM ARTICLES • EXTREME PROGRAMMING ARTICLES DISCUSSION TOPICS... Email: management@exec-pm-dashboards.com Website: Exec-PM-Dashboards.com
  • 3. AGILE METHODOLOGY... SCRUM FRAMEWORK- Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation. • TRANAPARENCY – Significant aspects of the process must be visible to those responsible for the outcome. Transparency requires those aspects be defined by a common standard so observers share a common understanding of what is being seen. • INSPECTION – Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work. • ADAPTATION - If an inspector determines that one or more aspects of a process deviate outside acceptable limits, and that the resulting product will be unacceptable, the process or the material being processed must be adjusted. An adjustment must be made as soon as possible to minimize further deviation. EXTREME PROGRAMMING - SEPARATE PRESENTATION – INFORMATIVE ONLY © 1991-2013 Ken Schwaber and Jeff Sutherland, All Rights ReservedEmail: management@exec-pm-dashboards.com
  • 4. SCRUM TEAM... • PRODUCT OWNER - The Product Owner is responsible for maximizing the value of the product and the work of the Development Team. • DEVELOPMENT TEAM - The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. • SCRUM MASTER - The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules. The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which are not. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team. • SPRINT - The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created. Sprints best have consistent durations throughout a development effort. © 1991-2013 Ken Schwaber and Jeff Sutherland, All Rights ReservedEmail: management@exec-pm-dashboards.com
  • 5. SPRINT RETROSPECTIVE - The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. This is a three-hour time-boxed meeting for one-month Sprints. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendants understand its purpose. The Scrum Master teaches all to keep it within the time-box. The Scrum Master participates as a peer team member in the meeting from the accountability over the Scrum process. The purpose of the Sprint Retrospective is to: • Inspect how the last Sprint went with regards to people, relationships, process, and tools; • Identify and order the major items that went well and potential improvements; and, • Create a plan for implementing improvements to the way the Scrum Team does its work. The Scrum Master encourages the Scrum Team to improve, within the Scrum process framework, its development process and practices to make it more effective and enjoyable for the next Sprint. During each Sprint Retrospective, the Scrum Team plans ways to increase product quality by adapting the definition of “Done” as appropriate. SCRUM TEAM... © 1991-2013 Ken Schwaber and Jeff Sutherland, All Rights ReservedEmail: management@exec-pm-dashboards.com
  • 6. COMPARISON “AGILE FRAMEWORK” TO “OTHER SDLC” METHODOLOGIES... AGILE FRAMEWORK: Scrum Teams are developed to implement Sprints which are time boxed in 2 to 4 week increments for Release into Production Environment. Iterative Process Requirements + Development + Testing + Release = 2 to 4 week Increments OTHER SDLC: SDLC Phase adoption by organization – No Release into Production Environment until ALL Phases of Implementation are complete regardless of time for Project Life (i.e. 3 Mo, 6 Mo, 1 Yr. & etc.) vs Email: management@exec-pm-dashboards.com Website: Exec-PM-Dashboards.com
  • 7. DEMONSTRATION OF DYNAMIC, ROBUST, INTEGRATED AGILE TOOL Email: management@exec-pm-dashboards.com Website: Exec-PM-Dashboards.com
  • 8. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
  • 9. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
  • 10. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
  • 11. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
  • 12. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
  • 13. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
  • 14. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
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  • 16. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
  • 17. EXEC-PM-DASHBOARDS.COM Email: management@exec-pm-dashboards.com
  • 18. END OF PRESENTATION Email: management@exec-pm-dashboards.com Website: Exec-PM-Dashboards.com
  • 19. EXHIBIT - A SCRUM METHODOLOGY HYPERLINK EXTREME PROGRAMMING METHODOLOGY HYPERLINK COPY LINKS IN NEW BROWSER Email: management@exec-pm-dashboards.com http://static.squarespace.com/static/51e3f87ce4b0031a73dac256/t/51f6a2fde4b0eca7a9be140f/1375118077451/Scrum_Guide.pdf#zoom=100 http://en.wikipedia.org/wiki/Extreme_programming Website: Exec-PM-Dashboards.com
  • 20. PMI ATLANTA CHAPTER PRESS RELEASES Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 21. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 22. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 23. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 24. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 25. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 26. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 27. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 28. Email: management@exec-pm-dashboards.com EXHIBIT - B PPM IT BALANCED SCORECARD - PORTFOLIO MANAGEMENT TOOL DATE: 8/6/2013 & 8/20/2013 TIME: 2:00PM – 2:30PM EST TELEPHONE: (917) 889-7781 IT PORTFOLIO SERVICE OFFERING: http://www.blogtalkradio.com/ppm-balanced- scorecard/2013/08/06/ppm-it-balanced-scorecard--portfolio- management-tool BlogTalkRadio PPM IT BALANCED SCORECARD PORTFOLIO ANALYSIS SERVIICE OFFERING http://www.slideshare.net/ExecPMDashboards/exec- pmdashboards-service-offering CEO / M. Director Executive Consultant Website: Exec-PM-Dashboards.com
  • 29. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 30. Email: management@exec-pm-dashboards.com EXHIBIT - B Website: Exec-PM-Dashboards.com
  • 31. Email: management@exec-pm-dashboards.com SMALL INFLUENCER BUSINESS CONTEST - Exec-PM-Dashboards.com Nominations EXHIBIT - C Website: Exec-PM-Dashboards.com
  • 32. Email: management@exec-pm-dashboards.com EXHIBIT - C VOTING HYPERLINK: http://influencers.smallbiztrends.com/apps-2013/executive-program-management-dashboards/ Website: Exec-PM-Dashboards.com
  • 33. Email: management@exec-pm-dashboards.com EXHIBIT - C VOTING HYPERLINK: http://influencers.smallbiztrends.com/small-business-experts-2013/wiggins-dennis-1/ Website: Exec-PM-Dashboards.com
  • 34. CONTACT INFORMATION EXECUTIVE PROGRAM MANAGEMENT DASHBOARDS, LLC EPMD Website: http://www.exec-pm-dashboards.com/default.html BlogTalkRadio: http://www.blogtalkradio.com/ppm-balanced- scorecard/2013/08/06/ppm-it-balanced-scorecard--portfolio-management-tool Facebook Website: https://www.facebook.com/pages/Executive-Program- Management-Dashboard-LLC/434145646598332 Linkedin Website: http://www.linkedin.com/in/denniswiggins Twitter Website: https://twitter.com/PM_Dashboard Google Circles: https://plus.google.com/u/0/115571738643189342374/posts Email: management@exec-pm-dashboards.com Email: management@exec-pm-dashboards.com Website: Exec-PM-Dashboards.com