A presentation given by Adrian Pyne to the APM Planning, Monitoring and Control SIG and guests at the University of Warwick, Coventry 2015.
Adrian Pyne, Pyne Consulting Limited – learn from the past, keep it simple.
This document discusses an Agile transformation at a large financial institution. It provides an overview of why the institution changed to an Agile approach, the key factors in their success, and how they started their transformation journey. It describes moving from traditional waterfall approaches to incremental delivery using Scrum, Kanban and other Agile practices. It emphasizes the importance of collaboration, empowering cross-functional teams, and continuously improving through inspecting and adapting.
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
Diversity in change - alternative perspectives on criteria for success webinar, 14th April 2016
Thursday 14th April 2016
Presented by Sarah Coleman and Kent Thomson
Adrian Pyne presented on creating an agile governance landscape for projects. He discussed that being agile means satisfying customers, embracing changing requirements, providing an environment for success, and collaborating based on trust. He explained that agility is needed at both the organizational and project levels, and outlined components of agile governance including portfolio direction, project sponsorship, performance reporting, and developing project management capabilities.
Agile Australia 2017 - Transforming ING Direct - Our journey so farLeandro Pinter
ING Direct Australia has been transforming their organization to work in an Agile way since 2010. They conducted three waves of transformation:
Wave 1 focused on testing Agile but concluded it would not work for their bank. Wave 2 had some success with two pilot teams but struggled to scale Agile across large projects. Wave 3 involved reorganizing into domains and guilds, establishing new roles, and adopting practices like PACE to help teams deliver value faster through smaller, more frequent releases. This led to major improvements in time to market, on-budget deliveries, and team engagement. The next steps are continuing to evolve the organization and empowering teams to innovate. The key lessons are to start small, build transformation
Agile Australia 2018 - Product Roadmaps in the self-driven car ageLeandro Pinter
The document discusses the evolution of product roadmaps from the 1890s to today. Traditional roadmaps focused on deliverables, dates, and priorities but did not embrace uncertainty. They are often output-focused and tied to rigid annual planning cycles. The document proposes an alternative approach where the roadmap is tied to the company's vision and goals and commits to outcomes rather than outputs. It should use broad timeframes rather than hard commitments and not be conflated with a release plan. The key components of this new roadmap are themes, company goals, and vision. The roadmap empowers teams and focuses on delivering value through experimentation and learning.
This document discusses an Agile transformation at a large financial institution. It provides an overview of why the institution changed to an Agile approach, the key factors in their success, and how they started their transformation journey. It describes moving from traditional waterfall approaches to incremental delivery using Scrum, Kanban and other Agile practices. It emphasizes the importance of collaboration, empowering cross-functional teams, and continuously improving through inspecting and adapting.
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
Diversity in change - alternative perspectives on criteria for success webinar, 14th April 2016
Thursday 14th April 2016
Presented by Sarah Coleman and Kent Thomson
Adrian Pyne presented on creating an agile governance landscape for projects. He discussed that being agile means satisfying customers, embracing changing requirements, providing an environment for success, and collaborating based on trust. He explained that agility is needed at both the organizational and project levels, and outlined components of agile governance including portfolio direction, project sponsorship, performance reporting, and developing project management capabilities.
Agile Australia 2017 - Transforming ING Direct - Our journey so farLeandro Pinter
ING Direct Australia has been transforming their organization to work in an Agile way since 2010. They conducted three waves of transformation:
Wave 1 focused on testing Agile but concluded it would not work for their bank. Wave 2 had some success with two pilot teams but struggled to scale Agile across large projects. Wave 3 involved reorganizing into domains and guilds, establishing new roles, and adopting practices like PACE to help teams deliver value faster through smaller, more frequent releases. This led to major improvements in time to market, on-budget deliveries, and team engagement. The next steps are continuing to evolve the organization and empowering teams to innovate. The key lessons are to start small, build transformation
Agile Australia 2018 - Product Roadmaps in the self-driven car ageLeandro Pinter
The document discusses the evolution of product roadmaps from the 1890s to today. Traditional roadmaps focused on deliverables, dates, and priorities but did not embrace uncertainty. They are often output-focused and tied to rigid annual planning cycles. The document proposes an alternative approach where the roadmap is tied to the company's vision and goals and commits to outcomes rather than outputs. It should use broad timeframes rather than hard commitments and not be conflated with a release plan. The key components of this new roadmap are themes, company goals, and vision. The roadmap empowers teams and focuses on delivering value through experimentation and learning.
This presentation was given by Brian Wernham (APM Board member), Adrian Pyne & Ann Halloran to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
Agile Tour 2015 Project Managers their Changing Role in AgileGraham Dick
The document discusses how the role of the project manager is changing in an agile environment. In traditional project management, the project manager takes a command and control approach, but in agile, the role shifts to be more collaborative, focusing on stakeholder management, empowering self-organizing teams, and acting as a servant leader. As organizations become more agile, project management must also evolve to support adaptive management through facilitating teams and addressing organizational impediments to change.
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Where are my Project Managers?
Exploring the role of the Project Manager post Agile transition
Haley Cochran, PMP, ACP, CSM, ITIL Foundations
Leader | Program Manager | Project Manager | Agile Coach | Change Agent
The document discusses knowledge enabled project management. It defines knowledge-enabled projects as those that intentionally access and apply prior knowledge, actively promote learning and knowledge capture during the project, and ensure learnings are shared across the organization. It emphasizes focusing on projects because organizations are often project-centric, projects are complex and long-term so learnings have high value, and the outsourced model means knowledge flows vertically. It outlines integrating knowledge processes before, during and after projects through activities like lessons learned workshops and repositories. The document also discusses classifying projects and preparing a project knowledge plan to identify critical knowledge needs, sources, and gaps to address.
Delivering Project Results and ECM Boot Camp Information WebinarProsci ANZ
Are you considering the best path to take for your professional development in 2017?
Learn more about how you can benefit from our 1 one day targeted Prosci workshops from our upcoming 30 minutes Information Webinars:
12.30 - 1.00pm Prosci Delivering Project Results: Change Management Workshop for Project Managers
Understand the business case for Change Management, learn how to connect the people side of change with benefit realisation, and gain an overview of the Prosci ADKAR model and 3 phase Change Management methodology.
Register
1.00 - 1.30pm - Prosci Enterprise Change Management (ECM) Boot Camp
Look past a project-by-project perspective, and learn and apply a practical approach for building organisational Change Management capability.
The document discusses building a lean management system. It provides examples from Toyota of integrating process thinking, learning, and quality approaches. Key aspects of developing a lean system include having a shared language, understanding organizational dynamics and performance gaps, agreeing on important problems to address, developing visual tools to monitor plans and identify variations, and building knowledge through experimentation and communities of practice. The overall goal is to create stability and address issues systematically using a plan-do-check-act approach to continuously improve the organization.
Change Community of Practice Webinar - June: Where to start? First steps for ...Prosci ANZ
Congratulations on your new role as a Change Manager! It's challenging, exciting and a little daunting. Perhaps you're in a dedicated change role, or you're in a hybrid role with other responsibilities. You might be new to change, or a seasoned professional from a related discipline such as Project Management, Communications or HR.
Where do you start?
In this interactive webinar, we will cover:
Change Management - the new kid on the block
Recap on the role of the Change Practitioner and other key change roles
Snapshot of Prosci Best Practices
Common challenges
Top 5 tips from our consulting team
Change Converstion Seminar presented by Being HumanProsci ANZ
When change becomes BAU - strategies for success
- Why change is the new BAU
- The upside and downside of being in this environment
- Strategies for success
Responses to Questions on the Webinar World class EA - Governor's Approach to...Sriram Sabesan
The document is a Q&A session on EA governance. It discusses that EA governance covers governance over the target architecture, implementation, value realization, and the EA practice itself. Tools like an EA repository and portfolio management can support governance but organizational maturity and processes are also needed. The architects should always align the architecture to the corporate strategy and goals before decisions are made. Metrics to measure EA value should be specific to each business' goals. Change management involves tracking changes to the target architecture or portfolio through governance reporting and stakeholder decisions. Governance of implementation changes involves creating architecture that guides rather than controls implementation while ensuring outcomes, interfaces, and operations are clear.
A Lean journey was presented at the APEX Symposium 2015 in Ottawa, Canada.
Lean management isn’t about the destination; it’s about the journey of continuous improvement. Through active and respectful engagement of everyone in the organization, Lean seeks to eliminate waste and deliver value to citizens every day. Presented in collaboration with Jennifer Little, Transport Canada’s Director of Access to Information and Privacy directorate.
The Past, Present, and the Future World of teh Project Manager by Amos HaniffAgile ME
Current literature suggests that project management has evolved over two streams of research. The first focuses on systems thinking and the quantitative approach to planning and control techniques developed during the 1950’s and 60’s. The second stream, developed during the 1970’s, focuses on the human resource aspects of project management, in particular, organisational theory and project leadership. It is these two streams of project management research that has shaped project management practice for almost half a century. However, since the late 1990’s there has been a gradual shift towards a strategic stream of project management research. No longer are projects perceived as endeavours to provide tangible products or results. Rather projects are now viewed as vehicles for business transformation, continuous improvement, organisational change, and implementation of organisational strategy. This presentation considers the evolution of project management and the implication for current and future practice. The presentation demonstrates how changes in the global competitive environment, where the project is now viewed as component of the organisations long-term strategic objectives, has led to a change in the way projects are managed. With this, comes the demand for a new breed of project manager that not only has the necessary analytical skills and knowledge of new project developments, but is also able to provide transformational leadership, collaborations and strategic thinking, in the current and future world of project management.
Agile Transformation Journey in Saudi Public IT Sector (By Sultan Al Suhaibani)Agile Days Middle East
This presentation would cover lessons learned in trying to adopt Agile working practices within the Saudi public sector. We will discuss what has worked and more so what has not worked.
The realities of high-pressure delivery commitments and how to secure executive buy-in to support such teams.
We will take the opportunity to share what Agile practices and techniques are being applied and how business teams are succeeding in their adoption of Agile.
We will also shed light on how public sector can meet their Vision 2030 objectives for effective governance through fostering collaboration, embracing transparency and engaging everyone, which are hallmarks of Agile.
The document discusses Lean Startup and Agile Product Development. It provides an overview of Lean Startup principles including that entrepreneurs are everywhere, entrepreneurship is management, validated learning through experiments, and the Build-Measure-Learn process. The Lean Startup methodology aims to shorten product development cycles through frequent customer feedback to build innovative products in an efficient manner.
The document discusses introducing agile governance into an organization. It proposes an agile governance framework called [sKale] that treats the organization as a team. Key aspects of agile governance include establishing goals, defining roles and responsibilities through an "organization onion" model, focusing on employee engagement, value creation and customer satisfaction. It also discusses using agile earned value management (EVM) metrics to measure outcomes rather than outputs and integrate cost and schedule performance. Metrics like actual cost, planned value, earned value, budget at completion and estimates at completion are calculated to provide objective analysis for decision making.
WEBINAR: How to Use Group Reviews to Help Ensure Your Team's Green Belt Train...GoLeanSixSigma.com
Online training can be very effective for learning especially with the flexibility to schedule self-directed work. However, when a group of employees are going through Lean Six Sigma training, how can a sense of community be maintained and how do we help keep learners on task? In this introductory webinar, we'll discuss a Do-It-Yourself approach to coordinating a group of Lean Six Sigma learners in an organization and build a cohort of learners by having internal meetings, creating a schedule, homework, activities, and project discussion.
WEBINAR: How Leaders Successfully Support Lean Six Sigma Projects (Leadership)GoLeanSixSigma.com
This document summarizes a presentation about how leaders can successfully support Lean Six Sigma projects. The presentation covers:
1) The role of the Lean Six Sigma leader in championing projects, removing barriers, and driving organizational change.
2) How leaders can provide support in project selection by ensuring projects are measurable, meaningful, and manageable.
3) Techniques leaders can use to remove barriers for improvement teams like allocating time for improvement work and using the A3 problem-solving tool.
4) Common missteps leaders make in not supporting problem-solving culture and blaming individuals rather than processes.
7 Steps to a Successful itsm Tool ImplementationNavvia
The document outlines 7 steps for a successful ITSM tool implementation: 1) Identify gaps to understand improvement needs, 2) Foster adoption by getting stakeholder buy-in, 3) Design processes with user input, 4) Design technical requirements, 5) Validate designs, 6) Educate users, and 7) Establish continuous service improvement. The presentation emphasizes that tools alone don't ensure success and organizations must focus on people, processes and change management.
Adrian discussed agile project management and the challenges of assurance. Adrian kicked off with a challenge to the audience that there is no such thing as agile project management, rather that agile is about a state of mind and behaviours.
This presentation was given by Brian Wernham (APM Board member), Adrian Pyne & Ann Halloran to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
Agile Tour 2015 Project Managers their Changing Role in AgileGraham Dick
The document discusses how the role of the project manager is changing in an agile environment. In traditional project management, the project manager takes a command and control approach, but in agile, the role shifts to be more collaborative, focusing on stakeholder management, empowering self-organizing teams, and acting as a servant leader. As organizations become more agile, project management must also evolve to support adaptive management through facilitating teams and addressing organizational impediments to change.
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Where are my Project Managers?
Exploring the role of the Project Manager post Agile transition
Haley Cochran, PMP, ACP, CSM, ITIL Foundations
Leader | Program Manager | Project Manager | Agile Coach | Change Agent
The document discusses knowledge enabled project management. It defines knowledge-enabled projects as those that intentionally access and apply prior knowledge, actively promote learning and knowledge capture during the project, and ensure learnings are shared across the organization. It emphasizes focusing on projects because organizations are often project-centric, projects are complex and long-term so learnings have high value, and the outsourced model means knowledge flows vertically. It outlines integrating knowledge processes before, during and after projects through activities like lessons learned workshops and repositories. The document also discusses classifying projects and preparing a project knowledge plan to identify critical knowledge needs, sources, and gaps to address.
Delivering Project Results and ECM Boot Camp Information WebinarProsci ANZ
Are you considering the best path to take for your professional development in 2017?
Learn more about how you can benefit from our 1 one day targeted Prosci workshops from our upcoming 30 minutes Information Webinars:
12.30 - 1.00pm Prosci Delivering Project Results: Change Management Workshop for Project Managers
Understand the business case for Change Management, learn how to connect the people side of change with benefit realisation, and gain an overview of the Prosci ADKAR model and 3 phase Change Management methodology.
Register
1.00 - 1.30pm - Prosci Enterprise Change Management (ECM) Boot Camp
Look past a project-by-project perspective, and learn and apply a practical approach for building organisational Change Management capability.
The document discusses building a lean management system. It provides examples from Toyota of integrating process thinking, learning, and quality approaches. Key aspects of developing a lean system include having a shared language, understanding organizational dynamics and performance gaps, agreeing on important problems to address, developing visual tools to monitor plans and identify variations, and building knowledge through experimentation and communities of practice. The overall goal is to create stability and address issues systematically using a plan-do-check-act approach to continuously improve the organization.
Change Community of Practice Webinar - June: Where to start? First steps for ...Prosci ANZ
Congratulations on your new role as a Change Manager! It's challenging, exciting and a little daunting. Perhaps you're in a dedicated change role, or you're in a hybrid role with other responsibilities. You might be new to change, or a seasoned professional from a related discipline such as Project Management, Communications or HR.
Where do you start?
In this interactive webinar, we will cover:
Change Management - the new kid on the block
Recap on the role of the Change Practitioner and other key change roles
Snapshot of Prosci Best Practices
Common challenges
Top 5 tips from our consulting team
Change Converstion Seminar presented by Being HumanProsci ANZ
When change becomes BAU - strategies for success
- Why change is the new BAU
- The upside and downside of being in this environment
- Strategies for success
Responses to Questions on the Webinar World class EA - Governor's Approach to...Sriram Sabesan
The document is a Q&A session on EA governance. It discusses that EA governance covers governance over the target architecture, implementation, value realization, and the EA practice itself. Tools like an EA repository and portfolio management can support governance but organizational maturity and processes are also needed. The architects should always align the architecture to the corporate strategy and goals before decisions are made. Metrics to measure EA value should be specific to each business' goals. Change management involves tracking changes to the target architecture or portfolio through governance reporting and stakeholder decisions. Governance of implementation changes involves creating architecture that guides rather than controls implementation while ensuring outcomes, interfaces, and operations are clear.
A Lean journey was presented at the APEX Symposium 2015 in Ottawa, Canada.
Lean management isn’t about the destination; it’s about the journey of continuous improvement. Through active and respectful engagement of everyone in the organization, Lean seeks to eliminate waste and deliver value to citizens every day. Presented in collaboration with Jennifer Little, Transport Canada’s Director of Access to Information and Privacy directorate.
The Past, Present, and the Future World of teh Project Manager by Amos HaniffAgile ME
Current literature suggests that project management has evolved over two streams of research. The first focuses on systems thinking and the quantitative approach to planning and control techniques developed during the 1950’s and 60’s. The second stream, developed during the 1970’s, focuses on the human resource aspects of project management, in particular, organisational theory and project leadership. It is these two streams of project management research that has shaped project management practice for almost half a century. However, since the late 1990’s there has been a gradual shift towards a strategic stream of project management research. No longer are projects perceived as endeavours to provide tangible products or results. Rather projects are now viewed as vehicles for business transformation, continuous improvement, organisational change, and implementation of organisational strategy. This presentation considers the evolution of project management and the implication for current and future practice. The presentation demonstrates how changes in the global competitive environment, where the project is now viewed as component of the organisations long-term strategic objectives, has led to a change in the way projects are managed. With this, comes the demand for a new breed of project manager that not only has the necessary analytical skills and knowledge of new project developments, but is also able to provide transformational leadership, collaborations and strategic thinking, in the current and future world of project management.
Agile Transformation Journey in Saudi Public IT Sector (By Sultan Al Suhaibani)Agile Days Middle East
This presentation would cover lessons learned in trying to adopt Agile working practices within the Saudi public sector. We will discuss what has worked and more so what has not worked.
The realities of high-pressure delivery commitments and how to secure executive buy-in to support such teams.
We will take the opportunity to share what Agile practices and techniques are being applied and how business teams are succeeding in their adoption of Agile.
We will also shed light on how public sector can meet their Vision 2030 objectives for effective governance through fostering collaboration, embracing transparency and engaging everyone, which are hallmarks of Agile.
The document discusses Lean Startup and Agile Product Development. It provides an overview of Lean Startup principles including that entrepreneurs are everywhere, entrepreneurship is management, validated learning through experiments, and the Build-Measure-Learn process. The Lean Startup methodology aims to shorten product development cycles through frequent customer feedback to build innovative products in an efficient manner.
The document discusses introducing agile governance into an organization. It proposes an agile governance framework called [sKale] that treats the organization as a team. Key aspects of agile governance include establishing goals, defining roles and responsibilities through an "organization onion" model, focusing on employee engagement, value creation and customer satisfaction. It also discusses using agile earned value management (EVM) metrics to measure outcomes rather than outputs and integrate cost and schedule performance. Metrics like actual cost, planned value, earned value, budget at completion and estimates at completion are calculated to provide objective analysis for decision making.
WEBINAR: How to Use Group Reviews to Help Ensure Your Team's Green Belt Train...GoLeanSixSigma.com
Online training can be very effective for learning especially with the flexibility to schedule self-directed work. However, when a group of employees are going through Lean Six Sigma training, how can a sense of community be maintained and how do we help keep learners on task? In this introductory webinar, we'll discuss a Do-It-Yourself approach to coordinating a group of Lean Six Sigma learners in an organization and build a cohort of learners by having internal meetings, creating a schedule, homework, activities, and project discussion.
WEBINAR: How Leaders Successfully Support Lean Six Sigma Projects (Leadership)GoLeanSixSigma.com
This document summarizes a presentation about how leaders can successfully support Lean Six Sigma projects. The presentation covers:
1) The role of the Lean Six Sigma leader in championing projects, removing barriers, and driving organizational change.
2) How leaders can provide support in project selection by ensuring projects are measurable, meaningful, and manageable.
3) Techniques leaders can use to remove barriers for improvement teams like allocating time for improvement work and using the A3 problem-solving tool.
4) Common missteps leaders make in not supporting problem-solving culture and blaming individuals rather than processes.
7 Steps to a Successful itsm Tool ImplementationNavvia
The document outlines 7 steps for a successful ITSM tool implementation: 1) Identify gaps to understand improvement needs, 2) Foster adoption by getting stakeholder buy-in, 3) Design processes with user input, 4) Design technical requirements, 5) Validate designs, 6) Educate users, and 7) Establish continuous service improvement. The presentation emphasizes that tools alone don't ensure success and organizations must focus on people, processes and change management.
Adrian discussed agile project management and the challenges of assurance. Adrian kicked off with a challenge to the audience that there is no such thing as agile project management, rather that agile is about a state of mind and behaviours.
The document discusses creating an agile assurance landscape for projects. It discusses being agile at two levels - within projects and programs, and at the organizational level. It notes that being agile at the organizational level requires overcoming challenges such as a non-agile culture, lack of flexibility, and risk aversion. It advocates establishing agile governance, collaboration, and measurement to create an agile landscape within an organization.
The document discusses how to move projects to agile working. It begins with restating the core principles of agile project management. It then outlines conditions needed to become agile, including executive support and an agile change program. The bulk of the document presents a roadmap to achieving different levels of agile maturity, from initial isolated pilots to a fully integrated and sustainable agile culture. It describes key elements needed at each level, such as adapted governance, training, and communication.
This document discusses an introduction to agile project management. It distinguishes between agile project management and agile development, outlines the characteristics of agile portfolio, program, and project management, and discusses conditions for successfully adopting agile practices. Examples are given of agile project management being applied outside of software development, such as in supermarkets, nuclear projects, and airport operations.
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
This document summarizes a presentation on how to think like a project manager. It discusses defining what a project is, why projects are important, and challenges in projects. It then outlines key aspects of project management like knowledge areas and process groups. The main part discusses six ways to think like a project manager: think balance, think globally, think in teams, think realistically, think holistically, and think about incentives. The document ends with takeaways about advancing project management through knowledge, processes, tools, and thinking like a project manager.
The document summarizes a presentation by Sanjiv Augustine on timeless lean management solutions. It discusses three key solutions: 1) Organizing around a network of small, self-organizing teams. 2) Driving lean innovation through techniques like lean startup methodology. 3) Practicing wise leadership through empowering teams, flattening hierarchies, and trusting the team. The presentation provides examples of how companies like Ericsson have successfully implemented these lean-agile principles at scale.
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
This document is an introduction to a webinar about achieving organizational goals through project management. It provides an agenda for the webinar, introduces the presenter Claude Maley, and outlines the presentation contents which will explore managing relationships, managing in a multi-project environment, leading and managing project managers, and the role of a leader of project managers in the project life cycle. It also provides examples of how a leader of project managers' role may vary across different project phases from initiation to close out.
By popular demand we present the 'ready for Change' Roadshow slides covering the PRINCE2 2017 Update, Change Management and 'A Cocktail of PM Approaches' how it all fits together
Information Seminar on ' Management Consulting as a viable career option' Deepak Madan
This document provides an overview, opportunities, and activities of the BITS Pilani Consulting Club. The club aims to provide resources and tools to help students pursue careers in management consulting. It organizes various activities like live case engagements with companies, case simulations, competitions and publishing a case book. The club also partners with IIM Ahmedabad for knowledge sharing, competitions and mentorship programs. It will hold a recruitment test on August 17th for students interested in the club.
This document provides an overview of a presentation on developing project leadership. It discusses leading projects in a volatile, uncertain, complex, and ambiguous (VUCA) world. It covers organizational culture, the eight areas ("lookings") a project leader must focus on, and moving from project management to project leadership. The presentation helps leaders rely on business skills, interpersonal skills, and organizational intelligence to lead successfully in challenging environments.
This document provides information about Chase Management Services, a consulting firm that provides portfolio, programme and project management consulting services. It discusses David Dunning, the founder, and his 20 years of experience implementing portfolio, programme and project management ecosystems. It also lists the types of services Chase Management Services provides, including current state assessments, vision development, consulting, technology introduction, change management and assurance.
Innovation management within the transformation programme and beyondDavid Dunning
Version of slides presented to the APM Programme Management SIG. Discussion the relationship of innovation and innovation management approaches within the transformation programme / portfolio - and beyond
This document discusses the mindset needed for a project leader to effectively blend Lean and Agile principles. It begins by exploring the historical linkage between Lean and Agile, noting they share a focus on identifying value and eliminating waste. The ideal mindset is a growth mindset that maximizes value and minimizes waste. A LeAgile leader employs traits like establishing a culture of continuous improvement, enabling safe failures, and achieving measurable results early. By balancing flexibility with stability, maintaining a value-driven approach, and keeping stakeholders engaged, a LeAgile mindset can help project leaders effectively mix Lean and Agile for project success.
The document discusses transforming the culture of BGT's PMO through a new change management plan interwoven with their 5-year business initiatives. It will focus on adjusting how human capital responds to program plans. The transformation includes designing innovative digital solutions, listening to customers, and defining the new business transformation. The key aspects are mastering change through change management and leadership, simplifying processes to do more with less, and improving processes through data-driven projects.
My presentation at the Melbourne PMI Conference 10 Sep 2014. Aimed at non-Agile Project Managers wishing to adopt some aspects of the Agile Mindset and Agile way of thinking.
Similar to Agile - Is the past the key to the present?, Wednesday 21st Janaury 2015 (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Income Tax exemption for Start up : Section 80 IAC
Agile - Is the past the key to the present?, Wednesday 21st Janaury 2015
1. Agile: Is the Past the key
to the Present?
Adrian Pyne
2. Pyne Consulting l
About Adrian......
• Organisation culture development
• Coaching and mentoring
• Collaboration
• Professional Services build and management
• Business Transformation programme delivery and rescue
• Portfolio, programme and project management capability development
• Enterprise PMO design/build/operate
• Intelligent Client model development
• Member of APM approx. 20 years
• APM Audit Committee
• Frequent speaker , conference chair and blogger
• Cabinet Office White Paper
• OGC: MSP, P3M3 & Portfolio Mngt review panels
• APM – Intro to Programme Mngt & Portfolio Mngt
• The Gower Handbook of Programme Management
• APM Registered Project Professional and Assessor
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We were Agile
The pace of change and the value of being Agile
Being Agile at two levels
Agile Organisational Project management
Being Agile in projects and programmes
Avoiding the pitfalls
Content
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We were Agile – principles
Satisfy the customer, produce outcomes that result in benefits
Embrace changing requirements
Provide an environment for success that is sustainable
Collaborative behaviours based on Trust
Keep it simple
At regular intervals – reflect, learn and adjust
Steve Messenger
Chair: DSDM Consortium
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We were Agile
Management created our Landscape
Co-located team including customers
Change reflected developing new business processes
Sustainability: already looking ahead to other services sustainable
Collaborative behaviours based on Trust
Keep it simple – requirements groups for “sprints”
Weekly reviews / learnings
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Pace of Change and Agile
The rate of change is not going to slow
down anytime soon. If anything, competition in
most industries will probably speed up even more
in the next few decades – John P. Kotter
Faster development and Change
• Constant focus on the goal
• Collaborative working
• Flexibility
• Delegated decision making
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Organisational Agile Project Management
Being Agile: two levels
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Within projects and programmes
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Projects are viruses
Agile Organisational Project
Management
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Agile Organisational Project
Management
A challenging landscape for Agile
I want to run an Agile project
For video: see links on final slide
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Agile Organisational Project
Management
Organisation Culture
Vision
Strategy
Technology
ProcessPolicies
Values
Organisation
Rules
Behaviours
Symbols
Relationships
Perceptions
Beliefs
Assumptions
Unwritten
rules
Common practice
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Agile Organisational Project
Management
What needs to be overcome
Non-agile organisation culture
– Lack of flexibility
– Non-release of operational resources
– Lengthy decision making, e.g. change
– Resistance to Matrix working
– Top down governance
– Lack of Trust and empowerment
– Very risk averse – loathing of uncertainty
Gathering organisational anti-bodies to anything new in the culture
And some people simply get it wrong……
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Organisational agility normally stated in terms of changing markets
But what IS organisation agility?
– Trusted organisation
– Adaptive operating model – i.e. not too centralised
– Devolved governance
– P3 embedded in business operations
– Continuous learning is embedded
– Self-organising teams and people
– Collaborative culture
– Leadership tolerant of ambiguity
Agile Organisational Project
Management
What an agile culture and environment looks like
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Programme: Agile culture
IT project: Agile culture & Sprints
Other projects: Serial approach
Agile Organisational Project
Management
What an agile culture and environment looks like
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Being agile in projects
The wreckage of agile projects
But we’re agile…….
Silver bullet or poisoned apple?
Agile as the wrong tool
Agile head, but not heart – no agile mindset
Self-organisation leads to constant escalation
Fear / lack of confidence / lack of delegation
Taking the eye of the ball
Embracing Change without a design authority
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Being agile in projects
What an agile project looks like
An agile friendly landscape
An adaptive and flexible project manager
Collaboration
High level requirements – you have to be able to start somewhere
Prioritised requirements
Lean decision making, e.g. for Changes
Document…..just enough
Constantly watches the bow wave
Constantly planning
Constantly learning
Constantly watching the sky ahead
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Don’t throw the baby out with the bathwater
Re-combine and re-use
Avoiding the pitfalls:
Eric Abrahamson - Creative Recombination
people
networks (social not IT)
culture
processes
structure
Eric Abrahamson: Change Without Pain
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1. Increase urgency
Kotter’s 8 Step change model
2. Build guiding teams
3. Get the vision right
4. Communication for buy-in
5. Enable action
6. Create short-term wins
7. Don’t let up
8.Make it stick
Create a
Climate for
change
Engaging and
enabling the
organisation
Implementing and
sustaining change
Open Minds,
Make the Change,
Embed the Change
Avoiding the pitfalls
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Avoiding the pitfalls
Leadership must GET agile
Leadership to establish an agile friendly organisation
Persuade stakeholders so that they GET agile working
Define your goals for agile working
Determine how far agile needs to penetrate
Define who needs to be agile, and help them be so
Define how business processes need to change
Define what technology can help, and/or needs to change
Be an agile leader
People
ToolsProcess
Building an organisation fit for agile projects
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We were Agile
The pace of change and the value of being Agile
Being Agile at two levels
Agile Organisational Project management
Being Agile in projects and programmes
Avoiding the pitfalls
Content
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1. Lead through inspiration, care and Trust
2. Open Minds, Make the Change, Embed the Change
3. Work with your environment
4. Understand what can stop you being successful
5. Know and communicate the purpose of the Change
6. Recombine and re-use
7. Prepare for delivery AND for operations.
8. Be flexible and adapt, e.g. plan, measure and adjust
9. Ensure people know what they are to do, where they fit and how
they can work
10. Build a confident and professional team
Adrian’s Tactics for Change
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