At our recent agile breakfast event in London, two of our trainers discussed how organisations are improving outcomes with agile techniques. This presentation explores how agile techniques can complement your existing project management methodologies, and how agile principles can be applied to process improvement, accelerating outcomes, improving sustainability and helping you to deliver real value for your organisation.
5 Lessons Learned in Product Management by Twitch Senior PMProduct School
Main takeaways:
- How to take a non traditional path to product management
- How to leverage your unique background to differentiate yourself as a Product Manager
- Steps you can take to build your product management skills/portfolio while in other fields
Innovation Scouts are the most important exec in a company today. By connecting with startups they help corporate innovation achieve real results across the business.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
At Web Summit 2017, Intercom co-founder and Chief Strategy Officer Des Traynor spoke about the importance of product strategy at early stage companies.
5 Lessons Learned in Product Management by Twitch Senior PMProduct School
Main takeaways:
- How to take a non traditional path to product management
- How to leverage your unique background to differentiate yourself as a Product Manager
- Steps you can take to build your product management skills/portfolio while in other fields
Innovation Scouts are the most important exec in a company today. By connecting with startups they help corporate innovation achieve real results across the business.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
At Web Summit 2017, Intercom co-founder and Chief Strategy Officer Des Traynor spoke about the importance of product strategy at early stage companies.
Agile Scrum proje yönetimi altyapısını anlatan temel bir eğitim setinin Türkçe olarak yorumlanmış şeklidir.
Kaynak:https://www.tutorialspoint.com/scrum/index.htm
The document discusses using Hoshin Kanri, or policy deployment, to develop a continuous improvement culture. It describes the key elements of Hoshin Kanri, including establishing organizational visions and 3-5 year breakthrough objectives, developing annual breakthrough objectives and improvement priorities, and implementing priorities through a 7 step process of planning, implementation, and review. It emphasizes using a few critical priorities and visual management to focus organizational efforts.
This document summarizes a design thinking workshop for AIP partners. It discusses the design thinking process which involves framing the problem, understanding user needs through tools like interviews and shadowing, exploring solutions through brainstorming and reframing, and prototyping ideas. Specific tools mentioned include role playing, analogy mapping, and physical models. The benefits of design thinking are highlighted such as taking a human-centered approach and thinking outside the box. Examples are provided of how tools like shadowing, how might we questions, and role playing have been used internally. Learning points emphasize understanding user needs, challenging assumptions during exploration, and prototyping ideas to test feasibility.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Ken Schwaber and Jeff Sutherland inherited the name "Scrum" from a 1986 paper on product development by Takeuchi and Nonaka. Scrum is an empirical, evidence-based approach to software development that was seen as preferable to traditional waterfall processes. It works by making observations of reality rather than following fictitious plans. Since its introduction in the 1990s, Scrum has evolved over time through publications, conferences, and the formation of organizations to promote its use and further develop the framework.
The document discusses the importance of achieving product-market fit for startups. It defines product-market fit as having "a product that can satisfy the market." Startups should prioritize finding product-market fit by developing a minimum viable product, testing it with customers, and iterating quickly based on feedback. Signs that product-market fit has been achieved include fast customer acquisition and usage growth, positive press, and investment interest.
LEAN SIX SIGMA CANVAS: A Universal Problem Solving (UPS) Worksheet for Lean S...Rod King, Ph.D.
The document describes a Lean Six Sigma Canvas worksheet for applying the DMAIC cycle to projects. The DMAIC cycle includes the phases of Define, Measure, Analyze, Improve and Control. The canvas provides a visual framework to guide teams through problem solving and continuous improvement processes. It aims to maximize customer delight and minimize customer pain.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
When building a product roadmap, a number of strategic business and design concepts need to be considered in order to maintain a product that responds to both the user and business' objectives. This presentation outlines some of the key concepts and an example of a product planning process
The Agile Fluency Model outlines a journey through different zones of agility, including positive, investment, improvement, and inclusive zones. It focuses on shifting team culture, skills, and organizational structure over time through practices like co-locating teams, establishing clear priorities, and empowering teams. The goal is to help teams and organizations continuously optimize value delivery through metrics like frequent working software delivery and transparent progress visibility.
Agile ways of working necessitate changes in how organizations and HR operate. Agile prioritizes satisfying customers, embracing change, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and face-to-face communication. This requires shifts in organizational culture to be more flexible, transparent, empowering of individuals and teams. For HR, agile requires mindset and skills changes for individuals, redefining jobs and performance management, increased emphasis on continuous learning and coaching. The role of HR is to enable the strategic transformation to an agile culture and way of working.
Este documento describe cómo alinear la estrategia de negocio especificada en OKRs (Objetivos y Resultados Clave) hacia los equipos utilizando el marco SAFe (Scaled Agile Framework). Explica cómo utilizar SAFe para descomponer los OKRs a nivel de portafolio, programa y equipo, y cómo los equipos pueden planificar sus iteraciones para contribuir a los OKRs. También describe el proceso de planificación del Incremento de Programa (PI Planning) para alinear a los equipos con los objetivos estratégicos.
Provide contemporary and comprehensive perspectives to understanding innovation theories and practices in organization. The slides include many unique understanding to business models, SWOTs, innovation value chains, and human competency development model.
This document outlines SBI's opportunity discovery process (ODP). The process involves creative brainstorming to generate new business and research opportunities, followed by clustering and screening of ideas. Ideas are evaluated against criteria like market potential, strategic fit, and technical feasibility. Top opportunities are selected and refined for further development. The goal is to incubate new opportunities through a structured, multidisciplinary process of identifying customer needs, trends, and technologies.
This document provides an overview and instructions for using a collective action toolkit to help community groups work together to solve problems. The toolkit includes an action map to guide activities in six areas - imagine new ideas, seek new understanding, clarify your goal, build your team, plan for action, and make something real. The goal is to empower community leaders to bring people together to act on shared problems.
The document is a frequently asked questions document about the PMI Agile Certification. It defines Agile and how it differs from waterfall methods. It describes the certification, including eligibility requirements, fees, the exam, and continuing education requirements. The certification validates a practitioner's ability to understand and apply Agile principles and practices on basic projects. It will help practitioners demonstrate their Agile skills to employers and increase their professional versatility.
This document discusses patterns and anti-patterns for adopting agile practices. It provides examples of alternative adoption strategies like training, pilot projects, and outsourcing agile projects. Key patterns for a successful pilot project include engaging experienced agile experts, selecting a critical project, establishing a dedicated team, and empowering the Scrum Master. Common anti-patterns are failing to engage sponsors, not having retrospectives, and separating functions rather than co-locating cross-functional teams.
Agile Scrum proje yönetimi altyapısını anlatan temel bir eğitim setinin Türkçe olarak yorumlanmış şeklidir.
Kaynak:https://www.tutorialspoint.com/scrum/index.htm
The document discusses using Hoshin Kanri, or policy deployment, to develop a continuous improvement culture. It describes the key elements of Hoshin Kanri, including establishing organizational visions and 3-5 year breakthrough objectives, developing annual breakthrough objectives and improvement priorities, and implementing priorities through a 7 step process of planning, implementation, and review. It emphasizes using a few critical priorities and visual management to focus organizational efforts.
This document summarizes a design thinking workshop for AIP partners. It discusses the design thinking process which involves framing the problem, understanding user needs through tools like interviews and shadowing, exploring solutions through brainstorming and reframing, and prototyping ideas. Specific tools mentioned include role playing, analogy mapping, and physical models. The benefits of design thinking are highlighted such as taking a human-centered approach and thinking outside the box. Examples are provided of how tools like shadowing, how might we questions, and role playing have been used internally. Learning points emphasize understanding user needs, challenging assumptions during exploration, and prototyping ideas to test feasibility.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Ken Schwaber and Jeff Sutherland inherited the name "Scrum" from a 1986 paper on product development by Takeuchi and Nonaka. Scrum is an empirical, evidence-based approach to software development that was seen as preferable to traditional waterfall processes. It works by making observations of reality rather than following fictitious plans. Since its introduction in the 1990s, Scrum has evolved over time through publications, conferences, and the formation of organizations to promote its use and further develop the framework.
The document discusses the importance of achieving product-market fit for startups. It defines product-market fit as having "a product that can satisfy the market." Startups should prioritize finding product-market fit by developing a minimum viable product, testing it with customers, and iterating quickly based on feedback. Signs that product-market fit has been achieved include fast customer acquisition and usage growth, positive press, and investment interest.
LEAN SIX SIGMA CANVAS: A Universal Problem Solving (UPS) Worksheet for Lean S...Rod King, Ph.D.
The document describes a Lean Six Sigma Canvas worksheet for applying the DMAIC cycle to projects. The DMAIC cycle includes the phases of Define, Measure, Analyze, Improve and Control. The canvas provides a visual framework to guide teams through problem solving and continuous improvement processes. It aims to maximize customer delight and minimize customer pain.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
When building a product roadmap, a number of strategic business and design concepts need to be considered in order to maintain a product that responds to both the user and business' objectives. This presentation outlines some of the key concepts and an example of a product planning process
The Agile Fluency Model outlines a journey through different zones of agility, including positive, investment, improvement, and inclusive zones. It focuses on shifting team culture, skills, and organizational structure over time through practices like co-locating teams, establishing clear priorities, and empowering teams. The goal is to help teams and organizations continuously optimize value delivery through metrics like frequent working software delivery and transparent progress visibility.
Agile ways of working necessitate changes in how organizations and HR operate. Agile prioritizes satisfying customers, embracing change, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and face-to-face communication. This requires shifts in organizational culture to be more flexible, transparent, empowering of individuals and teams. For HR, agile requires mindset and skills changes for individuals, redefining jobs and performance management, increased emphasis on continuous learning and coaching. The role of HR is to enable the strategic transformation to an agile culture and way of working.
Este documento describe cómo alinear la estrategia de negocio especificada en OKRs (Objetivos y Resultados Clave) hacia los equipos utilizando el marco SAFe (Scaled Agile Framework). Explica cómo utilizar SAFe para descomponer los OKRs a nivel de portafolio, programa y equipo, y cómo los equipos pueden planificar sus iteraciones para contribuir a los OKRs. También describe el proceso de planificación del Incremento de Programa (PI Planning) para alinear a los equipos con los objetivos estratégicos.
Provide contemporary and comprehensive perspectives to understanding innovation theories and practices in organization. The slides include many unique understanding to business models, SWOTs, innovation value chains, and human competency development model.
This document outlines SBI's opportunity discovery process (ODP). The process involves creative brainstorming to generate new business and research opportunities, followed by clustering and screening of ideas. Ideas are evaluated against criteria like market potential, strategic fit, and technical feasibility. Top opportunities are selected and refined for further development. The goal is to incubate new opportunities through a structured, multidisciplinary process of identifying customer needs, trends, and technologies.
This document provides an overview and instructions for using a collective action toolkit to help community groups work together to solve problems. The toolkit includes an action map to guide activities in six areas - imagine new ideas, seek new understanding, clarify your goal, build your team, plan for action, and make something real. The goal is to empower community leaders to bring people together to act on shared problems.
The document is a frequently asked questions document about the PMI Agile Certification. It defines Agile and how it differs from waterfall methods. It describes the certification, including eligibility requirements, fees, the exam, and continuing education requirements. The certification validates a practitioner's ability to understand and apply Agile principles and practices on basic projects. It will help practitioners demonstrate their Agile skills to employers and increase their professional versatility.
This document discusses patterns and anti-patterns for adopting agile practices. It provides examples of alternative adoption strategies like training, pilot projects, and outsourcing agile projects. Key patterns for a successful pilot project include engaging experienced agile experts, selecting a critical project, establishing a dedicated team, and empowering the Scrum Master. Common anti-patterns are failing to engage sponsors, not having retrospectives, and separating functions rather than co-locating cross-functional teams.
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
This document discusses various topics related to agile project management. It begins with defining agile, project management, and agile project management. It then covers agile values and principles, comparing agile to the waterfall model, and challenges of agile project management. The document also discusses popular agile frameworks like Scrum, Kanban, XP, FDD, and DSDM. It concludes by looking at career paths in agile project management such as certifications in AgilePM and PRINCE2 Agile.
The document discusses the benefits of adopting an agile approach to software development and project management. Some key benefits mentioned include faster time to market, increased productivity, fewer defects, cost savings, and better employee engagement. Adopting agile approaches allows organizations to build high-quality products that customers value more quickly by delivering in short iterations and incorporating frequent customer feedback. It also helps reduce risks and eliminate waste compared to traditional sequential development methods. Successfully implementing agile requires changes not just to development teams but also to organizational structures, processes, and culture.
Implementing Agile in Non-Software Projects.pdfJay Das
By incorporating Agile principles into non-software development projects, teams can cultivate a culture of adaptability, collaboration, and continuous improvement, resulting in more successful and resilient outcomes. Try Orangescrum now!
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
Agile Myths and Pitfalls - 2020 (ver 0.8)Fabio Armani
This document discusses several common myths and misconceptions about agile methodology. It begins by explaining that agile values people-oriented approaches and self-organizing teams. It then addresses specific myths, such as the ideas that agile means no documentation, no planning, or no managers. For each myth, it provides details to explain why the myth is not accurate and summarizes the reality of agile practices. The overall document aims to clarify what agile does and does not entail for readers.
The document discusses Agile software development methods and provides evidence that Agile approaches are effective. It defines Agile development as iterative and incremental with close collaboration. Case studies show organizations achieving better results with Agile, including increased productivity, quality, and customer satisfaction. Adopting Agile practices like Scrum and test-driven development enables organizations to adapt to changing priorities and deliver working software more frequently.
Agile has become one of today's often used methodology in delivering customer experience via enterprise software and services. This presentation gives an overview of why, what and how to leverage enterprise agile practice to deliver superior CX. Though this presentation targets all agile practitioners and enthusiasts, people responsible and driving agile adoption in their organization in different capacities, may find this a useful summary.
This document discusses process innovation tools for organizations. It outlines the benefits of three tools: TRIZ, which solves problems by understanding conflicts and better using resources; breaking assumptions, which leads to innovative solutions by challenging current assumptions; and SCAMPER, which keeps thoughts about current processes open through brainstorming, such as substituting or combining elements. The document explains that these tools allow radical changes beyond just process improvements and can improve organizations' chances of achieving process excellence.
This document discusses process innovation tools for organizations. It outlines the benefits of three tools: TRIZ, which solves problems by understanding conflicts and better using resources; breaking assumptions, which leads to innovative solutions by challenging current assumptions; and SCAMPER, which keeps thoughts about current processes open through brainstorming, such as substituting or combining elements. The document explains that these tools allow radical changes beyond just process improvements and can improve organizations' chances of achieving process excellence.
This document provides an overview of agile project management. It defines agile as an iterative and incremental method of managing projects flexibly. The agile manifesto values individuals, working software, customer collaboration, and responding to change. Principles include satisfying customers through early delivery and welcoming changing requirements. Popular agile methodologies are discussed like Scrum, extreme programming, test-driven development, and feature-driven development. The document also covers managing scope, quality and constraints in agile along with its values, benefits, and potential problems.
The document discusses Agile principles and practices, including:
- The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan.
- Agile aims to increase business value through time-to-market reductions, quality improvements, and productivity gains while reducing costs and increasing predictability.
- The seven fundamental Agile practices are: charter, stakeholder involvement, collaboration, iteration, testing, prioritization, and reflection/adaptation.
- An Agile leader needs to get things done by being innovative, strategic, and tactical while working through others with excitement, empathy, and consensus.
The document discusses how adopting an agile methodology can help projects address challenges like unclear requirements and communication issues, noting that agile approaches focus on iterative development, collaboration between self-directed teams and customers, and adapting to change based on regular feedback rather than extensive up-front planning. It provides an overview of agile principles and values like incremental delivery and learning through doing, while cautioning that agility does not mean abandoning practices like documentation, planning, and requirements altogether.
Leveraging Agile and Lean to Transform Your Organization with Donna Knapp, IT...ITSM Academy, Inc.
The postal business is changing at a rapid pace and the Postal Service must continue to change quickly to remain relevant and competitive in the marketplace. The Postal Service implemented the Agile methodology, replacing the traditional waterfall methodology to improve project communication, increase customer satisfaction, realize business benefits quickly, and improve overall quality. Please join us as Mark outlines the challenges Postal faced before using Agile, how Agile has been implemented across the enterprise, lessons learned, benefits and where they are headed next with Agile Transformation.
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
The Agile PMO: From Process Police to Adaptive LeadershipLitheSpeed
The document discusses the role of an Agile PMO in transitioning from a traditional "process police" role to one of adaptive leadership. Key points:
1. An Agile PMO can help with project prioritization and selection by bringing lean discipline, guiding portfolio tracking using Agile reporting, and moving to stable teams models for resource management.
2. Portfolio coordination techniques like a portfolio alignment wall can help visualize dependencies and optimize work across teams.
3. Stable teams with dedicated resources focused on single projects can improve focus, accountability, delivery speed, and predictability compared to frequently switching resources.
4. A sustainable Agile adoption supports teams through a culture of process discipline, empowering
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
How to identify and manage resistance to changeILX Group
This document summarizes a webinar on identifying and managing resistance to change. The webinar discusses various models of how people react to change, common causes of resistance, types of resistance and symptoms, and strategies for managing resistance. It provides an overview of key change management concepts like the importance of projects in enabling change, factors that influence adoption of change, and approaches for building support and momentum for change initiatives.
ITIL® 4 will be hitting shelves in February 2019, but how is it different from ITIL V3? We joined forces with AXELOS in this webinar to break down what's changing with ITIL 4, how this can benefit you and your organisation, and how you can book onto a course.
PRINCE2®: The 7 principles of football managementILX Group
Ever considered how you could apply the principles of PRINCE2® to the preparations for an international football tournament? We’ve created a helpful study aid that illustrates how the seven principles of PRINCE2 can be applied to a real-life project… a project that happens to be a football team preparing for the biggest, and most popular football competition in the world!
An introduction to the Praxis Framework™ webinarILX Group
This document provides an introduction to Adrian Dooley and summarizes his experience in project management. It states that Adrian was a founder of Project Manager Today magazine and Project Management Exhibitions Ltd. He served on the APM Council from 1996 to 2000 and was head of professional development. He has authored several publications on project management and led the 6th edition of the APM's Body of Knowledge. He then created the Praxis Framework in 2014 to build on that experience.
This document summarizes a webinar about the PRINCE2 2017 update. The webinar was presented by Andy West and Allan Thomson to explain the rationale and key changes of the PRINCE2 2017 update. The update aims to make PRINCE2 more relevant by placing less emphasis on processes and more on principles like tailoring. It restructures the themes to provide more guidance on practical application and tailoring. The transition process to the new version was also outlined.
PRINCE2 is the world’s most practiced project management methodology. In this webinar, our PRINCE2 trainer, Karen Swanston, covers the core principles of PRINCE2 and helps to uncover why the methodology is so popular.
More info: www.ilxgroup.com
Watch the webinar:
https://www.youtube.com/watch?v=8-Msk4ff8ew&t=209s
Change Management - Implementing Swift & Sudden Change (Brexit)ILX Group
Andy West, an experienced Project & Change Management Skills Trainer analyses problems encountered when reacting to Swift and Sudden change in the environment. Using Brexit as a good example Andy suggests some strategies and tools to deal with these problems.
A webinar by Fabrizio Pellizzetti, a Master Black Belt in Lean Six Sigma. In the first half Fabrizio thoroughly discusses what Lean Six Sigma is and the evolution of the methodology. In the second half, he dispels some myths surrounding LSS & clarifies real challenges before ending with the Lean Six Sigma Applicability.
Actionable outputs from capability assessments - project challengeILX Group
Mike Saville, ILX’s Head of Consulting explores how organisations can benefit from combining Best Practice and Organisational Capability Models (including P3m3 v3). This enables leadership teams to answer not only ‘how good are our projects?’, but to establish solutions to persistent problems and build the capability that they need. These themes are illustrated by real-world case studies from multi-national businesses.
Project management - Stakeholders and project success - Overcoming project f...ILX Group
To consider the reasons for project failure and the importance of stakeholders to project success.
To suggest some reasons for the lack of engagement and to suggest strategies to improve success.
How combining the methodology of PRINCE2 and the framework of ITIL can enable...ILX Group
A comprehensive understanding of the fundamental differences and cross-overs between ITIL and PRINCE2 and the implications of utilising both methodologies into a project.
Acomprehensive understanding of how PRINCE2 enables you to be a more effective project manager and explained what makes a project successful and why projects fail.
This webinar provided an overview of the new ITIL Practitioner qualification. It discussed the structure of the ITIL Practitioner book, course, and exam. The book covers guiding principles, the CSI approach, metrics and measurement, communication, and organizational change management. The two-day course applies the book's content through exercises. The open book exam consists of 40 multiple choice questions based on a scenario. The qualification is intended for IT professionals looking to adopt and adapt ITIL in their work through skills like metrics and change management.
Maximising and monitoring project management competenceILX Group
Introduce the ILX 3CAT – combined competence and capability assessment tool
Review the APM Competence Framework (2015) and to show how the 3CAT can help you to develop the competence of your teams by baselining capability
Review the impact of competence assessment on personal and organisational capability
Review of the ILX 3CAT tool.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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A philosophy that has evolved by incorporating within it numerous project management, product development and continuous improvement best practices and methods, including (but not limited to) Adaptive Software Development (ASD), Dynamic Systems Development Methodology (DSDM), Extreme Programming (XP), Feature-Driven Development (FDD), Kanban, Kaizen, Lean, and Scrum.
The style of working in agile projects has requirements and solutions that evolve through adaptive planning, evolutionary development and delivery within a timeboxed, iterative approach.
To define requirements agile uses the MOSCOW prioritisation technique and user stories to create:
PRL (Prioritised Requirements List) that the project needs to address, indicating their priority with respect to meeting the objectives of the project and the needs of the business.
MVP (Most Viable Product) / MUST (Minimum Usable Subset) or a “worst case” basic deliverable to gather feedback and improve on.
The traditional (waterfall) approach provides clear understanding and prior agreement of features before project delivery begins, often subject to many unforeseen changes leading to significant re-planning and budget alterations throughout the lifecycle. However, it allows for greater confidence in terms of the project product impact on external interfaces and dependencies.
The DSDM (agile) approach allows the project product to evolve throughout the lifecycle, particularly useful in creative environments, very unique projects and new ventures with tighter control on time and cost, or greater constraints around them. Using MOSCOW, PRL and MVP/MUST achieves variable features without affecting overall quality. However, less predictability of final outputs may lead to difficulty in securing funds and stakeholder commitment.
Feedback is solicited frequently, as and when needed, to collaborate, and speed up the development process through sharing of ideas. This continuous feedback, communication and collaboration between empowered, self-organising, cross-functional teams leads to rapid and flexible responses to change thus creating a functional incremental product with dynamic requirements.
Agile emphasises sustained, quick and dynamic development of customer ready product features, rather than initial project planning and analysis of requirements. Therefore, companies with more organic/flatter structures, increasingly more common, also have found that Agile is the perfect fit for them, because empowered team members can make certain decisions on their own, which increases the speed of the development significantly.
Since maturing around 1990 to reaching the peak of inflated expectations now, agile best practices are becoming clearer with insightful case studies such as those of Google, Spotify, IBM and Valve amongst others, available for scrutiny. Overall, successful tailoring and implementation of agile philosophy has consistently enabled transformative organisational changes that last, innovative business models that shape the way to the future, provide a significant edge over competitors and/or allows smoother navigation of new, exciting unexplored territory.
Other notables organisations successfully using agile currently in the spotlight include: Amazon, Netflix, Microsoft, CISCO, AT&T, Hertz, 3M, BT, LEGO, National Bank of Canada, SIEMENS, Swedbank, Mitsubishi, Toyota and SONY.
Google senior engineering director Patrick Copeland says Google’s workplace culture involves “thinking of failure as part of the process.” and “embracing failure is a good thing to do” because of the data that comes out of it and what that data can be used to create in the future.
Google experiments with new products that have yet to be released as well as those already in existence to enable the greatest room for growth and creativity. One agile principle crucial to implementing pretotyping, and one that Copeland stresses is absolutely being done at Google is: “The best architectures, requirements, and designs emerge from self-organizing teams.” Development teams at Google are given the ability to make changes quickly so that failures are instantly addressed, rapid iterations are met, and teams are empowered.
Spotify implements agile in a fascinating way, consisting of a number of different types of teams (trios, chapters, squads, tribes, guilds and alliances) that interact with each other, all contributing towards the development and improvement of products.
Squads consist of 6-12 people that are autonomous, self-organizing and self-managing, each squad has a mission to accomplish and is free to choose their agile methodologies (or mix them up), applying the Most Viable Product (MVP) technique. Squads have an Agile Coach that help improve their way of working. There is a Product Owner who defines the vision of the feature area. The agile coach conducts retrospectives while sprint planning meetings are kept optional. Each squad has direct contact with stakeholders.
Founded in 1996 by former Microsoft employees Gabe Newell and Mike Harrington, Valve is a private firm and claims to make a lot of money: according to the handbook, which is almost completely visual, its profitability per employee is higher than Google, Amazon, or Microsoft.
They have tailored agile to the very extreme, with a complete boss-free culture, teams have total freedom to work on what they want, discussing with colleagues and leaders to agree together what to do then iteratively develop, test and release. As employees choose projects they want to work on, Valve changes their investment and focus based on this movement, often on a very large scale, where practically the whole organisation focuses on one project for years.
Pure agile is not for every environment, the construction industry, worth $10.6 trillion (2017), is highly technical and heavily regulated, therefore it would be more beneficial to mix waterfall and agile, ensuring:
Prior agreement of product requirements before delivery.
Every phase of the project is documented and reported on in detail.
Greater confidence in terms of the project product impact on external interfaces and dependencies.
Benefits of agility arise in the process of developing the component products that make up the final project product.
Pure agile has been most successful in dynamic, fast moving environments. Notable examples include the software, game and music industries, worth $456, $138 and $43 billion (2017-2018) respectively. Due to their high-tech and creative nature, pure agile is a perfect fit here as it ensures:
Project product evolves throughout development via streamlined communication and feedback loops.
Flatter management structures, lighter and more focused documentation and reporting.
Empowered teams that make decisions and frequent communication with business/customer enables faster decision making and change control.