Agile and Scrum 101 – basics of Agile and Scrum
Scrum in 100 words:
• Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.
• It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).
• The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
• Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.
In the presentation we discuss the basics of Agile and Scrum, the roles, ceremonies and artifacts. We add from our, from the trenches, lessons learned and better practices.
Project Management Tool Kit: Includes business case templates, project prioritization and planning, methodology, governance, testing and more. NOREX members can download each individual document in the index. Contact me for information on how to access these and other technology resources and to collaborate with our national IT peer group.
APM members were guests of Lockheed Martin for this interactive presentation which outlined Lockheed Martin’s experience in implementing Enterprise Agile across the corporation. This presentation focuses on management practices and lessons learned.
Loras College 2014 Business Analytics Symposium | Steve Whinnery and Scott St...Cartegraph
This presentation will walk you through an explanation of planning, industry leading practices for planning, executive leading practices for planning and finally analytics and planning.
For more information on the Loras College 2014 Business Analytics Symposium, the Loras College MBA in Business Analytics or the Loras College Business Analytics Certificate visit www.loras.edu/mba or www.loras.edu/bigdata.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
Worked with Multiple Clients-Unilever, Barclaycard, Aegon Boots.com, Boots Retail International.Experience is Telecom domain, Delivery management and Operations,BFSI and banking domain.
Manage complex projects to success using CMMI, Lean and ScrumSystematic
See our presentation slides used at the OOP conference in Munich in February 2014. Systematic presented how we successfully manage our large complex projects Sitaware, Columna and Public sector based on our unique combination of CMMI, Lean and Scrum.
Speaker: Chris Ferguson, Director, Novare Consulting
Speaker Bio: Chris is a co-founder and Director of Novare Consulting, which was set up in 2002 to provide project management training and consultancy services to clients. Novare Consulting successfully run a number of Programme & Project Management (PPM) Academies, these typically have 5 levels of training each including an internationally recognised PPM qualification.
Chris leads the consultancy practice for Novare Consulting and has considerable experience of working for large consultancies in delivering projects and programmes. We deliver projects and programmes for our clients by being part of their team, working alongside client management and staff in partnership. We provide exceptional results by bringing together experienced professionals with the practical expertise to execute complex change programmes
Our collaborative approach and hands-on style helps clients to realise benefits quickly, achieving a significant and lasting impact
Our consultants have a wealth of experience across a range of market sectors and types of programme including business change, IT enabled transformations and policy driven change initiatives which gives them the ability to adapt their approach to suit the situation
Every team we deploy is chosen to meet the unique cultural, business, technical and commercial challenges our clients face
Speaker Contact Details:
E: chrisferguson@novareconsulting.com
T: 0161 926 1840
W: www.novareconsulting.com
Agile Change Programmes
Overview:
This webinar aims to tackle the challenges of successfully delivering large, complex programmes where the focus is on the rapid delivery of vision led transformational change.
Our webinar presenter, Chris Ferguson, will explore how to overcome the challenges of applying an Agile approach to such change initiatives, together with the implications for people centred change management.
Chris will bring together the principles of Agile, Programme Management and Change Management and explore the culture needed to bring about effective change programmes.
Anyone wishing to understand how to deliver complex change swiftly and effectively will find this session offers valuable and practical advice for running successful programmes with an Agile, people-centred focus.
Project Management Tool Kit: Includes business case templates, project prioritization and planning, methodology, governance, testing and more. NOREX members can download each individual document in the index. Contact me for information on how to access these and other technology resources and to collaborate with our national IT peer group.
APM members were guests of Lockheed Martin for this interactive presentation which outlined Lockheed Martin’s experience in implementing Enterprise Agile across the corporation. This presentation focuses on management practices and lessons learned.
Loras College 2014 Business Analytics Symposium | Steve Whinnery and Scott St...Cartegraph
This presentation will walk you through an explanation of planning, industry leading practices for planning, executive leading practices for planning and finally analytics and planning.
For more information on the Loras College 2014 Business Analytics Symposium, the Loras College MBA in Business Analytics or the Loras College Business Analytics Certificate visit www.loras.edu/mba or www.loras.edu/bigdata.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
Worked with Multiple Clients-Unilever, Barclaycard, Aegon Boots.com, Boots Retail International.Experience is Telecom domain, Delivery management and Operations,BFSI and banking domain.
Manage complex projects to success using CMMI, Lean and ScrumSystematic
See our presentation slides used at the OOP conference in Munich in February 2014. Systematic presented how we successfully manage our large complex projects Sitaware, Columna and Public sector based on our unique combination of CMMI, Lean and Scrum.
Speaker: Chris Ferguson, Director, Novare Consulting
Speaker Bio: Chris is a co-founder and Director of Novare Consulting, which was set up in 2002 to provide project management training and consultancy services to clients. Novare Consulting successfully run a number of Programme & Project Management (PPM) Academies, these typically have 5 levels of training each including an internationally recognised PPM qualification.
Chris leads the consultancy practice for Novare Consulting and has considerable experience of working for large consultancies in delivering projects and programmes. We deliver projects and programmes for our clients by being part of their team, working alongside client management and staff in partnership. We provide exceptional results by bringing together experienced professionals with the practical expertise to execute complex change programmes
Our collaborative approach and hands-on style helps clients to realise benefits quickly, achieving a significant and lasting impact
Our consultants have a wealth of experience across a range of market sectors and types of programme including business change, IT enabled transformations and policy driven change initiatives which gives them the ability to adapt their approach to suit the situation
Every team we deploy is chosen to meet the unique cultural, business, technical and commercial challenges our clients face
Speaker Contact Details:
E: chrisferguson@novareconsulting.com
T: 0161 926 1840
W: www.novareconsulting.com
Agile Change Programmes
Overview:
This webinar aims to tackle the challenges of successfully delivering large, complex programmes where the focus is on the rapid delivery of vision led transformational change.
Our webinar presenter, Chris Ferguson, will explore how to overcome the challenges of applying an Agile approach to such change initiatives, together with the implications for people centred change management.
Chris will bring together the principles of Agile, Programme Management and Change Management and explore the culture needed to bring about effective change programmes.
Anyone wishing to understand how to deliver complex change swiftly and effectively will find this session offers valuable and practical advice for running successful programmes with an Agile, people-centred focus.
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general..
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general..
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Enabling Step Change in your PPM Maturity | Wellingtone PPMWellingtone
A presentation from Wellingtone PPM; a Microsoft Gold Partner. The event at the Microsoft office in Dublin on 11th October 2018 saw delegates being shown how they can increase their PPM Maturity and leverage Microsoft Project Online to improve their project & resource management approach. Presented by Vince Hines, Managing Director and Baz Khinda, Director at Wellingtone
An APM webinar arranged by the Scotland Branch on 22 June 2021.
For Hamlet it was life or death. For agile evangelists it sometimes seems to be the same. How do you introduce agile safely?
I am curious about new ways of working, but also cautious of going too far. You may be wondering what new agile practices to adopt. Perhaps you are already making the same discoveries I have over the past six years.
I work in the middle of the organisation, and have moved from a civil engineering waterfall background to introducing agile in change management. I would like to share with you this story of planting many agile seeds and helping them grow:
Is it practical to choose agile for our change projects?
Can we effectively use it for design and construction projects or indeed anything we do in the business?
Should we continue to use some waterfall techniques?
Can we sprinkle some agile thinking into the waterfall domain?
You may recognise some of the challenges I experienced. Often the lessons come from where it didn’t go as planned. There are also many success stories; memorable moments when it all clicks together and spurs us on in the next step of our maturity.
Speakers
Peter Faulks
Natalie Le Saux Stoner
Alan Crilly
https://www.apm.org.uk/news/to-be-agile-or-not-to-be-that-is-not-the-question-webinar/
https://youtu.be/-okoAWd5guA
Project Management - How to manage your HR Projects efficiently and effective...Anne Van de Catsye
This Guide helps you to use the tools & templates of the HR Project Management Toolkit. It describes how to set up your HR Project Charter and conduct a project kick-off meeting, how to conduct regular project update meetings and keep your project plan up to date, how to organize a Lessons Learned Workshop and conduct a Project Closure Meeting.
The Project Management Professional (PMP)® is the most important industry-recognized certification for project managers. You can find PMPs leading projects in nearly every country and, unlike other certifications that focus on a particular geography or domain, the PMP® is truly global. As a PMP, you can work in virtually any industry, with any methodology and in any location.http://www.examcollectionvce.com/vce-PMP.html
Ambition PMO Focus Group
Sandra Arps, Agile PMO & Agile Transformation Consultant provides a step by step guide for evaluating and implementing a new Project & Portfolio Management Tool.
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
In this talk Margaret Armstrong, PMO Manager at the Trust explains how it has established a central Project Management Office in IT with strong, pragmatic processes to oversee the wide range of projects underway, underpinned by Bestoutcome’s PM3 tool, and describes the benefits this has brought, including significant improvements in Board reporting.
The NHS is undergoing significant change in the way it manages the delivery of services. At Warrington, the Trust Board launched a transformational change programme to review and improve all aspects of the way it works, including the delivery of IT services.
This is the presentation from Project Challenge 2015 on March 26th 2015 at National Motorcycle Museum, Birmingham, London, UK
Technique To Prioritize Key Tasks In Agile Process Powerpoint Presentation Sl...SlideTeam
“You can download this product from SlideTeam.net”
A technique that helps the organization to prioritize various activities in their software development project is known as prioritization technique in agile. The following presentation provides an overview of the project and implements agile methodology in the same, once agile methodology is implemented a list of priority task is identified with the help of multiple techniques such as MoSCoW, Kano Model and relative average method. This presentation is helpful for IT organizations and IT managers with an objective to optimize their software development process by identifying tasks that are to be given utmost priority with the help of different types of prioritization techniques. Initially this presentation provides an overview of the project as it displays the project details and the structure of the project team which has scrum master, developers and operational team. Once the project overview is taken the approach for software development is decided. Once the workings and operations of the project are decided, various prioritization techniques are utilized in order to identify key priority tasks. These techniques can be MoSCoW or Must have, should have, could have and would have or Kano model or weighted average method. After utilizing these techniques multiple key priority tasks are identified. After carefully understanding the priority tasks the cost of the entire project is highlighted and the performance of the project is tracked with the help of various KPIs or key performance indicators. https://bit.ly/30FTo2U
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general..
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general..
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Enabling Step Change in your PPM Maturity | Wellingtone PPMWellingtone
A presentation from Wellingtone PPM; a Microsoft Gold Partner. The event at the Microsoft office in Dublin on 11th October 2018 saw delegates being shown how they can increase their PPM Maturity and leverage Microsoft Project Online to improve their project & resource management approach. Presented by Vince Hines, Managing Director and Baz Khinda, Director at Wellingtone
An APM webinar arranged by the Scotland Branch on 22 June 2021.
For Hamlet it was life or death. For agile evangelists it sometimes seems to be the same. How do you introduce agile safely?
I am curious about new ways of working, but also cautious of going too far. You may be wondering what new agile practices to adopt. Perhaps you are already making the same discoveries I have over the past six years.
I work in the middle of the organisation, and have moved from a civil engineering waterfall background to introducing agile in change management. I would like to share with you this story of planting many agile seeds and helping them grow:
Is it practical to choose agile for our change projects?
Can we effectively use it for design and construction projects or indeed anything we do in the business?
Should we continue to use some waterfall techniques?
Can we sprinkle some agile thinking into the waterfall domain?
You may recognise some of the challenges I experienced. Often the lessons come from where it didn’t go as planned. There are also many success stories; memorable moments when it all clicks together and spurs us on in the next step of our maturity.
Speakers
Peter Faulks
Natalie Le Saux Stoner
Alan Crilly
https://www.apm.org.uk/news/to-be-agile-or-not-to-be-that-is-not-the-question-webinar/
https://youtu.be/-okoAWd5guA
Project Management - How to manage your HR Projects efficiently and effective...Anne Van de Catsye
This Guide helps you to use the tools & templates of the HR Project Management Toolkit. It describes how to set up your HR Project Charter and conduct a project kick-off meeting, how to conduct regular project update meetings and keep your project plan up to date, how to organize a Lessons Learned Workshop and conduct a Project Closure Meeting.
The Project Management Professional (PMP)® is the most important industry-recognized certification for project managers. You can find PMPs leading projects in nearly every country and, unlike other certifications that focus on a particular geography or domain, the PMP® is truly global. As a PMP, you can work in virtually any industry, with any methodology and in any location.http://www.examcollectionvce.com/vce-PMP.html
Ambition PMO Focus Group
Sandra Arps, Agile PMO & Agile Transformation Consultant provides a step by step guide for evaluating and implementing a new Project & Portfolio Management Tool.
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
In this talk Margaret Armstrong, PMO Manager at the Trust explains how it has established a central Project Management Office in IT with strong, pragmatic processes to oversee the wide range of projects underway, underpinned by Bestoutcome’s PM3 tool, and describes the benefits this has brought, including significant improvements in Board reporting.
The NHS is undergoing significant change in the way it manages the delivery of services. At Warrington, the Trust Board launched a transformational change programme to review and improve all aspects of the way it works, including the delivery of IT services.
This is the presentation from Project Challenge 2015 on March 26th 2015 at National Motorcycle Museum, Birmingham, London, UK
Technique To Prioritize Key Tasks In Agile Process Powerpoint Presentation Sl...SlideTeam
“You can download this product from SlideTeam.net”
A technique that helps the organization to prioritize various activities in their software development project is known as prioritization technique in agile. The following presentation provides an overview of the project and implements agile methodology in the same, once agile methodology is implemented a list of priority task is identified with the help of multiple techniques such as MoSCoW, Kano Model and relative average method. This presentation is helpful for IT organizations and IT managers with an objective to optimize their software development process by identifying tasks that are to be given utmost priority with the help of different types of prioritization techniques. Initially this presentation provides an overview of the project as it displays the project details and the structure of the project team which has scrum master, developers and operational team. Once the project overview is taken the approach for software development is decided. Once the workings and operations of the project are decided, various prioritization techniques are utilized in order to identify key priority tasks. These techniques can be MoSCoW or Must have, should have, could have and would have or Kano model or weighted average method. After utilizing these techniques multiple key priority tasks are identified. After carefully understanding the priority tasks the cost of the entire project is highlighted and the performance of the project is tracked with the help of various KPIs or key performance indicators. https://bit.ly/30FTo2U
UK Spectrum Policy Forum - Simon Saunders, Real Wireless - Cluster 1 progress...techUK
UK Spectrum Policy Forum
Simon Saunders, Director - Technology, Real Wireless
Cluster 1 progress summary
More information at: http://www.techuk.org/about/uk-spectrum-policy-forum
All rights reserved
UK Spectrum Policy Forum -Tony Lavender, Plum Consulting - Cluster 3techUK
UK Spectrum Policy Forum
Cluster 3 Meeting – 17 September 2014
Tony Lavender, CEO, Plum Consulting
Cluster 3
More information at: http://www.techuk.org/about/uk-spectrum-policy-forum
All rights reserved
Practical roadmap for value driven product owner excellence
The product owner is vital for the effective transformation of the organization. This presentation provides a practical roadmap to product owner excellence. We discuss BABOK framework and a business analysis approach for product owners - defining key concepts and methods for success. We touch on:
The Business Analyst, Agile - the manifesto, and the Product Owner;
PO and BA differences and similarities;
Three key differentiators for Product Owner excellence.
Professional Product Owners - pivotal in leading organization growth
It's important to have a filter for making decisions so that you know what problem you are solving and how you will match the right decision to the outcome desired.
The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
As a leader, you are responsible for continually improving your organization and team. Learn the step-by-step method for gaining buy-in in your next change effort, including how to reduce resistance and integrate the change into daily work life.
UK Spectrum Policy Forum - Tony Lavender, Plum Consulting - Update from Clust...techUK
UK Spectrum Policy Forum
Plenary Meeting – 9 October 2014
Tony Lavender, Cluster 3 Chair and CEO, Plum Consulting
Update from Cluster 3: Economic Analysis
More information at: http://www.techuk.org/about/uk-spectrum-policy-forum
All rights reserved
UK Spectrum Policy Forum - Prof Jim Norton: Taking the work of the Forum to t...techUK
UK Spectrum Policy Forum
Prof Jim Norton: Taking the work of the Forum to the next stage
See more at: http://www.techuk.org/about/uk-spectrum-policy-forum
All Rights Reserved
Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects.
Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team.
This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.
The Agile PMO – Practical Value Driven Change Leadership in Projects and Portfolios
Approximately 50 percent of Project Management Offices (PMO) are terminated in 2 years. Yet, the same mistakes are repeated in the implementations! We use generic, project control processes to stifle project and product delivery; focusing on cost time and scope, rather than leading our projects to deliver value.
In this presentation the audience will learn an alternative model for a value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization.
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small dreary lake. Suddenly I heard my friend saying: “Michael there’s a bear here, it is on this side of the lake”. And there he was, a 250 pounds Grizzly not more than 10 feet away…frightened to our underwear we followed through with the recommended protocol for bear encounters in the wild…we waved our hands and begged him not to snack on us…years later I had a similar bearish encounter with a CFO at a fortune 100 company; this time waving my hands above my head was futile; our team had to come up with an influence approach fast!
Breakthrough Member Experience: Boost Your Chapter Impact by Delivering The innovative service and experience Your Members Want
In order to stay current, organizations and non-profits invest ongoing efforts every year, developing services and offerings.
But how many of those efforts create an impact on the member experience?
Today, the key to winning the minds and hearts of members, improving services and increasing membership buy in, is understanding the member experience, and building valuable services and results that serve them.
In this inspiring talk, the audience will take away specific strategies that will help them understand what their membership really want, and how to streamline iterative fast feedback, thereby increasing impact, and net worth benefits to the chapter.
Building highly effective virtual teams
The ongoing challenges of creating the magical bond between team members in small and big endeavors can be elusive. What’s more, in the last few decades it has become increasingly challenging. This presentation/workshop provides you with the much needed practical advice on how to create an effective collaborative team environment.
You will learn to: Identify the characteristics, challenges and opportunities of virtual leading teams; Define key strategies for leading effective virtual teams; Recognize what virtual team members need and expect from virtual team leaders; Employ key techniques to build trust.
We’ll cover:
• Team charter, trust and conduct indicators for virtual teams
• Virtual team building games
• Cultural dimensions including Geert Hofstede cultural analysis
• Understanding my culture and impacts – Gestalt concept of projecting
• NLP powerful words for virtual teams
• Tips and tricks for use of tools
• Influencing in the virtual environment
I’m using rather innovative material with simulations, case studies and hands-on type of class interaction. Participants love it.
Breakthrough Consumer Experience – Revolutionizing Our Organization to Deliver Value
“There is only one boss. The customer; and he can fire everybody in the company from the chairman on down, simply by spending his money elsewhere.” …
(Sam Walton founder of Walmart)
In today’s volatile market, Consumer focused experience is the single driver for long term survival. Companies such as Facebook, Amazon, Google, John Deere and Salesforce figured out the approach to sustainable product development: they revolutionized their minimal consumer experience (MVE) applying Lean Startup, Design Thinking, Agile Product Development, Continuous Delivery and DEVOPS. The successful integration of these breakthrough concepts is at the heart of long term success whether your company is in the Software industry, Retail, Health, IT or government.
In an eye-opening presentation based on his global experience, having worked with Fortune 100 companies as United Health Group, Intel, Philips, Volvo, Citi, Michael shares the essential ingredients that will help guide you through the MVE journey.
The presentation will invigorate you to rethink your organization; How to move from legacy operational models (sales, operations, engineering, marketing, finance and product) to a unified cross functional task force; driving innovation, creativity and delivering value to customers!
“The average lifespan of a company listed in the S&P 500 has shrunk by more than 50 years in the last century, from 67 years in the 1920s to 15 years today”… (Yale professor Richard Foster).
Make sure you last! Take one step to revolutionize your organization today – invite Michael to inspire your journey to transformation.
• Applying Lean Agile / Startup concepts with Agile development teams in the bigger organization
• Tying UX excellence - design thinking with Agile development teams
• Identifying opportunities for enhancing the agile development offering to business
The Agile PMO - practical value driven change leadership in projects and portfolios.
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations
“After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying: “Michael there’s a bear here, it is on this side of the lake”. And there he was, a young 150 kg Grizzly not more than 4 meters away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization both have their own agendas, and will have you for lunch if they think it serves their interests and appetites.”
There is no right way, nor is there only one way to influence others. Everything, but everything, is a factor when influencing people.
Your job requires you to influence people just about all of the time. It may take the form of gaining support, inspiring others, persuading other people to become your champions, engaging someone's imagination, creating relationships. Whatever form it takes, being an excellent influencer makes your job easier.
This one day training provides practical hands on experience of influence, primarily in a matrix organization; where informal power is the driver for success. We equip you with relevant best practice tools: you will be involved in recreating and re-running real interpersonal situations using the learning to discover specific behaviour patterns, relate to them, investigate different approaches and learn how to influence without authority.
Key takeaway: best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
Workshop objectives:
• Identify stakeholders perspectives, and employ the appropriate communication and influencing style;
• Exercise situational based influence through reading interpersonal cues and body language;
• Practice the secrets of persuasion in getting others’ support;
• Create presentations, with the listeners’ preferences in mind;
• Employ concepts of Gestalt and NLP in influencing;
• Analyze areas for personal improvement;
• Convince the organizational bear by planning a tailored, systematic approach for gaining support, resources and collaboration from individuals in organizations where you have little or no formal influence
Practical roadmap for value driven product owner excellence
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The Business Analyst, Agile - the manifesto, and the Product Owner;
PO and BA differences and similarities;
Three key differentiators for Product Owner excellence.
Professional Product Owners - pivotal in leading organization growth
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How many of you manage a PMO or have a PMO in the organization
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Yes we have a PMO in the organization and…
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Agile and Scrum 101 –PMI Central Indiana Chapter - Michael Nir - Slide deck
1. י'/חשון/תשע"ו
1
Agile and Scrum 101
PMICIC PDD, Indianapolis, 23rd
October 2015
Michael Nir
President Sapir Consulting
Michael Nir
• President @ Sapir Consulting US LLC
• M.Sc. Engineering, PMP®, SAFe™ accredited
• Author of 11 bestseller business books
• Global clients - telecoms, hi-tech, software
development, R&D environments and petrochemical
& infrastructure
• Integrating the hard and soft parts of Business,
Development and more
cs.com-m.nir@sapir
The Agile PMO – great results NOW
2. י'/חשון/תשע"ו
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We’re losing the relay race
Hirotaka Takeuchi and Ikujiro Nonaka, “The
New New Product Development Game”,
Harvard Business Review, January 1986.
“The… ‘relay race’ approach to product
development…may conflict with the goals
of maximum speed and flexibility. Instead
a holistic or ‘rugby’ approach—where a
team tries to go the distance as a unit,
passing the ball back and forth—may
better serve today’s competitive
requirements.”
Mountain Goat Software,
LLC
Scrum is an agile process that allows us to focus on
delivering the highest business value in the shortest
time.
It allows us to rapidly and repeatedly inspect actual
working software (every two weeks to one month).
The business sets the priorities. Teams self-organize to
determine the best way to deliver the highest priority
features.
Every two weeks to a month anyone can see real
working software and decide to release it as is or
continue to enhance it for another sprint.
Scrum in 100 words
3. י'/חשון/תשע"ו
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Scrum origins
• Jeff Sutherland
• Initial scrums at Easel Corp in 1993
• IDX and 500+ people doing Scrum
• Ken Schwaber
• ADM
• Scrum presented at OOPSLA 95 with
Sutherland
• Author of three books on Scrum
• Mike Beedle
• Scrum patterns in PLOPD4
• Ken Schwaber and Mike Cohn
• Co-founded Scrum Alliance in 2002, initially
within the Agile Alliance
Scrum has been used by:
Microsoft
Yahoo
Google
Electronic Arts
High Moon Studios
Lockheed Martin
Philips
Siemens
Nokia
Capital One
BBC
Intuit
Intuit
Nielsen Media
First American Real Estate
BMC Software
Ipswitch
John Desere
Lexis Nexis
Sabre
Salesforce.com
Time Warner
Turner Broadcasting
Oce
4. י'/חשון/תשע"ו
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Scrum has been used for:
Commercial software
In-house development
Contract development
Fixed-price projects
Financial applications
ISO 9001-certified applications
Embedded systems
24x7 systems with 99.999%
uptime requirements
the Joint Strike Fighter
Video game development
FDA-approved, life-critical
systems
Satellite-control software
Websites
Handheld software
Mobile phones
Network switching applications
ISV applications
Some of the largest applications
in use
Characteristics
• Self-organizing teams
• Product progresses in a series of month-long
“sprints”
• Requirements are captured as items in a list of
“product backlog”
• No specific engineering practices prescribed
• Uses generative rules to create an agile
environment for delivering projects
• One of the “agile processes”
5. י'/חשון/תשע"ו
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The Agile Manifesto–a statement of
values
Source:
http://agilemanifesto.org/
Complex Adaptive Systems
Simple
Complex
Anarchy
Technology
Requirements
Far from
Agreement
Close to
Agreement
Closeto
Certainty
Farfrom
Certainty
Source: Strategic Management and
Organizational Dynamics by Ralph
Stacey in Agile Software Development
with Scrum by Ken Schwaber and
Mike Beedle.
7. י'/חשון/תשע"ו
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Sprints
• Scrum projects make progress in a series of
“sprints”
– Analogous to Extreme Programming iterations
• Typical duration is 2–4 weeks or a calendar
month at most
• A constant duration leads to a better rhythm
• Product is designed, coded, and tested during
the sprint
Sequential vs. overlapping
development
Source: “The New New Product Development Game” by
Takeuchi and Nonaka. Harvard Business Review, January
1986.
Rather than doing all of one thing
at a time...
...Scrum teams do a little of
everything all the time
Requirements Design Code Test
8. י'/חשון/תשע"ו
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No changes during a sprint
• Plan sprint durations around how long you can
commit to keeping change out of the sprint
Change
Scrum framework
•Product owner
•ScrumMaster
•Team
Roles
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonie
s
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
9. י'/חשון/תשע"ו
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Scrum framework
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
•Product owner
•ScrumMaster
•Team
Roles
Product owner
• Define the features of the product
• Decide on release date and content
• Be responsible for the profitability of the
product (ROI)
• Prioritize features according to market value
• Adjust features and priority every iteration, as
needed
• Accept or reject work results
10. י'/חשון/תשע"ו
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The ScrumMaster
• Represents management to the project
• Responsible for enacting Scrum values and
practices
• Removes impediments
• Ensure that the team is fully functional and
productive
• Enable close cooperation across all roles and
functions
• Shield the team from external interferences
The team
• Typically 5-9 people
• Cross-functional:
• Programmers, testers, user experience designers,
etc.
• Members should be full-time
• May be exceptions (e.g., database administrator)
11. י'/חשון/תשע"ו
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The team
• Teams are self-organizing
• Ideally, no titles but rarely a possibility
• Membership should change only between
sprints
•Product owner
•ScrumMaster
•Team
Roles
Scrum framework
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonies
12. י'/חשון/תשע"ו
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Sprint planning meeting
Sprint prioritization
•Analyze and evaluate
product backlog
•Select sprint goal
Sprint planning
•Decide how to achieve sprint
goal (design)
•Create sprint backlog (tasks)
from product backlog items
(user stories / features)
•Estimate sprint backlog in
hours
Sprint
goal
Sprint
backlog
Business
conditions
Team
capacity
Product
backlog
Technology
Current
product
Sprint planning
• Team selects items from the product backlog they
can commit to completing
• Sprint backlog is created
• Tasks are identified and each is estimated (1-16 hours)
• Collaboratively, not done alone by the ScrumMaster
• High-level design is considered
As a vacation planner, I want
to see photos of the hotels. Code the middle tier (8 hours)
Code the user interface (4)
Write test fixtures (4)
Code the foo class (6)
Update performance tests (4)
13. י'/חשון/תשע"ו
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The daily scrum
• Parameters
• Daily
• 15-minutes
• Stand-up
• Not for problem solving
• Whole world is invited
• Only team members, ScrumMaster, product owner,
can talk
• Helps avoid other unnecessary meetings
Everyone answers 3 questions
• These are not status for the ScrumMaster
• They are commitments in front of peers
What did you do yesterday?
1
What will you do today?
2
Is anything in your way?
3
14. י'/חשון/תשע"ו
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The sprint review
• Team presents what it accomplished during
the sprint
• Typically takes the form of a demo of new
features or underlying architecture
• Informal
• 2-hour prep time rule
• No slides
• Whole team participates
• Invite the world
Sprint retrospective
• Periodically take a look at what is and is not
working
• Typically 15–30 minutes
• Done after every sprint
• Whole team participates
– ScrumMaster
– Product owner
– Team
– Possibly customers and others
15. י'/חשון/תשע"ו
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Start / Stop / Continue
• Whole team gathers and discusses what
they’d like to:
Start doing
Stop doing
Continue doing
This is just one
of many ways to
do a sprint
retrospective.
•Product owner
•ScrumMaster
•Team
Roles
Scrum framework
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
16. י'/חשון/תשע"ו
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Product backlog
• The requirements
• A list of all desired work on
the project
• Ideally expressed such that
each item has value to the
users or customers of the
product
• Prioritized by the product
owner
• Reprioritized at the start of
each sprintThis is the
product backlog
A sample product backlog
Backlog item Estimate
Allow a guest to make a reservation 3
As a guest, I want to cancel a
reservation.
5
As a guest, I want to change the dates of
a reservation.
3
As a hotel employee, I can run RevPAR
reports (revenue-per-available-room)
8
Improve exception handling 8
... 30
17. י'/חשון/תשע"ו
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The sprint goal
• A short statement of what the work will be
focused on during the sprint
Database Application
Financial services
Life Sciences
Support features necessary for
population genetics studies.
Support more technical
indicators than company ABC
with real-time, streaming data.
Make the application run on SQL
Server in addition to Oracle.
Managing the sprint backlog
• Individuals sign up for work of their own choosing
• Work is never assigned
• Estimated work remaining is updated daily
18. י'/חשון/תשע"ו
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Managing the sprint backlog
• Any team member can add, delete or change the
sprint backlog
• Work for the sprint emerges
• If work is unclear, define a sprint backlog item with
a larger amount of time and break it down later
• Update work remaining as more becomes known
A sprint backlog
Tasks
Code the user interface
Code the middle tier
Test the middle tier
Write online help
Write the foo class
Mon
8
16
8
12
8
Tues
4
12
16
8
Wed Thur
4
11
8
4
Fri
8
8
Add error logging
8
10
16
8
8
19. י'/חשון/תשע"ו
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A sprint burndown chartHours
Hours
40
30
20
10
0
Mon Tue Wed Thu Fri
Tasks
Code the user interface
Code the middle tier
Test the middle tier
Write online help
Mon
8
16
8
12
Tues Wed Thur Fri
4
12
16
7
11
8
10
16 8
50
20. י'/חשון/תשע"ו
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Scalability
• Typical individual team is 7 ± 2 people
– Scalability comes from teams of teams
• Factors in scaling
– Type of application
– Team size
– Team dispersion
– Project duration
• Scrum has been used on multiple 500+ person
projects
Scaling through the
Scrum of scrums
21. י'/חשון/תשע"ו
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Scrum of scrums of scrums
Where to go next
• www.mountaingoatsoftware.com/scrum
• www.scrumalliance.org
• www.controlchaos.com
• scrumdevelopment@yahoogroups.com
22. י'/חשון/תשע"ו
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A Scrum reading list
• Agile and Iterative Development: A Manager’s Guide by Craig
Larman
• Agile Estimating and Planning by Mike Cohn
• Agile Project Management with Scrum by Ken Schwaber
• Agile Retrospectives by Esther Derby and Diana Larsen
A Scrum reading list
• Agile Software Development Ecosystems by Jim Highsmith
• Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle
• Scrum and The Enterprise by Ken Schwaber
• Succeeding with Agile by Mike Cohn
• User Stories Applied for Agile Software Development by Mike
Cohn
23. י'/חשון/תשע"ו
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Copyright notice
• You are free:
– to Share―to copy, distribute and and transmit the work
– to Remix―to adapt the work
• Under the following conditions
– Attribution. You must attribute the work in the manner
specified by the author or licensor (but not in any way that
suggests that they endorse you or your use of the work).
• Nothing in this license impairs or restricts
the author’s moral rights.
• For more information see
http://creativecommons.org/licenses/by/3.0/
Contact information
Presentation by: Mike Cohn
mike@mountaingoatsoftware.co
m
www.mountaingoatsoftware.com
(720) 890-6110 (office)
24. י'/חשון/תשע"ו
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Thank You
Make your Product Owners
count!
The Agile PMO – great results NOW
Coming Next :
Agile PMO workshop
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The Agile PMO