The role of the PMO must shift as an organization embraces agile methods to avoid the many points of conflict between agile teams that self manage and self-organize and control oriented, administrative PMOs. A solution to this problem is to refocus PMO activity on tasks outside the team’s purview. This presentation discusses the three voice metaphor used to sort out roles in this new environment.
BMGI is a global consulting firm with 150 employees across 13 international offices that helps businesses solve strategic, organizational, and process problems. It has over 40 active clients in 20 countries. BMGI specializes in problem solving using approaches like Lean Six Sigma and works with clients to design customized solutions. The firm prides itself on its objectivity and helping clients achieve sustainable improvements by teaching their employees new skills.
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
Case Study: Managing a Metrics InitiativeSurbhi Dangi
The document is a presentation by Team Bottlesworth summarizing their change management initiative for Astral Bank. It includes the goal of optimizing performance through a portfolio dashboard and roadmap for change management. It discusses the team's experience, insights, challenges, and references. The presentation agenda is broken into sections on the change initiative, team experience, and conclusion.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
Knowledge loss kaplan presentation_wednesday 24th july_1200pm – 1245pm_v3aWorking KnowledgeCSP LLC
This document discusses strategies for capturing organizational knowledge before an experienced employee retires. It recommends determining the employee's most critical and relevant knowledge related to problems their successor will address. It also suggests breaking the employee's role into multiple positions to capture and leverage their knowledge most effectively. The document emphasizes the importance of planning for workforce turnover to routinely capture and retain critical knowledge so an organization can adapt quickly to changes. It notes that lack of leadership commitment and viewing knowledge transfer as extra work are challenges to addressing knowledge loss problems.
This document discusses selecting consultants and provides advice on different types of consulting firms, contract types, and questions to consider. It notes that internal resources often cannot dedicate full time to projects and warns against lowest cost proposals. Fixed bid contracts incentivize on-time completion while time and materials allow for unknowns. The document recommends verifying consultant experience and challenging advice. It also summarizes KeyedIn Consulting Group's services.
Consulting Overview for Sales Implementation TeamJudy Hogan
I prepared this presentation for a group of sales implementation professionals who were transforming their function from project management to client consulting.
BMGI is a global consulting firm with 150 employees across 13 international offices that helps businesses solve strategic, organizational, and process problems. It has over 40 active clients in 20 countries. BMGI specializes in problem solving using approaches like Lean Six Sigma and works with clients to design customized solutions. The firm prides itself on its objectivity and helping clients achieve sustainable improvements by teaching their employees new skills.
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
Case Study: Managing a Metrics InitiativeSurbhi Dangi
The document is a presentation by Team Bottlesworth summarizing their change management initiative for Astral Bank. It includes the goal of optimizing performance through a portfolio dashboard and roadmap for change management. It discusses the team's experience, insights, challenges, and references. The presentation agenda is broken into sections on the change initiative, team experience, and conclusion.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
Knowledge loss kaplan presentation_wednesday 24th july_1200pm – 1245pm_v3aWorking KnowledgeCSP LLC
This document discusses strategies for capturing organizational knowledge before an experienced employee retires. It recommends determining the employee's most critical and relevant knowledge related to problems their successor will address. It also suggests breaking the employee's role into multiple positions to capture and leverage their knowledge most effectively. The document emphasizes the importance of planning for workforce turnover to routinely capture and retain critical knowledge so an organization can adapt quickly to changes. It notes that lack of leadership commitment and viewing knowledge transfer as extra work are challenges to addressing knowledge loss problems.
This document discusses selecting consultants and provides advice on different types of consulting firms, contract types, and questions to consider. It notes that internal resources often cannot dedicate full time to projects and warns against lowest cost proposals. Fixed bid contracts incentivize on-time completion while time and materials allow for unknowns. The document recommends verifying consultant experience and challenging advice. It also summarizes KeyedIn Consulting Group's services.
Consulting Overview for Sales Implementation TeamJudy Hogan
I prepared this presentation for a group of sales implementation professionals who were transforming their function from project management to client consulting.
Design Operations aims to amplify the value of design and increase investment in design through establishing the right tools, processes, and culture. It focuses on setting teams up for success, increasing organizational value, and continuous improvement. Key aspects of Design Operations include establishing principles and goals aligned with organizational strategy, defining an organizational structure that scales with design's impact, developing teams through resources like training, using tools and workflows to streamline collaboration, and appointing a Design Operations Leader. The overall goal is to justify further investment in design by clearly communicating and measuring its value.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
New Deployment User Adoption Best PracticesSAP Ariba
Making the resource investment to assess, plan and implement your solution requirements is critical to any implementation. But what happens if you neglect to invest the same level of effort in the users of the new solution?
In this session you will hear from a customer who will provide their Ariba user adoption successes, best practices as well as lessons learned. You will also hear from an Ariba Change Management consultant about Ariba’s Change Management methodology, success factors and services. This interactive session is sure to provide strategies to improve your organization’s user adoption
In this webinar, Joni Saylor, Design Principal at IBM and Dean Davison, Principal Consultant at Forrester explain the payoff of IBM’s early investment in “virtual studios” and their journey & evolution to be able to work in person and remotely.
Follow along with the webinar recording at blog.mural.co
Toronto SharePoint Business User Group--Harnessing chaos to drive innovationStephanie Barnes
The document discusses harnessing chaos to drive innovation. It provides an agenda for a presentation on encouraging innovation through knowledge management. The presentation covers defining innovation, ways to encourage it such as through knowledge sharing and risk-taking. It also discusses using knowledge management processes like communities of practice, lessons learned and peer assists to drive innovation. Finally, it presents a case study of a FMCG company that saw sales and profits increase significantly by connecting people through a social application to share experiences in emerging markets.
Innovation Foundations Course 102 - Idea Management ConceptsThink For A Change
This document outlines a training course on idea management concepts. The target audience has little experience with creative problem solving, idea management, suggestion schemes, or organized idea campaigns. The course objectives are to provide a working knowledge of the idea management process, idea sourcing strategies, and the differences between creative problem solving, idea management, and innovation management. The syllabus includes segments on introducing idea management, the idea management process, and tools/benefits/risks. It concludes with a quiz to demonstrate what was learned.
The document summarizes a presentation about building a project management center of excellence (PM-COE). It discusses defining elements to consider for a PM-COE, examining real-world examples, and developing an action plan. The presentation covers functions like communications, process management, education/training, and performance management. It provides tools for attendees to develop a work breakdown structure, vision, skills assessment, metrics, and organizational goals for their own PM-COE.
The document discusses the Accelerated Solutions Environment (ASE), an innovative method for solving complex problems faster and achieving sustainable implementation. The ASE approach brings together relevant stakeholders in a creative environment to simultaneously develop solutions through an iterative process. This ensures high-quality decisions based on broad acceptance. The ASE can significantly accelerate implementation by engaging participants in active solution design and reducing potential resistance. The document outlines the ASE process, environment, team, and indications of when it is useful to employ the ASE method. Clients comment that the ASE delivers fast, realistic solutions with broad alignment and commitment to implementation.
This document provides information about an upcoming conference on project management excellence from July 7-10, 2010 in Arlington, VA. The conference will include optional pre-conference workshops on July 7th, a two-day summit on July 8-9th, and sessions on topics like managing projects on time and budget, implementing project methodologies, and improving processes. Attendees will learn skills for project success, managing troubled projects, and keeping up with government timetables.
Linda Dulye - The Approachable Leader IABC ECCDulye
The document discusses an approachable leadership model that focuses on effective communication through establishing a clear vision and strategy, using various formal and informal communication practices, providing tools and training to develop communication skills, and emphasizing two-way feedback to understand employees and respond to their needs. The model aims to increase employee engagement and productivity by making leaders more approachable through their communication abilities.
Managing the Risk of Knowledge Loss Due to Workforce AttritionSIKM
Retaining and leveraging the critical and relevant knowledge of the government workforce - Presented on the 16-Jun-09 SIKM Leaders Community monthly call by Bill Kaplan, Chief Knowledge Officer, Acquisition Solutions
The document summarizes the key practices for managers in Scrum, including moving from a traditional command-and-control style to one focused on servant leadership, empirical decision making, empowering teams, quality-first efforts, and continuous improvement. It emphasizes profoundly changing the management culture to support individuals and teams through kindness and respect instead of pressure. The transition requires focusing on customer needs, removing waste, promoting teamwork, clearing impediments, and championing Scrum through teaching, encouragement, and leading by example.
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
Preparing for Crisis - 5 Essentials to Survive IntactBuzzMgr
This document provides guidance on preparing for and managing crises in 5 key areas: 1) issues management to identify potential crises, 2) influencing decision-makers, 3) developing a crisis plan and testing readiness, 4) scaling communications for social media, and 5) conducting a post-crisis debrief. It emphasizes vigilant thinking, decisive action, prioritizing people, collaboration, and accountability. Readers are encouraged to establish an issues management team, name crisis team members, review crisis plans, monitor issues, and integrate social media strategies into planning. Conducting a thorough post-crisis debrief to evaluate response effectiveness and identify lessons is also stressed.
June 15, 2010 discussion with the SI KM Leaders about the Knowledge Jam process - a facilitated, conversation-based process for getting out hidden knowledge and putting it to work. (This presentation is best seen in "build" using powerpoint.)
The document discusses lessons learned from implementing a Digital Asset Management (DAM) system at Longwood Gardens. It defines DAM and explains why Longwood chose to implement one. Key lessons included starting with stakeholder needs to define project goals, promoting both centralized and decentralized management for ease of use, and making enthusiastic users the real goal. The presentation provides an overview of DAM concepts and Longwood's experience selecting and implementing their system.
QuantiMetrics offers benchmarking solutions based on the largest database of IT information in the world to provide valuable insights to gauge IT effectiveness and optimize performance.
Learn more about successful engagements with QuantiMetrics.
Benchmarking As a Tool for Optimising Software Development PerformanceDCG Software Value
QuantiMetrics provides benchmarking services to help clients improve software development performance. Their approach involves collecting project data from clients and comparing key metrics like costs, productivity and quality to industry benchmarks. This identifies areas for improvement. Case studies showed benchmarking helped a telecom company reduce cycle times with minimal productivity loss, and an insurance company lower costs by 54% while improving quality. Critical success factors include executive sponsorship, process maturity, collecting comparable data, ensuring confidentiality and taking a holistic view of interrelated factors.
Design Operations aims to amplify the value of design and increase investment in design through establishing the right tools, processes, and culture. It focuses on setting teams up for success, increasing organizational value, and continuous improvement. Key aspects of Design Operations include establishing principles and goals aligned with organizational strategy, defining an organizational structure that scales with design's impact, developing teams through resources like training, using tools and workflows to streamline collaboration, and appointing a Design Operations Leader. The overall goal is to justify further investment in design by clearly communicating and measuring its value.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
New Deployment User Adoption Best PracticesSAP Ariba
Making the resource investment to assess, plan and implement your solution requirements is critical to any implementation. But what happens if you neglect to invest the same level of effort in the users of the new solution?
In this session you will hear from a customer who will provide their Ariba user adoption successes, best practices as well as lessons learned. You will also hear from an Ariba Change Management consultant about Ariba’s Change Management methodology, success factors and services. This interactive session is sure to provide strategies to improve your organization’s user adoption
In this webinar, Joni Saylor, Design Principal at IBM and Dean Davison, Principal Consultant at Forrester explain the payoff of IBM’s early investment in “virtual studios” and their journey & evolution to be able to work in person and remotely.
Follow along with the webinar recording at blog.mural.co
Toronto SharePoint Business User Group--Harnessing chaos to drive innovationStephanie Barnes
The document discusses harnessing chaos to drive innovation. It provides an agenda for a presentation on encouraging innovation through knowledge management. The presentation covers defining innovation, ways to encourage it such as through knowledge sharing and risk-taking. It also discusses using knowledge management processes like communities of practice, lessons learned and peer assists to drive innovation. Finally, it presents a case study of a FMCG company that saw sales and profits increase significantly by connecting people through a social application to share experiences in emerging markets.
Innovation Foundations Course 102 - Idea Management ConceptsThink For A Change
This document outlines a training course on idea management concepts. The target audience has little experience with creative problem solving, idea management, suggestion schemes, or organized idea campaigns. The course objectives are to provide a working knowledge of the idea management process, idea sourcing strategies, and the differences between creative problem solving, idea management, and innovation management. The syllabus includes segments on introducing idea management, the idea management process, and tools/benefits/risks. It concludes with a quiz to demonstrate what was learned.
The document summarizes a presentation about building a project management center of excellence (PM-COE). It discusses defining elements to consider for a PM-COE, examining real-world examples, and developing an action plan. The presentation covers functions like communications, process management, education/training, and performance management. It provides tools for attendees to develop a work breakdown structure, vision, skills assessment, metrics, and organizational goals for their own PM-COE.
The document discusses the Accelerated Solutions Environment (ASE), an innovative method for solving complex problems faster and achieving sustainable implementation. The ASE approach brings together relevant stakeholders in a creative environment to simultaneously develop solutions through an iterative process. This ensures high-quality decisions based on broad acceptance. The ASE can significantly accelerate implementation by engaging participants in active solution design and reducing potential resistance. The document outlines the ASE process, environment, team, and indications of when it is useful to employ the ASE method. Clients comment that the ASE delivers fast, realistic solutions with broad alignment and commitment to implementation.
This document provides information about an upcoming conference on project management excellence from July 7-10, 2010 in Arlington, VA. The conference will include optional pre-conference workshops on July 7th, a two-day summit on July 8-9th, and sessions on topics like managing projects on time and budget, implementing project methodologies, and improving processes. Attendees will learn skills for project success, managing troubled projects, and keeping up with government timetables.
Linda Dulye - The Approachable Leader IABC ECCDulye
The document discusses an approachable leadership model that focuses on effective communication through establishing a clear vision and strategy, using various formal and informal communication practices, providing tools and training to develop communication skills, and emphasizing two-way feedback to understand employees and respond to their needs. The model aims to increase employee engagement and productivity by making leaders more approachable through their communication abilities.
Managing the Risk of Knowledge Loss Due to Workforce AttritionSIKM
Retaining and leveraging the critical and relevant knowledge of the government workforce - Presented on the 16-Jun-09 SIKM Leaders Community monthly call by Bill Kaplan, Chief Knowledge Officer, Acquisition Solutions
The document summarizes the key practices for managers in Scrum, including moving from a traditional command-and-control style to one focused on servant leadership, empirical decision making, empowering teams, quality-first efforts, and continuous improvement. It emphasizes profoundly changing the management culture to support individuals and teams through kindness and respect instead of pressure. The transition requires focusing on customer needs, removing waste, promoting teamwork, clearing impediments, and championing Scrum through teaching, encouragement, and leading by example.
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
Preparing for Crisis - 5 Essentials to Survive IntactBuzzMgr
This document provides guidance on preparing for and managing crises in 5 key areas: 1) issues management to identify potential crises, 2) influencing decision-makers, 3) developing a crisis plan and testing readiness, 4) scaling communications for social media, and 5) conducting a post-crisis debrief. It emphasizes vigilant thinking, decisive action, prioritizing people, collaboration, and accountability. Readers are encouraged to establish an issues management team, name crisis team members, review crisis plans, monitor issues, and integrate social media strategies into planning. Conducting a thorough post-crisis debrief to evaluate response effectiveness and identify lessons is also stressed.
June 15, 2010 discussion with the SI KM Leaders about the Knowledge Jam process - a facilitated, conversation-based process for getting out hidden knowledge and putting it to work. (This presentation is best seen in "build" using powerpoint.)
The document discusses lessons learned from implementing a Digital Asset Management (DAM) system at Longwood Gardens. It defines DAM and explains why Longwood chose to implement one. Key lessons included starting with stakeholder needs to define project goals, promoting both centralized and decentralized management for ease of use, and making enthusiastic users the real goal. The presentation provides an overview of DAM concepts and Longwood's experience selecting and implementing their system.
QuantiMetrics offers benchmarking solutions based on the largest database of IT information in the world to provide valuable insights to gauge IT effectiveness and optimize performance.
Learn more about successful engagements with QuantiMetrics.
Benchmarking As a Tool for Optimising Software Development PerformanceDCG Software Value
QuantiMetrics provides benchmarking services to help clients improve software development performance. Their approach involves collecting project data from clients and comparing key metrics like costs, productivity and quality to industry benchmarks. This identifies areas for improvement. Case studies showed benchmarking helped a telecom company reduce cycle times with minimal productivity loss, and an insurance company lower costs by 54% while improving quality. Critical success factors include executive sponsorship, process maturity, collecting comparable data, ensuring confidentiality and taking a holistic view of interrelated factors.
Balancing IT Options for Effectiveness, TCO and CapEx/OpEx in an AcquisitionDCG Software Value
In 2013, DCG Software Value supported a client through the acquisition of part of another business. In this presentation, Mike Harris discusses his role in leading the IT team in planning the transition and investigating IT options, while carefully balancing the effectiveness of the systems with total cost of ownership and the business case implications for CAPEX and OPEX. This presentation is a case study of the project (with identities obscured to protect the innocent).
Software Estimation - Better Information, Better DecisionsDCG Software Value
This presentation highlights what measure may be missing from a managers tool box. Once we establish what measures are necessary, we will learn more about the missing measure and how to apply it to manage projects, manage performance and even manage the customer.
In 2012, the IT department at The Carlyle Group (TCG) decided to embrace Agile after a number of false starts. TCG and DCG Software Value decided on an immersive approach to implementing Agile, rather than a "train them and they will come" approach.
The presentation provides context for how Agile was embraced at TCG and where the company stands today. These "lessons learned" can be leveraged by any organization.
This presentation discusses the characteristics of an Agile project, performance data on Agile projects and when you should choose Agile over other methodologies.
The document discusses various techniques for splitting large user stories into smaller stories in Agile software development. It provides examples of splitting stories based on workflows, business rules, data variations, and elementary processes or data entry. Splitting large stories improves understanding, facilitates feedback, and increases development throughput. Some key benefits mentioned are that smaller stories are easier to estimate, implement, and meet the criteria to be independently valuable and testable.
Troubled projects have been part of the IT environment since the beginning. When a project is big enough to require a formal project turnaround rather than just jumping in to fix things, it is critical to recognize that the work to recover the troubled project is itself a project. Transparency is required to understand what is wrong and decisions must be made based on the certain knowledge of what has been completed. Once the project has been re-defined, re-estimated and re-planned, the project must then be focused on the newly agreed upon work to ensure that the new expectations are met. Combining Agile management and testing techniques have proven to be a powerful method for addressing troubled projects by providing the intimacy and transparency that siloed techniques generally cannot.
A presentation given by Steve Messenger to the APM Planning, Monitoring and Control SIG and guests at the University of Warwick, Coventry 2015.
Steve Messenger, DSDM – Agile Programme Management is to deliver what is required, when it’s needed, no more and no less.
The document discusses the importance of organizational health and the role of IT business partnerships. It emphasizes that healthy organizations have minimal politics and confusion, high morale and productivity, and low turnover. For IT organizations to be successful, they must understand business goals, participate in strategic planning, and leverage partnerships to align technology investments with desired business outcomes. Regular engagement with external customers through research and journey mapping is highlighted as a key factor in developing effective IT business partnerships.
The document discusses project management and provides an overview of a one-day workshop on the topic. It includes an agenda that covers key aspects of project management like project conception, developing a project initiation charter, work breakdown structure, scheduling, resource planning, risk management, and project control. The purpose of the workshop is to bridge the gap between theoretical learning and practical implementation of project management concepts in a simple and experienced-based format.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
The document provides information about project planning and management. It discusses team building, project planning training, finance management, project promotion, project logistics, and potential mini project topics. Specific elements that are outlined include developing team rules and responsibilities, creating a communication plan and promotion channels, budgeting and fundraising, crisis management, and potential relevant project areas like aging, animals, business, ecology improvement, and homelessness. Coaching is also briefly discussed as a way to support individuals and teams in achieving goals through structured sessions providing feedback, advice, motivation, and partnership. Common coaching mistakes are noted as being too persuasive, wanting to advise, thinking one's way is always right, and taking on too much responsibility.
Flow project management has been providing development, design and construction management services to Developers, Consultants and Contractors in the GCC. Project Management, Design Management, Construction Management, Claims, Expert Witness
This document provides information about a webinar series for Salesforce partners focused on post-sales project management. It discusses key topics in project management like the project lifecycle, common mistakes in statements of work, the importance of planning, and tracking and controlling projects. The webinar will cover best practices around project preparation, planning methodologies that combine waterfall and agile approaches, and using status reporting to monitor projects. It aims to help partners improve their post-sales project delivery and customer success.
Chapter 01 - Introduction to Software Project ManagementRohanMistry15
This document provides an introduction to software project management. It discusses the software crisis and factors contributing to it like poor project management and lack of training. It defines what a project and task are, and categorizes different types of software projects. The document introduces the software development life cycle and discusses planning, stakeholders, objectives, and the importance of management in software projects. It provides thoughts on defining success and the role of estimation, scheduling, and risk management in project planning.
Speach on PMI-ACP hold at PMI-Pub event in Oslo. Presentation covers quickly PMI-ACP, compare how PMI-ACP works vs PMP. Introduction of PS2000-SOL agile contract standard in Norway
GSC - Project Management for Startups and Small BusinessesKevin Murphy
Introducing project management to your startup or small business doesn’t have to mean a full-time hire or creating stacks of paperwork. You can take some small, simple steps on your own that will increase your productivity and on-time, on-budget delivery. We hope this brief overview presentation helps to get you started!
The Roi For Strategic Change Management CeridianStoneCompany
This document discusses the return on investment (ROI) of strategic change management in multinational corporations. It notes that projects that employed excellent change management delivered 143% ROI while those with poor change management only achieved 35% ROI. Change management is often one of the first areas cut in negotiations but is important for accelerating adoption, increasing participation, and improving benefits realized from changes. The document advocates for a strategic change management mindset that focuses on both short and long term results for the company and service provider in a partnership model. It argues that buyers who engage more strategically with change management achieve top performance.
Beyond Random Content: Four Steps to Thought Leadership SuccessRob Leavitt
The document discusses four steps to thought leadership success: 1) developing compelling points of view on important issues through research; 2) educating internal teams to build alignment; 3) sustaining engagement with target audiences through continuous, integrated online and offline content; and 4) establishing programmatic discipline through dedicated staff, budgets, and metrics to ensure focused impact and continuous improvement.
The document outlines an agenda for a SWOT analysis meeting estimated to take 3 hours. The agenda includes an overview of SWOT, findings from the analysis, potential solutions, developing a roadmap, scoring solutions, revisiting the roadmap, and discussing next steps. Major topics to be analyzed include sales, corporate culture, products/services, communications, and project management. Potential solutions are grouped into categories like development, sales, corporate improvements, products, services, and support.
How To Rescue A High Visibility ProgramDavid Tennant
The document discusses how to rescue troubled high-visibility projects. It identifies the top five causes of project failure as continuous scope changes, poor planning, the wrong people in charge, a dysfunctional organization, and unrealistic expectations. The presentation provides strategies for assessing where a failing project currently stands, developing a recovery plan with a new project plan and securing management approval, controlling changes, and dealing with crises through preparation, accountability, communication, and single leadership.
The BC&M Group provides real estate development, advisory, and management services globally. They have offices in several countries and regions. BC&M succeeds through professionalism, excellence, innovation, and delivering projects on time and within budget. Their services include consulting, sales and marketing management, owner's representation, project management, furnishings procurement and installation, and landscape management. The company understands all aspects of the development process from conceptualization through operations. Their team leaders have deep expertise in their respective roles.
Being in Charge of but not in Control over Technology Enabled Business Transf...Mikkel Brahm
1. The document discusses Mikkel Brahm's background and experience in enterprise architecture and software engineering over 25 years.
2. It provides definitions of key terms like enterprise, architecture, and enterprise architecture. Enterprise architecture involves designing the intentional structure of a business or organization.
3. Brahm advocates for an iterative approach to enterprise architecture and change management rather than a strict waterfall model, as contexts and problems are complex with many interdependencies not captured by models.
Similar to Agile is From Venus and PMOs from Mars (20)
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
"Choosing proper type of scaling", Olena SyrotaFwdays
Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...Fwdays
Direct losses from downtime in 1 minute = $5-$10 thousand dollars. Reputation is priceless.
As part of the talk, we will consider the architectural strategies necessary for the development of highly loaded fintech solutions. We will focus on using queues and streaming to efficiently work and manage large amounts of data in real-time and to minimize latency.
We will focus special attention on the architectural patterns used in the design of the fintech system, microservices and event-driven architecture, which ensure scalability, fault tolerance, and consistency of the entire system.
AI in the Workplace Reskilling, Upskilling, and Future Work.pptxSunil Jagani
Discover how AI is transforming the workplace and learn strategies for reskilling and upskilling employees to stay ahead. This comprehensive guide covers the impact of AI on jobs, essential skills for the future, and successful case studies from industry leaders. Embrace AI-driven changes, foster continuous learning, and build a future-ready workforce.
Read More - https://bit.ly/3VKly70
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
This talk will cover ScyllaDB Architecture from the cluster-level view and zoom in on data distribution and internal node architecture. In the process, we will learn the secret sauce used to get ScyllaDB's high availability and superior performance. We will also touch on the upcoming changes to ScyllaDB architecture, moving to strongly consistent metadata and tablets.
The Department of Veteran Affairs (VA) invited Taylor Paschal, Knowledge & Information Management Consultant at Enterprise Knowledge, to speak at a Knowledge Management Lunch and Learn hosted on June 12, 2024. All Office of Administration staff were invited to attend and received professional development credit for participating in the voluntary event.
The objectives of the Lunch and Learn presentation were to:
- Review what KM ‘is’ and ‘isn’t’
- Understand the value of KM and the benefits of engaging
- Define and reflect on your “what’s in it for me?”
- Share actionable ways you can participate in Knowledge - - Capture & Transfer
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
What is an RPA CoE? Session 2 – CoE RolesDianaGray10
In this session, we will review the players involved in the CoE and how each role impacts opportunities.
Topics covered:
• What roles are essential?
• What place in the automation journey does each role play?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
From Natural Language to Structured Solr Queries using LLMsSease
This talk draws on experimentation to enable AI applications with Solr. One important use case is to use AI for better accessibility and discoverability of the data: while User eXperience techniques, lexical search improvements, and data harmonization can take organizations to a good level of accessibility, a structural (or “cognitive” gap) remains between the data user needs and the data producer constraints.
That is where AI – and most importantly, Natural Language Processing and Large Language Model techniques – could make a difference. This natural language, conversational engine could facilitate access and usage of the data leveraging the semantics of any data source.
The objective of the presentation is to propose a technical approach and a way forward to achieve this goal.
The key concept is to enable users to express their search queries in natural language, which the LLM then enriches, interprets, and translates into structured queries based on the Solr index’s metadata.
This approach leverages the LLM’s ability to understand the nuances of natural language and the structure of documents within Apache Solr.
The LLM acts as an intermediary agent, offering a transparent experience to users automatically and potentially uncovering relevant documents that conventional search methods might overlook. The presentation will include the results of this experimental work, lessons learned, best practices, and the scope of future work that should improve the approach and make it production-ready.
GlobalLogic Java Community Webinar #18 “How to Improve Web Application Perfor...GlobalLogic Ukraine
Під час доповіді відповімо на питання, навіщо потрібно підвищувати продуктивність аплікації і які є найефективніші способи для цього. А також поговоримо про те, що таке кеш, які його види бувають та, основне — як знайти performance bottleneck?
Відео та деталі заходу: https://bit.ly/45tILxj
ScyllaDB is making a major architecture shift. We’re moving from vNode replication to tablets – fragments of tables that are distributed independently, enabling dynamic data distribution and extreme elasticity. In this keynote, ScyllaDB co-founder and CTO Avi Kivity explains the reason for this shift, provides a look at the implementation and roadmap, and shares how this shift benefits ScyllaDB users.
Slide 1In Agile is from Venus and PMO’s from Mars I will discuss the roles of three groups in an agile organization. Those roles are : The PMOThe agile teamsThe product owner Each of these uses language differently to describe how they work and to describe their view of their environment. For example, the term requirement can suggest something this is notional to be evolved or something that is captured, carved in stone and placed under change management. Understanding the language will help each group develop an understanding of the other’s culture. Each group speaks with a different voice:The PMO speaks as the voice of management The agile team speaks as the voice the process The product owner speaks as the voice of the customer On a positive note while it might sound like I am describing a Tower of Babel, all of three of the groups have the same ultimate goal which is to create value for the organization. With a today’s dynamic business environment focused on efficiency and effectiveness, PMO's must hone their value proposition to be relevant. PMO’s with control and administration as their core responsibility might not be construed as adding value; value defined as transforming an input into something of higher value. Projects are funded to create value not to consume value.
Slide 2 Is agile a vision or an ultimatum? Does it foretell the breakdown of order and project management or is it a tool to enable organizational effectiveness? The framing quote I think will foreshadow one of the central themes of Venus and Mars (Venus and Mars).” Venus and Mars falls more into the enablement camp believing that Agile methodologies free the project manager from the drudgery of being a taskmaster, thereby enabling the project manager to focus on being a leader . The word “leader” is critical. Where PMOs and project managers have walked away from leadership Venus and Mars is an ultimatum. As many of you know, I recently published a book on project management with Murali Chematuri, During the process we played out the agile versus standard project management passion play on a more intimate front. Much to the chagrin o f both of our wives. In many cases our differences of opinions could be categorized into a set of dichotomies: administration versus leadership control versus facilitation task management versus coaching The quote we're looking at suggests that agile frees project manager to be a coach but this only works in an organization whose data needs are met either through classic status reports or transparency and intimacy.
If we believe that communication helps in our personal lives then perhaps understanding our differences and talking about them is a path to higher effectiveness .The title of this presentations is an homage to John Gray's popular book. As I mentioned before I think that most of us have this single goal for projects. How each group in a project will pursue their goal and the the language they use differs. Dr. Gray suggests that communication is better if we acknowledge our difference. So let's draw some lines in the sand so that we can acknowledge those differences.
Slide 4There are six common rules for the PMO the project manager and PMO:1 measurement answering the question how are we doing ? 2. tracking answering question where are we?3. reporting providing status4. facilitate communication connecting groups and people 5. macro risk reporting what are the risks and are we ready if they happen finally 6. compliance are you following the process All of these activities important but they're not directly involved in turning ideas and effort into product. Therefore thereat to be targets to be leaned. Tuck into the back of your mind for now that the focus areas can be thought of as the voice of management but first let's deepen the line in the sand.
Slide 5We don't talk much about the iron triangle anymore. The iron triangle is scope, cost, schedule with quality being in the out come of these three factors shown in the middle. I would like all project managers or administrators to ask themselves whether they control any of these factors and if not whether you're role is that of a recorder of corporate project data rather than a leader, manager or coach. Responsibility without influence, notice I did not say authority, is a recipe for stress. Would also suggest this type of stress on projects was a contributing reason for the agile manifesto
I am sure most of you are familiar with the agile manifesto so I won't read it. I will remind you though of the four basic diacodomies that are the core of the manifesto. individuals and interaction over processes and tools - I think many times into easy to pay lip service to the fact that our greatest rule only the people who do the work. working software over comprehensive documentation - this dichotomy really talks about the fact that what ever the project is supposed to deliver is more important then the process attributes. customer collaboration over contract negotiations – think we must remember that the goal is to satisfy and work with the customer as much as it is to have an absolutely precise definition of what's to be done. responding to change over following plan - we live in a dynamic environment if we don't respond to change and just follow the plan then it will be difficult to deliver value. I think of the agile manifesto is a discussion of values and intimacy; people communicating and a recognition that we live in a dynamic business environment. BottomLine the manifesto recognizes that we need to find a new way for expressing influence . We need a new way to express influence of great importance given the weakening of the command-and-control mindset and generation Y's use of interaction and intimacy as a more powerful tool set to influence the world around them. Agile team work based on the following attributes:
The common features that make agile teams function begins with: cross functional teams; multiple disciplines and places.Self organizing teams which includes how and who does what. Self managing teams use pure pressure and group consensus and discussion. Including the business representative on the team. The voice of the customer, the voice of change. Sprints are back log and release driven versus schedule; queue versus time. The seeds of stress between the PMO and agile team are sown in the term self; self organizing and self managing. Areas of activity that typically fall into the PMO's bailiwick. This gets translated into a discussion of organizational control versus self-control. A conflict of voices
ConflictFinding space for all rolesDifferent audiences and mastersVoice of the process and voice of the customer was popularized by Edward Deming and John Sherlenbach. I suggest our three groups represent three separate voices. The team is the voice the process, how work is done. The customer is the voice of the customer, duh, what needs to be delivered answered on the spot; answered dynamically. The PMO is the voice of the organization answering where are we, what are we doing. Knowing we have three distinct voices allows us to apply a standard action model.
Slide nine: why voices matter – because each roll speaks for a group, each may have separate goals, and because unless you recognize these differences you will create conflict. bottom line we need to ask do we need all these rolls? The answer is maybe no, if they are not tailored to add value and not to add conflict.
Slide nine: why voices matter – because each roll speaks for a group, each may have separate goals, and because unless you recognize these differences you will create conflict. bottom line we need to ask do we need all these rolls? The answer is maybe no, if they are not tailored to add value and not to add conflict.
The PMO has rulesThe counter person wants a big tipThe customer wants a toasted MUFFIN and wants to know if he or she likes the honeyConflictSlide 10 an example: picture insert. A: the sign exists in the bagel shop in New Orleans and we can use this scene to set a problem in our minds. B: the PMO has rules2.counter person wants a big tip he's hovering behind the camera three the customer wants a toasted muffin and wants to know if he were she likes the honey 4. conflict between the rules and the counter person between the rules and the customer. C: got it? So why not ignore the rules and just tell everyone to play well together…
Central control versus business partner responsibility Grinding Wheels Discovery versus Specific Requirements What is Possible What is requiredWhich voice has vision??????Which voice is leadingDodo boundIs the roll of PMO pm to go to meetingSlide 11: so what is the deal? Friction strips gears divemasters causes friction different goals causes friction different points of view cause friction Conflict causes friction which strips the gears of the project. I don't know how many conversations that I've had with stressed project managers when teams ignore them or with teams that want to know why they need to convert card walls to schedules during a project. When we have helped organization sort out the problems we have to answer questions like:central control versus business how does this work discovery versus specific requirements answering:what is possible and what is requiredwhich voice has visionwhich voice is leadingis it the role of the pm just go to meetings?Does agility just mean anarchy in another picture? The last two questions sound are rarely and ask him sound like hyperbole but many times they're what people are thinking so let's sort out the voices…
Slide 13: our solution is sorting out the voices. The solution is to recognize the master the goal in the point of view for each of the roles. In order to understand how people will act and react. The voice of the process: scrum master the agile team in its composition their master is the Sprint team their goal is functioning software the point of view is an inside the team view The voice of the organization: PMO, their master is the CFO or IT management their goal being risk and cost containment and the point of view is an outside view towards the organization The voice of the customer: the customer or proxy for the customer the master for this rile is the business their goal is revenue, maket share customer satisfaction, and their point of view is that of the business. Get more detail to how we've solved this problem in or some the basic tasks within these areas will do that next.
Slide 14: the solution to the Tower of Babel Voice of the organization, PMO, and outside view.One analyzes and reports overall data,Two facilitates big picture coordination, three clears external blockers, and Four stays out of the way of the team. Voice of the team (scrum master/coach) an inside view One facilitates team activities Two clears internal blockages Three leads and does (in many cases) Voice of the customer (customer or customer proxy) a market / business view One provides business direction Two make business decisions Three prioritizes work on functionality This solution makes the PMO a real asset to delivering value and an active management participant.
How are decsions. . . Made and enforced.Learning to be self managed and not paralyzed by consensus.Slide 15: the PMOs job is to analyze and interpret information. Overall measurement data for the purpose of forecasting the overall project outcome that's a provide information type of goal this spring team develops collects and consumes measurement data within the team boundary not outside. It is not the teams role to collect it data and fir consumption outside the team. Self managing teams require the necessary data, the PMO should be position to ensure that the agile teams have the right to data so that they can be self managed. The PMO's role is providing information position. If they do not have the data they cannot be self manage. as an example of the information the PMO can provide are the true goals of the project. does the team understand the true goals. Knowing the true goals, not just the ones that are published in the charter, is necessary for them to make a day to day decisions on individual task that all self managed teams must make. Knowing the goals allow for correct trade-offs to be made without having to go and seek external qualification of those decisions. One of the normal roles of PMO is to facilitate getting things back on track when the overall project outcomes are not expected to meet management and customer expectations. VM would agree but rather than focusing on all of the potential blockers would focus the PMO on the macro external blockers. Help fix those things that are outside of the team, get the things out of the way of the team and get out of the way, letting the team do what they need to do. Issues inside the team blockers inside the team the team will deal with on their day to day basis using self managing and collaborative techniques. Finally the PMO keeps the team informed about the outside world through information and data verses for simply trying to coordinate and manage them based on what's happening in the outside.
Slide 16 Self managing teams are self measuring. Without data no one can consistently manage . This might sound like a truism but it is true. Measurement belongs within the development team so that the team can actively manage the work. Typical measures are task time, hours to applied to real work, cycle time sprint duration, throughput function points delivered in the sprint, rework, everything that has to be retouched and backlog or input queue. An interesting concept that has emerged as we have wrestled with sorting out the PMO in an agile world is the topic of measurement. Measurement needs to be part and parcel of the teams feedback loop whether it is a function of calculation for velocity or knowing how far away done is, measurement as feedback to work belongs to the team. This can be another point of conflict between the team in the PMO. Think inside outside just sorted out. One more tidbit ...
Slide 17 He who prioritizes directs. another interesting learning is that he or she that prioritizes, directs. The voice of the customer must prioritize supported by information from the other voices. While the customer does not define how we do the work they do define what to do and in the best case in which order… Again a hard concept if you think of development as a line dance versus a mosh pit. An example…
Slide 19 The answer we had to build trust amongst the whole team after sorting out the voices in get everyone to admit that each voice at a world. We cemented the relationships with food and cricket a bit more data
What is your role . . . Slide 20 Multiple sprint teams leveraged scrum daily Sprint meetings monthly PlanningSprint retrospectivescross functional Teams Day to day the team used the agile tools, measurement and self organization to stay on track. combination of stories and use cases for requirements The PMO led governance.management Roundtable scrum of scrums external escalation change management - keeping the overall backlog. Separating the inside and outside focus roles allows the teams to function with far less overt management and to continuously hone there methods to get the word done faster, better and cheaper.