The document discusses different project management methodologies like Waterfall, Agile, and hybrid approaches. It provides details on frameworks for scaling Agile like SAFe and LeSS. Studies have shown that Agile projects have a higher success rate of delivering on time and on budget compared to Waterfall. Scaling Agile involves frameworks to coordinate large programs involving multiple Agile teams through elements like program increment planning and aligning teams.
Waterfall vs Agile : A Beginner's Guide in Project ManagementJonathan Donado
A beginner's guide to learn about Waterfall and Agile methodologies and frameworks in project management.
This is done in plain English for the non-tech savvy reader.
Presentation by Jonathan Donado
Connect with me on Twitter @donadosays
Linkedin: https://www.linkedin.com/in/jonathandonado/
PMI / PMP / Agile / Business / Project Management / Project Manager / Waterfall
I normally teach Introduction to Agile and Scrum over a 2 day session to teams. Here is a highly condensed 2-hour version of it that covers agile thinking and introduces scrum as a framework without getting into details.
I use it as a course material for teaching to teams or groups looking to get a perspective on "why" as opposed to "how" aspect of agile.
The basics of Agile and Waterfall Project management methodologies. Description when each approach can be applied.
Advices How to create a Product backlog and how to colect requirements. Sprint planning, Burndown chart, Demonstration, Retrospective, Tasks board examples.
Waterfall vs Agile : A Beginner's Guide in Project ManagementJonathan Donado
A beginner's guide to learn about Waterfall and Agile methodologies and frameworks in project management.
This is done in plain English for the non-tech savvy reader.
Presentation by Jonathan Donado
Connect with me on Twitter @donadosays
Linkedin: https://www.linkedin.com/in/jonathandonado/
PMI / PMP / Agile / Business / Project Management / Project Manager / Waterfall
I normally teach Introduction to Agile and Scrum over a 2 day session to teams. Here is a highly condensed 2-hour version of it that covers agile thinking and introduces scrum as a framework without getting into details.
I use it as a course material for teaching to teams or groups looking to get a perspective on "why" as opposed to "how" aspect of agile.
The basics of Agile and Waterfall Project management methodologies. Description when each approach can be applied.
Advices How to create a Product backlog and how to colect requirements. Sprint planning, Burndown chart, Demonstration, Retrospective, Tasks board examples.
Agile is gathering momentum but its not easy to switch to Agile especially in complex environments like banking or multinationals. Many companies can’t refuse Waterfall but understand the value of Agile and want to start applying it. How to combine Waterfall and Agile in one project, do it effectively and get value? In every standard Waterfall phase from initiation till closure Agile is able to help Project manager, team and stakeholders be more effective, adaptive, meet end user expectations better and have a fun. There are cases from CISCO Systems, NASA, US health care program to learn from.
I want to demonstrate that it is possible and often necessary to combine both Waterfall and Agile in one project. We will review challenges of big complex environments that have absorbed Waterfall and have strict procedures and guidelines but are willing to gradually move to Agile.
What are the Tools & Techniques in Agile Project Management?Tuan Yang
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
Agile project management is more about empowerment. Agile projects are not lead by individual like project manager. Agile project management is a combination of art and science both where you should be well versed with the principals of the project management. At the same time you should be practical while taking decision and understanding circumstances.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
A fair analysis of the Agile Methodology. A quick comparison of Agile and Waterfall to clear up misconceptions about the two. Scalability is a major issue with Agile and is worth considering if you're not a large software company.
In this advanced business analysis training session, you will learn SDLC methodologies. Topics covered in this session are:
• Agile methodology
• Scrum methodology
• Rational Unified Process
• Rapid Prototyping
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
Agile is gathering momentum but its not easy to switch to Agile especially in complex environments like banking or multinationals. Many companies can’t refuse Waterfall but understand the value of Agile and want to start applying it. How to combine Waterfall and Agile in one project, do it effectively and get value? In every standard Waterfall phase from initiation till closure Agile is able to help Project manager, team and stakeholders be more effective, adaptive, meet end user expectations better and have a fun. There are cases from CISCO Systems, NASA, US health care program to learn from.
I want to demonstrate that it is possible and often necessary to combine both Waterfall and Agile in one project. We will review challenges of big complex environments that have absorbed Waterfall and have strict procedures and guidelines but are willing to gradually move to Agile.
What are the Tools & Techniques in Agile Project Management?Tuan Yang
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
Agile project management is more about empowerment. Agile projects are not lead by individual like project manager. Agile project management is a combination of art and science both where you should be well versed with the principals of the project management. At the same time you should be practical while taking decision and understanding circumstances.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
A fair analysis of the Agile Methodology. A quick comparison of Agile and Waterfall to clear up misconceptions about the two. Scalability is a major issue with Agile and is worth considering if you're not a large software company.
In this advanced business analysis training session, you will learn SDLC methodologies. Topics covered in this session are:
• Agile methodology
• Scrum methodology
• Rational Unified Process
• Rapid Prototyping
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
The term Project Management means many things to many people. For software development, managing the project means having the customer agree you are Done in measures meaningful to the customer.
NetCom Learning : How to Improve Business Processes using AgileSwati Chhabra
Organizations intend to improve their business processes quickly and cost-effectively in today’s dynamic world. Agile Business Process Management (BPM) contributes to transform the business landscape in several aspects and organizations are also embracing it.
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
Presentation we did to a group of project managers who had not had any exposure to using Agile methodologies. Gives a basic overview of Agile with a User Centered design approach.
Master Class For Ukrainian PM Community with @Nataliia Naumenko
Program:
1. Approaches, methodologies and tools: boundaries and limitations
2. Waterfall, Scrum, Kanban, Lean: about different things that are common
3. Product Life Cycle and the project (is it fundamentally?!)
4. Roles: Project Manager, Scrum Master, Architect, Customer, Product Owner, Business Analyst (and yes, already everyone is everywhere )
5. When does it work?
6. Who won?
Consultant:
Natalia Naumenko, Project Management Consultant, Project Manager, Project Team Coach
This is the slide I have used for a 2.5 hours long training session conducted as part of Faculty Development Programme for a reputed University in Kerala
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Senior Project and Engineering Leader Jim Smith.pdf
Agile vs. waterfall simple 2017
1. Waterfall, Agile & Scaling Agile
Dvir Zohar – Simple CEO
Dvir@SimpleDO.co.il
Think Simple, Run Faster
2. Bottom Line
9
67
24
WATERFALL AGILE HYBRID
Hi Tech & IT PM Methodology
Deloitte survey 2016
82%
of “Agile Firms”
implement also
Scaling Agile
3. Bottom Line (2)
Standish report 2011-2015, over
10,000 technology projects
Method Achieved Goals in
Budget, in Time
Achieved
Goals
Failed
Agile 39% 52% 9%
Waterfall 11% 60% 29%
4. The Waterfall Concept
» Based on many years of experience
» “Do it right the first time”
» Long term view – Planning, SRS, DR’s, risk management…
Time
5. PMBOK Matrix - Implementation Requires Discipline
Knowledge Area
Processes
Initiating Process
Group
Planning Process
Group
Executing Process
Group
Monitoring &Controlling
Process Group
Closing Process Group
Project Integration
Management
4.1 Develop Project Charter 4.2 Develop Project
Management Plan
4.3 Direct and Manage
Project Execution
4.4 Monitor and Control
Project Work
4.5 Perform Integrated
Change Control
4.6 Close Project or Phase
Project Scope
Management
5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
5.4 Verify Scope
5.5 Control Scope
Project Time
Management
6.1 Define Activities
6.2 Sequence Activities
6.3 Estimate Activity
Resources
6.4 Estimate Activity
Durations
6.5 Develop Schedule
6.6 Control Schedule
Project Cost
Management
7.1 Estimate Costs
7.2 Determine Budget
7.3 Control Costs
Project Quality
Management
8.1 Plan Quality 8.2 Perform Quality
Assurance
8.3 Perform Quality Control
Project Human
Resource Management
9.1 Develop Human
Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Project
Communications
Management
10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information
10.4 Manage Stakeholders
Expectations
10.5 Report Performance
Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative
Risk Analysis
11.4 Perform Quantitative
Risk Analysis
11.5 Plan Risk Responses
11.6 Monitor and Control
Risks
Project Procurement
Management
12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer
Procurements
12.4 Close Procurements
7. Agile Principles
» Happy customer – Value management, Feedback
» Quantum mind set – Small iterations, Early values
» Projects are about people - Many variables, motivation
» Keep it simple
7
8. Agile Manifesto (2001)
Individuals and interactions
over processes and tools
Working software over
comprehensive documentation
Customer collaboration over
contract negotiation
Responding to change over
following a plan
9. SCRUM
» Scrum teams
» SPRINT – a focused effort for 7-30 days period
» Sprint backlog – constantly reprioritized Do
CheckAdjust
Plan
PDCA
10. SCRUM Elements
New Roles
» Product Owner
» Scrum Master
Ceremonies
» Sprint planning
» Daily standup
meeting
» Retrospective
Simple Control
» Boards
» Backlog burndown
12. Agile for HW-SW Development
• Customer
• Short term iterations (Simulation, early prototypes, Sprints)
• People engagement (Scrum ceremonies)
• Simplicity (boards, planning)
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
HW-SW-QA
Scrum
teams
So let's discuss the Lean-Agile principles that underlie SAFe.
[Read through each of the principles on the slide]
We don't have time in presentation to drill into each of these, but if you head down the SAFe journey, it will be important to learn why these principles are so critical to a successful implementation of SAFe.
They are so important because principles trump practices.
So if we're struggling with a practice, we're going to return to these basic principles to make sure that we're trying to build a system and an implementation that is as Lean and Agile as possible.
You can see that it's organized around teams—teams are the fundamental construct. Teams are the goose that lay our Agile golden egg, and we want to create teams and help them be and stay incented to do their best work.
The Program Level, where a group of Agile Teams work together to deliver a larger solution, is indicated here.
And of course the Customer is part of our Solution.
This larger structure in the middle is the Agile Release Train, which I'll come back to in a second. The Agile Release Train is the organizational construct—typically virtual—that delivers solutions.
------
[Note: It is helpful to point out where each of the bolded items above are located on the slide when speaking to them.]
The ART truly takes a systems view.
It brings together the people we need to deliver larger amounts of value. That includes our business owners, our representatives from the customers, product management, architecture, systems engineering, hardware, software, testing, people involved in manufacturing or deployment of our solution…. We create this virtual program.
And the virtual program now has the skills they need. So the ART is cross-functional as well. And it typically contains about 50 to 125 people.