Project Closure Activities In Project Management PowerPoint Presentation Slides SlideTeam
Are you searching for professional templates and slides to outline a presentation on Project Closure Activities? Well if yes, then download our ready to use project closure activities in project management PowerPoint presentation slides. Highlight the performance of your business project to the client using this project closure tasks in project management PPT presentation. Using these project management presentation templates, you will be able to confirm if the team members have met all sponsor and consumer needs. This closing a project PowerPoint presentation includes relevant topics such as project brief, project description, project timeline, project progress summary, project status report, and project health card. It also covers a slide on project dashboard, project closure report, work breakdown structure, and project conclusion report-performance analysis, deadline, budget/costs. With the help of the project description presentation PPT, you will be able to represent throughout the progress of the project. Use of stunning graphics and visuals will help you describe the different project stages performance. Download this project closure checklist PPT presentation. Focus on earnings with our Project Closure Activities In Project Management PowerPoint Presentation Slides. Choose the correct asset to create.
Presentation for Association for Information Systems (AIS) - Indonesia Chapter on 13th August 2016 at Hotel Inna Garuda Yogyakarta, Indonesia.
Presentation Duration: 3 hours
Presentation Content: This presentation describes Software Development Life Cycle on the perspective of Processes and Knowledge Area in Project Management Body of Knowledge (PMBoK) Guide 5th Edition.
PRINCE2 is the world’s most practiced project management methodology. In this webinar, our PRINCE2 trainer, Karen Swanston, covers the core principles of PRINCE2 and helps to uncover why the methodology is so popular.
More info: www.ilxgroup.com
Watch the webinar:
https://www.youtube.com/watch?v=8-Msk4ff8ew&t=209s
Project Closure Activities In Project Management PowerPoint Presentation Slides SlideTeam
Are you searching for professional templates and slides to outline a presentation on Project Closure Activities? Well if yes, then download our ready to use project closure activities in project management PowerPoint presentation slides. Highlight the performance of your business project to the client using this project closure tasks in project management PPT presentation. Using these project management presentation templates, you will be able to confirm if the team members have met all sponsor and consumer needs. This closing a project PowerPoint presentation includes relevant topics such as project brief, project description, project timeline, project progress summary, project status report, and project health card. It also covers a slide on project dashboard, project closure report, work breakdown structure, and project conclusion report-performance analysis, deadline, budget/costs. With the help of the project description presentation PPT, you will be able to represent throughout the progress of the project. Use of stunning graphics and visuals will help you describe the different project stages performance. Download this project closure checklist PPT presentation. Focus on earnings with our Project Closure Activities In Project Management PowerPoint Presentation Slides. Choose the correct asset to create.
Presentation for Association for Information Systems (AIS) - Indonesia Chapter on 13th August 2016 at Hotel Inna Garuda Yogyakarta, Indonesia.
Presentation Duration: 3 hours
Presentation Content: This presentation describes Software Development Life Cycle on the perspective of Processes and Knowledge Area in Project Management Body of Knowledge (PMBoK) Guide 5th Edition.
PRINCE2 is the world’s most practiced project management methodology. In this webinar, our PRINCE2 trainer, Karen Swanston, covers the core principles of PRINCE2 and helps to uncover why the methodology is so popular.
More info: www.ilxgroup.com
Watch the webinar:
https://www.youtube.com/watch?v=8-Msk4ff8ew&t=209s
Is your business considering building a Program Management Office (PMO)? This slide depicts the questions to ask and tasks to address to successfully define, measure, analyze, improve and control a PMO.
For more information about building a successful PMO, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
From project to product mindset and onwards to product platform architecturesJorn Bettin
Is it possible to stay innovative and economically manage many hundreds or even thousands of products or product variants?
Organisations interested in benefiting from a product line and product platform approach must adopt values and organisational principles that encourage the development of deep domain expertise. This includes a deep understanding of the forces that continuously change the environment of the product line. These forces can then be harnessed as part of the architectural foundation for the product line.
The pervasive digitisation of services and the desire to create and operate platforms that can support large digital service ecosystems that include many organisations, have put the spotlight on design principles for product lines, product platforms, and related organisational structures.
These slides relate to a talk at ProductTank Auckland (https://www.meetup.com/ProductTank-Auckland/events/252496542/). The video recording is available at https://twitter.com/pmauckland/status/1021272934416109568.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
With the generous support of Workfront, we have undertaken to learn more about the challenges of transitioning to Agile by posing the following question to 20 top project management and Agile experts:
What are some tips and secrets you can provide to project
leaders and teams making the transition to Agile or transitioning to a mix of Agile and Waterfall? Please share a personal story.
This excellent collection of essays reveals traps some managers fall into that derail their attempts at transitioning from Waterfall to Agile. The experts also highlight keys
to success, an important one being the need for good communication within and across teams. One big take-away from these project management professionals is that
becoming more Agile is a huge cultural transition that requires commitment at all levels
within the business.
I believe that the insights that these experts provide will be of great interest and value to anyone trying to improve their project management processes.
All the best,
David Rogelberg
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
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.
PMI and Scrum - bridging the gap
Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.
Is your business considering building a Program Management Office (PMO)? This slide depicts the questions to ask and tasks to address to successfully define, measure, analyze, improve and control a PMO.
For more information about building a successful PMO, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
From project to product mindset and onwards to product platform architecturesJorn Bettin
Is it possible to stay innovative and economically manage many hundreds or even thousands of products or product variants?
Organisations interested in benefiting from a product line and product platform approach must adopt values and organisational principles that encourage the development of deep domain expertise. This includes a deep understanding of the forces that continuously change the environment of the product line. These forces can then be harnessed as part of the architectural foundation for the product line.
The pervasive digitisation of services and the desire to create and operate platforms that can support large digital service ecosystems that include many organisations, have put the spotlight on design principles for product lines, product platforms, and related organisational structures.
These slides relate to a talk at ProductTank Auckland (https://www.meetup.com/ProductTank-Auckland/events/252496542/). The video recording is available at https://twitter.com/pmauckland/status/1021272934416109568.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
With the generous support of Workfront, we have undertaken to learn more about the challenges of transitioning to Agile by posing the following question to 20 top project management and Agile experts:
What are some tips and secrets you can provide to project
leaders and teams making the transition to Agile or transitioning to a mix of Agile and Waterfall? Please share a personal story.
This excellent collection of essays reveals traps some managers fall into that derail their attempts at transitioning from Waterfall to Agile. The experts also highlight keys
to success, an important one being the need for good communication within and across teams. One big take-away from these project management professionals is that
becoming more Agile is a huge cultural transition that requires commitment at all levels
within the business.
I believe that the insights that these experts provide will be of great interest and value to anyone trying to improve their project management processes.
All the best,
David Rogelberg
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
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.
PMI and Scrum - bridging the gap
Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.
The Business Analyst’s Critical Role in Agile ProjectsTechWell
Are you a business analyst, wondering how you fit into agile projects? Are you a ScrumMaster who wants to work with business analysts for a stronger project team? Are you a product owner who needs to supercharge your product backlog? Mark Layton introduces you to the critical role of the business analyst on agile projects. Get the essential information business analysts need to know to be successful members of an agile project team. Learn how business analysts can use their product knowledge and requirements translation skills to support product owners and stakeholders. Discover the role of product owner agent and why business analysts do well in that role. Learn how business analysts approach documentation—especially requirements—on agile projects. Dive into the details of the product backlog and user stories. Bring your questions and be ready to learn all about the who and the how of the business analyst in agile projects.
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.
- Understand the principles behind the agile approach to software development
- Differentiate between the testing role in agile projects compared with the role of testers in non-agile projects
- Positively contribute as an agile team member focused on testing
- Appreciate the challenges and difficulties associated with the non-testing activities performed in an agile team
- Demonstrate a range of soft skills required by agile team members
The presentation is guide for the New Project managers and Scrum Masters .It has been prepared considering the basics of Projects and Project Management upto the fine detailing of the Scrum Agile Framework.
Ofcourse the contents are the guiding material and not exhaustive in nature.The contents shall help the Scrum Masters & Project Managers to have deep understanding for the Scrum Framework and adopt in day to day practise in order to successfully deliver the project within the given constrains
Kelis king - software engineering and best practicesKelisKing
Kelis King offer involve conducting system testing to ensure correct operation, and integration testing to ensure the system integrates correctly with other required systems, such as databases.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Winston W. Royce,Managing the development of large software systemsProc. IEEE WESCON, Aug 1970Royce developed the phased delivery model to cope with regulatory requirements set out in the US DoD STD-2167 document, which was so byzantine and bureaucratic that the waterfall was the only way to cope with it;
Context at the time of Royce’s paper in 1970:Programming on punch cards!
Winston W. Royce,Managing the development of large software systemsProc. IEEE WESCON, Aug 1970Royce’s Son:http://usability.typepad.com/confusability/2006/02/index.html
http://www.techdarkside.com/is-there-really-any-rigor-in-waterfallIt is sad that software development philosophies and practices developed in a world of government regulation, punch cards, and very expensive computer time still have such a strong a hold on today’s commercial software development.Ben Simohttp://QuestioningSoftware.com
Need faster decision making“The world is moving so fast these days that the man who says it can't be done is generally interrupted by someone doing it.” (Elbert Hubbard) “If everything seems under control, you're just not going fast enough.” (Mario Andretti) “If you wish to travel far and fast, travel light. Take off all your envies, jealousies, unforgiveness, selfishness and fears.” (Cesare Pavese) “Moving fast is not the same as going somewhere.” (Dr. Robert Anthony) “Fast is fine, but accuracy is everything.” (Xenophon)Speed of market and technological changeWorld is moving fast(er)!Real-timeNon-linear activities
Can be on time, on budget, on scope, But still built the wrong product that no one needs.
The Cone of Uncertainty – ref. http://en.wikipedia.org/wiki/Cone_of_Uncertaintyhttp://www.construx.com/Page.aspx?cid=1648early project estimates are wildly inaccurate: Estimates (e.g. on duration, costs or quality) are inherently very vague at the beginning of a project Estimates and project plans based on estimations need to be redone on a regular basis Uncertainties can be built into estimates and should be visible in project plans Assumptions that later prove to be mistake are major factors in uncertainty Early in a project, specific details of the nature of the software to be built, details of specific requirements, details of the solution, project plan, staffing, and other project variables are unclear. The variability in these factors contributes variability to project estimates -- an accurate estimate of a variable phenomenon must include the variability in the phenomenon itself. As these sources of variabiility are further investigated and pinned down, the variability in the project diminishes, and so the variability in the project estimates can also diminish. This phenomenon is known as the “Cone of Uncertainty” which is illustrated in the following figure. As the figure suggests, significant narrowing of the Cone occur during the first 20-30% of the total calendar time for the project. Effective delivery of projects on time and on budget requires the application of a clear risk management approach throughout the whole project life cycle. The key learning from this approach is that any project estimate is meaningless without an accompanying confidence level. Applying this principle allows the management of both dimensions in project estimation, which in turn improves the identification and mitigation of risks throughout the project life cycle.
http://agile101.net/2009/08/18/agile-estimation-and-the-cone-of-uncertainty/Agile Requirements in order of UncertaintyAgile Theme Agile Epic Agile User Story Agile Task In other words estimate SMALL things in hours.Estimating in Fibonacci is the second Agile estimation metric - we call this Story Point Estimation. We use Story Points to estimate larger pieces of work i.e. User Stories and Epics.They work as follows:0,1,2,3,5,8,13,21,34,55,89In other words, a ’5′ is 5x more effort than a ’1′ and an ’8′ is 8x more effort than a ’1′.Story Points can measure things we can’t measure in hours – e.g. complexity – do you include a task for every discussion you don’t yet know you need to have, every time you take 10 minutes out to Google an answer? It is however relatively easy (when you get started) to compare the size of one task/cluster of tasks with another task/cluster of tasks. Estimating in Story Points allows you to take into consideration all sorts of intangible ‘things’ that you sense but can’t quite put your finger on.(See:Software Estimation: The more precise you are, the less accurate you will be)Estimation Using T-Shirt SizesT-shirt Sizing is an Agile Estimation method – it’s used to estimate larger requirements i.e. Epics, but maybe the odd User Story also.In short, you attribute a number of story points to a t-shirt size e.g. an XXL might equal ’55 points’ as shown in the diagram below. T-shirt sizes are great for Product Owners and/or non-technical people as they’re totally abstract and non-threatening (that’s not meant to sound patronising…you know what I mean!). They’re easy to understand.When estimating in T-shirt sizes, it’s still important to set your scale – agree in advance what constitutes a ‘Small’, ‘Large’ and ‘XX Large’.T-shirt sizing will normally take place at the Requirements Workshop – this helps the Product Owner and Product Manager get a sense of scale, which will in turn help with the prioritisation process.As always, the Scrum Team are the people that assign t-shirt sizes to Epics. The Product Owner and/or Product Manager are not allowed to participate in the estimation process – they can offer insight and guidance but the estimations belong to the Scrum Team.Estimation Using Story PointsOnce the Epics have been estimated and prioritised for delivery, they will be broken down into User Stories by the Product Manager and Product Owner.The component User Stories will then be introduced at a subsequent requirements workshop and estimated in Story Points at Poker Planning
Discipline:Structured approach,Plan aheadmodel itself progresses linearly through discrete, easily understandable and explainable phases and thus is easy to understand; it also provides easily markable milestones in the development process.Steve McConnell, in Code Complete, (a book that criticizes widespread use of the waterfall model) refers to design as a "wicked problem"—a problem whose requirements and limitations cannot be entirely known before completion. The implication of this is that it is impossible to perfect one phase of software development, thus it is impossible if using the waterfall model to move on to the next phase.David Parnas, in A Rational Design Process: How and Why to Fake It, writes:[5]“Many of the [system's] details only become known to us as we progress in the [system's] implementation. Some of the things that we learn invalidate our design and we must backtrack.”The idea behind the waterfall model may be "measure twice; cut once," and those opposed to the waterfall model argue that this idea tends to fall apart when the problem constantly changes due to requirement modifications and new realizations about the problem itself. A potential solution is for an experienced developer to spend time up front on refactoring to consolidate the software, and to prepare it for a possible update, no matter if such is planned already. Another approach is to use a design targeting modularity with interfaces, to increase the flexibility of the software with respect to the design.[edit] Modified modelsIn response to the perceived problems with the pure waterfall model, many modified waterfall models have been introduced. These models may address some or all of the criticisms of the pure waterfall model.[citation needed] Many different models are covered by Steve McConnell in the "lifecycle planning" chapter of his book Rapid Development: Taming Wild Software Schedules.
Discipline: rhythm, daily scrum, work agreements, consistentAgile approach is Great Risk Management:Risk of not pleasing the customerRisk of poor estimation and planningRisk of festering issues and delaysRisk of over-commitmentRisk of not being able to ship
Ref http://drdobbs.com/tools/229401451?pgno=2 S— Mark Kennaley is president and principal consultant at Fourth Medium Consulting, a Canadian IT management consultancy. His book, SDLC 3.0: Beyond A Tacit Understanding Of Agile, won a Dr. Dobb's 2010 Jolt Productivity Award.the four culture quadrants in the diagram. These include: Clan/Family Culture: Here you have a culture that emphasizes collaboration. Your leaders tend to be facilitators and team builders, who value commitment and communication. They think effectiveness is driven by developing people and spurring participation. Adhocracy Culture: Your company emphasizes creativity and has leaders who are entrepreneurial innovators, who value transformation and agility, and have a high level of risk tolerance. They think that innovation and vision are the best paths to effectiveness. Market Culture: Here the orientation is competition. Your leaders are hard-driving competitors, who emphasize goal achievement, market share, and profitability. Customer focus and aggressive competition lead to effectiveness. Hierarchy/Bureaucracy Culture: Your company tends to focus on control, with leaders who coordinate, monitor, and organize. Efficiency, timeliness, consistency, and risk aversion are the watchwords. Control and efficiency are seen as the best path to effectiveness.
Recognition of real need for the professionWill bestow PMI credibility and supportAgile is best learned by practicing. I'm not too particular on how one learns, but putting the learning into practice in a team environment with frequent and effective retrospectives to adjust your process is key to internalizing agile. Hopefully the experience qualification ensures real agile project experience, not just observing agile teams. Experience requirement: working on Agile project teams, may be other role than Project Manager.
Plan-driven software methodologies use a command-and-control approach to projectmanagement. A project plan is created that lists all known tasks. The project manager’sjob then becomes one of enforcing the plan. Changes to the plan are typically handledthrough “change control boards” that either reject most changes or they institute enoughbureaucracy that the rate of change is slowed to the speed that the plan-drivenmethodology can accommodate. There can be no servant-leadership in this model.Project managers manage: they direct, administer and supervise.Agile project management, on the other hand, is much more about leadership than aboutmanagement. Rather than creating a highly detailed plan showing the sequence of allactivities the agile project manager works with the customer to layout a common set ofunderstandings from which emergence, adaptation and collaboration can occur. The agileproject manager lays out a vision and then nurtures the project team to do the bestpossible to achieve the plan. Inasmuch as the manager represents the project to thoseoutside the project he or she is the project leader. However, the project manager serves anequally important role within the project while acting as a servant to the team, removingtheir impediments, reinforcing the project vision through words and actions, battlingorganizational dysfunctionality, and doing everything possible to ensure the success ofthe team. The agile project manager is a true coach and friend to the project teams.
Plan-driven software methodologies use a command-and-control approach to projectmanagement. A project plan is created that lists all known tasks. The project manager’sjob then becomes one of enforcing the plan. Changes to the plan are typically handledthrough “change control boards” that either reject most changes or they institute enoughbureaucracy that the rate of change is slowed to the speed that the plan-drivenmethodology can accommodate. There can be no servant-leadership in this model.Project managers manage: they direct, administer and supervise.Agile project management, on the other hand, is much more about leadership than aboutmanagement. Rather than creating a highly detailed plan showing the sequence of allactivities the agile project manager works with the customer to layout a common set ofunderstandings from which emergence, adaptation and collaboration can occur. The agileproject manager lays out a vision and then nurtures the project team to do the bestpossible to achieve the plan. Inasmuch as the manager represents the project to thoseoutside the project he or she is the project leader. However, the project manager serves anequally important role within the project while acting as a servant to the team, removingtheir impediments, reinforcing the project vision through words and actions, battlingorganizational dysfunctionality, and doing everything possible to ensure the success ofthe team. The agile project manager is a true coach and friend to the project teams.
Old solutions may no longer work for new challenges
Change Management expense http://drdobbs.com/tools/229401451 Gartner estimates that worldwide IT spending last year was $1.6 trillion, with IT services at $816 billion as the largest component of that figure. Typically, 3% to 10% of the IT services budget allocations can be associated with process improvement initiatives, so we can estimate that $17 billion in spending is doomed to not deliver the intended results (70% of $24.5 billion). And that doesn't include opportunity costs associated with failed process improvement and costs associated with lost productivity during the change. Gartner estimates that worldwide IT spending last year was $1.6 trillion, with IT services at $816 billion as the largest component of that figure. Typically, 3% to 10% of the IT services budget allocations can be associated with process improvement initiatives, so we can estimate that $17 billion in spending is doomed to not deliver the intended results (70% of $24.5 billion). And that doesn't include opportunity costs associated with failed process improvement and costs associated with lost productivity during the change. A Pragmatic ApproachOne approach, which I call SDLC 3.0, provides a pragmatic, experience-based approach for integrating the fragmented methodology landscape by using practices that are methodology agnostic. It focuses on yielding a useful, context-specific set of standard work advice for real product development. It also integrates the software development part of IT with the broader enterprise and functions such as enterprise architecture, IT service management, and project and portfolio management. Using lean as the overarching set of principles, SDLC 3.0 starts with the customer and ends with the accrual of value within IT operations. This focus makes sure that small groups don't try to optimize only their piece of the process, based only on what they know about their roles. Rather, a coherent big-picture view enables traditionally siloed communities to constructively participate rather than get bogged down in in-fighting.