integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
Onion model describes the different roadmap variants from strategy roadmap to product roadmap.
Sipuli-malli kuvaa eri roadmap tasot strategia roadmapista aina tuote-roadmappiin asti.
iView - Business Intelligence for SAP Business One is a set of pre-packaged, shrink wrapped Business Intelligence dashboards which seamlessly plug into SAP Business One
Presentation for Lean Kanban BeNeLux 2011
Some organizations work in a simple, stable business environment with simple, stable and consistent business goals. Other organizations have to deal with a complex, fast changing business environment where business goals may be contingent or even contradictory. In this workshop we explore how our current models for improvement are well equipped for simple and stable business environments but fail to cope with the complexities of today’s fast changing business. We discuss how we need to move beyond the current single- and multi-model improvement theory towards a thorough understanding of complex business challenges and situational improvement based on lean adaptive principles.
We discuss the case of a software product company that is faced with complex – and possibly contradictory – business challenges. A previous improvement initiative based on CMMI and Scrum did measurably improve the process of the development group but – as seems to be so often the case - failed to go beyond a local one-shot point improvement:
1) it did not sufficiently involve upstream and downstream stakeholders such as product management and support (and ultimately the customers and users);
2) it did not sufficiently differentiate between different kinds of developments leading to one-size-fits-all processes that actually fit no development very well;
3) it did not provide the insight to take on complex business challenges.
In order to tackle the above issues we decided to work on three fronts at the same time:
1. End-to-end flow (lean): Use Kanban to create flow in the end-to-end value stream starting from initial ideas up until actual implementation. The end-to-end-flow takes into account both value discovery (understanding the value) and value delivery (delivering the value).
2. Tailored project management (adaptive): Use a sense-making framework (based on Cynefin) to differentiate between developments where the value is clear enough to go almost directly into value delivery (linear flow), and developments where the value uncertainty mandates iteration between value discovery and value delivery (iterative flow).
3. Organizational maturity (management): Create a continuous improvement culture that works both bottom-up and top-down. Use Kanban to create a continuous improvement and high-maturity culture from the bottom-up. Use CMMI appraisals as a yardstick to measure organizational progress top-down in order to avoid that local improvements get stuck locally. And most of all, use tailored project management to simultaneously manage bottom-up and top-down improvements to match complex business goals.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
Onion model describes the different roadmap variants from strategy roadmap to product roadmap.
Sipuli-malli kuvaa eri roadmap tasot strategia roadmapista aina tuote-roadmappiin asti.
iView - Business Intelligence for SAP Business One is a set of pre-packaged, shrink wrapped Business Intelligence dashboards which seamlessly plug into SAP Business One
Presentation for Lean Kanban BeNeLux 2011
Some organizations work in a simple, stable business environment with simple, stable and consistent business goals. Other organizations have to deal with a complex, fast changing business environment where business goals may be contingent or even contradictory. In this workshop we explore how our current models for improvement are well equipped for simple and stable business environments but fail to cope with the complexities of today’s fast changing business. We discuss how we need to move beyond the current single- and multi-model improvement theory towards a thorough understanding of complex business challenges and situational improvement based on lean adaptive principles.
We discuss the case of a software product company that is faced with complex – and possibly contradictory – business challenges. A previous improvement initiative based on CMMI and Scrum did measurably improve the process of the development group but – as seems to be so often the case - failed to go beyond a local one-shot point improvement:
1) it did not sufficiently involve upstream and downstream stakeholders such as product management and support (and ultimately the customers and users);
2) it did not sufficiently differentiate between different kinds of developments leading to one-size-fits-all processes that actually fit no development very well;
3) it did not provide the insight to take on complex business challenges.
In order to tackle the above issues we decided to work on three fronts at the same time:
1. End-to-end flow (lean): Use Kanban to create flow in the end-to-end value stream starting from initial ideas up until actual implementation. The end-to-end-flow takes into account both value discovery (understanding the value) and value delivery (delivering the value).
2. Tailored project management (adaptive): Use a sense-making framework (based on Cynefin) to differentiate between developments where the value is clear enough to go almost directly into value delivery (linear flow), and developments where the value uncertainty mandates iteration between value discovery and value delivery (iterative flow).
3. Organizational maturity (management): Create a continuous improvement culture that works both bottom-up and top-down. Use Kanban to create a continuous improvement and high-maturity culture from the bottom-up. Use CMMI appraisals as a yardstick to measure organizational progress top-down in order to avoid that local improvements get stuck locally. And most of all, use tailored project management to simultaneously manage bottom-up and top-down improvements to match complex business goals.
Socially synergistic enterprises 10 june m. baronMarcel Baron
Presentation I used at the 5th Annual New Product Development Strategies Amsterdam.
The GTO charts are whitened intentionally you can download content from the IBM site use the link.
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
Describes how the different parts of the Marketing roles and functions serve a company and names what leaders must expect from each part of the whole. Talk originally done for a High-Tech Seminar course at Santa Clara Uinversity MBA program.
I plan to walk through multiple patterns of failure and how product owners are controlled/ liberated by the organizational culture and vice-versa both in start-up environments as well as in medium and large sized organizations.
TZ is an consulting firm in product development, focused on the fields of motorized transport, motorcycle and electric vehicle development. We are a small team of experienced engineers with extensive international experience in product engineering and project management. Our professional record includes leading engineering and development consulting roles at some of the largest European automotive OEMs companies
Follow us at @TraZeless // Visit us at www.TraZeless.com
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[데브멘토 동영상] Meego for Intel Atom Processor and AppUp Center 1부(총2부)</p>
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이진용 Intel Korea 차장(Application Engineer)</p>
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중앙대학교 컴퓨터공학과 대학원 분산 및 운영체제 전공</p>
In context of applying to Startup Life I concluded a portfolio of my projects in business development and sales. I hope the presentation also gives insight on my personality, interests and secret weapons!
Why swarmg is important to getting to DONEJoseph Flahiff
A team I worked with a while back had this problem...heck most new teams have this problem.
In this ppt learn not just HOW to fix/avoid this problem, but WHY!
Socially synergistic enterprises 10 june m. baronMarcel Baron
Presentation I used at the 5th Annual New Product Development Strategies Amsterdam.
The GTO charts are whitened intentionally you can download content from the IBM site use the link.
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
Describes how the different parts of the Marketing roles and functions serve a company and names what leaders must expect from each part of the whole. Talk originally done for a High-Tech Seminar course at Santa Clara Uinversity MBA program.
I plan to walk through multiple patterns of failure and how product owners are controlled/ liberated by the organizational culture and vice-versa both in start-up environments as well as in medium and large sized organizations.
TZ is an consulting firm in product development, focused on the fields of motorized transport, motorcycle and electric vehicle development. We are a small team of experienced engineers with extensive international experience in product engineering and project management. Our professional record includes leading engineering and development consulting roles at some of the largest European automotive OEMs companies
Follow us at @TraZeless // Visit us at www.TraZeless.com
<p>
[데브멘토 동영상] Meego for Intel Atom Processor and AppUp Center 1부(총2부)</p>
<p>
이진용 Intel Korea 차장(Application Engineer)</p>
<p>
전LG전자 소프트웨어센터 책임연구원</p>
<p>
전PalmPalm Technology 신임연구원</p>
<p>
전Nexen 선임연구원</p>
<p>
중앙대학교 컴퓨터공학과 대학원 분산 및 운영체제 전공</p>
In context of applying to Startup Life I concluded a portfolio of my projects in business development and sales. I hope the presentation also gives insight on my personality, interests and secret weapons!
Why swarmg is important to getting to DONEJoseph Flahiff
A team I worked with a while back had this problem...heck most new teams have this problem.
In this ppt learn not just HOW to fix/avoid this problem, but WHY!
PMI EMEA Global Congress: Integrating Agile in a Waterfall WorldJoseph Flahiff
Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of projects are run using the traditional waterfall approach to project management; gray agile projects can fit in this world. In this workshop you will take a fresh look at the benefits and challenges of implementing agile projects in a waterfall world.
Learning Objectives
* Learn how agile in an enterprise (non-software) company differs from agile in a small software company and what can be expected.
* Learn why “agile vs. waterfall” is not a valid proposition and four alternatives for managing increasingly agile projects.
* Learn how to successfully mix agile and sequential project models in a single project.
Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of projects are run using the traditional waterfall approach to project management. Gray agile projects can fit in this world. In this workshop you will take a fresh look at the benefits and challenges of implementing agile projects in a waterfall world.
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Protect your bottom line and Learn how risk is managed throughout the lifecycle of agile work. Unique application of reverse Ishikawa to identify risks at any stage of a project.
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