- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM tool box?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers, and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
Project management in the age of accelerating change - IT/Tech specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM toolbox?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
Transform Yourself into an Agile Project ManagerChuck Cobb
This presentation provides a brief overview of an online training curriculum that we offer through the Agile Project Management Academy that can have a huge impact on helping project managers learn how to develop a high impact Agile Project Management approach that blends Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation.
A presentation of Agile for a group of Project Managers. Key point of discussion were why Agile, the Scrum framework, values and the transition/role of the traditional Project Manager in an Agile setup.
As Agile become mainstream increasingly organizations are looking to double down on the role of the Product Owner encouraging them to manage the intersection between technology and the business. But Product Ownership is a difficult role as it tries to balance the needs of the business with the reality of software delivery. Also, for many organizations there is some ‘confusion’ with existing roles of business analyst, product manager or even project manager. What does the product owner do anyway?
In this talk Dave West, Product Owner and CEO Scrum.org, the home of Scrum and Professional Scrum Trainer with Prowareness Rob van Lanen describe the genesis of the Product Owner role and how many organizations are dealing with the challenges of slotting this key role into existing product, project and release roles. They will introduce some techniques such as user centric design, and hypophysis based development and describe how approaches such as Lean Startup and pragmatic marketing are providing product owners with a tool box to do their job.
Recorded Webinar can be found at :-https://www.scrum.org/resources/who-product-owner-anyway
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
Project management in the age of accelerating change - IT/Tech specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM toolbox?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
Transform Yourself into an Agile Project ManagerChuck Cobb
This presentation provides a brief overview of an online training curriculum that we offer through the Agile Project Management Academy that can have a huge impact on helping project managers learn how to develop a high impact Agile Project Management approach that blends Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation.
A presentation of Agile for a group of Project Managers. Key point of discussion were why Agile, the Scrum framework, values and the transition/role of the traditional Project Manager in an Agile setup.
As Agile become mainstream increasingly organizations are looking to double down on the role of the Product Owner encouraging them to manage the intersection between technology and the business. But Product Ownership is a difficult role as it tries to balance the needs of the business with the reality of software delivery. Also, for many organizations there is some ‘confusion’ with existing roles of business analyst, product manager or even project manager. What does the product owner do anyway?
In this talk Dave West, Product Owner and CEO Scrum.org, the home of Scrum and Professional Scrum Trainer with Prowareness Rob van Lanen describe the genesis of the Product Owner role and how many organizations are dealing with the challenges of slotting this key role into existing product, project and release roles. They will introduce some techniques such as user centric design, and hypophysis based development and describe how approaches such as Lean Startup and pragmatic marketing are providing product owners with a tool box to do their job.
Recorded Webinar can be found at :-https://www.scrum.org/resources/who-product-owner-anyway
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
A 40 minute introduction to DevOps for the Wellington DevOps Meetup, March 2021.
Rob forgot to talk about DevSecOps, which was a fundamental topic, and the general concept of "Shift left". Only so much you can fit in an hour, but they are good topics to research further.
Rob also mentioned some books
IT Revolution DevOps Forum is the best sources of free ebooks about Devops. It costs you an email signup, but it is worth it.
Team of Teams, Stanley McChrystal - good for business agility.
(See also Brave New Work, by Aaron Dignan, as Rob's favourite primer on new ways of working)
The Phoenix Project, by Gene Kim et al. - KoolAid intro to Devops, convinces most people.
Devops Handbook, gene Kim at al - good general refence
Continuous Delivery, Humble and Farley - still the definitive textbook
The Checklist Manifesto, Atul Gawande - in praise of checklists
Field Guide to Human Error, Sidney Dekker - safety culture influences Devops
(see also Dekker's two Youtube videos on Safety Differently and Just Culture)
Rob England consults and trains in IT locally in Welly tealunicorn.com/nwomit
Or see the work Rob and Cherry do together at enterprise level tealunicorn.com/clients
Katrina Novakovic "Default to Open: Creating a DevOps Culture"Fwdays
DevOps is not just having your Dev and Ops teams sit in the same room reporting to the same manager, introducing some agile tools, automating some manual steps of established processes and carrying on working the same way. You haven't actually changed the way the teams operate. Building a culture is at the core of DevOps adoption, and this involves a change in mindset.
This session will look at what key cultural characteristics made Red Hat the world's leading provider of enterprise Open Source solutions (spoiler alert: they are based on Open Source principals) and how you can apply these to your teams to break down silos and enhance openness, sharing and collaboration. There will be time for Q&A to answer your questions about relevant topics, such as remote teams, failing fast and any other barriers you are facing.
Slides from my 30 minutes Nordic Project Zone talk on combining Agile and PRINCE2. My general advise is to avoid it, but sometimes combining is your only option, at least during a transition period.
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
The Agile Manifesto was written in February 2001 and its still the the core of the Agile Movement. It focuses around 4 values and 12 Agile principles. The intention of Agile is to align development with business needs. Read this article to know more on Agile Manifesto and it 12 Agile principles.
In this presentation, we will look at the next logical step after estimation, i.e., prioritisation of product's features, requirements, tasks and then scoping them in a release. We will focus on some of the methods, techniques and tools such as MoSCoW prioritisation method, Kano's Model, Important vs, Urgent, Goals, tasks and tools model.
Business analysis goes beyond writing user stories and Jira! Get it right with the techniques from backlog grooming to MoSCoW prioritisation, from use cases to data models, and from Gherkin statements to tee-shirt sizing estimation. Texavi's Tech Bootcamp will equip you to be job-ready with practical and real-time insights, as well as offering access to our treasure of insightful, high-quality resources and materials.
Tracking DevOps Changes In the Enterprise @paulpeissnerPaul Peissner
DevOps - Train and Rails theme
Questions to consider when exploring, adopting or scaling DevOps in the Enterprise.
Hybrid models are the "only" option for organizations with legacy business models they must support, while they search for the right balance and strategies to enable DevOps to co-exist with legacy practices.
2014 12 03 projects where agile approach seems to be optimal finMarek Niziolek
Presentation comparing two methos of project management - classic - waterfall and agile. When which method works better, why, how to implement each of tchem optimally.
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?
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
A 40 minute introduction to DevOps for the Wellington DevOps Meetup, March 2021.
Rob forgot to talk about DevSecOps, which was a fundamental topic, and the general concept of "Shift left". Only so much you can fit in an hour, but they are good topics to research further.
Rob also mentioned some books
IT Revolution DevOps Forum is the best sources of free ebooks about Devops. It costs you an email signup, but it is worth it.
Team of Teams, Stanley McChrystal - good for business agility.
(See also Brave New Work, by Aaron Dignan, as Rob's favourite primer on new ways of working)
The Phoenix Project, by Gene Kim et al. - KoolAid intro to Devops, convinces most people.
Devops Handbook, gene Kim at al - good general refence
Continuous Delivery, Humble and Farley - still the definitive textbook
The Checklist Manifesto, Atul Gawande - in praise of checklists
Field Guide to Human Error, Sidney Dekker - safety culture influences Devops
(see also Dekker's two Youtube videos on Safety Differently and Just Culture)
Rob England consults and trains in IT locally in Welly tealunicorn.com/nwomit
Or see the work Rob and Cherry do together at enterprise level tealunicorn.com/clients
Katrina Novakovic "Default to Open: Creating a DevOps Culture"Fwdays
DevOps is not just having your Dev and Ops teams sit in the same room reporting to the same manager, introducing some agile tools, automating some manual steps of established processes and carrying on working the same way. You haven't actually changed the way the teams operate. Building a culture is at the core of DevOps adoption, and this involves a change in mindset.
This session will look at what key cultural characteristics made Red Hat the world's leading provider of enterprise Open Source solutions (spoiler alert: they are based on Open Source principals) and how you can apply these to your teams to break down silos and enhance openness, sharing and collaboration. There will be time for Q&A to answer your questions about relevant topics, such as remote teams, failing fast and any other barriers you are facing.
Slides from my 30 minutes Nordic Project Zone talk on combining Agile and PRINCE2. My general advise is to avoid it, but sometimes combining is your only option, at least during a transition period.
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
The Agile Manifesto was written in February 2001 and its still the the core of the Agile Movement. It focuses around 4 values and 12 Agile principles. The intention of Agile is to align development with business needs. Read this article to know more on Agile Manifesto and it 12 Agile principles.
In this presentation, we will look at the next logical step after estimation, i.e., prioritisation of product's features, requirements, tasks and then scoping them in a release. We will focus on some of the methods, techniques and tools such as MoSCoW prioritisation method, Kano's Model, Important vs, Urgent, Goals, tasks and tools model.
Business analysis goes beyond writing user stories and Jira! Get it right with the techniques from backlog grooming to MoSCoW prioritisation, from use cases to data models, and from Gherkin statements to tee-shirt sizing estimation. Texavi's Tech Bootcamp will equip you to be job-ready with practical and real-time insights, as well as offering access to our treasure of insightful, high-quality resources and materials.
Tracking DevOps Changes In the Enterprise @paulpeissnerPaul Peissner
DevOps - Train and Rails theme
Questions to consider when exploring, adopting or scaling DevOps in the Enterprise.
Hybrid models are the "only" option for organizations with legacy business models they must support, while they search for the right balance and strategies to enable DevOps to co-exist with legacy practices.
2014 12 03 projects where agile approach seems to be optimal finMarek Niziolek
Presentation comparing two methos of project management - classic - waterfall and agile. When which method works better, why, how to implement each of tchem optimally.
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?
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...John Carter
Applying Agile methods in a waterfall world seemed impossible until we discovered the 10 essential skills and tools. Five of these skills are organizational, while others translate the short intervals characteristic of Agile to the world outside of Software. User Stories becomes Boundary Conditions; Burn-down charts becomes Deliverable Hit Rate charts; Sprints become HW intervals; Sprint Retrospectives become Event Timeline Retrospectives, while the project as a whole is managed using Boundary Conditions. This presentation shows examples of these tools and shows examples of how they are applied.
In this session presented at Tools4AgileTeams 2-12-2021, we discussed some necessary building blocks to make the critical changes associated with an agile transformation helping to de-risk the organization's agile journey.
An introduction to "agile development" and what "agility" means in the world of software. Principles to embrace, culture changes to pursue, and so forth.
ANIn Coimbatore March 2023 |How Did Feedback Loops Help To Build Better Produ...AgileNetwork
Agile Network India - Coimbatore
Title: How Did Feedback Loops Help To Build Better Products? by Hariharasudhan R
Date: March 2023
Hosted by: Thoughtworks
TRANSFORM FROM PROJECT TO PRODUCT TO SURVIVE THE AGE OF DIGITAL DISRUPTION Mani Maun
For the last 10 years or so established businesses have faced the threat of digital disruption, the traditional planning, and execution methods no longer seem enough to survive.
The impact from COVID-19, in a matter of months, has sped up the rate of disruption, to an extent that established businesses are struggling to understand and keep up with the new normal. On day 0 of COVID-19, when things started to shut down, faults with the current delivery methods of digital transformation started to surface. Current Planning, budgeting, prioritization, resourcing, operations, and delivery just seems out of place and not relevant anymore.
In the volatile and uncertain times, we are in, traditional managerial frameworks and infrastructure models cannot keep up with demands being placed on them.
Vasco Duarte - Agile Innovation - Product Management in turbulent times - ConFuDevConFu
In today’s world we are constantly confronted with the message that the competition is breeding down our necks, that the market and environment are changing and we need to change with them. And most importantly, we are told that we need to listen to our customers to be able to provide the right products. We as a Product Managers need to be able to see beyond the basic product decisions, e.g. do we add feature A or feature B? We need to think beyond the silo of our function to be able to drive innovation into our products. In this session we will look at the role of Product Managers in an agile product development environment, and as agents of innovation
User-centric design for large enterprisesInVision App
Ideally, your design process is perfectly user-centric. In practice, it's hard to keep pace while having a large number of stakeholders involved in different stages of your projects.
This in-depth webinar with Jean-Marcel Nicolai of Centric Digital will look at the challenges to overcome when you ideate and design for large companies, and how to stay user-centric and nimble in large business environments.
Applying Innovation in Software DevelopmentAmish Gandhi
Sometimes the only difference between the winners and the losers is that the winners figure out how to innovate. Innovation is a broad term and this presentation outlines what it means for enterprises and companies involved in developing software. This presentation highlights how innovation can be applied at various stages of software product development and in different ways by applying special techniques, tools and frameworks.
Note: This was also a QCon Shanghai Keynote Talk. Full talk up at http://www.infoq.com/cn/presentations/business-innovation
Perpetual website: http://www.perpetualny.com
Agile methodologies are transforming not only the way we work, but also what is expected of us as researchers. At BeyondCurious, we think that’s a good thing. In our experience, agile, iterative user experience research is the best way of conducting ux/usability research.
Why? It ensures that you’re making things that matter. Agile Research delivers rapid results to internal and client teams in as little as one week, allowing for quick pivots to align prototypes to user needs. This flexible, modular approach reduces client risk because it allows teams to test and learn. The research process iteratively informs development, and concrete, ongoing results enable rapid evolution, and ensure that you are making the best product for your end user.
Another benefit of Agile Research is that client and internal design/dev partners are part of the research team: there is no black box. This integrated team co-develops areas of inquiry, prototypes, and key questions. Agile research sprints do not produce dust-attracting research tomes. Instead, reports answer key questions, propelling product development forward with clear and targeted opportunities and recommendations. These sprints also quickly uncover additional questions that could be answered with future research to help move projects forward.
Sounds good, right? But how do you do it? How do you plan it? What kind of team do you need? How do you get recruits in so little time? What kinds of tools and techniques are best suited to agile? And what kind of mindset do you need to be able to pull it off successfully?
This presentation, given at World Usability Congress, teaches researchers, strategists, and designers how to plan and manage Agile Research, including:
Methodology
Research Approach and Planning
Recruiting
Tools and Techniques
Team
Mindset
Similar to Project management in the age of accelerating change - general non IT specific (20)
It takes two to tango - why tech and business succeed or fail together v4.1 b...Luca Minudel
In this session, we will discuss how to achieve real technical excellence that matters to the Business, how to build trust between Business and Tech, and how Business can react quickly and beat the competition with help from Tech. After many years in professional software development, we experienced the impact of Business’ decisions on Tech, the importance of technical excellence for the Business, and the role of Software Craftsmanship/Craftswomenship in achieving technical excellence.
We learned that Tech is an enabler for the Business, that Business is a key stakeholder, that mastery in practices such as Software Craftsmanship/Craftswomenship leads to technical excellence that really matters. Then, in an unexpected turn of events, we learned these assumptions were flawed, it was much more than that.
New Self-assessment radar for Scrum Masters.
Use this as a permanent link to always get access to the latest version: http://www.smharter.com/blog/scrum-master-skills-self-assessment-radar/
What is Agility?
What are the characteristics that contribute to Agility?
What are the team/org structures that support Agility?
What are the challenges that require Agility?
New Lean-Agile Coach Self-Assessment - detailed descriptions v3Luca Minudel
Detailed descriptions for the Lean-Agile Coach Self-Assessment
Includes references to resources useful to improve in each competency area (download the deck and look at the notes)
From Continuous Integration to Continuous Delivery and DevOpsLuca Minudel
An overview of Continuous Delivery from a business and a technical point of view.
Includes an overview of:
- business value proposition of CD
- prerequisites and tips for CD implementation
- CD implementation was stories and strategies
- CD technical practices
Draft your next training course with ideas from Training from the Back of the...Luca Minudel
A personal approach on applying the 4Cs techniques for the book 'Training from the Back of the Room!' starting from the end like the legend of the Phoenix.
Pratica avanzata del refactoring (2004)Luca Minudel
Abstract
- Perché fare Refactoring?
Riconoscere le situazioni ed i problemi che si risolvono con il Refactoring
- Quali i prerequisiti per fare Refactoring?
Dotarsi del necessario per applicare il Refactoring in continuo miglioramento
- Come comprendere e reagire ai feedback del codice?
Esempio "Live" di Refactoring del 2° tipo applicato al codice dell'interazione utente
Agility: The scientific definition of how to be(come) AgileLuca Minudel
Many talks about doing Agile versus being Agile. The session presents a scientific definition of Agility, how to move from doing Agile to being Agile. Characteristics of Agility that can be enhanced, inhibitors the can be reduced and removed and contexts where Agility is an advantage are all presented in this session. All this enables you, a team and an organization to decide when and to know how to go from doing Agile to being Agile.
References
The content of this session is based on studies and experiments promoted by U.S. DoD and NATO research and presented in these books:
The Agility Advantage: A Survival Guide For Complex Enterprises and Endeavors; David Alberts; 2011.
Power to the Edge: Command...Control...in the Information Age; David Alberts and Richard Hayes; 2003.
Lightning talk: Active Agility, the magic ingredient of Lean and AgileLuca Minudel
Many talks about doing Agile versus being Agile. The session presents a scientific definition of Agility, how to move from doing Agile to being Agile. Characteristics of Agility that can be enhanced, inhibitors the can be reduced and removed and contexts where Agility is an advantage are all presented in this session. All this enables you, a team and an organization to decide when and to know how to go from doing Agile to being Agile.
References
The content of this session is based on studies and experiments promoted by U.S. DoD and NATO research and presented in these books:
The Agility Advantage: A Survival Guide For Complex Enterprises and Endeavors; David Alberts; 2011.
Power to the Edge: Command...Control...in the Information Age; David Alberts and Richard Hayes; 2003.
Software development in Formula One: challenges, complexity and struggle for ...Luca Minudel
This is an experience report based on more than 3 years (2006-2009) of software development in F1 with Scrum, Lean and XP, developing evolving and maintaining software to support the F1 racing team from the vehicle conception and throughout every test and race.
In these 3 years I promoted and supported the advancement of the existing Agile practices in my team and then for all the software development teams of the F1 racing team.
How was this experience? It was dense and intense. What made it valuable? It was:
- the unique context characterized by very high levels of competition, speed and unpredictable rapid changes.
- the challenge of doing computer programming in an F1 team: the team and I had to learn and invent how to work with a code-base that is very large and long lived, a product that is uncommonly complex, in an organization that has high levels of interdependency and with technologies and competitors that are fast moving targets. We found ourselves far behind the boundaries where centralized top-down approaches could possibly work and where a book, a school degree or an expert could possibly reveal the right answer.
We had to do software development in extreme conditions and push ourselves to the limit as F1 drivers that really push and find the limits with the aim of outperforming competitors.
Have we survived this chaos? How did we survive? Which team and coding practices emerged? This experience report will look at the answers to all those questions and will try to answer questions from participants.
Refactoring legacy code driven by tests - ENGLuca Minudel
re you working on code poorly designed or on legacy code that’s hard to test? And you cannot refactor it because there are no tests?
During this Coding Dojo you’ll be assigned a coding challenge in Java, C#, Ruby, JavaScript or Python. You will face the challenge of improving the design and refactoring existing code in order to make it testable and to write unit tests.
We will discuss SOLID principles, the relation between design and TDD, and how this applies to your solution.
Reading list:
Growing Object-Oriented Software, Guided by Tests; Steve Freeman, Nat Pryce
Test Driven Development: By Example; Kent Beck
Working Effectively with Legacy; Michael Feathers
Agile Software Development, Principles, Patterns, and Practices; Robert C. Martin (C++, Java)
Agile Principles, Patterns, and Practices in C#; Robert C. Martin (C#)
Refactoring legacy code driven by tests - ITALuca Minudel
Are you working on code poorly designed or on legacy code that’s hard to test? And you cannot refactor it because there are no tests?
During this Coding Dojo you’ll be assigned a coding challenge in Java, C#, Ruby, JavaScript or Python. You will face the challenge of improving the design and refactoring existing code in order to make it testable and to write unit tests.
We will discuss SOLID principles, the relation between design and TDD, and how this applies to your solution.
Reading list:
Growing Object-Oriented Software, Guided by Tests; Steve Freeman, Nat Pryce
Test Driven Development: By Example; Kent Beck
Working Effectively with Legacy; Michael Feathers
Agile Software Development, Principles, Patterns, and Practices; Robert C. Martin (C++, Java)
Agile Principles, Patterns, and Practices in C#; Robert C. Martin (C#)
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
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
3. Today’s focus
• General delivery initiatives
• Single team, single work-stream
Today focus is not on:
• Programme
• Portfolio
• Multi-Team, multi-workstream effort
• Pre-Inception
5. HISTORY OF TRADITIONAL MANAGEMENT
Main traditional management tools invented before 1920
from people born around 1850
during the second industrial revolution
6. HISTORICAL CONTEXT OF TRADITIONAL MANGEMENT
• Workforce: mainly unschooled, illiterate
• Companies, functions, requirements: Loosely connected, mostly independent
• Info to process: Moderate amount, no time-pressure to process it
• Rate of change: Slow, with minor consequences
• Uncertainty/Unknowns: High degree of certainty, very few unknowns
7. MANAGEMENT CONTEXT IN
THE AGE OF ACCELERATING CHANGE
• Workforce: Unschooled, illiterate
Well trained, motivated knowledge-workers
• Companies, departments, requirements: Loosely connected, mostly independent
Highly connected, inter-dependent, with frequent interactions
• Info to process: Moderate amount, moderate time pressure to process it
Large amount, insufficient time to process it, ambiguity
• Rate of change: Slow, with minor consequences
Fast, with unpredictable consequences and limited control
• Uncertainty/Unknowns: High degree of certainty, very few unknowns
High degree of uncertainty, many unknowns, diminished capacity to predict
8. IMPACT OF TRADITIONAL MANGEMENT’S TOOLS
IN THE AGE OF ACCELERATING CHANGE
• Defined, all-inclusive, prescriptive processes
→Separation of Thinkers vs Doers, Heavy-weight slow blind processes
• Capital budgeting
→Up-front planning, slow/late reaction-time, rigidity or chaos
• Task Design
→Outcome/end-goal fragmentation, loss of meaning and feedback
9. • Divisionalisation
→ Ineffective cross-function collaboration, late integration, defects, re-work, delays
• Pay for performance
→Teamwork and collaboration discouraged, bad news ceiling / watermelon reporting
IMPACT OF TRADITIONAL MANGEMENT’S TOOLS
IN THE AGE OF ACCELERATING CHANGE
10. ELEMENTS OF TRADITIONAL MANAGEMENT
MINDSET
Unschooled, illiterate
workforce
If you are smart enough,
experienced enough,
and work hard enough,
you can plan everything upfront
11. ELEMENTS OF TRADITIONAL MANAGEMENT
MINDSET
Unschooled, illiterate
workforce
If you are smart enough,
experienced enough,
and work hard enough,
you can plan everything upfront
The tyranny of the
omniscient designer
Thinkers Vs Doers
13. ELEMENTS OF THE AGILE MINDSET
Video Link: https://youtu.be/y885_5tE170
14. The understanding of the
problem and the discovery
of a solution gradually
evolve together, in concert.
ELEMENTS OF THE AGILE MINDSET
Well trained, motivated
knowledge-workers,
and problems that require
multiple points of view
Thinkers Vs Doers
The tyranny of the
omniscient designer
15. The understanding of the
problem and the discovery
of a solution gradually
evolve together, in concert.
ELEMENTS OF THE AGILE MINDSET
Well trained, motivated
knowledge-workers,
and problems that require
multiple points of view
16. The understanding of the
problem and the discovery
of a solution gradually
evolve together, in concert.
ELEMENTS OF THE AGILE MINDSET
Well trained, motivated
knowledge-workers,
and problems that require
multiple points of view
Thinkers Vs Doers
The tyranny of the
omniscient designer
Co-evolution
Co-creation
17. PMI: embracing adaptive management
Source: Improving Performance: The PMI/IEEE Computer Society Software Development Extension, 2013
Modern PM
Knowledge-work
Traditional PM
Task-work
User Story
Product Backlog
Co-evolution
Product Owner
Backlog refinement
Sprint Review
Co-creation
19. AGILE AS UMBRELLA TERM
Scrum Kanban
Extreme Programming (XP) Lean Software Development
Crystal Clear Dynamic Systems Development Method (DSDM)
Adaptive Software Development Feature Driven Development (FDD)
20. MANIFESTO FOR AGILE PRODUCTS DEVELOPMENT
We are uncovering better ways of developing
products by doing it and helping others do it.
Through this work we have come to value:
Team vision and discipline over processes and tools
Working product & Validated learning over comprehensive documentation
Customer collaboration & discovery over contract negotiation
Initiating & responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
http://www.smharter.com/blog/2017/09/15/the-new-business-friendly-agile-manifesto/
21. LEAN SOFTWARE DEVELOPMENT PRINCIPLES
1. Energise Teams Members
2. Enhance Learning
3. Deliver as Fast as Possible
4. Decide as Late as Possible
5. Optimize the whole
6. Build quality in
7. Eliminate waste
23. AGILITY DEFINITION (Complexity Science)
Agility is:
- a new way of thinking about and preparing for the unanticipated
- the ability to successfully effect, cope with, and exploit changes in
circumstances.
Meta-Agility is:
- the ability to recognise the approach appropriate for the
circumstances, and to transition in a timely manner to this approach.
24. AGILITY PILLARS (Social Complexity)
1) PROBLEM-SOLUTION CO-EVOLUTION PROBLEM SPACE
SOLUTION SPACE
26. AGILITY (Social Complexity)
1) PROBLEM-SOLUTION CO-EVOLUTION
2) SOLUTION CO-CREATION
- HOLISTIC END-TO-END APPROACH -
Busines
s
Product
Vision
Requirements
Specification
Design
& Dev
Test
PROBLEM SPACE
SOLUTION SPACE
30. AGILE PROD DEV PRACTICES - GOALS
A. Increase the speed of learning
B. Reduce the cost of change
C. Make decisions and mistakes easy, fast, and cheap to reverse
31. AGILE PROD DEV PRACTICES – IRREVERSIBILITY
Video Link: https://youtu.be/EufUAres_-o
32. AGILE PROD DEV PRACTICES – IRREVERSIBILITY
Irreversibility is
one of the prime drivers of complexity
and so of costs & risks.
Professor of Economics and Management
Enrico Zaninotto, 2002
33. AGILE PROD DEV PRACTICES - GUIDELINES
1. Search specific solutions (not general)
2. Search local solutions (not global)
3. Start simple (not all-inclusive)
4. Be just-good-enough just-in-time (not perfect upfront)
5. Focus on one thing at the time (no multi-tasking)
6. If something is hard, do it more often (not less often)
35. DIFFERENT ”INCEPTIONS”
• ThoughtWorks (Agile) Inception (about 1÷4 weeks, 1 week x 3 months delivery)
• ThoughtWorks Lean Inception (1 week)
• Google Design Sprint (1 week)
• No Inceptions
• Lean Value Tree
• Directly into Scrum Sprint Planning (2 hours x 1 week of work)
36. WHAT IS AN AGILE/LEAN INCEPTON
THERE IS AN INNOVATIVE
IDEA WORTH PURSUING
(OR A PROBLEM
WORTH SOLVING)
THERE IS BUDGET FOR
EXPLORING THE IDEA, AND
BUDGET POTENTIALLY AVAILABLE
FOR REALISING THE IDEA
WE WANT TO KNOW
IF THE IDEA IS …
Technically
Feasible
Businesswise
Viable
Userswise
Desirable
37. WHAT IS AN AGILE/LEAN INCEPTON
Vision of
Goals, Product,
Success
High level
Scope
discovery
Technical
envisioning and
sizing
Prioritization,
and roadmap
The idea is to spend the minimal amount of time to establish :
- the vision of the delivery initiative,
- a feeling for the amount of work to be done,
- an alignment between everyone in the team, the sponsors, and all
the stakeholders
½ day 2 ½ days 1 day ½ day
38. WHAT IS AN AGILE/LEAN INCEPTON
Vision of
Goals, Product,
Success
High level
Scope
discovery
Technical
envisioning and
sizing
Prioritization,
and roadmap
½ day 2 ½ days 1 day ½ day
39. WHAT IS AN AGILE/LEAN INCEPTON
Technology
Delivery
Product Tech
estimates
Delivery
roadmap
Product/Business
priorities
Co-Create
Co-Evolve
Technically
Feasible
Businesswise
Viable
Userswise
Desirable
48. AGILE GOALS ARE OBLIQUE
• Pursue ways of working efficiency over resources mobilization & efficiency
• Manage the workflow over managing tasks schedule and maximizing utilization
• Focus on speed and frequency of delivery over reducing costs of delivery
• Align authority to responsibility over aligning authority to the orgchart
• Move authority to the information over moving information to authority
51. SHARED & DYNAMIC RESPONSIBILITIES
ROLE A ROLE B
PRIMARY
RESPONSIBILITIES
PRIMARY
RESPONSIBILITIES
SECONDARY/SHARED
RESPONSIBILITIES
52. EXAMPLE OF AN INDICATIVE TEAM COMPOSITION
Agile Team
Product Owner
Tech Lead
Developer
Tester
Scrum Master
Business
Analyst
CX/UX Designer
IT Ops
53. FIRSTS AMONG EQUALS
The three areas equally accountable, in the team:
Tech
Way of
Working/
Delivery
Product/
Business
Agile
Leadership
Agile
Leadership
Agile
Leadership
54. FIRSTS AMONG EQUALS
Leaders promotes self-organisation instead of command & control:
Facilitates
Collective sense-making
Facilitates
Continuous Improvement
& Personal development Promotes
Autonomy and accountability,
Delegation & Empowerment
Nurtures
Interpersonal &
Communication skills
Facilitates
Conflict resolution and
Consensus building
Facilitates
Participatory decision-making
55. THE PRODUCT OWNER
• Provides the vision for the product
• Is responsible for maximising the commercial &
financial success of the product
• Is responsible for ensuring customers and users
satisfaction about the product
• Has the final call on the items in the Product Backlog
and in their ordering
• Is responsible for keeping the Product Backlog
updated, ordered, clear, visible, transparent
56. THE SCRUM MASTER
• Supports the team and the PO understanding and
adoption of modern ways of working, and
continuously improving their way of working
• Supports good team’s dynamic and collaboration,
and facilitates team’s ceremonies/rituals/events
• Facilitates the collaboration between the agile team
and the rest of the organisation and helps the rest
of the organisation’s understanding of agile
• Facilitates transparency, visualisation and
communication of progress of the delivery effort
57. THE DEVELOPMENT TEAM
• They are collectively accountable for the delivery of
high-quality, running, and tested product increments
delivered at the end of each Sprint
• They are collectively responsible for technical
excellence, reliability and functionality of the Product
• They are cross-functional and self-organising, full-time
long-standing team’s members
• They are responsible for and have the freedom to
decide and improve their way of working
59. “Working product features is the primary measure of progress”
–7th principle of the Agile Manifesto
~
“Don’t move information to authority, move authority to the information”
- David Marquet
69. PROJECTS OR PRODUCT
Project Product
End Predefined When retired
Outcome/result Predefined Refined overtime
Scope Prevalently predefined Refined overtime
Constraints (Scope, Schedule, Cost) Predefined May change overtime inside ranges
Organization (people, teams) Temporary, people who don’t
normally work together
Long-lived, mainly dedicated and
permanent, people that usually work
together
Focus Delivery End-to-end: Ideation, delivery,
operation, support, maintenance,
evolution
Driven by Plan Business outcome and value
71. You
traditional PM
1) You are comfortable with
uncertainty & ambiguity
2) You like to work in
team among equals
3) You like to be flexible,
adaptable, resilient and
responsive
OPTIONS FOR THE PM’S AGILE CAREER, A HEURISTIC
72. 1) You are a people person,
and love to facilitate,
coach, mentor and teach others
2) You love continuous improvement
and modern ways of working
3) You understand Digital Products
delivery & support
1) You love Digital Products
2) You love to delight Users
3) You understand Marketing,
Business models, Financing,
and P&L
OPTIONS FOR THE PM’S AGILE CAREER, A HEURISTIC
You may start the
journey to become a
Product Owner
You may start the
journey to become a
Scrum Master
73. ADDITIONAL TIPS
• Agile Training
• Lot of practice (pairing, shadowing)
• Reading
• Community involvement
76. SUGGESTED READINGS
THOSE WITH A SCIENTIFIC
BACKGROUND MAY LIKE THIS
(SEARCH ONLINE CHAPTER 1
ON WICKED PROBLEMS)
THOSE WITH
A HUMANISTIC BACKGROUND
MAY LIKE THIS
The goal of this session
provide the attendees with a basic vocabulary and the key concepts that will enable them to attend and benefit from attending other Agile events, meetup, and conferences.
The session will also explore career options for a traditional project manager in the Agile age, as well as training and certification options.
Working with agile since the beginning 2001/2002 when it was an underground movement
tech background, where agile started
Learning and trying bits and pieces of agile, practice by practice
Struggling to convince a co-worker or the team about trying out one practice because paradoxical, counter intuitive
Nowadays in mainstream
Genuine, authentic, truthful, reliable source of expertise
What are the most important inventions in human history ?
Management is one of those invention
that enable us to face those challenges
that require a
coordinated effort and collaboration
among a large number of people
Ask, which does not hold for you now?
Ask, which does not hold for you now?
Ask, which does not hold for you now?
Thinkers vs Doers
Told what to do AND told how
Told the deadline (others do the estimate)
Omniscient designers
Plan is always right if planner is up to the job
Mistakes originates from the execution
Thinkers vs Doers
Told what to do AND told how
Told the deadline (others do the estimate)
Omniscient designers
Plan is always right if planner is up to the job
Mistakes originates from the execution
whole Frederick Taylor http://paulgibbons.net/leadership-vuca-world-harish-manwani/
VIDEO – The intrinsic nature of the problem
Co-evolution: because the nature of the problem
Co-creation: sharing a creative space and deep collaboration, info from ppl from different parts of the org, from different points of view
Co-evolution: because the nature of the problem
Co-creation: sharing a creative space and deep collaboration, info from ppl from different parts of the org, from different points of view
Co-evolution: because the nature of the problem
Co-creation: sharing a creative space and deep collaboration, info from ppl from different parts of the org, from different points of view
Look at requirements & Stakeholders
PO is opposite of Single Point of Contact
Comment about scaled frameworks
- Now we get specific on IT
More generic, less specific on software development
Look at the principles
Many Lean sw schools.
Lean and agile are deeply intertwined in the software world. You can't really talk about them being alternatives, if you are doing agile you are doing lean and vice-versa
http://martinfowler.com/bliki/AgileVersusLean.html
The nature of the problems: Different types of problems
- Wicked problems
Broader that SW
Because the nature of the problem : Unknowns, uncertainty => unanticipated, change
And ability to transition your way of working during the initiative to adapt to circumstances
No Separation thinker - doers
Wisdom of the crowd
They deeply collaborate across silos on a shared artefact
Continuously integrate and have a holistic view of the progress
Change management and Risk management are not distinct activities or roles
They are part of daily work, for everyone to be responsible
Video 2 - Joy, Inc. Rich Sheridan
https://youtu.be/Oe8VTi3m8U8
Min 1.01- 2.42
Min 4.48 – 6.45
They deeply collaborate across silos on a shared artefact
Continuously integrate and have a holistic view of the progress
Change management and Risk management are not distinct activities or roles
They are part of daily work, for everyone to be responsible
Video 2 - Joy, Inc. Rich Sheridan
https://youtu.be/Oe8VTi3m8U8
Min 1.01- 2.42
Min 4.48 – 6.45
starting with the simplest possible, even incomplete, approach
continuous experimentation => learning => adapted / evolved
Empiric instead of prescriptive
Team experiment, learn, evolve their ways of working
Practices used to implement the requirements
What is needed to make your Tech/production practices depend on your business/industry.
In IT we have many of them described in Extreme Program methodology
I cannot talk about practices in each one of your industries, but I can share some principles and and example
F1 Stamps
Lean last responsible moment ... but after that => reversibility
Facebook, Kent Back, article
https://www.facebook.com/notes/kent-beck/taming-complexity-with-reversibility/1000330413333156/
F1 car creation timeline
The F1 stamps examples
Reduce the cost of change, increase the speed of learning
Facebook, Kent Back, article
https://www.facebook.com/notes/kent-beck/taming-complexity-with-reversibility/1000330413333156/
PROJECT initiation ('kick-off' or start)+ PROJECT definition, planning and development
3 months = 1 week
12 months = 4 weeks
Team doing the work involved
Alignment, co-creation, co-evolution
COLLECT DOCUMNENBT KNOWNS, WISDOM OF THE CROWD, TOOLS TO DEAL WITH UNKNOWNS, ELEPHANT STACY
- Connecting dots and
- feedback learnings from refinements
3 months = 1 week
12 months = 4 weeks
No hand-over and collaboration
PROJECT launch or implementation (sometimes known as project execution)
- Artefacts / Rituals ceremonies meeting (recurring, time-boxed instead of ad-hoc)
all the PM/Requirements work happens during the rituals
the iterations, + evolution (inspection, learning, adaptation)
Scrum
From the inception: High level requirements (requirement repository)
Ordered by value and risk (plan)
Status of each requirement (to do or done: current status of execution/reporting)
Each item deliver value and learning: refined to be small enough to be done in 1 sprint, big enough to deliver value
work breakdown
Scope/requirements => User Stories / Epics
a project plan,
Estimates => Size
Schedule => priorities + estimates
identify and manage risks => priorities
Resources (team members volunteer and team self organise)
create the project budget => stable team = schedule
define and allocate resources => stable team
Sprint backlog: requirements refined and ready to start the design-development-test-deploy-accept
Work is not assigned, team members volounteer
Bas, devs, tester work together to maximize the work completed, visualising the progress and updating the backlog.
Dev, testers, Bas can talk with the client or show things
Team members update and visualise the progress (no one assign the work)
Every day visualising the progress and updating the backlog. coordinating the collaboration, helping each other to tackle blockers
Backlog refinement
Sprint review: requirements and priorities may change in order to create the right product and maximise the value
Sprint retrospective: Team reflect on improving the way of working
Tailor to suit the environment => Evolve to suite the environment
All artefacts are shared between the team, for transparency and alignment
http://www.stigasoft.com/images/agile-development-process.png
PROJECT launch or implementation (sometimes known as project execution)
- the iterations, + evolution (inspection, learning, adaptation)
Scrum
Big changes here
Shout out if you have questions and concerns
Roles not individuals
Example very effective team Vs overgrown team
1st three areas equally accountable, not one boss
2nd biggest area (# ppl) the team, share collectively accountability
3rd the SM but also the PO uses agile leadership not command and control
Ordered = PrioritisedBAs CX/UX support the PODevs in small teams take up the work of BAs and CX/UX
No single point of contact
Last point one of the most commonly misunderstood
Long-standing => move work to the team, don’t move people to the work
RESOURCE management, mobilisation less less important
Budgeting simplified
project monitoring and controlling
When tasks are not fragmented and outcome in created continuously, the reporting / monitoring can be lightweight.
Most reliable, relevant, important: start from here. Add profit, market shares, customers satisfaction
Transparency, unintrusive inspection, reports automation
That fifth lever is the team.
In our industry the team you assemble and how that team gels has a profound impact on the success of the project.
The trick now is to produce metrics that support team’s understanding
Actual Now + Updated forecast Vs Original Plan
90% done syndrome
Status of delivery
Status of delivery
Status of delivery
Status of delivery
Status of delivery
project close
What do you think?
Consultancy, construction work
Traditonal PMs won’t disappear that there may be less of
And if you miss some skills, pair
Training (PMI-ACP, Scrum org, ScrumAlliance, Agile Fundamentals) no scaled framework
MORE THAT PROCESS
Is one of those intangibles, including mindset, that are very powerful and have a big impact in an agile transformation/adoption.