Understanding Agile from a PMP s Perspective!
|
|
- Kellie Benson
- 6 years ago
- Views:
Transcription
1 Understanding Agile from a PMP s Perspective! Copyright, GR8PM, All rights reserved. 1 The claim that Agile is outside the PMBOK Guide has no basis in fact! Fact The PMBOK Guide included Rolling Wave Planning, Progressive Elaboration, and Decomposition long before the Agile Manifesto was written. Materials are based on the Institute, A Guide to the Body of Knowledge, (PMBOK Guide) Fifth Edition, Institute, Inc PMBOK is a registered mark of the Institute, Inc. 2 1
2 The claim that Agile is a revolution is an exaggeration! Fact Agile applies Lean Principles to project management. It offers improved planning and team management practices. 3 Every Agile framework is missing two key components. Fact Every Agile framework is missing budgeting and sophisticated scheduling tools. The PMBOK Guide solves those problems and makes Agile better! 4 2
3 Agile, as practiced by many agilists, ignores the needs of the organizational-customer for estimating and planning. Fact Many Agilists ignore the legitimate need for reliable planning that supports the organizationalcustomer. We can, and must, do better! 5 None of those facts mean I am against Agile! Please let me introduce myself. 6 3
4 9/16/14 Introduction: John Stenbeck, PMP, PMI-ACP, CSM, CSP Sr. PM Consultant for client-side ERP implementations Past President and VP of Prof. Dev. for PMI-SD Adjunct instructor at the University of California San Diego (UCSD) Trained 9,000+ technical professionals in Aerospace, Defense, High Tech, Financial Services, Bio-medical and Life-science fields 7 GR8PM Introduction: Available in Kindle version February 2014 (ibook coming soon!) (ibook coming soon!) Added CSP Prep May 2013 Published Jan
5 GR8PM Introduction: Agile Government Contracting, August GR8PM Introduction: PMP and PMI-ACP Exam Prep and CSM classes Professional Development On-site & Public seminars: Agile 101 for PMP s Best Practices Advanced Agile-Enterprise Practices for PMP s Agile (Federal) Government Contracting Managing Virtual Teams: Tips and Tricks from the Pro's Masters Course in Estimating and Risk Agile-Organization Support Services: Agile Enterprise Roll-out & PMO Deployment Consulting Agile Coaching, Mentoring and Training 10 5
6 GR8PM Introduction: Partial List of Past Clients " Booz Allen Hamilton, Inc., McLean, VA " Guinness Bass Import Company, Greenwich, CT " Lucent Technologies Bell Labs, Allentown, PA " Nike Corp., Beaverton, OR " Oracle Corp., Redwood Shores, CA " Qualcomm Inc., San Diego, CA " U.S. Army Space & Terrestrial Communications Directorate, Fort Monmouth, NJ " U.S.D.A. National Finance Center, New Orleans, LA " Visa Smart Cards, Foster City, CA
7 Understanding Agile from a PMP s Perspective! Copyright, GR8PM, All rights reserved. 13 Recent GR8PM research showed PMP s top Agile concerns are: 1. What is the PM s role in Agile? 2. Can Agile and Traditional projects coexist? 3. Do most PMP s have the 1,500 hours of Agile experience required to sit for the PMI-ACP exam? 14 7
8 #1 What is the PM s Role in Agile? THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES February March, 2013 Literature review, Survey, and In-depth Interviews 500 Participants; 70 Countries United States = 35% India = 12% United Kingdom, Canada, Australia = 4% each Germany = 3% Belgium, Brazil, Mexico, Malaysia, South Korea, New Zealand = 2% each 15 #1 What is the PM s Role in Agile? Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Role in the Organization 16 8
9 #1 What is the PM s Role in Agile? Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES 17 #2 Can Agile and Traditional s Coexist? 18 9
10 #3 Do most PMP s have 1,500 hours of Agile? ANSWER: Decomposition Progressive Elaboration Rolling Wave Planning Lean principles in both Agile and Traditional! 19 #3 Do most PMP s have 1,500 hours of Agile? Traditional: Graphical WBS Agile / Scrum: Feature Structure Objective Product Phase 1 Phase 2 Theme 1 Theme 2 Work Package 1 Work Package 2 Work Package 1 Work Package 2 Epic 1 Epic 2 Epic 3 Epic 4 Activity 1 Activity 2 Activity 3 Story 1 Story 2 Story 3 Task 1 Task 2 Task 3 Task 1 Task 2 Task
11 #3 Do most PMP s have 1,500 hours of Agile? Definitions are completely arbitrary logical devices. PMBOK: 1. Objective 2. Phase.. 3. Work Pkg.. 4. Activity AGILE: 1. Product 2. Theme.. 3. Epic. 4. Story DEFINITION: 1. Business-level Full Function Vision 2. What a User Class wants to see or experience (Sub-function; End-toend workflow) 3. What a User will do and the result(s) they will see 4. Workflow component in User words 5. Task 5. Task 5. Technical job plus acceptance criteria 21 #3 Do most PMP s have 1,500 hours of Agile? Taxonomy for Traditional vs. Agile Roles Traditional: Stakeholders & Sponsor Program or Sr. Manager Jr. PM or Team Lead Team and SME s Everybody else Agile / Scrum: Stakeholders & Sponsor Product Owner Scrum Master Team and SME s Everybody else 22 11
12 Knowledge Areas Integration Integration Scope Time Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Develop Charter Collect Requirements Plan Define Scope Create WBS Define Activities Sequence Activities Resources Duration Develop Schedule Estimate Cost Determine Budget the overall project good. Plan Quality Develop Direct and Manage Monitor and Execution Control Work Direct Perform and Integrated Change Control Manage Execution Verify Scope Control Scope Fact Integration Perform Quality Assurance Control Schedule Control Costs Perform Quality Control Close or Phase Monitor and Control Work Perform Integrated Change Control Close or Phase Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for PMBOK Guide, Third Edition Integration management is a juggling act of trade-offs and coordination as part of balancing the project execution and the expectations of the stakeholders. 23 Knowledge Areas Develop Charter Integration Scope Scope Time Cost Process Groups Initiating Planning Executing M & C Closing Develop Direct and Manage Plan Execution Collect Requirements Define Collect Requirements Scope Define Scope Create Create WBS WBS Fact Scope Define Activities Sequence Activities Resources Duration Develop Schedule Monitor and Close or Control Work Phase Perform Integrated Verify Change Control Scope Control Verify Scope Control Scope Scope Control Schedule Scope includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project Estimate successfully. Cost Control Costs Determine Budget PMBOK Guide, Third Edition Quality Plan Quality Perform Quality Perform Quality Assurance Control Which is riskier, 2 critical paths or 1? Traditional fixes scope and tries to control 2 variables - time and cost. Agile fixes those two and controls 1 variable - scope
13 Knowledge Areas Integration Time Scope Time Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Direct and Manage Plan Execution Define Activities Sequence Collect Requirements Activities Define Scope Estimate Create WBS Activity Fact Time Define Activities Sequence Activities Resources Duration Develop Schedule Monitor and Close or Control Work Phase Perform Integrated Control Change Control Schedule Verify Scope Control Scope Control Schedule Time management includes the processes required to accomplish timely completion of the project. PMBOK Guide, Third Edition Cost Quality Estimate Cost Determine Budget Control Costs Using high-precision low-accuracy information to predict dates or plan sets a project up for failure. Manage time by Plan Quality Perform Quality Perform Quality Assurance Control forecasting instead of prediction. 25 Knowledge Areas Integration Cost Scope Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Direct and Manage Plan Execution Collect Requirements Define Collect Requirements Scope Define Scope Create Create WBS WBS Fact Cost Monitor and Close or Control Work Phase Perform Integrated Verify Change Control Scope Control Verify Scope Control Scope Scope Define Activities Control Schedule Sequence Activities cost management includes the processes Resources Time involved Estimate in Activity planning, estimating, budgeting and Duration Develop Schedule controlling costs so that the project can be completed within the approved budget. Estimate Cost Control Costs Determine Budget PMBOK Guide, Third Edition We cannot maximize business or customer value without Plan Quality Perform Quality Perform Quality Assurance Control working closely with the customer. The goal of estimating and budgeting cost management is to help the customer select the best cost/performance trade-off
14 Knowledge Areas Develop Charter Integration Quality Scope Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Direct and Manage Monitor and Close or Plan Execution Control Work Phase Plan Perform Perform Perform Integrated Quality Quality Change Control Quality Assurance Control Collect Requirements Define Scope Create WBS Fact Quality Verify Scope Control Scope Define Activities Control Schedule Sequence Activities Quality processes include all the Resources Time Duration Develop Schedule activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was Estimate Cost Control Costs Determine Budget undertaken. PMBOK Guide, Third Edition Quality is what the customer gets out and is willing to pay Plan Quality Perform Quality Perform Quality Assurance Control for. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality'. Peter Drucker. 27 Knowledge Areas Integration Scope Time Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Resources Duration Develop Schedule Plan Quality Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Verify Scope Control Scope Control Schedule Close or Phase Inputs Statement of Work (Light version) Contract (Agile version) Outputs Vision Statement Feature Descriptions All projects Traditional and Agile use a kick-off ceremony to describe the engagement and manage expectations. It usually Estimate Cost Control Costs Determine includes Budget reviewing the Charter that describes Why, What, When, Where, and for Whom the project is being done. The key difference lies in the approach to the question, How will it Perform Quality Perform Quality be done? Assurance Agile uses iterative Control development to increased business involvement, team commitment, and process improvement
15 Knowledge Areas Integration Scope Time Cost Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Inputs Define Activities Sequence Activities Resources Duration Develop Schedule Outputs Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Verify Scope Control Scope Vision Statement Feature Descriptions Control Schedule Roadmap and Release Plans Epic-level Stories Close or Phase The PMBOK Guide recommends Progressive Elaboration as the process to update and refine project plans which matches Agile s use Estimate Cost of Stories to develop a Roadmap Control Costs that is composed of Release Plans. Determine Budget Release Plans are equivalent to a project management plan. Quality Plan Quality Perform Quality Assurance Perform Quality Control 29 Knowledge Areas Integration Scope Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Inputs Verify Scope Control Scope Release Plan Epic and User Stories Close or Phase Time Cost Quality Define Activities Sequence Activities Resources Duration Develop Schedule Estimate Cost Determine Budget Plan Quality Outputs Control Schedule Product Backlog (Initial) Prioritization The PMBOK Guide identifies Define Scope and many PMs interpret that as a one-time activity even though it conflicts with Progressive Elaboration. Agile embraces Progressive Elaboration by establishing a framework the Product Backlog for scope Control Costs management. The Backlog is prioritized and frequently reviewed and revised to manage project scope. Given the high uncertainty about requirements and/or high Perform Quality technological Control risks facing most projects it is a wise approach. Perform Quality Assurance 30 15
16 Knowledge Areas Integration Scope Time Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Resources Duration Develop Schedule Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Verify Scope Control Scope Close or Phase Inputs Prioritized Product Backlog Tools Prioritization techniques Sizing and Estimating techniques Control Schedule Iteration Planning techniques Outputs Prioritized Iteration Backlog User Stories Cost Quality Estimate Cost Determine Budget Plan Quality Traditional project management uses a hierarchy of Program, Control Costs and sub- plans to sequence work and measure progress. Agile uses a hierarchy of Roadmap, Release, and Iteration plans to do the same thing. Perform Quality Agile project Control sequencing is more dynamic because of its Leandriven focus to eliminate the waste of non-value-added work. Perform Quality Assurance 31 Knowledge Areas Integration Scope Time Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Develop Direct Inputs and Manage Monitor and Close or Charter Plan Execution Control Work Phase Roadmap Perform Integrated and Release Plans Change Control Product Backlog Iteration Backlog Collect Verify Scope Requirements Control Scope Define Scope Create WBS Tools Sizing and Estimating techniques Velocity Analysis Define Activities Control Schedule Sequence Activities Outputs Resources Cost Baseline Duration EVM Baseline Develop Schedule Estimate Cost Determine Budget Plan Quality Key concept Estimates are wrong by design! Knowing this truth, Agile avoids false precision in order to eliminate waste and Control Costs focuses on producing useful, reasonable cost estimates and schedules to support needed and required planning. Over time project metrics such as velocity, quality, and change Perform Quality rates stabilize Control and Agile cost estimates become more reliable than traditional ones. Perform Quality Assurance 32 16
17 Knowledge Areas Integration Scope Time Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Resources Duration Develop Schedule Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Inputs Product Verify Scope Backlog Control Scope User Stories Tools Modeling techniques Control Schedule Close or Phase Outputs Models (Multiple, small, interlocking models) Agile s approach to Quality is Organic, and Overt if needed. Cost Quality Estimate Cost Determine Budget Plan Quality s include more frequent quality review steps because the Control Costs Team includes QA. Smaller, more frequent reviews reduce waste by reducing how far off-track any work can actually go. Organic means Perform that Quality the Customer/Proxy must be involved with Control defining story specifics, among other things. Overt means specific data capture and reporting can be called out if needed or required by regulators, for example. 33 Perform Quality Assurance 34 17
18 How many of you deal with irrational stakeholders? (Truthfully, how many of you were thinking Is there any other kind?!? ) Fact Many times poor project management especially poor planning induces irrational stakeholder behavior. Let s test that claim, eh? 35 What is the core purpose of planning? Fact The core purpose of planning is to aid and support decision making doing it poorly often causes irrational stakeholder behavior! Let s test your PM planning savvy, shall we? 36 18
19 What is the core purpose of estimating and risk management? Fact The core purpose of estimating and risk management is to deliver reliable planning! Let s test your general PM savvy, shall we? 37 What is the biggest reason most projects fail at planning, estimating and risk management? Henry Ford said, Thinking is the hardest work there is that s why so few people do it! Fact Professional planning is the hardest thinking there is! Only truly professional PMs do the hard work needed to estimate correctly
20 How can Agile help? Better apply the PMBOK Improve results with Lean Principles! 39 Why is agility so important? ORGANIZATIONAL CONTINUUM FAILING SURVIVING THRIVING NOT INNOVATIVE INNOVATIVE NOT AGILE AGILE 40 20
21 Where does agility come from? PROBLEM AVOIDING WASTE (100% PRODUCTIVE) SOLUTION 41 What is stopping agility on your projects now? PROBLEMS CONE OF UNCERTAINTY SOLUTIONS 42 21
22 How is agility increased? CONE OF UNCERTAINTY PROBLEMS SOLUTIONS 43 How does Agile improve use of the PMBOK? When is it best to do detailed estimating, (a) when you know very little or (b) when you know a lot? ESTIMATING Traditional Agile TIME 44 22
23 How does Agile improve use of the PMBOK? Fundamental Premise of Planning % Design Estimate Estimate Types Complete Accuracy ROM 0 10 % +100% to 50% Budget % +30% to 15% Definitive % +15% to 5% 45 How does Agile improve use of the PMBOK? ROUGH ORDER of MAGNITUDE (ROM); WHAT then WHO then WHAT BUDGETARY; USER STORIES DEFINITIVE; TASKS TIME: T T+30 T+60 T+90 T+120 T
24 Quick Exercise Instructions WAIT until I say Go! Form a 3 Person Team. With Your Team: Identify the top three planning tools for every project. Choose a Spokesperson to share your decision. You have 3 minutes Any Questions? Correct Answer: For every project, the top 3 planning tools are communication, communication, communication! 47 Top challenge: What to communicate about? Executives and Business Leaders use: Strategic Plans Portfolio Plans Product Roadmaps Release Plans Teams use: Release Plans Iteration Plans Daily Plans STRATEGY PORTFOLIO PRODUCT / PROGRAM (ROADMAPS) RELEASE ITERATION. DAILY 48 24
25 Top challenge: What to communicate about? STRATEGY PORTFOLIO PRODUCT & PROGRAM ROADMAPS RELEASE ITERATION. DAILY Units of Measure: Strategy = Value of the Market Portfolio = Value of the Niche Product / Program Roadmaps = Value of the Customer Group Release = Customer Value of MMFs Iteration / Daily Plans = Efficiency of Development Work Best Practice: Business, not tech, language in the initial planning phases. 49 Top challenge: What to communicate about? Roadmap 1 Year Feature #1 Feature #2 Release #1 4 Months Feature #3 Feature #4 Feature #5 Feature #6 Release #2 2 Months Feature #7 Feature #8 Feature #9 Release #3 2 Months Feature #10 Feature #11 Feature #12 MMF Concept of Minimal Marketable Features 50 25
26 Top challenge: What to communicate about? 1. Pyramid of Deliverables Sub- Deliverable FINAL DELIVERABLE Milestone 1 2. The MAP Milestone 2 MAPPing A Plan Milestone 3 Identify a manageable set of deliverables to plan. 3. Quality Requirements 4. Bottom Up Schedule Defines Deliverable Owner/Customer Critical Path Deliverable 1: Quality Expectation: Critical Path Deliverable 2: Measure: Defines Critical Path Quality Expectation: Commit Approver: Critical Path Deliverable 3: Measure: Quality Expectation: Deliverables Contributors Date Approver: Measure: 1. mm/dd/yy Approver: 2. mm/dd/yy 3. mm/dd/yy Derived from Intel s MAPP Day process. 51 Top challenge: What to communicate about? What is the Logic Network when you get a flat tire? S Milestone 1 2. The MAP Milestone 2 Milestone 3 STOP REMOVE Defines Deliverable Owner/Customer REPLACE GO Defines Critical Path F 52 26
27 9/16/14 Understanding Agile from a PMP s Perspective! Exploding the myth that Agile is not in the PMBOK Top challenge: What to communicate about? Release 3 Release 2 Release 4 Release 1 53 Understanding Agile from a PMP s Perspective! Exploding the myth that Agile is not in the PMBOK Top challenge: What to communicate about? Communicate about control! Interface & Align during Release Planning PMO & PMs PMs & Teams 54 27
28 Top challenge: What to communicate about? Communicate about Test Driven Development (TDD) and control. Construction calls it Value Engineering and Permits. Manufacturing calls it Statistical Process Control. Pharmaceuticals call it FDA Trials, Phases and Approvals. PASS TEST; DEFINE NEXT TEST CREATE WELL- DEFINED TEST PASS TEST; DEFINE NEXT TEST TAKE TEST FAIL TEST DO SOMETHING FAIL TEST TDD PROCESS FLOW TAKE TEST ALL TESTS PASSED; RELEASE TO PRODUCTION 55 Top challenge: What to communicate about? Communicate about the Last Responsible Moment COST and RISK VALUE of ADDED INFORMATION COST and RISK of NOT DECIDING LAST RESPONSIBLE MOMENT TIME Last Responsible Moment 56 28
29 CUSTOMER DISCOVERY INFORMATION LAST RESPONSIBLE MOMENT MMF COST and RISK CUSTOMER DISCOVERY INFORMATION MMF LAST RESPONSIBLE MOMENT CUSTOMER VALIDATION RISK CUSTOMER VALIDATION RISK TIME Lean Product Development Roadmap Process 57 Reliable planning despite uncertainty! 58 29
30 Reliable planning despite uncertainty! 59 #3 Do most PMP s have 1,500 hours of Agile? ANSWER: Decomposition Progressive Elaboration Rolling Wave Planning Communicate, communicate, communicate! Lean Principles are in both Agile and the PMBOK! 60 30
31 Why is PMI-ACP important to YOU? TOTAL PROJECTS BY FRAMEWORK 61 Why is PMI-ACP important to YOU? PMP s 1993 PMP s 1994 PMP s 1995 PMP s 1996 PMP s 1997 After 24 months the PMI-ACP was as big as the PgMP, SP, and RMP combined, and is now over 20% bigger! 62 31
32 Why is PMI-ACP important to YOU? THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Industries: IT = 41% Finance = 12% Government = 6% Healthcare = 6% Telecommunications = 5% Organizations with 1,000 or fewer employees = 53% 63 Why is PMI-ACP important to YOU? THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Noteworthy Trends: Scrum Usage = 40% vs. Organizations tailoring to their needs = 60% Scrum within a PMO = 46% Scrum projects = 24% vs. Waterfall projects = 76% Co-located Teams = 20% vs. Distributed Teams = 24% 64 32
33 What the PMI-ACP Exam Tests The exam is based on 11 books from agile authors. Those books have a combined 3,888 pages. The 11 authors sometimes have differing and/or opposing opinions PMI-CWCC regarding agile practices. ACP Exam Prep Class Friday Saturday, Nov. 7 8, THE SIX PHASES OF A PROJECT 1. Enthusiasm 2. Disillusionment 3. Panic 4. Search for the Guilty 5. Punishment of the Innocent. 6. Praise & Honor for the Non-participants. If you would like a copy of this presentation, please me, or connect with me on Linked In, at jstenbeck@gr8pm.com 66 33
Understanding Agile from a PMP s Perspective! Exploding the myth that Agile is not in the PMBOK
Understanding Agile from a PMP s Perspective! 1 Agile experts claim their best practices are outside the PMBOK Guide but that has no basis in fact! Fact As early as PMBOK Guide 2000 Edition, it identified
More informationAgile PM 101 Best Practices
GR8PM Traditional Agile Hybrid Training Coaching Consulting Agile PM 101 Best Practices Copyright, GR8PM, 2013, all rights reserved. 1 Agile PM 101 Best Practices The claim that Agile is a revolution is
More informationPMI Agile Certified Practitioner (PMI-ACP) Duration: 48 Hours
PMI Agile Certified Practitioner (PMI-ACP) Duration: 48 Hours Organizations that are highly agile & responsive to market dynamics complete more of their projects successfully than their slower-moving counterparts.
More informationThe Importance of Business Architecture and IT Architecture in Successful Agile Project Management
The Importance of Business Architecture and IT Architecture in Successful Agile Project Management Francis S. Fons (Frank), PMP, CBA (Certified Business Architect), ACP (Agile Certified Practitioner),
More informationA Guide to Critical Success Factors in Agile Delivery
IBM Global Business Services, U.S. Federal May 6, 2016 A Guide to Critical Success Factors in Agile Delivery Paul Gorans, Agile Competency Lead, IBM GBS Federal A bit about me 6 Years USAF: NSA Operations,
More informationS O Seminar Objective
Introduction to Project Management Welcome! Presenter: Bob Hull CalACT Conference September 202 S O Seminar Objective To provide an overview of project management processes and provide some skills, tools
More informationBA25-Managing the Agile Product Development Life Cycle
BA25-Managing the Agile Product Development Life Cycle Credits: 28 PDUs / 4 Days Course Level: Intermediate/Advanced Course Description: This 4-day course explores how adapting Agile values and principles
More informationPortfolio Management In An Agile World
Portfolio Management In An Agile World Rick Austin VP, Enterprise Engagements Principal Consultant 2017 @rickaustin, @leadingagile @GoAgileCamp #AgileCamp2017 2 RICK AUSTIN Information Technology Director
More informationPMBOK Guide Sixth Edition Updates and Agile Alignment By Tony Johnson July 2017
PMBOK Guide Sixth Edition Updates and Agile Alignment By Tony Johnson July 2017 Trademarks and Copyrights Materials in this presentation are based on the text, A Guide to the Project Management Body of
More informationProject Management Professional Training
Training Course Course Language Course Duration Project Management Professional Training PMP Project Management Professional Exam Preparation based on PMBOK 6 th Edition ( 40 PDUs) English Total Number
More informationFrequently Asked Questions (FAQs) Standards Updates
Revised: 1 August 2017 The PMBOK Guide Sixth Edition and the Agile Practice Guide bundle Q. When will the PMBOK Guide Sixth Edition and the Agile Practice Guide be published? A. Both publications will
More informationPMO17BR201 Caterpillar s Next Step: Implementing Agile in a Waterfall World Seth J. Norburg, PMP, Portfolio Coordinator Caterpillar
HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym PMO17BR201 Caterpillar s Next Step: Implementing Agile in a Waterfall World Seth J. Norburg, PMP, Portfolio Coordinator Caterpillar Agenda Safety and Introductions
More informationapproach to successful project
1 The NYS Forum, Inc. Using an Agile / Waterfall Hybrid approach to successful project delivery Presented by Matthew Carmichael Project Management Workgroup 2 When to use Waterfall Projects that require
More informationErrata 1 st Printing. Errata 2 nd Printing
Errata 1 st Printing NOTE: The following errata only pertain to the first printing of the PMBOK Guide Fifth Edition. In order to verify the print run of your book (or PDF), refer to the bottom of the copyright
More informationD25-4. How Intertech Uses Agile
D25-4 How Intertech Uses Agile How to Use this Download This document shares an overview of how we use Agile/Scrum to deliver successful projects, the major differences between a waterfall/fixed bid project
More informationApplying Agile Principles to Project Management. Tyler Monson PMP, CSM Hiren D. Vashi PMP, PMI-ACP, CSM, CSP
Applying Agile Principles to Project Management Tyler Monson PMP, CSM Hiren D. Vashi PMP, PMI-ACP, CSM, CSP Overview/Objective Agile Manifesto Agile Principles Agile/Scrum vs. Waterfall Modified Scrum
More informationSix Sigma/PM Integration Rules of Engagement
Six Sigma/PM Integration Rules of Engagement Prepared By: Dr. Abhay V. Trivedi, Ph.D., PMP, CSSBB, PMI-RMP trivediabhay@gmail.com Phone: 770-315-0139 Dr. Trivedi and Associates October 20, 2011 Because
More informationProject Management Framework
Project Management Framework Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Please
More informationThe 9 knowledge Areas and the 42 Processes Based on the PMBoK 4th
The 9 knowledge Areas and the 42 Processes Based on the PMBoK 4th www.pmlead.net PMI, PMP, CAPM and PMBOK Guide are trademarks of the Project Management Institute, Inc. PMI has not endorsed and did not
More informationDefining Project Scope
Defining Project Scope Casey Ayers PMP MBA CaseyAyers.com @caseyayers linkedin.com/in/caseyayers PMP is a registered mark of the Project Management Institute, Inc. Module Overview Overview Project Scope
More informationPMBOK Guide Fifth Edition Pre Release Version October 10, 2012
5.3.1 Define Scope: Inputs PMBOK Guide Fifth Edition 5.3.1.1 Scope Management Plan Described in Section 5.1.3.1.The scope management plan is a component of the project management plan that establishes
More informationThe Agile PMP Teaching an Old Dog New Tricks
The Agile PMP Teaching an Old Dog New Tricks Why are we here today? What is Project Management? When will the project be done? How much will it cost? Do we all agree on what done looks like? What are the
More informationPMP PMBOK 5 th Edition Course Agenda
PMP PMBOK 5 th Edition Course Agenda 1. Introduction to PMP Course Certification What are PMI and PMP Application Requirements for the PMP Exam Guidelines to Fill Up the PMP Application About the PMP Exam
More informationHow a Traditional Project Manager Transforms to Scrum Jeff Sutherland & Nafis Ahmad
How a Traditional Project Manager Transforms to Scrum Jeff Sutherland & Nafis Ahmad August 9 th, Agile 2011, Salt Lake City Brief Bios Dr. Jeff Sutherland (jeff@scruminc.com) Co-inventor of Scrum Chairman
More informationInformation Technology. Project Management, Seventh Edition
Solutions to Accompany Information Technology Project Management, Seventh Edition ISBN-10: 1133526853 ISBN-13: 978-1133526858 Course Technology MIS Series Kathy Schwalbe, Ph.D., PMP Created November 27,
More informationScrum Alliance. Certified Scrum Professional-Product Owner Learning Objectives. Introduction
Scrum Alliance Certified Scrum Professional-Product Owner Learning Objectives March 2017 by the Scrum Alliance CSPO and CSP Learning Objectives Committees Introduction Purpose This document describes the
More informationPRINCESS NOURA UNIVESRSITY. Project Management BUS 302. Reem Al-Qahtani
PRINCESS NOURA UNIVESRSITY Project BUS 302 Reem Al-Qahtani This is only for helping reading the PMBOK it has our notes for focusing on the book Project Framework What is PMBOK? o PMBOK= Project Body of
More informationIn-House Agile Training Offerings
In-House Agile Training Offerings Certified Training/Workshops 1. SAFe ScrumXP for Teams Scaled Agile Institute 2 days + exam 16SEUs/PDUs The course teaches Lean thinking tools, roles, processes, and the
More informationLessons Learned Applying EVMS on Agile Programs
Lessons Learned Applying EVMS on Agile Programs Alexandria, VA February 19, 2015 Rob Eisenberg robert.j.eisenberg@lmco.com 301-240-5510 Ron Terbush ronald.j.terbush@lmco.com 301-240-6573 LM Fellow LM EVM
More informationProject Management Professional (PMP) Exam Prep Course 00 PMP Application & Exam
Project Management Professional (PMP) Exam Prep Course 00 PMP Application & Exam Slide 1 Application & Exam Types of Questions PM Basics Ten Knowledge Areas Professional Responsibility Practice Exams Slide
More informationWhat Every Manager Needs to Know About Project Management in 2018
What Every Manager Needs to Know About Project Management in 2018 Introduction Course Agenda Why is the PMBOK Guide-6th edition so different from previous versions? What Are Some Tools I Can Use Today
More informationHow a project approach will build change management capability across your organization
capability across your How a project approach will build change management capability across your Prosci Webinar How a project approach will build change management Enterprise Change Management Organizational
More informationInformation Technology. Project Management, Sixth Edition
Solutions to Accompany Information Technology Project Management, Sixth Edition ISBN-10: 0324786921 ISBN-13: 9780324786927 Course Technology MIS Series Companion Web Site: www.cengage.com/mis/schwalbe
More informationAgile at Scale -Beyond SAFe. John B Hudson, B.Sc., PMP, ACP, CSM, SPC
Agile at Scale -Beyond SAFe John B Hudson, B.Sc., PMP, ACP, CSM, SPC EnterpriseAgileCoach1@gmail.com Waterfall Development Successful 11% Challenged 60% Failed 29% Standish Group CHAOS Study 2015 +Data
More informationScrum. Software Engineering and. The Waterfall model. The Waterfall model - some arguments. The Waterfall model - some arguments. Time.
Software Engineering and Scrum autumn 2010 Department of Computer and Information Science Linköping University, Sweden The Waterfall model Requirements One of the first life-cycle models (Royce, 1970)
More informationPMI - Minnesota August 14, Oh no - PMO. Presented by: Michael Vinje - PMP.
PMI - Minnesota August 14, 2007 Oh no - PMO Presented by: Michael Vinje - PMP 1 mvinje@trissential.com 2005 All Rights Reserved. Agenda Presentation Objective PMO Background & Survey What The Experts Said
More informationProject Scope Management
Assalam-o-alaikum Project Management Process Groups Project Integration Management Knowledge Areas Initiating Planning Executing Scope Time Cost Quality Human Resources Communications Monitoring & Controlling
More informationProject Management Communication Tools. By William Dow, PMP & Bruce Taylor
Project Management Communication Tools By William Dow, PMP & Bruce Taylor 1 Copyright Copyright @ 2015 William Dow, PMP and Bruce Taylor All rights reserved. No part of this book may be reproduced, stored
More informationRole of a Product Owner on Agile Projects
Role of a Product Owner on Agile Projects NK Shrivastava, PMP, RMP, ACP, CSM CEO/Consultant - RefineM Agenda 1. Introduc/on to Agile 2. Product Owner s role in Agile Projects ü Driving Agile Projects ü
More informationUsing a Balanced Scorecard for Project Portfolio Management. NK Shrivastava, PMP, RMP, ACP, CSP, SPC4 Lead Instructor/ CEO / Agile Coach RefineM
Using a Balanced Scorecard for Project Portfolio Management NK Shrivastava, PMP, RMP, ACP, CSP, SPC4 Lead Instructor/ CEO / Agile Coach RefineM Agenda 1. What is a Balanced Scorecard? 2. More on BSC (Why
More informationStandard Work and the Lean Enterprise Net Objectives Inc. All Rights Reserved.
Standard Work and the Lean Enterprise 2010 Net Objectives Inc. All Rights Reserved. Lean Thinking Lean Thinking provides foundational principles which involve the entire lifecycle of realizing business
More informationTANGIBLE STRATEGIES FOR ALIGNING YOUR PROCESSES WITH AGILE
Slide 0 TANGIBLE STRATEGIES FOR // ALIGNING YOUR PROCESSES WITH AGILE 2016 Project Management Symposium Slide 1 Government Guidance and PMI Best Practices / Success? Agile Development Methodology Slide
More informationThe Power of Visibility: Driving a Lean-Agile Transition. Kelley Horton Director, Corporate IT Program Management Office
The Power of Visibility: Driving a Lean-Agile Transition Kelley Horton Director, Corporate IT Program Management Office The Power of Visibility - Agenda About Premier, Inc. Why we transitioned to Lean-Agile
More informationImplementing SAFe: A Roadmap
Implementing SAFe: A Roadmap Effecting change to achieve the business benefits of SAFe By Dean Leffingwell Chief Methodologist and Creator of SAFe 2017 Scaled Agile, Inc. All Rights 2017 Scaled Reserved.
More informationJanuary 17, All Rights Reserved Best Practices Training, LLC
January 17, 2012 January 17, 2012 1 Agile has now become mainstream, and there are two dominant approaches for managing projects: Traditional Project Management (TPM) - Best represented by the PMBOK Guide
More informationThe Project Charter. January 14, Presented by Mark Spain, PMP
The Project Charter January 14, 2010 Presented by Mark Spain, PMP Have you? Prepared a project charter? Authorized a project charter? Wished you had a project charter? The Theoretical Project Charter PMBOK:
More informationAgile Guru Q & A. Michael James Software Process Mentor and Scrum Trainer. March 29, 2013 ENTERPRISE CLOUD DEVELOPMENT 1
Agile Guru Q & A Michael James Software Process Mentor and Scrum Trainer March 29, 2013 ENTERPRISE CLOUD DEVELOPMENT 1 Copyright 2012 CollabNet, Inc. All Rights Reserved. Learn More Lead Better with Agile
More informationSession 11E Adopting Agile Ground Software Development. Supannika Mobasser The Aerospace Corporation
Session 11E Adopting Agile Ground Software Development Supannika Mobasser The Aerospace Corporation The Aerospace Corporation 2017 Overview To look beyond the horizon and to embrace the rapid rate of change
More informationWIPRO HCM APPLICATION SERVICES ENGINEERING A COMPLETE ORACLE SOLUTION DO BUSINESS BETTER
www.wipro.com WIPRO HCM APPLICATION SERVICES ENGINEERING A COMPLETE ORACLE SOLUTION DO BUSINESS BETTER Overview Today, historical sources of advantage have diminished in value to the point where they are
More informationAgile Delivery Framework (ADF)
Agile Delivery Framework (ADF) Overview Agile is an iterative methodology with self-directed teams and the ability to embrace change rapidly. This document summarizes the Agile Scrum process as well as
More informationManaging Risk in Agile Development: It Isn t Magic
Managing Risk in Agile Development: It Isn t Magic North East Quality Council 61 st Conference Tuesday October 4, 2016 softwarevalue.com Measure. Optimize. Deliver. Phone: +1-610-644-2856 Risk Risk is
More informationProgram Management Professional (PgMP)
Program Management Professional (PgMP) E X A M I N AT I O N CO N T E N T O U T L I N E Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published
More informationWaterfall to Agile: Flipping the Switch Bhushan Gupta Nike Inc. October 9, 2012
Waterfall to Agile: Flipping the Switch Bhushan Gupta Nike Inc. October 9, 2012 Disclaimer This presentation is NOT a recommendation to switch from Waterfall to Agile. It is an analysis of team dynamics
More informationWelcome to this IBM Rational podcast, The. Scaled Agile Framework in Agile Foundation for DevOps. I'm
IBM Podcast [ MUSIC ] GIST: Welcome to this IBM Rational podcast, The Scaled Agile Framework in Agile Foundation for DevOps. I'm Kimberly Gist with IBM. Scaling agile in your organization can be a daunting
More informationCritical Skills You need to be a Marketable and/or Indispensable SDLC Professional in Web Seminar Wednesday, December 17, 2008 David Mantica
Critical Skills You need to be a Marketable and/or Indispensable SDLC Professional in 2009 Web Seminar Wednesday, December 17, 2008 David Mantica Presentation Agenda Indispensable vs. Marketable Changes
More informationAgile and Scrum 101 from the Trenches - Lessons Learned
Agile and Scrum 101 from the Trenches - Lessons Learned PMI Pittsburgh Professional Development Day November 2016 Michael Nir President Sapir Consulting 1 Michael Nir Transformation Inspiration Expert,
More informationOwning An Agile Project: PO Training Day 2
Owning An Agile Project: PO Training Day 2 Petri Heiramo Agile Coach, CST Product Management PO Product management is a larger scope than what Scrum defines as a PO Or rather, Scrum implicitly assumes
More informationPMI Scheduling Professional (PMI-SP)
PMI Scheduling Professional (PMI-SP) E X A M I N AT I O N CO N T E N T O U T L I N E Project Management Institute PMI Scheduling Professional (PMI-SP) Exam Content Outline Published by: Project Management
More informationProject Management Concepts, Tools & Techniques
Project Management Concepts, Tools & Techniques Course ISI-1438 5 Days Instructor-led, Hands on Introduction This highly interactive 5 day, instructor-led workshop is designed to give participants a solid
More informationProject Management for Non-Profits What s in it for you? Benefits of Improved Project Management (PM) Skills, Techniques and Processes.
Project Management for Non-Profits What s in it for you? Benefits of Improved Project Management (PM) Skills, Techniques and Processes Nov 2014 1 Overview What is a project? Impact on organizational results
More informationOverview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition
Overview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Topics for Discussion PMI Foundational Standards Harmonization of PMI s Foundational Standards Top 10 changes
More informationPMI Agile Certified Practitioner (PMI-ACP)
PMI Agile Certified Practitioner (PMI-ACP) E X A M I N AT I O N CO N T E N T O U T L I N E PROJECT MANAGEMENT INSTITUTE PMI Agile Certified Practitioner (PMI-ACP) Examination Content Outline REVISED DECEMBER
More informationRoad2Lean. Agile Software Product Development at SAP in the Context of Lean. Christian Schmidkonz Chief Development Architect, SAP AG CSM, CSPO, CSP
Road2Lean Agile Software Product Development at SAP in the Context of Lean Christian Schmidkonz Chief Development Architect, SAP AG CSM, CSPO, CSP Products & Solutions LEAN Center Agile Center of Expertise
More informationProject Management Professional Training
Project Management Professional Training PMP Certification ABOUT PMP The Project Management Professional (PMP) is the most important industry-recognized certification for Project Managers. You can find
More informationTRAINING CATALOGUE Enhancing competencies
TRAINING CATALOGUE 2016 Enhancing competencies Our mission is to help our clients to achieve Outstanding Business Results through Great Project Performance thanks to an Excellent Project Culture. < 2 >
More informationProject Management. Objectives 3/17/2015. David Borrill, MT, MBA, PMP
Project Management David Borrill, MT, MBA, PMP Objectives Nobody falls asleep or walks out. Presentation of some of the main points in the management of projects in the healthcare environment. Everybody
More informationSyllabus of course Information Technology Project Management
Syllabus of course Information Technology Project Management August December 2015 Level 8th Professor Alexandres Rene Hoyos Espinoza I. Overview of Course Course: Information Technology Project Code: 08087
More informationAgile Software Development. Agile Software Development Basics. Principles of the Agile Alliance. Agile Manifesto. Agenda. Agile software development
Agile Software Development T-110.6130 Systems Engineering in Data Communications Software P, Aalto University Agile software development Structured and disciplined, fast-paced Iterative and Incremental
More informationRESEARCH REPORT. Includes complete survey data. Project Management Maturity & Value Benchmark
RESEARCH REPORT Includes complete survey data Project Management Maturity & Value Benchmark 2014 2 Project Management Maturity & Value Benchmark 2014 Introduction PM Solutions Research first surveyed organizations
More informationagilesem an agile System Development Method at Siemens in CEE Eva Kišoňová, Ralph Miarka SW Quality Days Vienna January 2012
agilesem an agile System Development Method at Siemens in CEE Eva Kišoňová, Ralph Miarka SW Quality Days Vienna January 2012 January 2012 Copyright Siemens AG 2011. All rights reserved. Apollo bridge of
More informationAgile Master Data Management
A better approach than trial and error by First San Francisco Partners 2 Common MDM initiative and benefit Customer Optimization Improve up-sell, cross-sell and customer retention Access full-customer
More informationCan Your Proposal Process Be More Agile?
Can Your Proposal Process Be More Agile? 11.21.14 Maryann Lesnick Principal Consultant Lohfeld Consulting Questions to Explore Shipley and other proposal industry best practices have been around for 30
More informationConference summary report
Thank you for making Symposium/ITxpo 2011 our most inspiring event ever. Your enthusiasm, insights and willingness to share with your peers is why Gartner Symposium/ITxpo is the world s largest and most
More informationGuten Tag. (good day)
Guten Tag (good day) 4.5 Perform Integrated Change Control How a person may percieve change: paideiagroup.com 4.5 Perform Integrated Change Control Consider what change is: Crossing unknown territory Departing
More informationIntegration Competency Center Deployment
Service Offering Integration Competency Center Deployment Achieve Higher Levels of Performance & Capability Benefits Experienced Informatica Professional Services managers provide invaluable insight Lower
More informationEDWARDS PERFORMANCE SOLUTIONS
REVISED: J 5523920 PORTFOLIO MANAGEMENT SIZE STANDARD: $7.0M Edwards Project Solution ( ) provides portfolio management services through building enterprise project management solutions and providing portfolio
More informationAdopting to Agile Software Development
doi: 10.1515/acss-2014-0014 Adopting to Agile Software Development Gusts Linkevics, Riga Technical University, Latvia Abstract Agile software development can be made successful, but there is no well-defined
More informationPMO SIG March 2016 Meeting Summary
PMO SIG March 2016 Meeting Summary Introductions SIG attendees introduced themselves, with brief summary of PM experience and background. Presentation: Project Administration Presenter: Ed Mahler Reference
More informationNurturing the Agile Culture In the Project Office September 15, 2015
Nurturing the Agile Culture In the Project Office September 15, 2015 1 Introductions Who s in the room? 2 Introductions - speakers Melodi Cottongim Steve Kvavle Rachel Nedrow 3 Nurturing the Agile Culture
More information9:00am-9:10am Opening Remarks Stephen Maye 9:10am-10:10am Keynote Address: What Your CEO Wants You To Know About Project Scheduling
8:30am-9:00am Doors Open Exhibit Hall 9:00am-9:10am Opening Remarks Stephen Maye 9:10am-10:10am Keynote Address: What Your CEO Wants You To Know About Project Scheduling Kristy Tan Neckowicz, PMP 10:10am-10:20am
More information2013 Eliassen Group. All Rights Reserved -1- Enterprise Agility
2013 Eliassen Group. All Rights Reserved -1- Enterprise Agility Damon Poole Chief Agilist, Eliassen Group s Agile Practice Coaching: Transformation and Tune-ups Training 20 years of process change: small
More informationHELP!!! THE SCRUM MASTER IS THE IMPEDIMENT!
HELP!!! THE SCRUM MASTER IS THE IMPEDIMENT! @ryanripley PMI-ACP, PSM I, PSM II, PSE, PSPO I, PSD I, CSM, and CSPO SCRUM IN ONE SLIDE ROLES: Scrum Master, Product Owner, Developer ARTIFACTS: Product Backlog,
More informationCHAPTER 2: IMPLEMENTATION PHASES AND OFFERINGS
CHAPTER 2: IMPLEMENTATION PHASES AND OFFERINGS Objectives Introduction The objectives are: Describe the purpose of the phase planning activity, preconditions, and deliverables in the implementation methodology.
More informationMike Cottmeyer blog.versionone.net
Adopting Agile Mike Cottmeyer mike.cottmeyer@versionone.com www.linkedin.com/in/cottmeyer www.versionone.com blog.versionone.net www.leadingagile.com Ideal Agile Team Ideal Agile Team Developers Ideal
More informationSCRUM - LESSONS FROM THE TRENCHES
VOL. 19 NO. 1 HELPING YOU IMPROVE YOUR ENGINEERING PROCESS http://www.processgroup.com/newsletter.html October 2012 SCRUM - LESSONS FROM THE TRENCHES NEIL POTTER AND MARY SAKRY Introduction Agile and Scrum
More informationTenStep Worldwide. Vito Madaio, PMP, TSPM. Vito Madaio /02/2017
TenStep Worldwide Vito Madaio, PMP, TSPM 1 Contents Who we are Where we are TenStep Network Project Management TenStep and PMI Framework The TenStep Process Model Project Management definition How TenStep
More informationRequirements Gathering in Agile: BA vs. PO
Requirements Gathering in Agile: BA vs. PO By December 8, 2011 1 Today s Main Topics Re-Defining Business Analyst (BA) Defining Product Owner(PO) Comparative Analysis of BA & PO: Similarities Distinctions
More informationPMBOK versus Agile (Is Agile the New PMBOK?)
PMBOK versus Agile (Is Agile the New PMBOK?) with PMBOK is a registered mark of the Project Management Institute, Inc Kevin Bourke The Presenter Director Project Smart Manufacturing, IT&T and business
More informationProject Management Professional (The Project Professional MBA)
HR CERTIFICATION INSTITUTE ISO 9001:2015 Certified :2010 Certified An Intensive 10 - Day Seminar On Project Management Professional DUBAI 10-21 December 2017 EuroMaTech is proud to be associated with the
More informationProject Communications Management
Project Communications Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. 2013 PMstudy.com.
More informationIEEE and Agile Process- Create Architecture Description through Agile Architecture Framework
Int'l Conf. Software Eng. Research and Practice SERP'17 149 IEEE 42010 and Agile Process- Create Architecture Description through Agile Architecture Framework Shun Chi Lo and Ning Chen Department of Computer
More informationProject Stakeholder Management
Jambo (Swahili) Project Management Process Groups Project 4. Integration Management Initiating Planning Executing 5. Scope Monitoring & Controlling Closing Knowledge Areas 6. Time 7. Cost 8. Quality 9.
More informationAgile Project Management Certificate Program
Information Technologies Programs Agile Project Management Certificate Program Accelerate Your Career ce.uci.edu/agile CHARTER MEMBER REP#1043 Project Management Institute The PMI Registered Education
More informationCase Study of a Program using an Agile Software Development Process
Boeing Defense, Space & Security Lean-Agile Software Case Study of a Program using an Agile Software Development Process Phyllis Marbach October 24, 2012 Approved for public release, distribution is unlimited
More informationExpert Reference Series of White Papers. The Triple Constraint Model Is It Time To Upgrade?
Expert Reference Series of White Papers The Triple Constraint Model Is It Time To Upgrade? 1-800-COURSES www.globalknowledge.com The Triple Constraint Model Is It Time To Upgrade? Darrell G. Stiffler,
More informationDebunking Agile Myths
Debunking Agile Myths Rick Clare CBAP, PMP, CSM, MSPM Solutions Partner 634 Alpha Drive Pittsburgh, PA 15238 (888) 762-3683 Fax (412) 963-8618 Presentation Purpose Purpose This presentation will discuss
More informationAgilitate.com. From Mountain To Molehill. Saving Millions With Agile Programme Management. Bill Nicholas - 8 th September 2011
Agilitate.com From Mountain To Molehill Saving Millions With Agile Programme Management Bill Nicholas - 8 th September 2011 1 Agilitate.com About The Scrum Chef Title E-mail Address : Director Of Agile
More informationPMINJ Chapter 02 May Symposium Strategic Portfolio Management
PMINJ Chapter 02 May Symposium 2016 Strategic Portfolio Management Dr. Ed Chapel, Senior Vice President www.njedge.net Te Wu, CEO of PMO Advisory www.pmoadvisory.com Strategic Portfolio Management LINKING
More informationThe Lessons Learned of a BA on an Agile Project
F O C U S Q U A L I T Y E X P E R I E N C E The Lessons Learned of a BA on an Agile Project Presented by Jacqueline Sanders, PMP, CBAP Outline What Agile is NOT Key Components of Agile The Conversion to
More informationAgile Surveillance Points
Defense, Space & Security Agile Surveillance Points 2012 NDIA Systems Engineering Conference San Diego, CA Dick Carlson Richard.Carlson2@Boeing.com BOEING is a trademark of Boeing Management Company. Copyright
More information