PMINJ Chapter May 5 th Symposium Agile Project Management Is Agile Project Management an Oxymoron?

Size: px
Start display at page:

Download "PMINJ Chapter May 5 th Symposium 2014. Agile Project Management Is Agile Project Management an Oxymoron?"

Transcription

1 PMINJ Chapter May 5 th Symposium 2014 Agile Project Management Is Agile Project Management an Oxymoron? Chuck Cobb, PMP, MBA, PSM, CSPO, ACP Breakthrough Solutions, Inc. (508) chuck@breakthroughsolns.com

2 AGILE PROJECT MANAGEMENT IS AGILE PROJECT MANAGEMENT AN OXYMORON? Chuck Cobb Breakthrough Solutions, Inc. May 5,

3 Why Is Agile Important? Agile Provides: 1. Adaptability - An Alternative Way for Companies to Manage Projects that Involve High Levels of Uncertainty 2. Time-to-Market - The Potential To Significantly Accelerate the Startup Phase of New Projects 3. Reduced Costs - Opportunities to Reduce the Costs and Overhead Associated With Projects 4. Customer Satisfaction - Produce Higher Value Solutions that are More Well-aligned with User Needs 5. Organizational Agility - Build Much Higher Levels of Collaboration, Trust, and Shared Responsibility Within the Organization Breakthrough Solutions, Inc. 3

4 Why Is Agile Important? (cont.) Agile Provides: 1. Adaptability - An Alternative Way for Companies to Manage Projects that Involve High Levels of Uncertainty 2. Time-to-Market - The Potential To Significantly Accelerate the Startup Phase of New Projects 3. Reduced Costs - Opportunities to Reduce the Costs and Overhead Associated With Projects 4. Customer Satisfaction - Produce Higher Value Solutions that are More Well-aligned with User Needs 5. Organizational Agility - Build Much Higher Levels of Collaboration, Trust, and Shared Responsibility Within the Organization Breakthrough Solutions, Inc. 4

5 Is Agile Project Management an Oxymoron? (cont.) Many Popular Stereotypes and Misconceptions About Project Management: Some of These Stereotypical Behaviors Are Real, and Are Based on the Environment that Project Managers Typically Operate In A Lot of Confusion Exists About the Impact of Agile on the Project Management Profession: What is the Role for a Project Manager in an Agile Project? Are Traditional Project Management Principles and Practices in Conflict with Agile Principles and Practices? How Does a Typical Project Manager Shape His or Her Career to Move in a More Agile Direction? Breakthrough Solutions, Inc. 5

6 PROJECT MANAGER STEREOTYPES Breakthrough Solutions, Inc. 6

7 Popular Project Management Stereotypes Project Managers: Are Very Command-and-Control Oriented Project Managers Are Expected to Deliver Results Are Also Rigid and Inflexible Project Managers Are Often Measured on Achieving Cost and Schedule Goals Only Know How to Manage by the Waterfall Methodology Many Project Managers Have Been Heavily Trained in a Waterfall-style Methodology Cannot Adapt to an Agile Environment Because of the Characteristics Above, Project Managers Cannot Adapt to Agile Breakthrough Solutions, Inc. 7

8 Popular Project Management Stereotypes Project Managers: Are Very Command-and-Control Oriented Project Managers Are Expected to Deliver Results Are Also Rigid and Inflexible Project Managers Are Often Measured on Achieving Cost and Schedule Goals Only Know How to Manage by the Waterfall Methodology Many Project Managers Have Been Heavily Trained in a Waterfall-style Methodology Cannot Adapt to an Agile Environment Because of the Characteristics Above, Project Managers Cannot Adapt to Agile Breakthrough Solutions, Inc. 8

9 Popular Project Management Stereotypes Project Managers: Are Very Command-and-Control Oriented Project Managers Are Expected to Deliver Results Are Also Rigid and Inflexible Project Managers Are Often Measured on Achieving Cost and Schedule Goals Only Know How to Manage by the Waterfall Methodology Many Project Managers Have Been Heavily Trained in a Waterfall-style Methodology Cannot Adapt to an Agile Environment Because of the Characteristics Above, Project Managers Cannot Adapt to Agile Some of these behaviors are a product of the environment that project managers operate in and the project managers are only doing what is expected of them Breakthrough Solutions, Inc. 9

10 Popular Agile Stereotypes (cont.) Agile is Completely Unplanned: There is No Point in Planning an Agile Project Because it is Only Going to Change Planning is Inconsistent With Agile Because It Would Restrict The Adaptivity That is Needed Agile is Completely Uncontrolled An Agile Project is Not Really Managed at All There is No Discipline To Agile, It is Just a Bunch of Cowboys Writing Code All of These Stereotypes and Misconceptions About Project Management and Agile Have Led to the Misconception that There is a Binary, All-or-Nothing Choice Between: A Totally Unplanned and Uncontrolled Approach With 0% Upfront Planning (e.g., Agile) and A Rigidly Planned and Controlled Approach With 100% Upfront Planning (e.g., Waterfall) The Truth is That There is a Range of Alternatives Between Those Extremes, and You Have to Fit the Right Approach to the Project Rather Than Force-Fitting a Project To One of Those Extremes Breakthrough Solutions, Inc. 10

11 WHAT S REALLY DIFFERENT ABOUT AGILE PROJECT MANAGEMENT? Breakthrough Solutions, Inc. 11

12 Agile Project Management Major Areas of Difference 1. Emphasis on Maximizing Value versus Control Many project managers have been measured on controlling the costs and schedules of projects and that s how they ve been measured in their organizations. 2. Emphasis on Empowerment and Self-Organizing Teams Project Managers are also noted for being results-oriented where the project manager is the one who is primarily held responsible for the success of the project. 3. Limited Emphasis on Documentation Many project managers are used to a very document-centric approach where critical project documents that follow prescribed standards and templates are considered essential Breakthrough Solutions, Inc. 12

13 Emphasis on Maximizing Value vs. Control Traditional Project Management Iron Triangle Scope Primary Emphasis is on Managing Scope to Control Costs and Schedule (Change is the Exception and Must be Controlled) Breakthrough Solutions, Inc. 13

14 Emphasis on Maximizing Value vs. Control (cont.) Primary Impact Traditional Project Agile Project Heavy Emphasis on Planning & Control Decisions Based Heavily on Managing Costs and Schedules Project Manager Has Primary Responsibility for the Success of the Project More Emphasis on Producing Value Decisions Based Heavily on Maximizing Business Value Product Owner Has Primary Responsibility for the Success of the Project Breakthrough Solutions, Inc. 14

15 Emphasis on Empowerment and Self-Organization Traditional Project Agile Project The Team is Works Under Direction The Project Manager Plays an Active Role in Leading the Project Team The Team is Empowered and Self-Organizing The Scrum Master Plays a Facilitation Role The Scrum Master is a Servant Leader Breakthrough Solutions, Inc. 15

16 Limited Emphasis on Documentation Primary Impact Traditional Project Agile Project Heavy Emphasis On Documentation Project Manager Has a Key Role in Developing and Managing Project Documentation Emphasis on Producing Results Quickly Less Project Documentation is Required Breakthrough Solutions, Inc. 16

17 Where Does that Leave the Project Manager? Traditional Project Agile Project Reduced Emphasis on Planning & Control More Emphasis on Maximizing Value Less Emphasis on Active Leadership More Emphasis on Empowerment & Selforganization Less Emphasis on Documentation More Emphasis on Producing Results Quickly Breakthrough Solutions, Inc. 17

18 TEAM-LEVEL AGILE PROJECT MANAGEMENT ROLE Putting in Place People, Process, and Tools for Projects to Enable and Empower Teams to be Successful Coaching Team Members, Scrum Master, and Product Owner on Project Management Breakthrough Solutions, Inc. 18

19 Team-level Role 1. Officially, In an Ideal World, There is No Role for a Project Manager at the Team Level in an Agile Project; However: Although There May Be No One With The Title Of Project Manager, Project Management Skills Are Still Needed In the Other Agile Roles: Scrum Master Has Responsibility for Team Leadership and Facilitation Product Owner Has Overall Responsibility for the Success of the Project and for Planning and Prioritizing Work to be Done Many Times Those Individuals Need Help in Filling Those Roles 2. In Any Case, The Agile Project Management Orientation is Very Different in a Number of Ways: Emphasis on Maximizing Value versus Control Emphasis on Empowerment and Self-Organizing Teams Limited Emphasis on Documentation Breakthrough Solutions, Inc. 19

20 A Common Agile-Scrum Team Scenario Project Manager/Scrum Master Supports the Product Owner Project Manager and Scrum Master Roles Might be Combined Balanced Emphasis on Documentation/Tools and Results Breakthrough Solutions, Inc. 20

21 Team Level - What s Needed to Perform this Role 1. Ability to Blend the Right Level of Traditional Project Management Skills with Agile Principles and Practices to Fit the Situation Knowledge of Both Agile and Traditional Project Management Methodologies and Practices Deep Knowledge of the Principles Behind Them 2. Adaptive Leadership and Emphasis on Leadership Over Management 3. Effective Use of Tools and Communications to Minimize the Need for Traditional Project Management Documentation Shift in Focus: Focus on Managing People and Tasks Focus on Putting in Place People, Process, and Tools And Leadership Rather Than Management Breakthrough Solutions, Inc. 21

22 ENTERPRISE-LEVEL AGILE PROJECT/PROGRAM MANAGEMENT ROLE Providing Project/Program Management of Large, Complex Initiatives Requiring Additional Planning and Management Above the Team Level Planning and Leading Enterprise-level Agile Transformations Designed to Align with the Company s Business Objectives Breakthrough Solutions, Inc. 22

23 Example Case Study Harvard Pilgrim Healthcare (Provided by Michael Hurst) Overview: Very Large, Complex Effort with Approximately 100 Teams A Large Part of the Development Effort Was Outsourced Hybrid Agile/Plan-driven Approach Key Success Factors: Immediacy and Persistency Leadership Support Well-trained People Cultural Change Integrated, Hybrid Methodology Results: Very Successful Hybrid Approach and Portfolio Management Agile Contracting Approach Ranked #1 for Nine Years in Member Satisfaction and Quality of Care Despite Massive Changes Tools Collaborative Approach with Other Companies Early Planning Execution and Bringing it Home Breakthrough Solutions, Inc. 23

24 Enterprise-level Role What s Needed to Perform this Role 1. Shift in Thinking and Skills Similar to the Team-level Role 2. Higher-level Overall Program Management Role 3. Planning and Leading Enterprise-level Agile Transformations 4. Integrating an Agile Development Approach With Higherlevel Management Frameworks Will be Discussed in More Detail Later Regarding Scaling Agile to an Enterprise Level Breakthrough Solutions, Inc. 24

25 HYBRID AGILE PROJECT ROLE Blending Traditional Agile and PM Principles and Practices in the Right Proportions to Develop a Hybrid Management Approach When Required Taking a more iterative and adaptive approach to traditional project management projects Breakthrough Solutions, Inc. 25

26 Hybrid Agile Project Management Approach Control Extreme Waterfall Agility Pure Forms Of Agile (e.g. Scrum) TRADITIONAL APPROACH EMPHASIS ON PLANNING AND CONTROL HYBRID APPROACHES FOCUS ON BUSINESS OUTCOMES ABILITY TO BLEND AND TAILOR AGILE AND TRADITIONAL PROJECT MANAGEMENT PRINCIPLES AND PRACTICES TO FIT THE BUSINESS PURE AGILE APPROACH (E.G. SCRUM) HEAVY FOCUS ON CUSTOMER VALUE & PARTICIPATION EMPHASIS ON TEAM FACILITATION VERY DYNAMIC AND ADAPTIVE APPROACH Breakthrough Solutions, Inc. 26

27 Situations Where a Hybrid Agile Approach Might Be Needed 1. Contracts, Especially Fixed-Price Government Contracts Need to Manage Overall Cost and Schedule Against Contracts, And At The Same Time, Provide Some Level of Flexibility 2. Regulatory Requirements Need to Show Traceability to Requirements, And Sufficient Control Over Testing and Release Processes 3. Larger, More Complex Enterprise-level Projects Significant Levels of Coordination Might Be Required Outside of the Development Effort For Training, Support, and Operational Cutover Will Be Discussed Separately Breakthrough Solutions, Inc. 27

28 Hybrid Process Example: Managed Agile Development Process Macro Layer: Project Charter Project Schedule Limited Form of Change Management On-going Project Management Traditional Project Management Layer Micro Layer: Development Layer Based on Scrum SOURCE: Breakthrough Solutions, Inc. 28

29 Using Agile Concepts in Non-Agile Projects Agile and Waterfall Are Not Binary, Black-and-White Alternatives There Are Many Ways to Use Agile Concepts in a Non-Agile Project: Developing a More Collaborative Approach With the Business Users Putting More Emphasis on Maximizing Business Value Taking a More Iterative Approach Reducing Unnecessary Documentation and Overhead Breakthrough Solutions, Inc. 29

30 AGILE CONTRACTS ROLE Breakthrough Solutions, Inc. 30

31 Jeff Sutherland Agile Contracting Approach: Money For Nothing Change For Free Customer Participation in Scrum Team - The Customer is expected to be active in the project. The role of the Customer includes the following: 1. Prioritize features by business value and have them implemented in order of maximum value 2. Mutually agreed estimates for all work items. The official representatives of both parties need to agree. This needs to be noted in a signed addendum to the contract for each change. 3. Participate in each Sprint planning meeting by discussing the selected features with Company team, including answering questions to provide clarification to the team. 4. Participate in writing the conditions of satisfaction for each feature, so the team and client have a shared definition of when a feature is done. These conditions should be completed as part of a user story before any code is written. 5. Participate in each Sprint review meeting, and provide timely feedback both for both work-in-progress and completed work. Agile Contracts: Money for Nothing and Your Change for Free, Breakthrough Solutions, Inc. 31

32 Jeff Sutherland Agile Contracting Approach: Money For Nothing Change For Free (cont.) Clause: Change For Free - If the Customer maintains Participation in Scrum Team during the entire project, Customer shall be able to make changes to the Scope without incurring any additional cost if total Scope of contracted work is not changed. New features may be added for free at Sprint boundaries if items of equal scope are removed from the contract. Clause: Early Termination (Money for Nothing) - The Customer may terminate the contract at the end of any Sprint. The standard metric for termination is when the Customer perceives the cost of continuing the project is higher than the additional value received. The Customer will pay Company 20% of the remaining contract value to exercise early termination. Agile Contracts: Money for Nothing and Your Change for Free, Breakthrough Solutions, Inc. 32

33 Successful Case Studies General Dynamics, UK (Provided by Nigel Edwards) Overview: Large, Fixed-Price Government Contract Used Hybrid Management Process Based on DSDM Prioritized Requirements to Manage Scope Key Success Factors: Relationships, Professionalism, and Transparency Coaching and Mentoring Teamwork Conflict Management Risk Management Results: Collaborative Approach to Contract Management Was a Big Win More Efficient Project Management Approach Very Successful Project and Highly Satisfied Customer Breakthrough Solutions, Inc. 33

34 General Dynamics, UK - Why it Was Successful Collaborative Partnership Between the Government Agency and the Defense Contractor Used the MoSCoW Method for Prioritizing Requirements: Must Have s Should Have s Could Have s Would Have s In order to manage the overall costs and schedules of the project, when there was a change in any of the requirements, something else of equivalent effort and lower value had to be given up Breakthrough Solutions, Inc. 34

35 Overall Summary In Order to Better Understand Agile Project Management, We Need to Get Past a Lot of Stereotypes and Misconceptions That Exist About Both Agile and Traditional Project Management There is a Role for an Agile Project Manager; However, it Will Require a Shift in Thinking for Many Project Managers: Emphasis on Maximizing Value versus Control Emphasis on Empowerment and Self-Organizing Teams Limited Emphasis on Documentation These Changes May Not Be Easy for Many Project Managers and Will Also Require Changes in the Environments That They Operate In and The Measurements and Expectations of Project Managers Breakthrough Solutions, Inc. 35

36 Overall Summary (cont.) There Are Several Potential Roles that a Project Manager Might Play in an Agile Project: Team Level Putting in Place People, Process, and Tools for Projects to Enable and Empower Teams to be Successful Coaching Team Members, Scrum Master, and Product Owner on Project Management Enterprise Level Providing Project/Program Management of Large, Complex Initiatives Requiring Additional Planning and Management Above the Team Level Planning and Leading Enterprise-level Agile Transformations Designed to Align with the Company s Business Objectives Hybrid Agile Projects and Agile Contracts Blending Traditional Agile and PM Principles and Practices in the Right Proportions to Develop a Hybrid Management Approach When Required Taking a more iterative and adaptive approach to traditional project management projects Managing Agile Contracts Breakthrough Solutions, Inc. 36

37 THANK YOU! Chuck Cobb Breakthrough Solutions, Inc. (508) Kindle: Paperback: Breakthrough Solutions, Inc. 37

MANAGED AGILE DEVELOPMENT MAKING AGILE WORK FOR YOUR BUSINESS. Chuck Cobb May 20, 2013

MANAGED AGILE DEVELOPMENT MAKING AGILE WORK FOR YOUR BUSINESS. Chuck Cobb May 20, 2013 MANAGED AGILE DEVELOPMENT MAKING AGILE WORK FOR YOUR BUSINESS Chuck Cobb May 20, 2013 The Pendulum Effect Traditional Waterfall Approaches Modern Agile Approaches Hybrid Approaches 5/20/2013 2012 Charles

More information

Making Sense of. Agile Project Management. Traditional. Project Management. 1/19/2011 2010 Breakthrough Solutions, Inc. 1

Making Sense of. Agile Project Management. Traditional. Project Management. 1/19/2011 2010 Breakthrough Solutions, Inc. 1 Making Sense of Agile Project Management Agile Project Management Traditional Project Management 1/19/2011 2010 Breakthrough Solutions, Inc. 1 My View of Project Management Today Subject Matter Knowledge

More information

Agile vs. Waterfall. Why not both. Arnold Okkenburg PMP

Agile vs. Waterfall. Why not both. Arnold Okkenburg PMP Agile vs. Waterfall Why not both Arnold Okkenburg PMP Project Management Agile Project Management Traditional Project Management Key Questions for Project Managers 1. Impact on Existing Project Methodologies:

More information

PPM and Agile: Realizing the Best of Both Worlds

PPM and Agile: Realizing the Best of Both Worlds PPM and Agile: Realizing the Best of Both Worlds This white paper discusses the challenges of integrating agile methods into a PPM framework and how to deliver executive visibility into agile projects

More information

Agile Projects 7. Agile Project Management 21

Agile Projects 7. Agile Project Management 21 Contents Contents 1 2 3 Agile Projects 7 Introduction 8 About the Book 9 The Problems 10 The Agile Manifesto 12 Agile Approach 14 The Benefits 16 Project Components 18 Summary 20 Agile Project Management

More information

Agile Practitioner: PMI-ACP and ScrumMaster Aligned

Agile Practitioner: PMI-ACP and ScrumMaster Aligned Agile Practitioner: PMI-ACP and ScrumMaster Aligned The PMI Agile Certified Practitioner (PMI-ACP) ScrumMaster credential validates your ability to understand agile principles, agile concepts, and establishes

More information

Enterprise Agile Coaching: Guiding Organizations Through Agile Transformation

Enterprise Agile Coaching: Guiding Organizations Through Agile Transformation Enterprise Agile Coaching: Guiding Organizations Through Agile Transformation Angela Druckman Agile Coach and Certified Scrum Trainer angela@angeladruckman.com In partnership with Learn more about Professional

More information

Course Title: Managing the Agile Product Development Life Cycle

Course Title: Managing the Agile Product Development Life Cycle Course Title: Managing the Agile Product Development Life Cycle Course ID: BA25 Credits: 28 PDUs Course Duration: 4 days (with optional Executive session) Course Level: Intermediate/Advanced Course Description:

More information

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do.

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do. 1 PMI Agile Certified Practitioner (PMI-ACP) workshop course details. We are unique and specialists in Agile! Your workshop trainer by passion and is a senior Agile Coach who coached many teams and Kanban

More information

1. PMP, PMI ACP. 2. Author of the book PMP Certification Excel with ease published by PEARSON

1. PMP, PMI ACP. 2. Author of the book PMP Certification Excel with ease published by PEARSON Introduction 1. PMP, PMI ACP 2. Author of the book PMP Certification Excel with ease published by PEARSON 3. Author of the book PMI Agile Certified Practitioner Excel with Ease published by PEARSON Page

More information

When to use Agile/Scrum

When to use Agile/Scrum When to use Agile/Scrum A Common Sense Model to Determining When or If You Should Leverage an Agile Scrum Methodology Depending on Your Project, Resources and Company. By Rick Rene Managing Director of

More information

2015 Defense Health Information Technology Symposium Implementation of Agile SCRUM Software Development Methodology

2015 Defense Health Information Technology Symposium Implementation of Agile SCRUM Software Development Methodology Mr. Christopher Harrington, PM Clinical Support, Solution Delivery Division Mr. James Huber, Healthcare Data Analyst, DHA Decision Support 2015 Defense Health Information Technology Symposium Implementation

More information

Changing Roles and Responsibilities from Traditional project management to Agile project management

Changing Roles and Responsibilities from Traditional project management to Agile project management Changing Roles and Responsibilities from Traditional project management to Agile project management Vishvadeep Tripathi School of computer science and IT Devi Ahilya University Indore, India vishvadeep@gmail.com

More information

Agile Overview. 30,000 perspective. Juha Salenius CSPO CSM PMI-ACP PMP SCGMIS Workshop January 23 rd, 2013

Agile Overview. 30,000 perspective. Juha Salenius CSPO CSM PMI-ACP PMP SCGMIS Workshop January 23 rd, 2013 Agile Overview 30,000 perspective Juha Salenius CSPO CSM PMI-ACP PMP SCGMIS Workshop January 23 rd, 2013 Agenda 30,000 Perspective The Players Initiating a Project Agile Estimating Agile Communications

More information

AGILE FROM 6 FEET PATHWAYS TO PROJECT AND TEAM AGILITY PMI BALTIMORE HANOVER FEBRUARY 16, 2012

AGILE FROM 6 FEET PATHWAYS TO PROJECT AND TEAM AGILITY PMI BALTIMORE HANOVER FEBRUARY 16, 2012 AGILE FROM 6 FEET PATHWAYS TO PROJECT AND TEAM AGILITY PMI BALTIMORE HANOVER FEBRUARY 16, 2012 Frank Balogh, MBA PMI-ACP, CSM, PMP Agile@pmibaltimore.org PMI Agile Community of Practice (ACoP) PMI Baltimore

More information

As the use of agile approaches

As the use of agile approaches What Does a Business Analyst Do on an Agile Project? By Kent J. McDonald Senior Instructor, B2T Training As the use of agile approaches increases, business analysts struggle to determine how their role

More information

Training and Coaching

Training and Coaching Project Profiles: Agile Implementation Services Financial Services Agile Consulting Services Review/Assessment and Coaching Our client previously built a Software Factory of 30+ teams to build and support

More information

Course Title: Planning and Managing Agile Projects

Course Title: Planning and Managing Agile Projects Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course

More information

Agile Contracts. NK Shrivastava, PMP, RMP, ACP, CSM, SPC CEO/Consultant - RefineM. Agenda

Agile Contracts. NK Shrivastava, PMP, RMP, ACP, CSM, SPC CEO/Consultant - RefineM. Agenda Agile Contracts NK Shrivastava, PMP, RMP, ACP, CSM, SPC CEO/Consultant - RefineM Agenda 1. Your Expectations from this Presentation 2. Introduction Myself 3. Agile Contracts a. Overview of Agile and Contracts

More information

Agile Scrum and PMBOK Compatible or Contrary?

Agile Scrum and PMBOK Compatible or Contrary? Agile Scrum and PMBOK Compatible or Contrary? Paul Despres PMI Emerald Coast Panama City Branch June 26, 2014 Meeting Overview Agenda Topics: Review Agile/Scrum Methods Review PMBOK Structure Demonstrate

More information

Agile Training Portfolio

Agile Training Portfolio Agile Training Portfolio Why agile? The question can also be: Why learn fast? Why adapt to new experiences and learnings quickly and easily? Well, the Dodo was not very agile and we all know how that ended.

More information

Software testing an agile environment

Software testing an agile environment Many companies are coping with a faster pace of infrastructure, application and product change by adopting Agile development methodologies. There are many flavors of Agile but all of them employ iterative,

More information

Mitigating Risk with Agile Development. Rich Mironov CMO, Enthiosys

Mitigating Risk with Agile Development. Rich Mironov CMO, Enthiosys Mitigating Risk with Agile Development Rich Mironov CMO, Enthiosys 2 About Rich Mironov CMO at Enthiosys, agile product mgmt consultancy Business models/pricing, roadmaps Agile transformation and Interim

More information

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se 1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between

More information

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE Program & Portfolio! Management using! Kanban! Introduction and Agenda Tom Wessel, Davisbase Consulting 20 years in software development. Over 7 years working with software development teams, training,

More information

Text. Key Performance Measures in a Lean Agile Program. Thomas Blackburn 2/19/2015

Text. Key Performance Measures in a Lean Agile Program. Thomas Blackburn 2/19/2015 Text Key Performance Measures in a Lean Agile Program Thomas Blackburn 2/19/2015 Goal and Objectives Discussion on Current Performance Measurement in Agile Shared understanding of measures that can drive

More information

www.pwc.com Scale agile throughout the enterprise A PwC point of view

www.pwc.com Scale agile throughout the enterprise A PwC point of view www.pwc.com Scale agile throughout the enterprise A PwC point of view December 2013 Overview Today it s rare to speak with a company that is not adopting some form of agile development practice. However,

More information

Agile Software Development with Scrum. Jeff Sutherland Gabrielle Benefield

Agile Software Development with Scrum. Jeff Sutherland Gabrielle Benefield Agile Software Development with Scrum Jeff Sutherland Gabrielle Benefield Agenda Introduction Overview of Methodologies Exercise; empirical learning Agile Manifesto Agile Values History of Scrum Exercise:

More information

Waterfall to Agile. DFI Case Study By Nick Van, PMP

Waterfall to Agile. DFI Case Study By Nick Van, PMP Waterfall to Agile DFI Case Study By Nick Van, PMP DFI Case Study Waterfall Agile DFI and Waterfall Choosing Agile Managing Change Lessons Learned, Sprints Summary Q and A Waterfall Waterfall Waterfall

More information

Agile : Today and Tomorrow. presented by Rick Freedman Director, Project Management Adams Gabbert

Agile : Today and Tomorrow. presented by Rick Freedman Director, Project Management Adams Gabbert Agile : Today and Tomorrow presented by Rick Freedman Director, Project Management Adams Gabbert Contents Introductions Agile Core Concepts Where We Are Today Where We re Going How The PM Role Will Remain

More information

An Agile Project Management Model

An Agile Project Management Model Agile Project Management Jim Highsmith Chapter 5 An Agile Project Management Model We improve effectiveness and reliability through situationally specific strategies, processes, and practices. One of the

More information

Agile & Scrum: What are these methodologies and how will they impact QA/testing roles? Marina Gil Santamaria Summer 2007

Agile & Scrum: What are these methodologies and how will they impact QA/testing roles? Marina Gil Santamaria Summer 2007 Agile & Scrum: What are these methodologies and how will they impact QA/testing roles? Marina Gil Santamaria Summer 2007 The idea behind the Agile approach is that instead of building a release that is

More information

Sept 10, 2013. The Agile Business Analyst

Sept 10, 2013. The Agile Business Analyst Sept 10, 2013 The Agile Business Analyst Maureen McVey, CBAP Head of Learning & Development, IIBA 16+ BA Experience I.T. industry for over 25 years. 20+ Experience in learning and development Founding

More information

Agile Portfolio Management

Agile Portfolio Management Agile Portfolio Management John Rudd President and Managing Director, SolutionsIQ Bryan Stallings Vice President and Managing Principal, SolutionsIQ October 19, 2011 Speaker Introduction: John Rudd Co-owner

More information

Lasting commercial success with Agile Evolution

Lasting commercial success with Agile Evolution Turning visions into business December 2011 Lasting commercial success with Agile Evolution Malte Foegen, David Croome, Timo Foegen Scrum techniques are spreading increasingly. In many cases, they lead

More information

The Agile PMO Value-driven Agile Project Management Office PMI NH, 15 th July 2015

The Agile PMO Value-driven Agile Project Management Office PMI NH, 15 th July 2015 The Agile PMO Value-driven Agile Project Management Office PMI NH, 15 th July 2015 Michael Nir President Sapir Consulting US Michael Nir President @ Sapir Consulting US LLC M.Sc. Engineering, PMP, SAFe

More information

Process Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology

Process Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology Process Methodology for Wegmans Deli Kiosk Version 1.0 Prepared by DELI-cious Developers Rochester Institute of Technology September 15, 2013 1 Table of Contents 1. Process... 3 1.1 Choice... 3 1.2 Description...

More information

Strategy. Agility. Delivery.

Strategy. Agility. Delivery. Strategy. Agility. Delivery. AGILE COURSES SCRUM MASTER CERTIFICATION THE PRODUCT OWNER & USER STORIES AGILE & KANBAN ACHIEVING AGILITY AGILE FOR EXECUTIVES Implementing Agile Project Management is a challenge

More information

Governments information technology

Governments information technology So l u t i o n s Blending Agile and Lean Thinking for More Efficient IT Development By Harry Kenworthy Agile development and Lean management can lead to more cost-effective, timely production of information

More information

Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today

Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today 2009 What is the CMMI Level 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Initial Focus Continuous Process

More information

Agile Certification: PMI-ACP

Agile Certification: PMI-ACP Agile Certification: PMI-ACP Agenda What is PMI-ACP? Should I get certified? Contrast ACP to PMP Prerequisites Exam Content What to focus on? How to prepare? Resources Merits or demerits of certifications

More information

How Agile Development Can Transform Defense IT Acquisition

How Agile Development Can Transform Defense IT Acquisition How Agile Development Can Transform Defense IT Acquisition Brig. Gen. Angelo Messina Vice Capo Reparto CIS SME IV RL Deputy Chief Army General Staff Logistic Department Pete Modigliani, MITRE Corp pmodigliani@mitre.org

More information

Agile Development in the Federal IT Environment

Agile Development in the Federal IT Environment Agile Development in the Federal IT Environment Presented to CMMI Conference: North America 2014 6 AGENDA Agile and Waterfall Agile Manifesto Federal Government Adoption of Agile Principles Federal Acquisition

More information

Project Management Best Practice Benchmarks

Project Management Best Practice Benchmarks A PM SOLUTIONS RESEARCH COMPENDIUM Project Management COST SCOPE Quality SCHEDULE 2 Project Management Senior executives want to know one thing about project management: What s the value? Today more than

More information

Controlling Change on Agile Software Development Projects

Controlling Change on Agile Software Development Projects Universal Journal of Management 4(1): 42-49, 2016 DOI: 10.13189/ujm.2016.040106 http://www.hrpub.org Controlling Change on Agile Software Development Projects Andrew L Ecuyer 1, Syed Adeel Ahmed 2,* 1

More information

Waterfall vs. Agile Project Management

Waterfall vs. Agile Project Management Lisa Sieverts, PMP, PMI-ACP Phil Ailes, PMI-ACP Agenda What is a Project Overview Traditional Project Management Agile Project Management The Differences Product Life Cycle The Teams Requirements WBS/Product

More information

Executive Leadership MBA Course Descriptions

Executive Leadership MBA Course Descriptions Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next

More information

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people:

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: AGILE HANDBOOK OVERVIEW WHAT IS THIS? This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: Someone who is looking for a quick overview on

More information

Selling Agile at Your Company

Selling Agile at Your Company Selling Agile at Your Company Presented by William F. Nazzaro Hosted by Dave Bieg, Executive Vice President About DevelopMentor DevelopMentor provides solutions for all professionals involved in the lifecycle

More information

Certified ScrumMaster Workshop

Certified ScrumMaster Workshop Certified ScrumMaster Workshop Learn, understand, and execute on the three overarching principles behind Scrum: iterative development, self-management, and visibility. Even projects that have solid, well-defined

More information

How to manage agile development? Rose Pruyne Jack Reed

How to manage agile development? Rose Pruyne Jack Reed How to manage agile development? Rose Pruyne Jack Reed What will we cover? Introductions Overview and principles User story exercise Retrospective exercise Getting started Q&A About me: Jack Reed Geospatial

More information

Agile Metrics. It s Not All That Complicated

Agile Metrics. It s Not All That Complicated Agile Metrics It s Not All That Complicated Welcome About your Trainer, Katia Sullivan VersionOne Product Trainer and Agile Coach Certified Scrum Master Certified Scrum Product Owner Led teams/org s to

More information

White paper: Scrum-ban for Project Management

White paper: Scrum-ban for Project Management White paper: Scrum-ban for Project Management By Evaldas Bieliūnas Export Manager of Eylean Board 2014 PRELUDE Every project manager is looking for the new ways to improve company s processes. For the

More information

Lean Software Development and Kanban

Lean Software Development and Kanban 1 of 7 10.04.2013 21:30 Lean Software Development and Kanban Learning Objectives After completing this topic, you should be able to recognize the seven principles of lean software development identify

More information

Implementing Models and Standards for Software Development Benefits and Risks

Implementing Models and Standards for Software Development Benefits and Risks Implementing Models and Standards for Software Development Benefits and Risks Tsvetelina Kovacheva, Quality Manager Musala Soft June 19, 2007 Agenda Difference between Model and Standard Software Development

More information

Agile for Project and Programme Managers

Agile for Project and Programme Managers Agile for Project and Programme Managers Author Melanie Franklin Director Agile Change Management Limited Introduction I am involved in a mixture of assignments for different organisations across Europe

More information

Building Software in an Agile Manner

Building Software in an Agile Manner Building Software in an Agile Manner Abstract The technology industry continues to evolve with new products and category innovations defining and then redefining this sector's shifting landscape. Over

More information

The Scrum Master role vs. Project Manager

The Scrum Master role vs. Project Manager The Scrum Master role vs. Project Manager Marco A. Alba Lopez A. Jalasoft marco.albalopez@jalasoft.com RESUMEN It may be usual now a days to see organization asking for these types of roles and believe

More information

Agile Software Development

Agile Software Development Agile Software Development Application in the Medical Device Industry Kelly Weyrauch Medtronic, Inc. (29 April 2008) Introduction Purpose Provide an introduction to Agile Software Development as it applies

More information

SOFTWARE LOCALIZATION FOR AGILE, WATERFALL, AND HYBRID DEVELOPMENT

SOFTWARE LOCALIZATION FOR AGILE, WATERFALL, AND HYBRID DEVELOPMENT 1 4 FOR AGILE, WATERFALL, AND HYBRID DEVELOPMENT AGILE METHOD Business Requirements SPRINT#1 Technical Coding & ing SPRINT#2 WATERFALL METHOD Client OK & Launch SPRINT#3 Irrespective of the type of software

More information

Agile Planning in a Multi-project, Multi-team Environment

Agile Planning in a Multi-project, Multi-team Environment Cognizant 20-20 Insights Agile Planning in a Multi-project, Multi-team Environment How organizations evolve to cope with the challenge of scaling Agile planning and improving its reliability. Executive

More information

Holding Managed Services Vendors Accountable in an Agile Environment

Holding Managed Services Vendors Accountable in an Agile Environment White Paper Holding Managed Services Vendors Accountable in an Agile Environment By Robert Gassaway and Gerry Robinson Abstract Managed services clients can hold vendors accountable to software output

More information

Lessons in Estimating Agile vs. Waterfall Agile and Waterfall. Jerry Richardson, PMP Sohail Thaker, PMP

Lessons in Estimating Agile vs. Waterfall Agile and Waterfall. Jerry Richardson, PMP Sohail Thaker, PMP Lessons in Estimating Agile vs. Waterfall Agile and Waterfall Jerry Richardson, PMP Sohail Thaker, PMP 2 3 Workshop Overview Why do we estimate? Developing Waterfall estimates Developing Agile estimates

More information

Agile Requirements Engineering + LESSONS LEARNED

Agile Requirements Engineering + LESSONS LEARNED Agile Requirements Engineering + LESSONS LEARNED Global Blue TAX-FREE Shopping Merchants Customs Refund Counter Back-Office Issue Tax- Free Form Approve Tax-Free Form Pay Refund Amount Processing Invoicing

More information

Business Analysis Standardization & Maturity

Business Analysis Standardization & Maturity Business Analysis Standardization & Maturity Contact Us: 210.399.4240 info@enfocussolutions.com Copyright 2014 Enfocus Solutions Inc. Enfocus Requirements Suite is a trademark of Enfocus Solutions Inc.

More information

What you need to know about PMOs

What you need to know about PMOs What you need to know about PMOs By Bahar Banyahmad 2009 Overview With PMOs becoming more pervasive in large and medium enterprises, this whitepaper explores different PMO models and functions. It explores

More information

A Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com)

A Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com) A Viable Systems Engineering Approach Presented by: Dick Carlson (richard.carlson2@boeing.com) Philip Matuzic (philip.j.matuzic@boeing.com) i i Introduction This presentation ti addresses systems engineering

More information

Managing a Project Using an Agile Approach and the PMBOK Guide

Managing a Project Using an Agile Approach and the PMBOK Guide Managing a Project Using an Agile Approach and the PMBOK Guide Kathy Schwalbe, Ph.D. schwalbe@augsburg.edu Augsburg College Minneapolis, Minnesota September 25, 2012 Abstract This paper includes excerpts

More information

Product Stack and Corporate Overview

Product Stack and Corporate Overview Product Stack and Corporate Overview October 2010 Laszlo Szalvay VP of the Worldwide Scrum Business CollabNet s Scrum Business Line is dedicated to Scrum and extreme programming (XP) as a means to an end

More information

Introduction to Agile and Scrum

Introduction to Agile and Scrum Introduction to Agile and Scrum Matthew Renze @matthewrenze COMS 309 - Software Development Practices Purpose Intro to Agile and Scrum Prepare you for the industry Questions and answers Overview Intro

More information

Certified Scrum Master Workshop

Certified Scrum Master Workshop Learn, understand, and execute on the three overarching principles behind Scrum: iterative development, selfmanagement, and visibility. Even projects that have solid, well-defined project plans encounter

More information

PLM - Agile. Design Code Test. Sprints 1, 2, 3, 4.. Define requirements, perform system design, develop and test the system. Updated Project Plan

PLM - Agile. Design Code Test. Sprints 1, 2, 3, 4.. Define requirements, perform system design, develop and test the system. Updated Project Plan PLM - Agile Agile Development Evolved in the 1990s as a response to heavyweight methodologies. In 2001 representatives of various new methodologies met to discuss the need for lighter alternatives. The

More information

Comparing Plan-Driven and Agile Project Approaches

Comparing Plan-Driven and Agile Project Approaches Comparing Plan-Driven and Agile Project Approaches A Personal Perspective Presented by: Craig D. Wilson Matincor, Inc. Copyright 2006-2010 2010 Outline Introduction to System Development Methodology Contrasting

More information

Understanding the Value of Project Management

Understanding the Value of Project Management Understanding the Value of Project Management By Vicki Wrona, PMP, and Rob Zell To PMO or not to PMO, that is the question; Whether tis Nobler on the project to suffer The Costs and Overruns of scope creep,

More information

Information Technology Governance: Key Success Factors

Information Technology Governance: Key Success Factors Information Technology Governance: Key Success Factors Tim Brooks VP & CIO Saint Louis University AITP September 22, 2011 Tim Brooks - Saint Louis University 1 Discussion Points What is IT Governance?

More information

Agile Systems Engineering: What is it and What Have We Learned?

Agile Systems Engineering: What is it and What Have We Learned? Agile Systems Engineering: What is it and What Have We Learned? March 2012 Dr. Suzette S. Johnson Agile Engineering Northrop Grumman Suzette.Johnson@ngc.com Getting To Know You! Dr. Suzette Johnson Northrop

More information

The style is: a statement or question followed by four options. In each case only one option is correct.

The style is: a statement or question followed by four options. In each case only one option is correct. AGILE FOUNDATION CERTIFICATE SAMPLE FOUNDATION QUESTIONS WITH ANSWERS This document is a set of sample questions, in the style of the Agile Foundation Certificate Examination, which is a 60 question, 1

More information

WE ARE FOCUSED ON HELPING OUR CLIENTS WORK SMARTER AND MORE EFFICIENTLY SO THAT TOGETHER, WE CAN EMPOWER PEOPLE TO DELIVER GREAT RESULTS.

WE ARE FOCUSED ON HELPING OUR CLIENTS WORK SMARTER AND MORE EFFICIENTLY SO THAT TOGETHER, WE CAN EMPOWER PEOPLE TO DELIVER GREAT RESULTS. WE ARE FOCUSED ON HELPING OUR CLIENTS WORK SMARTER AND MORE EFFICIENTLY SO THAT TOGETHER, WE CAN EMPOWER PEOPLE TO DELIVER GREAT RESULTS. We believe that people working towards common goals are capable

More information

Applying Agile Project Management to a Customized Moodle Implementation

Applying Agile Project Management to a Customized Moodle Implementation Applying Agile Project Management to a Customized Moodle Implementation November 6, 2013 Presented by: Curtis Fornadley, PMP UCLA CCLE Coordinator Applying Agile Project Management to a Customized Moodle

More information

How a Traditional Project Manager Transforms to Scrum Jeff Sutherland & Nafis Ahmad

How a Traditional Project Manager Transforms to Scrum Jeff Sutherland & Nafis Ahmad How a Traditional Project Manager Transforms to Scrum Jeff Sutherland & Nafis Ahmad August 11 th, Agile 2011, Salt Lake City Brief Bios Dr. Jeff Sutherland (jeff@scruminc.com) Co-inventor of Scrum Chairman

More information

Distributed Agile Practice for the Healthcare Solution

Distributed Agile Practice for the Healthcare Solution Distributed Agile Practice for the Healthcare Solution Client Background Allscripts is the leader in software, services, information and connectivity solutions that empower physicians and other healthcare

More information

Answered: PMs Most Common Agile Questions

Answered: PMs Most Common Agile Questions Answered: PMs Most Common Agile Questions Mark Kilby Agile Coach, Rally Software mkilby@rallydev.com 407.687.3350 (cell) Led Fortune 50 agile transitions in - Government - Technology - Healthcare - Insurance/Fina

More information

AGILE vs. WATERFALL METHODOLOGIES

AGILE vs. WATERFALL METHODOLOGIES AGILE vs. WATERFALL METHODOLOGIES Introduction Agile and waterfall are two major methodologies that software developers and project managers have the option of using. Some of the goals of developers and

More information

In today s acquisition environment,

In today s acquisition environment, 4 The Challenges of Being Agile in DoD William Broadus In today s acquisition environment, it no longer is unusual for your program to award a product or service development contract in which the vendor

More information

Welcome! Scaled Agile Reston, VA

Welcome! Scaled Agile Reston, VA Welcome! Scaled Agile Reston, VA Rally Software Eliassen Group 2012 Agenda 7:30-8:00: Breakfast + Registration 8:00-9:00: Meet local Agilists 9:00-9:15: Opening Remarks 9:15-10:00: Rafaa Abdalla Chief

More information

MAKING BUSINESS AGILE GOVERNANCE. Kallman, MBA, PMP, CSM, CSP 22 January 2015 Stockholm - DSDM Konsortiet Sverige

MAKING BUSINESS AGILE GOVERNANCE. Kallman, MBA, PMP, CSM, CSP 22 January 2015 Stockholm - DSDM Konsortiet Sverige MAKING BUSINESS AGILE Andrew AGILE GOVERNANCE Kallman, MBA, PMP, CSM, CSP 22 January 2015 Stockholm - DSDM Konsortiet Sverige Andrew Kallman brief intro Partner with Knowit Management Enterprise Agile,

More information

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

More information

Executive Leadership MBA Course Descriptions

Executive Leadership MBA Course Descriptions Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next

More information

Classic Scrum Master vs. Classic Project Manager

Classic Scrum Master vs. Classic Project Manager Classic Scrum Master vs. Classic Project Manager Team, what do you think it takes to become an effective project team? You will be an effective project team. Any questions? Greg Smith -Agile Coach/Trainer

More information

Career Builder Course Bundle

Career Builder Course Bundle Career Builder Course Bundle Skills based course Certification course Introduction to Project Management PM101 - Section 01 - Introduction & Overview PM101 - Section 02 - Teams & Leadership PM101 - Section

More information

Software Development with Agile Methods

Software Development with Agile Methods Case Study Software Development with Agile Methods Introduction: Web application development is a much studied, heavily practiced activity. That is, capturing and validating user requirements, estimating

More information

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended.

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended. Previews of TDWI course books offer an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews cannot be printed. TDWI strives to provide

More information

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy

More information

Applications Executive Council Drivers of Business Analyst Effectiveness

Applications Executive Council Drivers of Business Analyst Effectiveness Applications Executive Council Drivers of Business Analyst Effectiveness IIBA Building Business Capabilities 2012 Moderator: Mark Tonsetic Senior Research Director A FRAMEWORK FOR MEMBER CONVERSATIONS

More information

PROJECT MANAGEMENT COURSE CATALOG

PROJECT MANAGEMENT COURSE CATALOG PROJECT MANAGEMENT COURSE CATALOG CATALOG GUIDE PROJECT MANAGEMENT FUNDAMENTALS 3 CAPM AND PMP CERTIFICATION - PREPARATORY COURSE 4 RISK MANAGEMENT 5 QUALITY MANAGEMENT 6 PLANNING AND CONTROL USING PRIMAVERA

More information

Getting Business Value from Agile

Getting Business Value from Agile Getting Business Value from Agile Presented by: Dennis Baldwin Project Management, Business Analysis & Agile Service Line Manager, Development Solutions Practice, Experis Tom Mullen Business Planning &

More information

By Alan Bustamante & Rahul Sawhney

By Alan Bustamante & Rahul Sawhney By Alan Bustamante & Rahul Sawhney Copyright 2011 Seapine Software, Inc. This work is licensed under the Creative Commons Attribution-Noncommercial- No Derivative Works 3.0 United States License. To view

More information

Rolling Wave Planning: Manage Projects Without Going Under

Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under W. Charles Slaven MBA PMP CSSBB CPA (inactive) Director, Lean Deployment and Continuous

More information