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It's a small presentation to give the basic principles of scrum. The presentation mode is made interactively with the audience. The progression of the slides are scaled on progessive learning and fixing process: starting from theory to practice. It's not enough to start a Scrum Project and do not replace a mature scrum training delivered by a senior Scrum Trainer.
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read comment on www.digitaler-lebensstil.de Folienkommentar auf www.digitaler-lebensstil.de
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Cross-functional teams solve challenging problems faster by employing multi-disciplinary approach and delivering business value early and often. The fact that multi-disciplinary team members work on the same problem at the same time brings a number of advantages, of which speed of delivery and product quality are most important. The ability to listen and consider other viewpoints is a key to understanding tough problems and when applied properly, the results can be spectacular! In this 60-minute session, we’re going to explore the benefits of cross-functional teams and look at how Product Managers can employ cross-functional teams to drive business value. We will look at key aspects of successful cross-functional teams such as: How cross-functional teams maximize business value * Alignment of business goals and return on investment * How to assemble a cross-functional team * Technology and the stack – no need to be an expert, but an understanding of the stack can help balance the business with the technical stories * Driving user experience – here again, the PM is not a UI/UX designer, but someone who has the final say of the overall direction or “feel” of the product * Diving the work among the x-functional team * Epic and story definition when working with cross-functional teams * Tracking progress * How to prioritize features based on a technology stack We’re going to look at ways to recruit and retain cross-functional talent and some of the organizational challenges that can arise as a result of this new team structure. The audience of product managers, product owners, executives, technical managers and recruiting managers will learn what makes cross-functional teams successful, look at industry best practices and apply these strategies in their own organizations.
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It's a small presentation to give the basic principles of scrum. The presentation mode is made interactively with the audience. The progression of the slides are scaled on progessive learning and fixing process: starting from theory to practice. It's not enough to start a Scrum Project and do not replace a mature scrum training delivered by a senior Scrum Trainer.
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The ideal agile team is a self organizing, dedicated, cross functional group that has all the skills necessary to deliver a solution that solves their customer’s problem. As a result, the list of roles on an agile team is fairly short generally consisting of roles such as Scrum Master, Product Owner, and the Team. Given all that, many project managers wonder where they fit in. They may act as the Product Owner if they have the skill set and decision making authority to determine what the product should contain. They may become the Scrum Master if they are able to practice servant leadership and act as a coach and facilitator. They may become part of the team and help develop or test. They may focus on coordinating the efforts of multiple agile teams to support the broader goals of a large program. They may not be a good fit for an agile environment at all. Join Kent McDonald as he describes the Product Owner and Scrum Master roles in an agile environment and discusses the various ways that project managers can assess their skill sets and project characteristics to determine where they fit into the picture.
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read comment on www.digitaler-lebensstil.de Folienkommentar auf www.digitaler-lebensstil.de
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Mehrjährige Beobachtungen beim Einsatz agiler Methoden unter schwierigen Bedingungen haben gezeigt, dass Praktiken aus dem klassischen Projektmanagement nach IPMA oder PMI in Organisationen mit einer agilen Entwicklungsabteilung weiterhin einen großen Mehrwert liefern können, um Projekte erfolgreich abzuschließen. Dieser Vortrag beleuchtet die Vorteile und Schwächen von agilen und klassischen Methoden in der Praxis und zeigt, wie die Kombination von agilen Methoden mit Praktiken aus dem traditionellen Projektmanagement die Erfolgswahrscheinlichkeit von Projekten erhöht. Dies ist besonders für die Fälle relevant, in denen die Organisation nicht alle die Rahmenbedingungen bieten kann, die für agile Prozesse ideal wären.
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Mehrjährige Beobachtungen beim Einsatz agiler Methoden unter schwierigen Bedingungen haben gezeigt, dass Praktiken aus dem klassischen Projektmanagement nach IPMA oder PMI in Organisationen mit einer agilen Entwicklungsabteilung weiterhin einen großen Mehrwert liefern können, um Projekte erfolgreich abzuschließen. Dieser Vortrag beleuchtet die Vorteile und Schwächen von agilen und klassischen Methoden in der Praxis und zeigt, wie die Kombination von agilen Methoden mit Praktiken aus dem traditionellen Projektmanagement die Erfolgswahrscheinlichkeit von Projekten erhöht. Dies ist besonders für die Fälle relevant, in denen die Organisation nicht alle die Rahmenbedingungen bieten kann, die für agile Prozesse ideal wären.
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