Join us for PMIWDC's quarterly executive breakfast meetings in the District. The P.M. in the A.M. series will continue to feature cutting-edge speakers, good food and great opportunities for connecting with other PMs, all in a no-nonsense format designed especially for a busy PM's midweek schedule.
Scaled Agile transformations can feel like overwhelming efforts – but do not abandon hope! This interactive, audience-driven presentation reviews how government and large organizations escape common Agile adoption challenges.
You - the audience - will prioritize your pain points; we’ll focus on the six Agile hells most highly prioritized. We will discuss real examples of “escaping” out of each Agile hell, with pro tips and success patterns you can apply.
The Agile hells we have navigated include:
· No Transformation hell - An enterprise program or department wants to change but can’t start or can’t finish
· Too Fast hell - Newly Agile enterprise programs sometimes respond TOO rapidly, too often changing priorities.
· Technical hell - Programs can become bogged down in technical debt and manual processes.
Many government agencies are beginning to implement an Agile approach to Software Development. Does each agency, however, need to “reinvent the wheel” as they start or proceed on their Agile journey? Are there patterns or criteria that would increase your prospect for success? As a Scrum Master for an Agile Transformation team in a government agency, I have identified five patterns that will improve your outcome. This talk will discuss those five patterns.
As large organizations undertake the exciting journey of Agile transformation, they inevitably face a certain identity crisis that makes them question everything they have known about project management and practiced for years (and decades). PMI and the PMBOK gave us a structured framework of 5 process groups and 12 knowledge areas, with all the processes within, each with clear inputs and outputs. And then Agile came along with only 4 values and 12 principles that fit on a single page, and blew everything away.
We are amid a major transition toward Agile and DevOps, where seasoned project managers are expected to pivot and embrace a new way of delivering better software. However, most Agile training classes and books focus of the desired and ideal state of Agile practice, without connecting the dots for how to get there.
So your organization is going “Agile” now and you are overwhelmed with all this terminology like backlog, user stories, sprint, daily stand ups, etc. Where do you start? What does it take to kick off your first Agile project? How do you setup your team for success? In this talk, we will explore the essential elements for kicking off your first Agile project and possible options to setup your team and project for success.
In this interactive and high-energy program, Josef shows you techniques to unleash your influence. Balancing your expertise with the right interpersonal skill set allows you to advance your work and the effectiveness of your team.
Josef presents a ‘toolbox’ packed with instantly usable techniques, ideas and methods designed to give you a smart, proven, communication-based approach to the challenges and opportunities you face every day. As an outcome, you will gain influence, impact and drive innovation in your organization.
This talk will discuss the cultural changes that were made at USCIS in the adoption of modern agile development practices. The discussion will include the successes and challenges of changes in an organization that has significant inertia in existing development practices and the changes that need to be made within both the IT and business organizations. The overall framework of change and recommendations will complete the discussion. It will be followed by an open interactive discussion with question and answers.
If you want to strengthen teams and get better results having managers who the coach is key.
But in the past, it’s been difficult for busy managers to shift from the traditional management style of telling people what to do rather than taking on the coaching approach of asking. Why? In today’s world managers are stretched more thinly than ever before, continually finding themselves stuck with just too much on their plate. They don’t have time to add another task to their job description but need to coach someone fast and as part of the work they already do - not in addition to it.
In this session, the speaker will address cultural changes required to make Agile work in the government, discuss the resistance to change, and the importance of culture in the successful implementation of Agile principles. It is followed by an open interactive discussion with question and answers.
Over the last 5 years, Agile approaches have seen widespread adoption across the US Federal Government. Where real commitment is given to proven Agile frameworks and techniques, programs do see significant improvement in value delivery and speed. But unfortunately often, ‘Agile’ nomenclature is used while perpetuating behaviors that make real improvement impossible and may actually make the lived experience worse for participants or stakeholders. And where Agile approaches fail, they add to a narrative that real methods won’t work in this environment. Many of the anti-patterns I’ve seen working as a Coach in the Public Sector are rooted in decisionmakers clinging to 5 myths about Agile in Government. This talk will explore these 5 myths, and some approaches for dealing with them.
In the United States alone, Cyber Security has become a multi-billion dollar industry since 2005. No person or organization is immune or fully protected from the cyber threat. The purpose of this presentation is two-fold. First, it is to help one to understand the enormity of the issue by providing a current snapshot of the cyber security challenge and its growth. The second goal is to review the status of cyber resilience countermeasures as part one’s overarching cyber security defense package. Finally, this discussion should help one to think of cyber resilience as an insurance policy that has to be purchased like taxes in a technological dependent world.
We’ll have an interactive breakfast discussing some of the practical differences and challenges facing project managers and senior leadership in the National Capital Region. It’s an opportunity to compare expectations and aligning actionable approaches to achieving better understood objectives. It’s all about doing things better rather than harder.
Network interaction modeling is a unique approach to analyzing business operations and understanding the interactions across an organization. With the growing pressure on organizations to do more with less – and more quickly than ever before – Network Interaction Modeling’s ability to save time and resources through targeted process and business unit improvement is increasingly relevant. NIM allows executives to dynamically view an organization’s interactions, from across the enterprise all the way down to specific, targeted connection. Its intuitive presentation, customizable quantitative analysis capabilities, and unique enterprise approach enable rapid, one-of-a-kind insight, driving change to an agency’s mission.
Everyone investing in a governmental proposal effort wants to win. We all know not everyone will, so what does it take to win? Come join us and discover some "Tips for Preparing a Winning Technical Proposal" from a senior proposal manager.
What is the Product Owner (PO) role? Is it different in the federal space and the commercial space? What are the challenges that the PO face? If we were to define a PO persona, what would it look like? Does a conventional PO role work in the government? What changes are needed to enable the PO in the government? How would the PO role apply in the government settings? Does the organizational structure affect the PO role?
The product owner role is one of the most demanding and critical roles on agile projects. The PO is engaged with the stakeholders (those who will be impacted by the product) as well as the development (delivery) team (those who will be delivering the product).
This presentation delves into selecting and applying agile techniques appropriately at each management level (portfolio, program, and project) such as Kanban, Scrum, Disciplined Agile Delivery (DAD) and SAFe. The focus is on increasing performance, visibility, and innovation at each level of the organization by balancing agility, discipline, and process.
As an Agile team member, are you trying to figure out where you are, exactly, in the bigger picture of product development compared to where you are expected to be? Are you are working on a government contract where Earned Value Management (EVM) implementation is mandatory, but would like to use Agile software development methods? Perhaps you're an Agile project manager often "translating" Agile iteration results for non-Agile stakeholders? As a product manager, would you like to be able to forecast the impacts of changes on your expected return on investment?
The basic premise of this presentation is to posit this assumption:
Contemporary projects typically have the ‘luxury’ of being born into an environment with sophisticated project management tools and technologies, highly talented and experienced Project Managers, comprehensive processes and methodology to support the practice of project management, well-defined governance bodies that provide executive guidance, and strong financial support.
And then to ask this question: So why are there still an alarming and unacceptable number of project failures despite the luxuries afforded in contemporary project environments?
The answer is that it’s about Project Leadership not Project Management!
Every project has PREDICTABLE points of resistance that can be anticipated and addressed but often are not and therefore lead to failure.
Building or maintaining a successful PMO can be a daunting endeavor. Between skeptical customers, increasingly complex projects, and austere budgets, PMO’s have struggled to gain acceptance and deliver value. With a growing inventory of projects, PMO’s require a new game plan – one that begins at the top and looks to add value down to the transaction level. Many organizations are implementing the “Strategic PMO” as a way to link governance, portfolios, projects, and customers. As the essential middle layer between on-the-ground projects and the executive suite, PMO’s have an imperative to deliver value to their customers. The strategic PMO is built around specific functions that add the greatest value across the organization. Jon will discuss one approach for building a new PMO or improving an existing one that delivers value right away.
Earned Value (EV) is a project metric that integrates the work scope of a project with the schedule and cost elements of the project to optimize control of the planned work. When implemented correctly, it is used as a project management warning system, enabling managers to identify problems early, thus allowing management redirection to prevent cost overruns or schedule delays. So how do you Use EVM to Track Progress? During this presentation, you will be introduced to the concepts of earned value tracking by walking through a simple project lifecycle from planning –to– baseline –to– tracking and reporting status –to– product delivery. In a very short time span this project has many of the same problems that your complex projects encounter, including delays, faulty materials, unplanned resource requirements, and an unreasonable customer.
“The Cloud” has established itself as a powerful tool in the modern enterprise. But what exactly is the cloud? Why is it becoming so prevalent? Most importantly, how can the cloud impact my projects? For this presentation we will focus on a functional (non-technical) approach to the cloud, highlight a few key terms and concepts that are important to understand when discussing the cloud, and give attendees the opportunity to have a better understanding and insight into the relationship between cloud technologies and key project management elements.
With 30% to 70% project failure rates depending upon the industry and with seemingly little improvement, every project manager will be faced with managing a troubled project. Whether you are the existing project manager, or you are newly assigned to save a failing project, you will need to take specific actions to slow the decline and then turn the project around. Are all projects recoverable? Besides cost, schedule, and earned value, are there other factors that indicate that a project is in trouble?
The Agile Manifesto was originally publishedoverthirteen years ago, in February of 2001. Over these 13 years, the interest level in APM (Agile Project Management) and the specific methodologies included within the “Agile umbrella” - such as Scrum, Extreme programming, Lean, Crystal, DSDM and Feature Driven Development - has steadily increased. Agile is certainly not a passing fad. More and more people are departing from running their projects using the traditional methods, and are using Agile methodologies instead.
The presentation will cover a number of reasons why companies today need to be up-to-date with Agile methodologies, and have this as a core strength. But no one process or methodology fits all situations: Agile is not a panacea for all projects.
Does your organization lack visibility into critical information? Are you challenged with monitoring too much data that’s not mapped to your key strategic objectives? Are you fuzzy on the difference between a leading and lagging indicator and what’s the value of tracking each type? Are you challenged with designing a dash board that your users love to access? If these challenges sound familiar to your environment, the CIO Dashboard presentation will discuss and review these challenges in depth and will cover industry best practices that can be implemented to address your Dash Board requirements. During this presentation we will review:
Open Data. PortfolioStat. TechStat. Integrated Data Collection. Cloud Computing.
What are all of these OMB initiatives and how do they fit together? How can they help CIOs manage their IT portfolios more effectively? How do they address the evolution of IT from individual capital assets to IT as a service?
Join us as Ms. Ward outlines these initiatives and discusses how the FAA can use them to leverage IT in transforming air traffic management.
Your next assignment is to take over an ongoing project from another project manager. What should you do? Where do you even start? Regardless of the reason or the condition of the project, transitioning the project manager always presents additional risks to the project (as well as to the project manager's career.) This presentation will look at transition management and discuss an approach to get productive as quickly as possible while maintaining project momentum.
From social development to infrastructure, international development projects face their unique challenges. Problems that cause many project failures attribute to institutional rather than technical issues. In order to transform the challenges to opportunities, International Development projects should be managed using proven tools and techniques, the same way as standard projects.
Is change management simply an element of project management or a separate and distinct discipline? Should one take precedence over the other or should they be inextricably linked or integrated? These questions are being heard more frequently as the practice of change management has increased. Confusion between their relationship and compatibility is fueling an emerging debate between about the role of these disciplines, their practice, and their deployment in organizations.
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. However, when MBO is applied to governance (governance-by-objective), the result can be fraught with unintended consequences. Decisions to meet targets through whatever means necessary can quickly expose an organization to unnecessary risk and run afoul of regulatory compliance.
Does your organization initiate more IT projects than they have the capacity to handle efficiently with limited budgets and resources? Do your organization’s IT projects align properly with the goals and objectives of the organization? Are your IT budgets being expended on the projects that deliver the best value to the organization? Does a lack of focus sometimes lead to poorly executed projects? If any of this sounds familiar, you are not alone. Many organizations, agencies and companies, large and small, are experiencing these growth-killing issues every day, especially in this era of higher organizational expectations, smaller budgets, shorter projects, limited resources, and narrowly focused skills.
Strategic project management involves both leading and managing; it involves skills that can be developed and it is in high demand throughout the world as organizations are learning to do more with less resources. We will examine the organizational factors impacting projects, how leading and managing skill sets both come into play, and practical application of the principles for success. As you learn how to think and act strategically, you will manage projects that differentiate you and prove your value to your organization and your customers.
Successful communications plays a defining role in your personal leadership style. In this interactive workshop, you will sample practical strategies for commanding listeners' attention, decreasing nervousness and achieving greater connection with your audience, as well as other valuable tips that will help you communicate with the energy, passion, and commitment that are the hallmarks of a dynamic leader.
Please note that due to a unforeseen circumstances, Michael Dobson will be speaking in place of Ron Taylor.
About the Presentation
Every project manager knows the Triple Constraints — some even know more than three! But there’s a lot more to the subject than the old joke “Did you want it good, fast, or cheap — pick two.” The envelope of project constraints has a profound effect on almost every aspect of project decision making, nowhere more profoundly than in the area of risk management. From risk identification to risk analysis to risk response planning, the nature and dynamics of your individual project necessarily shape your strategy — and limit your options.
In March 2011, ESI International undertook an investigation into the global state of the PMO to determine its current perceived value, effectiveness and role as a hub of training. This examination encompassed nearly 4,000 respondents from five continents in over 16 industry sectors, offering insights into the PMO from both inside and outside the organization.
Some of the key questions addressed by the survey findings included:
Do organizations even know whether their PMO is effective?
Is it deemed valuable to the enterprise as a whole?
Is the PMO really Center of Excellence in which best practices are identified and made available to their project managers?
Attend this session to hear the surprising results!