Lean-Agile Project Manager Practitioner

  • Location: Anywhere in the world as required
  • Duration: 2 Days
  • Contact: simon@robertsonconsulting.co.uk

This course comes at Agile SCRUM methods from the origins of Lean thinking.

The course covers the Lean-Agile project approach from first principles, how we use team to deliver Business Value, who is responsible for what in Agile, what are key processes, the Agile SCRUM basic framework, and how this comes together with PMI-ACP.

It asks and seeks to answer the following questions:

  • Why do businesses talk about Return on Investment and never get to measure it after implementation?
  • Why do senior managers think that by making their staff multi-task they will get through more projects with less resourcing costs?
  • Why do we persist in thinking that because we have planned and estimated a project, and got everyone’s buy in, we can manage it perfectly according to the plan?
  • Why do organisations using a PMO struggle to see the value of Agile because it does not seem to provide enough “rigour” in documentation?
  • Why is it that many large organisations, who have a traditional waterfall project framework, when adopting an Agile approach such as Scrum, end up with a mixed framework – call it “Water-Scrum-fall” – and complain that Agile is not producing the results or is of questionable value?

What does this course help us learn?

  1. If we want customers to be delighted we need to deliver value early and consistently
  2. If we want customers to be delighted with the result involve them early and often!
  3. We need the most cost effective means of delivering innovative solutions to delight the customer
  4. We need self-organising motivated teams who are committed and focused on delivering business value to their customer
  5. We need to measure ROI through the value of what we deliver, and what we do not deliver
  6. We need teams to regularly ask the questions “what is slowing us down – impeding our progress?” and “what can we do different – to improve, to learn from our mistakes, to optimise our systems and processes?”
  7. We need core teams who are allowed to continue with and complete their work before moving on to something else

How does Lean-Agile help us?

  • It challenges the status quo and “group think”
  • It can work with standard Governance but requires a change of minds and hearts
  • It harnesses the power of great people and great teamwork
  • It gets people communicating – particularly the business (customer) and the team – often and purposefully
  • It cuts out unnecessary waste and effort as much as possible
  • It engages the customer throughout

For details on course content please contact Simon Robertson on simon@robertsonconsulting.co.uk

Menu Title