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Return On Investment Vs Lean Agile Metrics for Strategic PMs

The Strategic Project Manager

However, the speed of change has made these methods less reliable – and ushered in a more lean-agile approach to metrics. This post examines the difference between ROI and Lean-Agile metrics, It identifies the key metrics of each, and the drivers behind those metrics. Value is delivered in small increments over time.

Lean 40
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Change Management Professional Development By APMG International

International Institute for Learning

While all changes and all individuals are unique, decades of research demonstrate there are actions we can take to influence people in their individual transitions. AgilePM ® is a registered trademark of Agile Business Consortium Limited. All rights reserved.

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Value of a Scrum Master in Agile Teams

Scrum.org

In the realm of software development and product innovation, the Scrum Master emerges as this pivotal guide. Enjoy this video? Navigating the complex landscape of Agile project management requires more than just a map and a compass; it demands a guide who is both knowledgeable and adaptable.

SCRUM 157
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The 18 Most Influential People in Project Management

ProjectManager.com

Thought leaders in project management have strong social media followings, are published authors, and are working as leaders for innovative companies and enterprises in the project management industry. These 18 project management professionals, in particular, have established themselves as thought leaders and influencers. Jon Terry .

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Strategy, Project Management, and the Hock Principle

The Strategic Project Manager

It ends with a short video from Dee Hock himself. For example, Google’s “Ten Things We Know to Be True” is a set of guiding principles that helps to define the company’s culture and approach to innovation. Business Model Innovation – How innovate to simplify a business model.

Lean 52
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VRIO Framework Analysis For The Strategic Project Manager

The Strategic Project Manager

Skilled workforce – A highly skilled and motivated workforce can contribute to innovation, quality improvement, and customer service excellence, thereby adding value to the firm’s operations. Unique organizational culture – This shapes how firms operate and innovate.

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Der NPS ®-Wert von SAFe ® ist -56 — Die Umfrageergebnisse ????

Scrum.org

Saddest is that given decades of UCD and HCD as our key processes, SAFe picked “Lean UX” to add to their model. Lean UX is neither Lean nor UX; don’t be fooled by the name. But you can see why SAFe liked Lean UX. Lean UX is a model where UX has no real power to do much or make decisions. Better risk identification.

Lean 167