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1. Classic and agile project management
- Ms. Annette Vendelbo
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2. The biggest differences between Scrum and Kanban
- Ms. Annette Vendelbo
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3. Program communication
- Ms. Solvej Dorthea Rasmussen
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4. High-performance teams
- Mr. Richard Kasperowski
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5. Starting up Agile in an enterprise
- Ms. Kirsten West
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6. Mergers and acquisitions: managing the IT perspective
- Dr. Thomas Jørgensen
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7. Agile for managers
- Ms. Annette Vendelbo
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8. Managing outsourcing projects
- Dr. Thomas Jørgensen
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9. Collaborate better and save the world: team communication in times of crisis
- Mr. Richard Kasperowski
Printable Handouts
Navigable Slide Index
- Introduction
- A bit about me and my passions
- Process complexity
- The Cynefin framework
- ISO 21500 – standard for project management
- Major classic project management organizations
- ISO 21500 - The big picture
- ISO 21500 in detail: subject and process groups
- Agile project management
- The Agile Manifesto
- 12 Principles behind the Agile Manifesto
- Agile is not only a single framework/method
- Examples of what defines 'agile'
- Agile values: Scrum and Kanban
- Is 'Agile' the safe path to success?
- Don’t forget…
- Cynefin and associated leadership styles
- Differences in classic and agile
- Levels of complexity and leadership styles
- The project manager as a line dancer
- Challenges for the agile project manager
- New processes are challenging
- "What you see is all there is”
- Key take-aways
This material is restricted to subscribers.
Topics Covered
- Process complexity and practices
- Standard project management
- The agile manifesto
- Differences between agile and classic project management
- Complexity and leadership styles
Links
Series:
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Talk Citation
Vendelbo, A. (2018, November 29). Classic and agile project management [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved December 6, 2024, from https://doi.org/10.69645/AYVS8456.Export Citation (RIS)
Publication History
Transcript
Please wait while the transcript is being prepared...
0:00
Welcome to this talk about Classic and Agile Project Management.
I'm going to speak about some of the myths,
the misunderstandings, and some facts, too.
My name is Mrs. Annette Vendelbo.
I'm a Project Director and Agile Specialist and I'm the founder of Xvoto.
0:17
I've been an IT Project Manager for 30 years.
Ten years ago, I founded my own company,
Xvoto, and since then I've been working with Agile systems,
methods, and frameworks and have been digging
deep into why they work and why they do not work.
I'm very involved with the Project Management Institute and have been so since 1999,
when I got my PMP.
I have participated in the global Agile task force,
where they were trying to determine what is
going on in the Agile space all around the globe,
and I've also been part of the review team of PMI sign up
Practice Guide, which is now part of the PMBOK version six.
0:56
If we are looking at the world of project management,
I guess that we can all agree that it's not a very simple world.
If we divide it into four areas:
the simple, the complicated,
the complex, and the chaotic.
If we look at the axis of technology,
where we have 'close to certainty' and 'far from certainty'
and look at the axis of requirements,
'close to agreement' and 'far from agreement',
I hope that we can all agree that we are in the complicated,
complex and sometimes, even the chaotic area.
It's quite difficult for project managers to maneuver in these different areas.
1:34
Let's have a look at The Cynefin Framework,
which was made by Dave Snowden in 1999.
He's looking again, at the simple,
complicated, complex, and chaotic area.
And if we start with the simple,
there, all areas are known.
We have known knowns and it's possible to standardize a lot of things here.
If not everything.
Moving to the complicated area,
we will find known unknowns.
This means, that as a Project Manager,
we know that we have unknowns and we also know very well where they are.
This is where good practice can be made.
Moving further into the complex area,
this is where we find the unknown unknowns.
This means that if we spend a lot of time planning,
we cannot possibly plan for
these unknown unknowns because we do not know when they're going to turn up.
When we move into the chaotic area,
it's really too confusing to count on knowledge-based answers.
This means that we cannot use any practice from
the other areas because we do not know what this is all about.
The last domain is 'disorder'.
This is where we don't really have any clue about which domain we are in.
This is not a good place to be and I hope that you as a Project Manager,
will not often find yourself in this situation.
But, let's have a look at Classic Project Management.