Top 10 Tips for Successful Implementation of Lean and Six Sigma

Today, everywhere in the world Six Sigma is making its mark by being one of the best process improvement methodologies. In fact, effective Lean and Six Sigma implementation has increased the efficiency of enterprises across industry verticals. And many companies across the globe are hoping to emulate the Six Sigma success of industry big wigs such as GE, Motorola, Toyota and more.

More Info: Lean Six Sigma Academy Certified Lean Six Sigma Yellow Belt (LSSA-YB)

But how do you come to conclusion whether Six Sigma is right for your business or not. To understand that you need to know the steps involved during Six Sigma implementation and ensure your organization and its key personnel are able to carry out properly even before you make the decision.  Without understanding what is being done and why it is being done, the Lean and Six Sigma will have a very limited scope to improve. So, let us take a look at top 10 tips for successful implementation of Lean and Six Sigma.

1. Change of behavior is as important as the tools:

Industry experts believe that change in behavior is mandatory for effective implementation of change. People have this tendency to work around a problem rather than fixing it, and this is where Lean and Six Sigma inculcates willingness to constantly address problems that arise in business processes. When people are committed to change their behavior even tools will be incorporated seamlessly. Training your workforce in Lean and Six Sigma is one thing, but without change in behavior the whole process will be just academic without any practical implications.

2. Lean and Six Sigma should be part of organization’s goals and core strategy:

Incorporating Lean and Six Sigma as a part of organization’s goals and core strategy is one of the key ingredients for its successful implementation. And without that the whole initiative will have a short-term life where people discard the methodology even before it is properly established in the organization. Moreover, when an organization has a core methodology to the central of everything, then integrating Lean and Six Sigma into that will increases the chances of success.

3. There needs to be a strong platform:

Enterprises should have a strong platform or a compelling reason to implement Lean and Six Sigma. Below mentioned are few examples of having a strong platform:

◉ “We are receiving a lot of customer complaints who are facing quality issues.”

◉ “Our inability to finish projects on time is helping our competition to gain better market share.”Without a strong platform, there is very less motivation to implement a continuous improvement initiative such as Lean and Six Sigma. Senior management and leadership in an organization should be familiar with the compelling reasons, and understand how process improvement methodologies such as Lean and Six Sigma can address those problems. It is not like without a strong platform or compelling reasons Lean and Six Sigma cannot be implemented; it is just that there will be more impetus towards achieving high standards to provide services of highest quality.

4. Make sure there is top-down approach towards Lean Six Sigma implementation:

Organizations around the world may be tempted to apply Lean and Six Sigma in a bottom-up approach, but industry experts believe it is worth an effort to engage senior and middle managers first in these process improvement methodologies. Their engagement in the implementation of Lean and Six Sigma towards improving critical business processes will strengthen other associated behaviors which will help in increased adoption by others as well. Without the engagement of senior and middle managers, successful adoption of Lean and Six Sigma across the organization is a difficult task to achieve.

5. You are better off to start with Lean and Six Sigma Champions to show the way:

Most of the time, implementation of any new methodology or a framework’s success depends on how and with whom it starts with. In organizations around the world, there will be few who are keener on trying out new ideas and ways to work than others. Rather than spending your precious time and energy on skeptics or disbelievers, it is best to start with only a handful of people who will lead and take charge of Lean and Six Sigma implementation and show how it can add value to their work. When people around them become curious of their day-to-day routine, the word will spread in a positive manner through internal champions’ networks.

6. Identify high profile and quick win projects to implement Lean and Six Sigma:

Not only you have to go with a top-down approach by starting with only a handful of senior and middle managers who can be champions, but also to pick the right projects that support organizational business strategies. In fact, you need to pick projects that are endorsed by senior and middle management that addresses what people care passionately about bring quick results. This increases the overall confidence in Lean and Six Sigma approach and will find widespread acceptance in the organization.

7. Acknowledge the fact that there will be cultural differences while adopting Lean and Six Sigma:

Every organization has its own unique culture, and experts believe that cultures differ between various geographical regions and different kinds of organizations such as MNC, local, corporate, small or medium, public, private and government so on. It is better to avoid assumptions towards how Lean and Six Sigma needs to be adopted and also the use of jargons unless that is what the organization wants. By doing this, there will be seamless implementation and integration of Lean and Six Sigma methodology between both the entities.

8. Having a right measurement system in place:

Organizations first need to understand that things which cannot be measured cannot be improved. By having proper measurement system in place, practitioners can decide on baseline performance and use the data to make informed decisions. And when people understand the potential of Lean and Six Sigma, there will be rapid improvement of projects. Also by encouraging participants to define both tangible and intangible measures one can monitor the impact of their improvements and keep a database which will help in communicating the success to the organization.

9. Having continual communication to engage wider audience:

In an organization there can never by enough communication. There should be varied communication channels to – receive information and comprehend it in a way that the recipient will be able to reflect and act upon it. Having open communication channels in an organization is an important aspect to complete Lean and Six Sigma projects on time. On many occasion addressing a small group or having a face-to-face communication for discussion of important things is more effective than mass e-mail communications. In fact, many organizations today are using local displays with regular updates on work progress and visual summaries of future plans or targets will help in better engagement of workforce.

10. Creation of communities or forums to sustain progress of Lean and Six Sigma in an organization:

In today’s organization, knowledge management plays a key role in sustaining the development / improvement of critical business processes through Lean and Six Sigma methodologies. Knowledge management techniques play a vital role in ensuring Lean and Six Sigma practitioners learn from each other’s experience, regularly improve their skills with regards to Lean and Six Sigma principles and tools used in an organization.

Source: invensislearning.com

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How to Read Effectively For the Open Group TOGAF 9 Part 2 Exam?

The TOGAF 9 standard is the initial generic framework in the field of IS/IT Architecture. It contains substantial guidance on what to do to establish an architecture practice and how to use it in connection with planning the longer-term transformation of the enterprise (strategic architecture) and designing capabilities to support it.

The TOGAF 9 Part 2 exam deals with the certified concepts and looks beyond the essentials to give delegates a deeper understanding of the framework Version 9.2. It also spans the Learning Points required to take the TOGAF Level 2 exam, and during the course, delegates will be encouraged to prepare for this exam.

Learning More About TOGAF 9 Part 2

Created to help companies design and implement IT strategies in line with the standards, TOGAF is part of the success of many businesses. TOGAF 9 Part 2 takes the advanced approach in helping enterprises to ensure efficacy in the workplace. In simpler terms, TOGAF is a precise method or a framework to create an enterprise architecture.

Because of such a moment, many professionals are now eyeing to become TOGAF 9 certified. If you wonder what the number 9 in the certification name is, it is the version number. TOGAF Part 2 certification is intended for enterprise architects who want a remarkable career in this global framework.

OG0-092 Exam: TOGAF 9 Part 2

Upon successfully passing the first part of the TOGAF Part 2 certification exam, you move to the second portion, the OG0-092 exam. Take note that you require to complete both exams on the same day, at the same test center. Similarly, this is an open book test that revolves around scenario-based problems and difficult multiple-choice questions.

An electronic file of the TOGAF 9 standard is given for your reference. However, hardcopy books are not allowed within the test centers. This 90-minute exam concentrates on your practical skills through 8 challenging questions. Yes, only eight questions to determine your TOGAF 9 completeness. To pass the second portion of the TOGAF Part 2 certification exam, you should have 24 points out of the total 40 points, or 60% out 100%.

Preparing for Your TOGAF 9 Part 2 Certification

TOGAF 9 Part 2 exam preparation has never been an easy task. It entails lots of sacrifices, physical, mental, emotional, and even financial. So, it would be best if you had a study plan to cover all topics and have extra time for review.

Start with books, particularly TOGAF 9 Certified Study Guide. Both books are excellent introductory materials because they are well-structured and concise. Plus, these have all the essential information you require for the two TOGAF exams.

After books, you can also hit on videos and training courses that will increase your understanding reach. Another excellent way to ensure that you are more than a hundred percent ready for the exam is to take some practice tests. And if you require quality practice tests, make your way to ProcessExam, a popular online mock exams website with an extensive collection of questions as well as training courses for top certifications.

All online practice exams offered by ProcessExam are tailored to fit all walks of professional life. Their TOGAF 9 Part 2 exam questions are divided into two files the free and the premium. If you do not require to spend a single penny on study materials, you do not have to worry because they have free files for various certifications. On the other hand, if you require a more in-depth exam reference, go for the premium files and cash out a minimal amount.

Enjoying All TOGAF 9 Part 2 Advantages

For TOGAF 9 certified professionals, taking a job would be much easier because of the international acceptance of your extra credential. Plus, the salary increase makes it more fulfilling. As per PayScale, most TOGAF certified enjoy an average salary of $80,000 or more. But more than the financial rewards, becoming accredited means that you have fully explained your ability in enterprise architecture through a common, standard language. Your career is not boxed in a particular industry. You have the opportunity to determine where you want to apply your certified expertise, from banks to IT corporations to hospitals and more!

Conclusion

Getting a world-renowned certification like TOGAF 9 is an outstanding achievement to be proud of. TOGAF is given by a globally recognized provider who has proven its worth in the industry. But of course, getting such a recognized credential is not an easy-to-do task. It is a relatively challenging journey that consists of two perplexing exams. So, do not get left behind and start demonstrating your commitment to enterprise architecture through TOGAF 9 Part 2 certification.

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Professional Development Units: What is PDU in PMP?

If you are a PMP or preparing for the PMP certification, you have probably heard about Professional Development Units (PDUs) and wondered how they differ from contact hours.

Today’s blog post will explain PDUs, why you need them, and how they compare with contact hours.

The PMP credential expires after three years. Therefore, you will need to renew this certification for a further three years, then another three, and so on.

The PMI has developed a renewal system requiring you to learn skills, volunteer in industry events, and give back to the profession. 

Taking part in these tasks earns you PDUs which can use to renew your PMP credential for the next three years.

What are PDUs (Professional Development Units)?

PDU stands for Professional Development Unit. 

According to the PMI, “Professional Development Units (PDUs) are one-hour blocks of time that you spend learning, teaching others or volunteering.” These are the criteria used to quantify approved learning and professional service activities.

If you attend a course and learn project management skills, you can claim PDUs. One PDU is equal to one hour of activity.

The PDU requirement for each PMI certification is as follows:

Triangle features three distinct areas where you must earn PDUs: technical project management, leadership, and strategic and business management. 

You must earn a certain number of PDUs in each area to fulfill the renewal requirements. The Talent Triangle structure ensures you gain comprehensive professional continuing education every three years.

If you are looking for 60 free PDUs to renew your PMP credential, you can read my blog post on “How to Get 60 PDUs for Free.”

Why Do You Need PDUs?

The PMP certification is the most popular certification for project professionals. PMI has to maintain the credibility of its certification and ensure that PMP certification holders are always updated and current with the latest industry trends.

PMI requires PDUs so that PMP credential holders spend at least 60 hours in three years to learn about new technologies, tools, and techniques and keep themselves on the top.

The Difference Between PDUs and Contact Hours

Many professionals get confused between contact hours and PDUs. I was too when I was looking for a good 35 contact hours training program.

Contact Hours

You need 35 contact hours to apply for the PMP exam; it is one of three eligibility requirements. You cannot apply for the exam without these contact hours. Contact hours precede certification, and PDUs follow certification to keep your skills sharp.

PDUs

PDUs are needed after you become a PMP to renew the credential after three years. The PDUs reinforce your training and help you complete the CCR Cycle.

Earning PDUs is much easier than earning 35 contact hours. You can earn all your 60 PDUs for free, but you must attend formal training, a paid course, for the contact hours.

The PDU coverage is much broader than the contact hours; however, they should align with the PMI Talent Triangle.

Source: pmstudycircle.com

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Meeting an impossible project deadline: The sequel

It’s a topic that comes up time and time again, how do you meet an impossible project deadline? We’ve written about completing projects on time before, but we think we may have missed a trick or two, so read on for more actionable solutions for meeting seemingly impossible project deadlines…

Why we should avoid overruns

Tight deadlines are no new thing in the project profession. The majority of projects come in either late, over budget, or both! Late project delivery is destined to be costly in one form or another. Either in terms of resources or staff costs, or in terms of reputation. Project overruns never sit well with a client, as they likely rely upon a completion date for a launch, or for fitting with other business plans.

So, when given an impossible end date, should we just admit defeat and accept the fact that this date will not be met, unless we go over budget to make it happen? Or are there things that we can do as project managers to control and correct this situation?

Question, question, question

There is always a reason for a deadline being impossible to meet. What’s yours? This isn’t about playing the blame game, but about asking why things have taken longer than they should have. Only by questioning what has caused the hold-up can you shoot to resolve the situation.

Perhaps it was poor planning at the initiation stage and it’s a matter of renegotiating? Or maybe there have been delays due to supplies or clients dragging their heels – can your staff get ahead on other tasks whilst waiting in order to not halt productivity further? Has there been scope creep, or are staff overstretched? Do you need to make cuts to scope or onboard more team members? Whatever the issue, identifying it is the first step to solving it.

Go over budget

It’s not just inexperience which leads project managers to promise the moon on a stick to a client! Many of us are guilty of it. Whether to gain much needed business when work is drying up, or in order to win a big client. The completion date can be a deal breaker for many projects. But committing to a tighter deadline than you can realistically achieve is a big problem! It is only going to result in you letting the client down, your reputation being tarnished, and your employees feeling demotivated.

Throwing money at the problem is not usually great business sense, but in the instance of an impossible deadline it can work. If extra budget could speed things along, then it could be the remedy. Go back to your client and have an honest conversation about the situation to see if they can bring any more to the table. Alternatively, absorb the costs yourself. Making the call to sacrifice profit in the short term can be beneficial in the long term if it saves face or lands you future work with that client.

Get creative

When your back is against the wall, it’s time to get creative! Think along the lines of setting milestones earlier than they really are. This will reduce procrastination and give you a contingency so that it is not the end of the world if the tasks overrun. Likewise, reassess your planning and scheduling. Are there tasks that can be completed simultaneously? Can any unnecessary meetings be cancelled, or the number of attendees reduced?

Lead by example, and up your own efficiency. Check emails less frequently, use time management tools, and generally work smarter, not harder. And encourage your teams to follow your lead. Outside of the box thinking can be a lifesaver for inconceivable project due dates.

Make sure it doesn’t happen again

Even with top time management experience and all the best efforts, some deadlines are just unachievable. The best thing you can do in these situations is to be honest and upfront with the client, the team, and any stakeholders.

As well as this, be sure that you learn from it! Establish where the errors have been and be sure not to repeat mistakes in the future. You will have gained a far better understanding of time management, managing resources and risks. You may have also established that there are gaps in yours or your teams’ skills on knowledge. Consider filling these gaps with training courses and skill sharing.

Source: prince2.com

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Redefining the PMO as Power Management Office

Straight Talk

When I ask the question to my peers and friends that what does P stands for in PMO, I always got a typical response like "Projects," "Program," or "Portfolio." How about "Power," "Potential," and "Pioneer"? Why I am referring to these three, let me explain. Processes and governance are vital aspects to ensure smoother Project execution and delivery, but strong leadership skills are essential to ensure a successful outcome. The next question would be to what extent leadership skills are critical? The answer is straightforward; the most significant project outcome is mostly down to the leadership skills and the project team's capabilities running the show. I have witnessed this in my career, and I, too, believe this wholeheartedly. Now one may ask, then how about the worst project outcomes? For the worst project outcomes, I always use a single word, "team," and use such words intentionally. Because I believe it's not down to the Project manager or the portfolio manager or maybe the head of the PMO for that matter. I think it's a team effort, and we all know that a successful team will have great leaders. Strong leadership skills have become essential for making a project successful as they can differentiate success and failure.

Creating the Difference

If someone is looking to improve their PMO or looking to advance their career as a Project Manager, they need to pay strong attention to building strong leadership skills. As per my experience, Project Management Offices led by strong leaders can achieve better results and outcomes. The individuals who have equipped themselves with Strong leadership skills can earn the currency they needed to climb the management ladder.

Best Job in the World

As a Project Management professional, I always think that I have the second-best Job in the World. I still believe that I have the best Job until my multi-talented wife showed me otherwise. Though what we do is excellent from CIO to Project Managers and the Project Team, we are the change catalyst within our organization. Our Organization's IT strategy and the entire business strategy is effectively a Project Manager's responsibility. It is the vision, clarity, Communication, and thought of a Project Manager, which turns the hazy conceptualize projects into a significant market disruptor. Personally, the Project Management/ Project Manager role is exciting, and it's never meant for the fainthearted, timid, or Reticent nature of individuals. It's not only a role; it's a heck of responsibilities and takes the real strength of character. So it's not a role or a most sought job, but it's something that can define & refine one's character.

My Research

I have been doing much research on the "importance of Strong leadership in Project Management." I did search this on google, and it throws me 10+ million results. Well, practically, someone cannot go through all ten million-plus details. So, I checked some of the posts and articles, and most of them appear to be a list of attributes that strong IT leaders must-have. It also shows some books, videos that can turn someone into a great leader. The lists are worth a browse, though they are mostly listed a few of the obvious things like "Clear Communicator," "great motivator," "controlling your emotions," but apart from these, those are a good read for anyone. But one thing I observed that all those articles or posts are missing one of the critical elements. Great leaders indeed need to have "integrity" & "delegation" skills, and they also need to be a "great team builder." Still, I believe it's only 20% because the remaining 80% is always either, You, me, we, or us, i.e., the CIO, the Project Manager, and the Project team. Apart from all, it's an individual's USP, DNA*, and culture, which makes you a great or a strong leader.

Difference Between Success & Failure

The difference between success and failure is always you, me, we, or us. Technically there is no book, article, or post that can ever make you a great leader. The mistakes that we made, the lessons we learn from our mistakes, and our success teach us to become great leaders. Overall it's a career-long process, and the leaders never stop learning. It's a journey that a person has to travel through with having lots of exciting ups and downs. I have added an asterisked DNA because it's a question that has been raised for ages that "Are the Leaders born or made?" Well, it's a mix of both. I have personally seen some people are born leaders. They started good, got very good and now they are excellent. If I had to put a number or percentage for born leaders, it would only be 5-10%. Some have given it a go, no matter how hard they try, how many books they read, or how many seminars attend, but due to their nature, they will never make it to the league of the great leaders. If I had to put a number for these categories, it would be 10-15%. I never meant that these people are not so important, but the novice may not represent the epitome of teamwork and leadership. It only serves as an exciting demonstration of multiple roles when needed to achieve or not to achieve a particular task. They are still essential for smoother project execution and delivery, and they become a crucial part of the successful outcome, but they are not the actual leaders. The CIOs have Project Managers, who are not genuine leaders but can buy in "strength" like a commodity by accessing the Project Management as a service market. Here are the attributes of strong leadership like robust vendor governance, effective SLAs, and KPIs that can be bought in from Project Management service partners who can make it look good and sometimes even better.

Creating the leaders

There is a large space between the two groups of "high-flyers" and "buy-it-inners," where most of the rest of us carry out our trade. Between 75% t0 85% of very good or great, strong Project Leaders were not born, but they are made. I mean, they always have the spark, untapped potential, which inspired themselves and others around them. But they are being made on a day to day, Project to Project to Project basis. CIOs' responsibilities are to nurture their Project Manager's potential and help them or groom them to become strong leaders. They are the future. Jumping out of the comfort zone is what excites me. Because 80% of the Project Leaders are not born, taught in a book, or read in an online list, they are made. It's only because of you, me, we & us. Whether you are a CIO, a Project Manager, or a Project team member, you are powerful as you give birth to a future leader. If the market for this approach is around 80%, then the potential is huge.

What makes a leader be a Strong Leader? 

Based on my experience and observation so far, one can become a strong leader only by "knowing themselves." I have worked with various Project Managers, and only a few of them are self-aware and know themselves well. The rest of the Project Manager's don't seem to be looking entirely into the mirror of themselves. The reason why I am emphasizing the point" knowing oneself/ Themselves" is because if someone is not able to see their faults or not able to see their mistakes, then how will they know where to improve? You can’t make Chicken dumplings from fish, no matter how hard you try or how religiously you follow the recipe. You will end up with Fish dumplings. Some Project Managers' careers are built on a false foundation because they can't see that from where they are starting.

Culture can make you or break you.

Organization owners need to create a culture that allows honesty and transparency, where mistakes and faults are not punished or penalized. Still, it provides an opportunity to learn from such mistakes and faults. When an organization owner does it, then it encourages immediate acknowledgement and significant correction of such errors. Thus it provides a truthful mirror to the Project Manager, where they get to know themselves well than before. The best way for a Project manager to know themselves is by inviting and, more importantly, listening to the feedback from up and down the command chain. The C-Suite executives usually provide valuable clues in their every single response. I always like to listen, and I always encourage listening objectively, not adding any filter to our perceptions. Don't project your home movie onto the feedback you are being given.

The Beginning

The main strength of a leader becomes clearer through self-awareness. When one realizes that they have fish, not chicken, you start to know and learn what to do with it. So, when you know who you are, what you are capable of achieving when you see yourself where you went, how you can improve, and when you listen without prejudice, that's when you become a more generous and strong leader, as I have mentioned earlier that it's a career-long process. You won't be as great or as strong today as you will be in the future, but you already knew that with self-awareness.

Source: novelvista.com

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What is Scrum? A Guide to Understanding Everything about Scrum!

Scrum is the most widely used agile framework worldwide. Almost three quarters (72%) of the companies that took part in the 13th Annual State of the Agile survey, stated that Scrum is their framework of choice. 

WHAT IS SCRUM?

Scrum refers to a framework that makes for effective collaborations among teams that are working on complex products. Although it is most often used by software development teams, scrum can essentially be beneficial to any team that is working toward a common goal. In particular, scrum is a collection of meetings, roles, and tools that work together to help teams better structure and manage their workload.

SCRUM PILLARS AND VALUES

Scrum is based on 3 pillars:

◉ Transparency

◉ Inspection

◉ Adaptation

Read More: Scrum Certification

Project-related tasks must be visible to all team members (transparency). The tasks should be reviewed regularly (inspection) and adjusted when needed (adaptation).

Scrum also has a set of values:

◉ Commitment

◉ Focus

◉ Openness

◉ Respect

Team members dedicate themselves to their tasks (commitment) per iteration. During the iteration, the tasks will not be changed (focus). To work optimally, the team must communicate well with each other (openness and respect).

Scrum team roles:

1) DEVELOPMENT TEAM

Development Team (or simply ‘Team’) refers to any team member that is not a Product Owner or a Scrum Master. They are the team members developing the features. The Development Team should be self-organized and cross-functional. That means that the Development Team has a full say on how they do the development work, in which order they pull tasks from the Sprint Backlog, and how they make decisions.

2) PRODUCT OWNER

The Product Owner is business-oriented and functions as the Voice of the Customer. They have contact with the internal or external customer to find out what features are of most value to the end-user. The Product Owner owns the Product Backlog and the Product Vision. Because they understand both the business and communicate with customers, they are responsible for maximizing the value of the product or service for the end-user.

3) SCRUM MASTER

The Scrum Master is a facilitator and a coach to the rest of the team. They help the teams to do their work by removing any impediments or barriers that prevent project activities from being done. They teach the Scrum concepts to the team if necessary, and coach team members in communication. They ensure that Scrum events are successful.

Definitions needed to start scrum:

To be effective in Scrum, some terms need to be defined clearly at the start of the project. Although some elements of Scrum are ridged (certain artifacts and events must be used) some elements are flexible. These flexible elements need to be decided upon before a project can start.

1) SPRINT OR ITERATION

A project-driven in Scrum team consists of ‘Sprints’. A sprint is a timeboxed event. Sprint is the name given to an iteration in Scrum. During the Sprint, the number of tasks and scope of the tasks cannot be changed – this is to ensure the team can keep focused. However, the items on the Product Backlog can still be reviewed, revised, or removed.

2) TIMEBOX

A timebox is the specific amount of time that has been agreed on beforehand. This time may not be extended under any circumstances. The goal is to ensure the timeboxed events are as short as possible, but still as long as necessary. For example, a Daily Scrum should not be longer than 15 minutes. Time-boxing this event creates a habit for the team to keep to the 15-minute limit not get side-tracked or distracted.

3) DEFINITION OF DONE

The Definition of Done guarantees that there are no misunderstandings on when a Sprint or a task may be called ‘done’. Scrum team members must clearly state up-front what the requirements are for something to be Done so that both the customer and the team understand and agree.

Scrum artifacts

Scrum artifacts are created to support the visibility of tasks (transparency) and streamline the work. There are three primary artifacts:

◉ Product backlog

◉ Sprint backlog

◉ Product Increment

1) PRODUCT INCREMENT

A product increment is the next piece of working code. It is the sum of all items from the Product Backlog that meet the Definition of Done within a specific time. A Product Increment must be “shippable”, in other words, the customer must be able to use the feature. Every Sprint, a potentially shippable set of features, is delivered.

2) PRODUCT BACKLOG

The Product Backlog is an ordered list of all tasks that together deliver the features the customer needs or desires. This list should be clear and easy to understand. Tasks that produce the most value for the customer should be at the top of the Product Backlog. They are the features that should be done as soon as possible. The Product Backlog has no end since it can change and evolve throughout the project. Tasks can be added, removed, and revised throughout the project. That is the core of agile working! There is no need for a final version of the Product Backlog to start developing. As soon as the first items are added to the list, development can be started.

3) SPRINT BACKLOG

During the sprint planning meeting (defined below), the first items are selected from the product backlog. This selection is based on items’ priority and estimated teamwork and capacity. A detailed delivery plan and a sprint goal are also attached. These elements make up the sprint backlog.

Scrum events

There are four timeboxed events within the Scrum framework:

◉ Sprint Planning

◉ Daily Scrum

◉ Sprint Review

◉ Sprint Retrospective

Each event has its purpose, such as organizing the tasks that have to be done, reviewing the progress, solving bottlenecks, or giving and receiving feedback. Scrum events are also known as ceremonies.

1) SPRINT PLANNING

Sprint Planning is also a timeboxed event. The goal of the meeting is to discuss the features and tasks that should be a part of the next Sprint. The Sprint Backlog must consist of the Product Backlog items that are chosen during the Sprint Planning. Part of the Sprint Planning is estimating how many of the Product Backlog items at the top of the Product Backlog fit into the Sprint.

2) DAILY SCRUM

A Daily Scrum is a short team meeting that happens every day, at the same time, in the same place. During this meeting, each team member will address three questions:

◉ What has been accomplished since the last daily?

◉ What will be done before the next daily Scrum?

◉ What are the bottlenecks?

3) SPRINT REVIEW

The Sprint Review is a timeboxed meeting where the Scrum Team members present the work of the last Sprint that fits the Definition of Done. The main goals of the meeting are to collect feedback from the customer and to raise change requests as soon as possible.

4) SPRINT RETROSPECTIVE

During a Sprint Retrospectives, the Scrum Team looks back on the Sprint. They celebrate what went well and discuss what could be improved. These improvements could be related to processes, ways of development, communication, and presentations made to stakeholders. Any agreed-on changes should be implemented in the next Sprint.

Activity and user-related terms

1) BURN-DOWN CHART

A burn-down chart can be used to see the amount of remaining work in a Sprint. Usually, the amount of work remaining in the Sprint is plotted against the number of working days in a bar-chart. The bar should be lower after every workday, which is why it is called a burn-down chart.

2) BURN-UP CHART

The burn-up chart does something similar to the burn-down chart. It shows the cumulative amount of work done, plotted against the workdays in a bar chart. Whenever a new item is considered Done, the bar on the chart rises.

3) IDEAL HOURS/IDEAL DAYS

This is a concept used to determine the working capacity of a Scrum team. For example, 8 hours a day are considered regular working hours. However, some of these hours are used for planning, meetings, unplanned work, or social interactions and cannot be considered ‘product/service-developing-building hours.’ It is more reasonable to expect that team members get to work 6 out of the 8 hours available on the product or service.

4) RELEASE PLANNING

Release Planning is a mid-to-long-term plan made for all products or services. It does not matter whether the customer is within the business or in the external market. Product owners make the plan based on the feedback from customers. With this, the product owner drafts upcoming shippable increments. While doing so, they have to create a balance between quality, time, budget customer value, and resources.

Release Planning helps businesses to prepare communications and marketing material beforehand and to successfully launch new features, products, or services.

5) STORY POINT

Story Points are a measurement of the relative effort it takes to finish a Product Backlog item. The Product Backlog item usually takes the form of a User Story, which is why the unit of estimation of the effort is called story points. The number of Story Points the Development Team dedicates to an item is based on the effort it takes relative to other items. An item that is 8 Story Points should be 8 times as much work as an item with 1 Story Point. The definition of 1 Story Point may differ per Team and must be agreed upon beforehand.

6) USER STORY

A User Story is a way to write Product Backlog items. It describes a need from the end-user of your product or service. User Stories include how fulfilling this need would help the end-user with what they are trying to achieve. This helps the developer to understand the needs of the customer.

A User Story follows the following format: As a [customer role], I want to do [an action] to [purpose or goal].

Example: As a user of the EXIN candidate portal, I want to add my proof of training to get my certification faster without using more than one communication channel.

7) VELOCITY

Velocity is a measure of the pace of the Team. The Velocity is based on the average amount of work the Team completes each Sprint. An example of a Velocity is 80 Story Points per Sprint. Computing the Velocity after each Sprint helps the Team to determine how much work can be done in future Sprints. 

GETTING STARTED WITH SCRUM

Starting with Scrum is easy. Being successful with Scrum, however, requires all Development Team members to have a basic understanding of agile ideology and knowledge of Scrum concepts and events. The Product Owner and Scrum Master need specialized expertise and mastery of specific skills to properly fulfill their roles. For anyone else involved in Scrum projects, which includes end-users, it is very beneficial to have a grasp of the basics.

Source: novelvista.com

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Potential Problem Analysis What could possibly go wrong

Many service management disciplines experience risk as, in reality, flawless information is beyond the realm of imagination – quite a bit of what we do will include a level of vulnerability. 

Regardless of whether we are executing changes to complex frameworks, concocting catastrophe situations for progression arranging, endeavoring to react to a significant occurrence with deficient data, or foreseeing innovation headways, we are anticipating the future with different degrees of certainty. 

ITIL and PRINCE2 have a best practice stablemate as M_o_R (Management of Risk, and an irritatingly organized abbreviation… ) and the University has direction on hazard the executives, notwithstanding, the Kepner-Tregoe approach is in congruity with these. 

It would be ideal if you note that hazard examination applies similarly to circumstances and dangers – in some cases, an alluring result isn't ensured and should be made sure about, similarly as danger may need to keep away from.

1. Identify potential problems

We have to ask what may turn out badly with our expected game-plan, or what opportunity may emerge – however we'll kindly quit copying the great at this point! M_o_R would demand that all the possibilities are recorded and at exactly that point trimmed down to those values growing further (in light of effect, likelihood, and nearness), yet frequently for our operational purposes, a thorough posting of dangers isn't required. Instruments, for example, PESTLE investigation (and expansions) can help guarantee that nothing is neglected.

2. Identify likely causes

Every one of the risks (possible issues) will have causes – note the plural, as there are probably going to be various joining or contributory reasons for something turning out badly. Recognizing the numerous reasons for the potential issue gives various focuses on the following stage. A fire requires fuel, oxygen, and a wellspring of start, however expelling just one will forestall it.

3. Take preventative action

Having distinguished the reasons for the possible issue, we would now be able to plan to maintain a strategic distance from or decrease them. Dangers that can't be stayed away from totally can in any case have the effect decreased before they occur (for example try not to tie up your assets in one place!). M_o_R incorporates other hazard reaction alternatives that are less operationally valuable – "risk transfer" (this isn't just avoiding any responsibility, frequently this implies some type of protection), "risk-sharing" (spreading it between more substances). At that point, there's the exemplary "risk acceptance".

4. Plan contingent action

Halting the risk being acknowledged might be the most alluring alternative, however, it may not be conceivable or financially savvy. Once in awhile, we need to trust that it won't occur, yet get ready for it on the off chance that it does… This might be the great rollback plan, or it might be some type of mitigation. Mitigation can be viewed as an effect decrease activity, afterward. Each emergency treatment reaction or fire clearing plan is an unforeseen activity – the University may mean to forestall staff injury and flames, however, it would be careless to overlook such alternate courses of action in the event that the anticipation comes up short! 

5. Set triggers

While this may be viewed as a feature of the possibility of arranging, it's frequently disregarded, so worth drawing out independently – by what means will we realize that the possible moves should be made? When will the rollback be activated? Choosing the triggers ahead of time will spare the issue of the "we should proceed" versus "we ought to return" contention in the warmth of the emergency. As usual, SMART triggers will be simpler than dubious articulations.

Source: novelvista.com

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What is the CAPM Certification?

The CAPM (Certified Associate in Project Management) certification is one of the most popular certifications for entry-level professionals in project management, and in today’s blog post, we will discuss this credential.

The job market is highly competitive these days. Organizations are looking for cost-cutting measures and improving the efficiency of their processes. They are very particular about who they hire for an entry-level job.

Many applicants who apply have little or no experience. In these cases, employers scrutinize an applicant’s education and certification.

If you haven’t yet gained a lot of experience and are interested in project management, you should earn this important credential. Achieving a recognized certification can help you stand out from the crowd.

There are many organizations offering credentials for project professionals. However, among all, the CAPM certification is the most popular.

In this blog post, we will discuss the CAPM certification in detail.

What is the CAPM Certification?

CAPM stands for a Certified Associate in Project Management. This is an entry-level certification for professionals interested in project management, offered by the Project Management Institute (PMI), USA.

According to PMI, “The CAPM certification offers recognition to practitioners who are interested in or are just starting a career in project management, as well as project team members who wish to demonstrate their project management knowledge.”

You can go for this certification if you have experience in other fields and want to move into project management. A CAPM certification is a great avenue to begin a new career.

How to Get the CAPM Certification

To earn the CAPM certification, you will have to pass a computerized test. The duration is 3 hours, and you have to answer 150 multiple-choice questions. The test does not penalize wrong answers.

Once you pass the test, you can add the CAPM title to your name and signature.

This certification is valid for three years. If you want to renew it, you must complete CAPM CCR Cycle, i.e., earn 15 PDUs in three years and report to PMI. This will extend your CAPM credential for an additional three years.

The CAPM exam eligibility period is one year from the date PMI approves your application. You have three attempts to pass the exam. If you don’t pass the exam in these attempts, you cannot apply again for one year.

Who Can Apply for the CAPM Exam?

As this certification is for entry-level professionals, anyone who has a high school diploma or secondary degree can apply.

Benefits of the CAPM Certification

Employers recognize the importance of project management. They want to improve efficiency and maximize their effectiveness.

This certification shows employers that you know the best practices used in the industry. They will trust in your abilities.

Having the CAPM certification shows your commitment to learning new skills. It shows that you understand project management terminology and its processes.

A CAPM title on your resume increases your visibility on the job portals for entry-level positions, making you a more appealing candidate. This certification is valid across all industries and recognized throughout the world.

It demonstrates that you have gone through a rigorous process to achieve this credential, revealing your tenacity and ability to manage projects. It shows your commitment to learning and gaining new skills and will help you take your career to the next level.

Most importantly, the CAPM Certification will boost your self-confidence and customer confidence in your organization.

What is Next After the CAPM Certification?

The CAPM certification is for entry-level professionals. Once you achieve this, the next step is to gain more experience. As soon as you become eligible for the PMP exam, apply for it.

The PMP certification is the most valuable certification for experienced project professionals. It is highly regarded and will help you take your career to the next level.

Having a CAPM certification will help you with your PMP exam preparation. You will have gone through the PMBOK Guide and already understand project management concepts. Having gained this self-confidence, passing the PMP exam will not be very difficult for you.

Source: pmstudycircle.com

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