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PMI Southern New England Chapter

Successful Virtual Relationships & Video Engagement
You can successfully inspire and engage in a virtual environment. It simply takes knowing what to do and what not to do. This presentation will demonstrate tools, techniques and best practices for successfully building credibility as a PM in a virtual environment; specifically as it pertains to video-conferencing. This presentation is critical for PMs to ensure a video-conference does not become a distraction but rather a successful way to build relationships and engage your resources at a deeper level.
(3)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 0.00 Leadership 0.00 Strategic 1.00

PMI Southern New England Chapter

Leading Project Teams that Span across Generations
Each of the many generations working today brings different characteristics to project teams. This presentation is intended to expose project managers to some of the generalized characteristics found in each generation. The more insight a project manager has of generation differences, the better prepared a project manager can be to facilitate effective cross generational project teams.
(1)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 0.00 Leadership 1.00 Strategic 0.00

Coveros and TechWell (Formerly SQE Training)

The Issues Agile Exposes and What To Do about Them
Before the short iterations in agile, projects were segmented into large blocks of work taking many weeks or months. If problems emerged, it was relatively easy to hide them. Now, with agile, many of these problems and issues cant be hidden for long. Lee Copeland exposes these issuestrust, organization, work, measurement, and changeand explores solutions. Leaders often distrust their teams; teams often distrust their leaders. Learn the symptoms and solutions to these trust issues. A key organizational issue is that organizations cannot give up their previous team structures. Explore your options. Work issues include our continued inability to estimate well, and our ongoing attempts to define all requirements up front.
(0)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 0.50 Leadership 0.50 Strategic 0.00

Coveros and TechWell (Formerly SQE Training)

Five Critical Elements for Successful Agile Data Management
In the past few years weve used cloud technologies to improve pre-production flexibility and solve many problems that previously prevented us from delivering high quality apps to production. However, one problem consistently prevents full test coverage prior to deploymentthe lack of comprehensive test data. As we try to get faster and leaner in our agile development processes, the problem with data becomes even more difficult to solve. Robert Kelman describes the evolution of DIRECTVs (now AT&T) Agile Test Data Management program.
(0)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 1.00 Leadership 0.00 Strategic 0.00

Coveros and TechWell (Formerly SQE Training)

Your User Stories Are Too Big: Yes, They Are!
When a user story is too big, it is harder to understand, estimate, and implement successfully. Some teams break the "business story" into "technical stories" but this generally doesn't help because most or all of the technical stories need to be completed before there is anything meaningful for the stakeholders. There is a better way. Chris Sims teaches four simple yet powerful techniques for breaking big stories into smaller stories that are meaningful to stakeholders and deliver incremental business value. In his years of agile coaching, Chris has never found a real-world story that could not be split using at least one of these techniques.
(0)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 1.00 Leadership 0.00 Strategic 0.00

Coveros and TechWell (Formerly SQE Training)

Which Agile Scaling Framework Is Best?
Choice can be a wonderful thingwhen youre buying a car and research abounds to help you decide. But when selecting the best agile scaling framework for your organization, choice can be downright intimidating and costly. SAFe, Scrum of Scrums, DAD, LeSS, or SSwS? There is a lot at stake. With many scaling frameworks to choose from, youre probably questioning what each brings to the table. How can we assess which will result in the best outcome? What selection criteria should we use? Join Tom Weinberger as he shares expert insights, comparing and contrasting the capabilities of the most popular scaling frameworks and their evolution.
(0)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 1.00 Leadership 0.00 Strategic 0.00

Coveros and TechWell (Formerly SQE Training)

Building Mob Programming Teams Using Lego® Serious Play®
In recent years the idea of Mob Programming has begun to attract the attention of those looking for new ways to take advantage of the genius that can be found in a focused, cross-functional, and unified agile team. But how, in practice, do these teams actually work? Paul Wynia, a Lego Serious Play facilitator and agile coach, worked closely with the originators of Mob Programming to develop a fun and simple Lego game that incorporates the basic concepts, approaches, and roles found in an effective Mob Programming team.
(0)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 1.00 Leadership 0.00 Strategic 0.00

Coveros and TechWell (Formerly SQE Training)

Disrupting Ourselves: Moving to a “Teal Organization” Model
In his book Reinventing Organizations, Frederic Laloux describes the Teal Organization model. Teal organizations have an evolutionary purpose, self-managing teams with little or no organizational hierarchy, and individuals who bring their whole person to work rather than putting on a work face when leaving the house. Zappos is the most talked about organization attempting a transition to Teal. Bob Payne describes how his organization is becoming a Teal Organization. Since the concept of Teal is not a specific recipe, they are basing their transition on practices gleaned from other organizations and their history of helping truly agile organizations. LitheSpeed is starting the path of delegating most authority to team members including profit sharing and hiring decisions, using a Spotify Tribe model and extreme transparency, implementing a simple set of peer-based operating procedures, and deemphasizing titles.
(0)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 0.50 Leadership 0.50 Strategic 0.00

Coveros and TechWell (Formerly SQE Training)

Playwriting, Imagination, and Agile Software Development … Oh My!
Agile practitioners are constantly striving to improve their processes and delivery to gain a competitive edge. To become a cross-functional T-shaped rock star, you have to be open to learning from other disciplines and adapting quickly. Tania Katan knows a little about crossing disciplines and adapting at a breakneck pace. She is a playwright by training who recently made the audacious leap into software. Tania shares stories and experiences about her own cross-functional team at Axosoft and how their commitment to being agile, conscious, and collaborative led her to co-create the internationally viral campaign #ItWasNeverADress.
(0)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 1.00 Leadership 0.00 Strategic 0.00

Coveros and TechWell (Formerly SQE Training)

Scaling, Spreading, and Succeeding: When to Do What and Why
More and more large organizations are adopting agile methods. As they do, many are not focused on what level of process will help and are adding more process than needed. David Hussman describes the use of agile methods on large programs and small teams in large organizations including Disney, Target, Siemens, and others. David uses real-world experiences to teach concrete ideas of when scale is needed or not, as well as how to spread lasting agility that is based on concrete measures of success. Be warnedyou will be participating. So come prepared with one or more situations where you would like to see agile methods spread throughout your organization or scaled to address the production challenges of a large system or process.
(0)

Delivery Methods: Live In-Person

1.00 PDU
Talent Triangle
Technical 1.00 Leadership 0.00 Strategic 0.00
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