- Module 1 Objectives
- Terminology
- Maximizing Value and Minimizing Waste
- Chartering
- Chartering (continued)
- Value-Based Analysis
- Value-Based Analysis (continued)
- Value-Driven Planning
- Value-Driven Planning (continued)
- How to Identify Value
- How to Identify Value (continued)
- How to Identify Value (continued)
- How to Identify Value (continued)
- Increase Value through Quality
- Increase Value through Quality (continued)
- Increase Value through Quality (continued)
- Customer Valued Prioritization
- Anti-Value
- Anti-Value (continued)
- Anti-Value Planning
- Early Value
- Early Value (continued)
- Release Early, Release Often
- Positive Value
- Positive Value (continued)
- Positive Value (continued)
- Positive Value (continued)
- Positive Value (continued)
- Customer Feedback Techniques
- Value Stream Analysis
- Value Stream Analysis (continued)
- Value Stream Analysis (continued)
- Value Stream Analysis (continued)
- Value Stream Analysis (continued)
- Optimizing the Value Stream
- Optimizing the Value Stream (continued)
- Optimizing the Value Stream (continued)
- Optimizing the Value Stream (continued)
- Optimizing the Value Stream (continued)
- Operating as a Lean/Agile Organization
- Operating as a Lean/Agile Organization (continued)
- Operating as a Lean/Agile Organization (continued)
- Operating as a Lean/Agile Organization (continued)
- Operating as a Lean/Agile Organization (continued)
- Operating as a Lean/Agile Organization (continued)
- Operating as a Lean/Agile Organization (continued)
- Operating as a Lean/Agile Organization (continued)
- Operating as a Lean/Agile Organization (continued)
- Value-Based Prioritization
- Value-Based Prioritization
- Value-Based Prioritization (continued)
- Value-Based Prioritization (continued)
- Calculating Financial Operational Efficiency
- Calculating Financial Operational Efficiency (continued)
- Calculating Financial Operational Efficiency (continued)
- Module 2 Objectives
- Managing Stakeholders
- Empowering Stakeholders
- Empowering Stakeholders (continued)
- Empowering Stakeholders (continued)
- Commitment Required from Stakeholders
- Use the Value Stream to Ensure User Knowledge.
- Promoting Collaboration and Participation
- Who Are The Stakeholders
- Who Has What at Stake?
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Who Has What at Stake? (continued)
- Continuous Involvement
- Continuous Involvement (continued)
- Continuous Involvement (continued)
- Continuous Involvement (continued)
- Agile Business Case Development
- Elements of an Agile Project Charter
- Agile Business Case Development (continued)
- Meeting the Business Objectives
- Progress Reports
- Progress Reports (continued)
- Progress Reports (continued)
- Managerial Reports
- Reports to Stay Away From
- Module 3 Objectives
- Characteristics of a High-Performance Team
- Characteristics of a High-Performance Team (continued)
- Characteristics of a High-Performance Team (continued)
- Characteristics of a High-Performance Team (continued)
- Traditional Team Roles and Responsibilities
- Traditional Team Roles and Responsibilities (continued)
- Traditional Team Roles and Responsibilities (continued)
- Traditional Team Roles and Responsibilities (continued)
- Traditional Team Roles and Responsibilities (continued)
- Traditional Team Roles and Responsibilities (continued)
- Traditional Team Roles and Responsibilities (continued)
- Factors that Increase Success
- Factors that Increase Success (continued)
- Why Teams Fall Short of Success
- Why Teams Fall Short of Success (continued)
- Why Teams Fall Short of Success (continued)
- Why Teams Fall Short of Success (continued)
- Why Teams Fall Short of Success (continued)
- Increasing Team Success Rates
- Increasing Team Success Rates (continued)
- Increasing Team Success Rates (continued)
- Increasing Team Success Rates (continued)
- Connecting with Your Team
- Expanding your Emotional Intelligence
- Players on the Team
- Players on the Team (continued)
- Players on the Team (continued)
- Team Dynamics
- Interpersonal Growth Within Team Growth
- Interpersonal Growth Within Team Growth (continued)
- Team Growth
- Team Growth (continued)
- Team Growth (continued)
- Coaching and Mentoring with Teams
- Team Development
- Team Development (continued)
- Team Development (continued)
- Team Development (continued)
- High Performance Teams
- Conflict Resolution
- Conflict Resolution (continued)
- Roles and Responsibilities
- Makeup of an Agile Project Team
- Building an Agile Project Team
- Building an Agile Project Team (continued)
- Team Inspiration
- Establishing Agile Team Values
- Establishing Agile Team Values (continued)
- Establishing Agile Team Values (continued)
- Establishing Agile Team Values (continued)
- The Art of Facilitation
- The Art of Facilitation (continued)
- The Art of Facilitation (continued)
- Creating a Safe Team Environment
- Creating a Safe Team Environment (continued)
- Team Collaboration
- Team Collaboration (continued)
- Close Communication
- Close Communication (continued)
- Close Communication (continued)
- Close Communication (continued)
- Close Communication (continued)
- Close Communication (continued)
- Close Communication (continued)
- Close Communication (continued)
- Close Communication (continued)
- Team Commitment
- Team Commitment (continued)
- Leadership Techniques
- Leadership Techniques (continued)
- Work Practices to Keep the Team Together
- Team Maintenance
- Team Maintenance (continued)
- Team Maintenance (continued)
- Module 5
- Resolve Impediments
- Creating an Open and Safe Environment
- Engage Risk and Mitigation Strategies
- Engage Risk and Mitigation Strategies (continued)
- Engage Risk and Mitigation Strategies (continued)
- Engage Risk and Mitigation Strategies (continued)
- 5 Core Risk Areas Common to All Projects
- 5 Core Risk Areas Common to All Projects (continued)
- 5 Core Risk Areas Common to All Projects (continued)
- 5 Core Risk Areas Common to All Projects (continued)
- Risk Management Planning
- Risk Management Planning (continued)
- Risk Management Techniques & Terminology
- Risk Management Techniques & Terminology (continued)
- Agile Correlation to PMI Risk Management
- Agile Correlation to PMI Risk Management (continued)
- Agile Correlation to PMI Risk Management (continued)
- Agile Correlation to PMI Risk Management (continued)
- Communicate Status of Risk and Impediments
- Communicate Status of Risk and Impediments (continued)
- Module 6
- Lean
- Lean (continued)
- Quality Improvement
- Lean/Six Sigma (LSS)
- The Liker Pyramid
- The Liker Pyramid (continued)
- Incorporating Lean into Your Organization
- Incorporating Lean into Your Organization (continued)
- Incorporating Lean into Your Organization (continued)
- Incorporating Lean into Your Organization (continued)
- 3 Key Concepts of Lean
- 3 Key Concepts of Lean (continued)
- 3 Key Concepts of Lean(continued)
- Variance and Trend Analysis (continued)
- Variance and Trend Analysis (continued)
- Identifying Opportunities
- Systematic Improvements
- Systematic Improvements (continued)
- Systematic Improvements (continued)
- Systematic Improvements (continued)
- Systematic Improvements (continued)
- Kaizen Events
- Kaizen Events (continued)
- Kaizen Events (continued)
- Method Tailoring
- Method Tailoring (continued)
- Method Tailoring (continued)
- Method Tailoring (continued)
- Method Tailoring (continued)
- Incorporating Feedback
- Example of Incorporating Feedback
- Example of Incorporating Feedback (continued)
- Example of Incorporating Feedback (continued)

