77 Earned Value Management courses

Benefits Realization and Value Management Today, the success of a project is measured by the benefits and value delivered rather than just time, cost, and scope. Harvesting the benefits may take months after the project is over. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

The Need for Metrics - Measuring the Ongoing Value of a Project Establishing metrics that measure the project´s value, both during execution and at the end of the project, is critical. Also, the true value of the project may not be known until well after the project has been completed. Executives, clients and stakeholders today are re-thinking the definition of project success. While time and cost considerations are still important, emphasis must also be placed upon the value that the project will deliver. Establishing metrics that measure the project's value, both during execution and upon completion, is critical. The true value of the project may not be known until well after the project has been completed. Each value metric is project-specific and requires different value attributes as selected by the project manager, client, and stakeholders, at the onset of the project. Bear in mind, it is possible that agreement on the value metric(s) may not be reached. In such cases, different value metrics may be required for each individual dashboard audiences. In the near future, each project team will have a specialist assigned with expertise in dashboard design. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

The Need for Metrics - Measuring the Ongoing Value of a Project Establishing metrics that measure the project´s value, both during execution and at the end of the project, is critical. Also, the true value of the project may not be known until well after the project has been completed. Executives, clients and stakeholders today are re-thinking the definition of project success. While time and cost considerations are still important, emphasis must also be placed upon the value that the project will deliver. Establishing metrics that measure the project's value, both during execution and upon completion, is critical. The true value of the project may not be known until well after the project has been completed. Each value metric is project-specific and requires different value attributes as selected by the project manager, client, and stakeholders, at the onset of the project. Bear in mind, it is possible that agreement on the value metric(s) may not be reached. In such cases, different value metrics may be required for each individual dashboard audiences. In the near future, each project team will have a specialist assigned with expertise in dashboard design. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

Maximize your ROI with Value Stream Mapping How can we provide greater value to our customers while eliminating delays, improving quality and reducing cost? Customers seek to pay for products and services that meet their needs and using Value Stream Mapping, a company can identify which activities deliver true value to the customer, and continuously optimize these activities. Embracing Value Stream Mapping brings value to the forefront of every decision a team makes, and well-defined value streams keep the entire team focused on the ROI throughout the delivery lifecycle. Do you know what is the value-added time of your processes? Understanding your processes efficiency can help you increase ROI and accelerate time to market. In this session, we will look at best practices, examples and tools to implement and profit from Value Stream Mapping. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU. Takeaways: Explore the difference between pursuing agile and leveraging agility for business problem solving Leverage lean-agile thinking and practices to deliver tangible, sustainable value in 90 days Expand organizational fluency for problem-solving so that we can more effectively address current as well as emerging challenges

The Business Value of Risk Management - Risk Management is Not Optional What is value? More to the point, what is business value? If value is in the 'eyes of the beholder,' how can we reach consensus? If we do reach consensus, how do we know it is real value? The answers to these questions are critical because they are the reasons for your portfolio, program, or project. There is a direct correlation between value and performance. This presentation will provide guidance that you can apply to virtually any situation, and address the relationship between risk and business value. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

The Business Value of Risk Management - Risk Management is Not Optional What is value? More to the point, what is business value? If value is in the 'eyes of the beholder,' how can we reach consensus? If we do reach consensus, how do we know it is real value? The answers to these questions are critical because they are the reasons for your portfolio, program, or project. There is a direct correlation between value and performance. This presentation will provide guidance that you can apply to virtually any situation, and address the relationship between risk and business value. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Duration 2 Days 12 CPD hours This course is intended for People working in an organization aiming to improve performance, especially in response to digital transformation or disruption. Any roles involved in the creation and delivery of products or services: Leadership and CXO, especially CIO, CTO, CPO, and CVO Transformation and evolution leads and change agents Value stream architects, managers, engineers Scrum Masters, agile and DevOps coaches and facilitators Portfolio, product and project managers, and owners Business analysts Architects, developers, and engineers Release and environment managers IT Ops, service and support desk workers Customer experience and success professionals Overview After completing this course, students will be able to: Describe the origins of value stream management and key concepts such as flow, value, and delivery Describe what value stream management is, why it's needed and the business benefits of its practice Describe how lean, agile, DevOps, and ITSM principles contribute to value stream management Identify and describe value streams, where they start and end, and how they interconnect Identify value stream roles and responsibilities Express value streams visually using mapping techniques, define current and target states and hypothesis backlog Write value stream flow and realization optimization hypotheses and experiments Apply metrics such as touch/processing time, wait/idle time, and cycle time to value streams Understand flow metrics and how to access the data to support data-driven conversations and decisions Examine value realization metrics and aligning to business outcomes, and how to sense and respond to them (outcomes versus outputs) Architect a DevOps toolchain alongside a value stream and data connection points Design a continuous inspection and adaptation approach for organizational evolution The Value Stream Management Foundation course from Value Stream Management Consortium, and offered in partnership with DevOps Institute, is an introductory course taking learners through a value stream management implementation journey. It considers the human, process, and technology aspects of this way of working and explores how optimizing value streams for flow and realization positively impacts organizational performance. History and Evolution of Value Stream Management and its Application Value stream management?s origins Definitions of value stream management Flow Lean and systems thinking and practices Agile, DevOps and other frameworks Research and analysis Identifying Value Streams What is a value stream? Identifying value streams Choosing a value stream Digital value streams Value stream thinking Mapping Value Streams Types of maps Value stream mapping The fuzzy front end Artifacts 10 steps to value stream mapping Mapping and management VSM investment case Limitations of value stream mapping Connecting DevOps Toolchains CICD and the DevOps toolchain Value stream management processes Value stream management platforms DevOps tool categories Building an end-to-end DevOps toolchain Common data model and tools integrations Value Stream Metrics The duality of VSM Downtime in technology Lean, DORA and Flow metrics Definition of Done Value metrics Benefits hypotheses Value streams as profit centers KPIs and OKRs Inspecting the Value Stream 3 Pillars of Empiricism Organizational performance Visibility When to inspect Data and discovery Insights and trends Organizing as Value Streams Value stream alignment Team types and topologies Project to product Hierarchy to autonomy Target Operating Model Value stream people Value stream roles Value stream funding Evolving Value Streams Why now? Transitions VSM capability matrix VSM culture iceberg Learning Making local discoveries global improvements Managing value stream interdependencies