Transformed into What – Organizational Models of the Future – Brantley and Johnson

Presentation: Transformed into What – Organizational Models of the Future

Abstract: The rapidly changing expectations of employment, move to remote work, competition for labor, and the gig economy are upending the typical organization. This is happening on a smaller, but more intimate level for every Project Manager. Our teams are defining new “ways of working” following the integration of essential lean and agile principles to meet the demands of great complexity in team functions and uncertainty in what and how to build our products.

There’s good news. The essential building blocks of how we work was, is, and will be ” the team.” And what drives performance on a team is still that which we know drives performance in projects – team communication. What might surprise you is just how much leverage the digital age gives future organizations to access networks of people and achieve the ideal form of teams with minimal investment.

In this presentation we’ll explore the essential drivers of team performance, team organizational theory, how that theory impacts engineering, the ideals of team design, and what the future holds for truly leveraged organizations.  These lessons will help you answer the question of what your team should do to transform into an organization of the future.

PMI Talent Triangle: Strategic and Business Management (Business Acumen)

Transforming the Organization in Project Management to Deliver Value – Leydon

Transforming the organization to manage projects and deliver value through a hybrid Lean/Agile/DevOps framework is recognition that there may be no one size fits all methodology for for your organization. There must be a strategic view of the what the organization wants to achieve that outlines the requirements for the framework that will be adopted. One of the key factors is how the organization delivers value to its customers. Value creation can also be viewed in terms of the internal customers or stakeholders as well in delivering results related to the organizations strategic goals. An Agile transformation to establishing business agility can help in structuring the portfolio management at the strategic level. There must also be a layer between the executive leadership or key stakeholders and the execution teams at the working level. This is where Agile and DevOps can work together in a hybrid approach that can be tailored under some level of governance for a variety of applications. This creates a balance between structure or rigor and flexibility. All these components of the framework must operate in the most efficient manner which is where the best practices of lean can be added to the mix. This mixing and combining of elements of various methodologies and principles creates a hybrid framework that can be aligned with the project management approach to ensure all the pieces are working together harmoniously.
Some Key Concepts:

  • Understanding the Strategic Goals of the Organization
  • Applying Agile for Business Agility
  • Connecting Strategic Goals to Execution
  • Balancing the priorities and resource constraints of Development and Operations
  • Applying Lean Best Practices to Drive Continuous Improvement
  • Developing a Project Management Approach for a Hybrid Framework to Promote Predictability and Ability to Consistently Deliver on Committed Results

PMI Talent Triangle: Business Acumen