We are pleased to offer recordings of the various webinars DAC has hosted. If you were unable to attend the webinars and would like to receive credit toward your membership retention, please register at the Webex link for each webinar and then email us so we can update your membership profile.
Note that you will not receive credit if you view the webinar from another source, such as YouTube.
Our most recent recorded webinar:
Enterprise Project Management Offices (EPMO) play a key role in most Program/Project based organizations.Agile environments are no different and in fact EPMOs can provide distinct advantages to those organizations trying to get the most out their Agile frameworks. The combination of a Disciplined Agile framework and an outcome focused EPMO can drive project success from inception through production. This webinar will provide the key concepts of combining a Disciplined Agile framework with the value of an EPMO to drive success in your organization.
Lean IT Governance is the leadership, organizational structures and streamlined processes to enable IT to work as a partner in sustaining and extending the organization’s ability to produce meaningful value for its customers. In this webinar Scott Ambler will address the following issues:
What is IT Governance? Why Lean IT Governance? What is the Lean Governance mindset? Why do traditional governance strategies fail? How do you govern agile and lean delivery teams successfully?How do you govern the rest of IT in an effective manner? How does Lean IT Governance fit into your overall corporate governance strategy?
IT portfolio management is the activity of identifying, organizing, and governing an organizations's various IT endeavours. IT endeavours include solution delivery projects, product development teams, business experiments (along the lines of a lean startup strategy), and even the operations of existing IT based solutions. In this webinar, Scott Ambler addresses these questions: What does it mean to take a Disciplined Agile approach to portfolio management? Why is this different from traditional portfolio management? How does portfolio management fit into your overall IT workflow? What does a Portfolio Manager do? What is the difference between portfolio management, program management, and solution delivery? What are some of the practices of portfolio management? What are the principles for Disciplined Agile portfolio management ?
This webinar overviewed the workflow depicted on the poster.
The adoption of disciplined agile and lean strategies that are based on collaboration, enablement, and streamlining the flow of work are the keys to EA success. Disciplined strategies that produce light-weight, yet still sufficient, artifacts are the key to your success. In this webinar we will explore both the success factors and failure factors surrounding EA, pragmatic strategies for a lean/agile approach to EA, and how EA is supported and enhanced by the Disciplined Agile framework. This isn’t your grandfather’s EA strategy.
Management is so important on agile delivery teams that we do it every single day, but that doesn't imply that we need team managers. Having said that, there are still some manager roles needed, albeit far fewer than in the past, when we scale agile both tactically and strategically within our IT organizations. So where do the rest of the managers go?
This presentation examines what happens to traditional managers when their organization adopts agile and lean strategies. We work through the implications of several critical forces that enable us to thin out the ranks of middle management. First, agile methods push many technical management tasks into the hands of the team, thereby taking that work away from managers. Second, leadership tasks are assigned to new team roles such as the Product Owner, the Team Lead/Scrum Master, and the Architecture Owner. Third, the move away from a project-based mindset to a product-based one results in stable teams that require far less functional/resource management. Fourth, application of business intelligence technologies to implement automated team and portfolio dashboards reduces the need for manual status reporting.
Some management-oriented work remains. Teams that haven't yet automated reporting will find that someone needs to track and report progress. Large teams, also known as program teams, will likely need a Program Manager or more accurately a Program Coordinator. To support IT-level functions you are likely to need people in roles such as Portfolio Manager, Operations Manager, Help Desk Manager, and Community of Practice (CoP) Lead. Managers are still clearly needed, but in practice there tends to be far fewer management positions within agile organizations than what we find in traditional ones. This implies that many existing managers will need to reskill and transition into one of the new agile roles. The good news is that there is room for everyone within agile if they're willing to learn new skills and change with the times.
Webinar by Scott W Ambler on January 26, 2016
Is your DW/BI team able to easily respond to changing requirements? Are your stakeholders ecstatic with what is delivered by your DW/BI team? Is your DW/BI team able to deliver new changes quickly into production? If the answer to any of these questions is no, then you likely want to consider adopting a disciplined agile approach to DW/BI development.
A disciplined agile DW/BI team will invest some time with initial requirements modeling, architecture modeling, and planning. But this will take a few days or maybe a week or two, certainly not months. They following a usage driven approach they will develop vertical slices of functionality. These slices fully tested and could potentially be deployed into production at any point in time. They work in an evolutionary and highly collaborative manner, resulting in quicker time to deliver, higher quality, and greater stakeholder satisfaction. This isn’t your grandfather’s traditional DW/BI approach.
Webinar by Mark Lines on November 24, 2015
Despite claims to the contrary, the need for governance does not disappear for agile projects. Your project sponsors have a right to know the status of the health and risk of their investments. But trying to blend traditional agile methods such as Scrum with traditional stage gate approaches can cause frustration for both project teams and their stakeholders. Disciplined Agile (DA) provides straightforward and common sense ideas for applying governance in a lightweight fashion for agile projects. DA has been adopted organization-wide in some very large companies and in many cases the primary motivations have been related to its hybrid method approach as well as the built-in governance that it provides. In this talk Mark reviews the four DA lifecycles along with their associated phases and milestones. He will explain which milestones are highly recommended vs those that are considered optional. He will show how a lightweight Vision statement created in Inception can be used as a governance mechanism for moderating uncontrolled change that often happens on agile projects.
Webinar by Scott Ambler on October 21, 2015
“Technical debt” refers to any quality issues within the implementation of an IT solution that hampers your ability to work with or evolve that solution. Technical debt is often thought of as a source code problem, but it also occurs in your user interface design, in your data sources, in your network architecture, and in many other places. This presentation explores disciplined agile strategies to avoid technical debt in the first place, to remove existing technical debt, and how to fund the removal of technical debt. Industry data regarding technical debt will be shared.
Webinar by Mark Lines on September 17, 2015
The Consortium recently introduced a poster for Disciplined Agile 2.0 and it has become the new landing page on the Disciplined Agile website.
In this webinar Mark describes the rationale for the poster, how it should be interpreted, and how it can be used to access DA content in a more consumable way.
During this presentation you will learn: