Get yourself trained on Agile Project Management with this Online Training Agile Project Management for Teams and Individuals.
Online Training Agile Project Management for Teams and Individuals
Agile project management permits you toprovide smaller deliverables more frequently and efficiently, this makes it aexcellent choice for teams that work in product development, business analysis, and other collaborativeareas. However it is a fragile process that requires the right scope, goals,and management. In this course, author and Project Management ProfessionalGeoffrey Emery will show you techniques and tools that you need to succeedmanage a project through the agile life cycle. In this course you will learnagile processes. How to select the rightproject for agile management. Geoff will walk You through the four major phasesin the cycle, from scoping the work set up a sprint structure, collectingrequirements, and managing the project without interfering in the rapid buildprocess, adapting to feedback, and closing the project. In the bonus chapter,Geoff discusses real-life challenges he has encountered running agile projects,giving you real-world perspective into the project life cycle. What is agile project management? Selecting an agile project Scoping the project Designing your sprint structure Collecting requirements Running stand-up meetings Managing issues and risks Tracking lessons learned Responding to change requests Closing the project Spotting signs of trouble In addition to this great videocourse i have also provided you with several real world example documents that i have used to create the artifacts needed in Agile Project. Real world AgileDocumentsincluded in this courseare :Agile Project CharterIteration PlanProduct Data SheetRetrospective Meeting AgendaAgile Product Feature ListAgile Summary Release Plan
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As a society, we spend hundreds of billions of dollars measuring the return on our financial assets. Yet, at the same time, we still haven’t found convincing ways of measuring the return on our investments in developing people.
And I get it: If my bank account pays me 1% a year, I can measure it to the penny. We’ve been collectively trained to expect neat and precise ROI calculations on everything, so when it’s applied to something as seemingly squishy as how effectively people are learning in the workplace, the natural inclination is to throw up our hands and say it can’t be done. But we need to figure this out. In a world where skills beat capital, the winners and losers of the next 30 years will be determined by their ability to attract and develop great talent.
Fortunately, corporate learning & development (L&D), like most business functions, is evolving quickly. We can embrace some level of ambiguity and have rigor when measuring the ROI of learning. It just might look a little different than an M.B.A. would expect to see in an Excel model.