About this Presentation
Why is Agile chosen instead of CCPM? Software development and similar environments can experience drastic changes in a very short period of time. And people who know both CCPM and Agile tend to recognize these generalizations: agile methods are for getting agility and CCPM is for getting speed; agility and speed share similarities, but also are different from each other; and agility needs speed but speed does not always bring agility. This is one of the big reasons which inevitably lead people to pursue agility/flexibility over speed and therefore people prefer Agile rather than CCPM. “Agile CCPM” was developed from a background of such circumstances in the software development environment. However, if similar conditions exist in other environments, “Agile CCPM” allows us to be more agile and obtain significant results sooner in these environments as well. In other words, “Agile CCPM” is not only for software development and not only for software engineers. In this workshop, my experimental knowledge and tools for performing “Agile CCPM” will be shared with you, and the whole process for each phase such as full-kitting, planning and execution will be covered in detail through accessible subjects and with practical means which won’t rely on any specific CCPM software.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Instructor(s)
Koichi Ujigawa
Kobus van der Zel a senior consultant at MorrisAnderson, operating as a Certified Turnaround Professional (CTP) in companies facing liquidity or transition challenges. Kobus holds mechanical engineering and MBA degrees, and is a qualified TOC Jonah (1999). Since 1999 he has tied his turnaround fees to monthly profitability or cash flow results, in order to create a pull system for truly understanding the obstacles for higher business and people performance. Coaching and interim CEO engagements over a span of 16 years in South Africa, Canada and the USA has enabled him to summarize the forces preventing higher performance in his book The Forces of Progress (www.lulu.com/spotlight/globalturnarounds). “When I engage with a new underperforming company I am always surprised at how so many weak people could have gathered in one company” Kobus says. “Eli helped me to understand that people are inherently good, and that it was the company that made the people weak – which is great news, because it means the process can be reversed to make them strong again!” Kobus’ system for people development is at the root of his turnaround strategies by using the online accelerator www.YourSensei.org – which combine the best of TOC, lean manufacturing and people development processes to ensure optimal cash flow generation when it is needed most.