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In the digital age, people and intellectual property have supplanted physical assets as the most important criteria for determining the value of an organization. It is the employees who develop the next big product or improve the practices, processes, services and internal culture that add significant value to an organization.

Though there are several sources for agile certifications, the Project Management Institute (PMI)® Agile Certified Practitioner (PMI-ACP)® has established itself as the world’s fastest growing agile credential. The PMI-ACP certification formally recognizes your knowledge of agile principles and your skill with agile techniques.

So you want to be more agile, but is it possible in a waterfall world? The short answer is yes! Waterfall can be combined with principles of agility. The trick is to recognize how agile practices lead to organizational agility. Any organization can become more agile, but there are trade-offs that need to be considered. In this hour-long webinar, instructor and presenter Brian Egan will help you understand how to make agile work within your organization. In it you will learn: Agile best practices Discover how organizations can be more agile Agile vs. Waterfall: Discuss the pros and cons of each Dispense the myth that agile can only be used for software development Watch this webinar today and learn how and why your organization should become more agile! Recommended Agile Project Management courses: Introduction to Agile Agile Project Management Transitioning from Waterfall to Agile PMI Agile Certified Practitioner (PMI-ACP)® Boot Camp

This certification and exam guide discusses the various ITIL® certifications and what they might mean to you, your organization, and your career, as well as provide important test-taking tips for the ITIL certification exams. ITIL certifications help individuals validate their ability to demonstrate skills from a foundational to a mastery level of IT service management. ITIL certification can often be a key differentiator in the marketplace as well.

The process of subnetting is both a mathematical process and a network design process. Mathematics drives how subnets are calculated, identified, and assigned. The network design and requirements of the organization drive how many subnets are needed and how many hosts an individual subnet needs to support. Binary basics and IPv4 address structure were covered in part one of this two-part paper.

Whether you are just getting started in business analysis or want to gain a better understanding of certain aspects of business analysis, we have compiled a list of frequently used terms to help you get started.

Whether your project follows formal or informal project management, waterfall, or an iterative or Agile, making use of the daily stand-up meeting is an essential habit required for every self-organizing team. Stand-ups are a core practice and help us determine customer value, reinforce team structure, organize priorities, address uncertainty, remove impediments, and manage our time through the use of a personal Kanban. In this one-hour webinar, we will: Determine daily customer value with the three stand-up questions,  Investigate the use a Team Charter to build team structure and balance, Address daily uncertainty with a Risk Burndown, and Participate in a small exercise and create your own personal weekly and daily Kanban using exclusive cognitive techniques to manage the multitasking behaviors required of all of us.

This webinar focuses on assisting leaders who are determining whether Agile is right for their organization. In one hour, we will take you from the basic concepts of Agile methodology to understanding the process and what your role is as a leader. You will learn the challenges and benefits and how an Agile culture can fuel your teams and provide value for your customers faster.

Agile project management literally turns the world of managing projects upside down. The triple constraint is balanced in an unconventional way, the role of the matrix team coordinator is downplayed, and risk management can be built into the prioritization approach. So, what is left for the PM to do?

How can organizations in diverse industries continue to use familiar waterfall practices and at the same time be more agile? The answer is to use program management that is designed to be agile.