elizabeth larson, cbap, pmp, pmi-pba, csm @e … · elizabeth larson, cbap, pmp, pmi-pba, csm ceo,...
TRANSCRIPT
![Page 1: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/1.jpg)
Elizabeth Larson, CBAP, PMP, PMI-PBA, CSMCEO, Watermark Learning
@e_larson
Elizabeth Larson
![Page 2: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/2.jpg)
©
1. Myths2. Where we fit in an Agile/Scrum environment3. Providing value as organizations adopt Agile
![Page 3: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/3.jpg)
©
o Break into small groupso Introduce yourselves
a. Are PMs/BAs needed on Agile projects?
b. If so, why and how?
Who are you?
PMs/BAs on Agile Project
![Page 4: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/4.jpg)
©
Section 1Agile Myths
![Page 5: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/5.jpg)
©
Which is not described in the Agile Manifesto:
1. Light documentation is valued more than comprehensive documentation.
2. Individuals and interactions are valued more than process and tools.
3. There is value in following a plan on Agile projects
1. Light documentation is valued more than comprehensive documentation.
![Page 6: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/6.jpg)
©
Individuals and interactions over process and toolsWe value:
Working software over comprehensive documentation Customer collaboration over contract negotiations Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more. 2/2001
![Page 7: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/7.jpg)
©
1. Customer satisfaction through early and continuous delivery of valuable software
2. Welcome changing requirements, even late in development3. Deliver working Software frequently (weeks rather than
months)4. Business people and developers must work together daily
throughout the project.5. Projects are built around motivated individuals…trust them
to get the job done6. The most efficient and effective method of conveying
information to and within a development team is face‐to‐face conversation.
Customer satisfaction = quick
No PM needed
Collocation is required
![Page 8: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/8.jpg)
©
7. Working software is the primary measure of progress.8. Agile processes promote sustainable
development…maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good
design enhances agility.10. Simplicity‐‐the art of maximizing the amount of work not
done‐‐is essential.11. The best architectures, requirements, and designs emerge
from self‐organizing teams.12. At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior accordingly.
No BA needed
![Page 9: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/9.jpg)
©
#1 Leadership Styles
![Page 10: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/10.jpg)
©
Command & controlis authoritative in nature and uses a top‐
down approach to leadership
stephenjgill.typepad.com/.../commandandcontrol‐leadership‐vs‐peoplecentered‐leadershi...
Traditional
Agile servant leaders
![Page 11: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/11.jpg)
©
Approved requirements are frozen
Project plans don’t change
Concrete
©
#2 Changes
5% to research change requests
![Page 12: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/12.jpg)
©
Elicit
Model
TestEach requirement
InitiationAnalysisDesignDevelopmentTestingPost‐implementation ReviewImplementations
![Page 13: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/13.jpg)
©
Project management and business analysis needed!
![Page 14: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/14.jpg)
©
Section 2Where We Fit in on an Agile/Scrum Project
![Page 15: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/15.jpg)
©
Which is not true about the Agile PM/BA
1. There is no PM role on a Scrum team1. There is no BA role on a Scrum team
3. The BA is pretty much the same as the PO3. The BA is pretty much the same as the PO
![Page 16: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/16.jpg)
©
Scrum MasterProduct Owner
Dev Team
Business Analyst
The 3 Scrum RolesWhat Are They? What Do They Do?
![Page 17: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/17.jpg)
©
Product Increment
blue – artifact green –event yellow ‐ process
Sprint Retrospective(process)
Product Backlog User Stories (ordered)
Business Need
Business CaseProduct Vision Daily
ScrumBurndownBurnup charts
Review(product)
Sprint1‐4 weeks
Sprint Planning
Sprint PlanRelease Plan
Product Roadmap
Prioritization Process Estimating
![Page 18: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/18.jpg)
©
Product Increment
blue – artifact green –event yellow ‐ process
Sprint Retrospective(process)
Business Need
Business CaseProduct Vision Daily
ScrumBurndownBurnup charts
Review(product)
Sprint1‐4 weeks
Sprint Planning
Sprint BacklogProduct Backlog User Stories (ordered)Prioritization
Process
Release Plan
Product Roadmap
Estimating
![Page 19: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/19.jpg)
©
Initiating
Planning
Executing
Closing
Monitoring/ Controlling
Where Does Agile Fit In?
Back
Vision
Resource Capacity
Sprint
Roadmap Complete Sprint
Daily Scrum
Burndown/burnup
Review
Retrospective
Estimating
![Page 20: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/20.jpg)
©
Where PMs and BAs Are Best Suited
You can’t be a PM on
Agile
I’m an Agile PM
What Role in Your Organization?
Title vs Role vs the Work
But I can do PM work!
![Page 21: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/21.jpg)
©
Advantages and DisadvantagesPM as Scrum Master
Scrum Master
Roadblock Remover
Scrum Practices
Delivery Owner
Coach
![Page 22: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/22.jpg)
©
PM as Product OwnerAdvantages and Disadvantages
PO
Business decisions
Ordering user stories
Product review
Estimation process
![Page 23: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/23.jpg)
©
Where Do PMs Fit?
Business need/casePerformance reportingHandling contracts/contractorsCoordinating activitiesRemoving impedimentsProtecting the teamManaging risksHandling team conflictEtc.
Do or consult on
Agile PM Doing PM work
![Page 24: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/24.jpg)
©
•Consistent practices•Create metrics•Compliance • Inflow of new projects•Agile health‐check•Coaching•Transitioning to Agile•Work with other groups
![Page 25: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/25.jpg)
©https://www.indeed.com/jobs?q=Agile+Project+Manager&l=anywhere
![Page 26: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/26.jpg)
©
BA as Scrum MasterAdvantages and Disadvantages
Scrum Master
Roadblock Remover
Scrum Practices
Delivery Owner
Coach
![Page 27: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/27.jpg)
©
BA As Product OwnerAdvantages and Disadvantages
PO
Business decisions
Ordering user stories
Product review
Estimation process
![Page 28: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/28.jpg)
©
Product Owners Need
Availability
Ability
Authority
![Page 29: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/29.jpg)
©
Product Owner
Makes product decisions
Decision Maker
Influencer Helps ensure right decisions
Business Analyst
![Page 30: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/30.jpg)
©
Where Do BAs Fit?Part of the team doing BA work
Business Analyst
Business NeedBusiness CaseRecommend prioritizationRefine backlog/modelingFacilitate requirements eventsProduct StrategyProduct Roadmap
Acceptance criteria
Testing resultsDemo & retrospective
UX
User Stories
Do or consult on
![Page 31: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/31.jpg)
©
![Page 32: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/32.jpg)
©
Section 3Providing Value As Organizations Adopt Agile
![Page 33: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/33.jpg)
©
Which is not true about Agile adoption
1. Organizational change is considered the biggest impediment to Agile adoption
2. Organizations who prefer a disciplined approach to their projects are better off not adopting Agile
3. Agile works best when there are dedicated development teams
2. Organizations who prefer a disciplined approach to their projects are better off not adopting Agile
![Page 34: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/34.jpg)
©
Digital transformation
Business/project agility
Commitment
Strategic Partner/Trusted
Advisor
Large projects
Scaling Agile
Framework
Dedicated resources Organization
change
Automated tools
Digital trust
![Page 35: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/35.jpg)
©
35
Ending Discussion: What’s Our Future?
![Page 36: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/36.jpg)
©
1. Myths2. Where we fit in an Agile/Scrum project3. Providing value as organizations transform
So, where do you fit in?
![Page 37: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/37.jpg)
©
Delivering Happiness: A Path to Profits, Passion, and Purpose, Tony Hsieh, 2013.Attributions
www.intuit.com/2020
http://www.Yentarchs.com/blog/so‐you‐think‐you‐can‐devops.html mcronin March 2016
https://www.bls.gov/careeroutlook/2016/article/what‐is‐the‐gig‐economy.htm
Forbes, 09/09/13, Jason Nazar
https://www.forbes.com/sites/michakaufman/2014/02/28/five‐reasons‐half‐of‐you‐will‐be‐freelancers‐in‐2020/#2cba8a2b6d39, Forbes, Micha Kaufman, 2/28/14
https://www.canada.ca/en/innovation‐science‐economic‐development.html
https://www.gartner.com/doc/reprints?id=1, Avoid Failure by Avoiding a Toolchain that Enables DevOps, David Paul Williams and Thomas E. Murphy, March,, 2016, Gartner StudyThe Story of the Lost Child: The Neapolitan Quartet, Elena Ferrante, 2015.
https://projectmanagementinsight.com/agile‐business‐case/July 22, 2014
http://www.scaledagileframework.com/epic/
http://www.plutora.com/blog/what‐is‐enterprise‐devops
http://www.datascienceassn.org/content/how‐top‐10‐industries‐use‐big‐data‐applications
https://hbr.org/2017/06/if‐your‐company‐isnt‐good‐at‐analytics‐its‐not‐ready‐for‐ai?referral=00563&cm_mmc=email‐_‐newsletter‐_‐daily_alert‐_‐alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date&spMailingID=17404749&spUserID=MTg5OTExODEzNjMzS0&spJobID=1040538221&spReportId=MTA0MDUzODIyMQS2
https://www.mountaingoatsoftware.com/articles/the‐roles‐of‐the‐project‐management‐office‐in‐scrumhttps://www.scrum.org/resources/blog/agile‐pmo
https://www.scrum.org/resources/blog/what‐scrum‐says‐about‐estimates
![Page 38: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/38.jpg)
©
https://singularityhub.com/2017/03/31/can‐futurists‐predict‐the‐year‐of‐the‐singularity/#.WUwl7WgrI2w. It was 2045, but has been predicted downward to 2045 and even as early as 2020 or 2039.
http://aiimpacts.org/category/ai‐timelines/predictions‐of‐human‐level‐ai‐timelines/
HRB June 7, 2017. Nick Harrison & Deborah O’Neill – need good processes that support analytics. Need these in place before trying to do anything fancy.
http://www.datascienceassn.org/content/how‐top‐10‐industries‐use‐big‐data‐applications
https://hbr.org/2017/06/theres‐no‐such‐thing‐as‐big‐data‐in‐hr?referral=00563&cm_mmc=email‐_‐newsletter‐_‐daily_alert‐_‐alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_datespMailingID=17370649&spUserID=MTg5OTExODEzNjMzS0&spJobID=1040155447&spReportId=MA0MDE1NTQ0NwS2
http://www.datascienceassn.org/content/how‐top‐10‐industries‐use‐big‐data‐applications
http://www.entarchs.com/blog/so‐you‐think‐you‐can‐devops.html
https://www.forbes.com/sites/janakirammsv/2017/04/03/5‐ways‐machine‐learning‐has‐influenced‐the‐modern‐cloud/#683e02c3113a
https://www.sas.com/en_us/insights/analytics/machine‐learning.html
http://pagilista.blogspot.com/2010/10/agile‐business‐case.html
https://vigornotrigor.wordpress.com/2014/08/26/critical‐thinking‐vs‐creative‐thinking/
![Page 39: Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM @e … · Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Learning @e_larson Elizabeth Larson ©](https://reader031.vdocuments.site/reader031/viewer/2022021901/5b8980e27f8b9a851a8dcbb4/html5/thumbnails/39.jpg)
©
Woman‐Owned Business Going strong for over 26 years Master’s Certificates from Auburn University
Auburn University
Q&A