Lean Agile Delivery evolves from Agile project management. The framework integrates action planning with execution, It can be applied to manage improvement initiatives or to run routine day-to-day work.

One question that we get asked a lot is about claiming time spent engaged in Lean Six Sigma Yellow Belt, Green Belt, Black Belt, Lean Practitioner training or professional development activities towards PMI’s PDUs.

Agile is a product development approach that drives progress in short, repeatable iterations run by self-organising, cross-functional teams. Organisations can get significant benefits using Agile for non-software team.

Process mining is an analytical discipline for discovering, monitoring, and improving processes as they actually are (not as you think they might be), based on event logs in the information systems. The goal of process mining is to turn event data into insights and actions.

Service design is a human-centered design approach that places equal value on the customer experience and the business process, aiming to create quality customer experiences, and seamless service delivery.

The goal of Lean is to maximise value while minimising “waste”. In other words, creating more value for the customer with fewer resources.

Six Sigma is a set of methods and tools for business process improvement and quality management. With the aim of achieving near perfect ouput, Six Sigma employs statistical methods to detect problems and improve processes.

Lean Six Sigma Green Belts are often part-time resources, dedicating 10 to 20 percent of their time to their Lean Six Sigma improvement project. They implement smaller scale projects that have direct impact to their work areas or local processes.

Black Belts are key resources who are typically dedicated to the improvement effort full-time for a division or an organisation. They facilitate and lead projects, provide deployment support, and coach resources in improvement projects.