BVOP project management certification now requires Agile preparation

Agile Project Management Certification Preparation
The BVOP Agile project management certification now requires Kaizen preparation

The BVOP Certified Project Manager title is now obtained not only after learning all the classic project management topics. Business Value-Oriented Principles Ltd. include Agile topics in your educational guides.

Agile Project Management Certification – now online for only $ 130: Free preparation & training course

The certification organization expanded the traditional project management a few years ago and created a complete Agile project management guide.

Software and product-oriented organizations follow BVOP project management principles. And candidates for management certification are carefully preparing for this innovative and larger guide.

Until recently, the candidates for the Scrum Master and Product Owner titles were the only ones to learn the new Kaizen and Lean guides from BVOP. From this month, however, all those wishing to receive a project management certification must also prepare on these Agile topics.

Business Value-Oriented Principles Ltd. (BVOP) aims to impose its extended requirements on professionals from around the world to increase the competence and success of projects globally.

It is no secret that modern Agile principles are based on world-famous Japanese management teachings.

At the beginning of the 21st century, the Japanese car manufacturer Toyota surpassed even giants such as General Motors and Ford in terms of market share and became the largest and most profitable car manufacturer in the world.

This success is made possible by the unique production system that Toyota has been building and refining for decades.

This system is known as the “Toyota Production System”. It is becoming so popular that it is studied and applied by a huge number of other companies from all industries and countries.

Toyota’s production system organizes production, including interaction with suppliers, customers, and staff.

In particular, TPS aims to eliminate the excessive workload of people and machines, discrepancies in the normal pace of business operations that lead to fluctuations in production volume, as well as the elimination of losses. Any activity that consumes resources but does not create value must be eliminated. BVOP also puts much of its teaching on this ideology.

All BVOP certified project managers already know this very well.

Read more: “The new certified project manager of the project”,

Sakichi is self-taught by trial and error. He strongly believes in his ability to gain the necessary knowledge by working directly with industrial equipment. What is distinctive about it is that it realizes the importance of continuous improvement of the equipment, regardless of the condition of the competitors.

Sakichi Toyoda is convinced that no technological process has reached such a level of development that it is impossible to further improve it. The policy of continuous improvement became part of his industrial philosophy.

Toyota’s idea of ​​”Just in time” lies at the heart of Toyota’s manufacturing philosophy. The full potential of Just in Time has been developed and used since the 1950s by Toyota’s next senior executives.

Today, Kanban and Scrum project management models also use the JIT idea to try to optimize the work of development teams. The optimization of the work of the teams and the time of delivery of the final product is an extremely important topic for every project manager.

TPS is a framework for conserving resources by eliminating waste. People involved in the system learn to identify the costs of materials, effort, and time that do not generate value for customers, after which these costs are avoided. This brochure is not a guide. Rather, it is an overview of the concepts that underlie our production system. The brochure is a reminder that lasting improvements in productivity and quality are possible whenever and wherever management and employees are united in their commitment to positive change.

What are the basic concepts in Toyota’s production system?

These are mostly two concepts:

“Just in time” concept – only what is needed is produced, only when it is needed, and only in the required quantity.
The concept of “Jidoka” – autonomy, ie. bringing human intelligence into machines capable of independently detecting the first defect, stopping immediately, and signaling that a problem has occurred.

To have flexible production of high-quality products, with low production costs and short lead times, Toyota initially relied on Ford’s idea of “continuous flow” or shortening the time to use raw materials to make the finished products, which reduces production deadlines.

The Japanese are further developing this idea, believing that the “flow” provides a reduction in stocks, highlights problems, and shows inefficient activities that require immediate solutions.

Every employee in the organization is motivated to solve problems with inefficient actions because otherwise the production process is doomed to stop. For example, in the company, everyone tries to eliminate the eight types of losses: overproduction, waiting, unnecessary transport, excessive processing, excess stocks, unnecessary movements, defects, unused creativity (initiatives, creativity) of workers.

Considering that the overproduction at separate stages in the production process represents a great loss for the company, the managers introduce the so-called A “pull-out system” that they borrow as an idea from American supermarkets.

Applied to production, the withdrawal system means that in the production process stage 1 must not produce its parts until the next stage 2 consumes its stocks up to the limits of a small amount of warranty stock.

When stage 2 reaches the warranty stock, it must signal in stage 1 to deliver more parts. The same logic is used in the next steps until the end customer is reached.

In this way, the download system creates the need for the approach known as “just in time”. It makes it possible to respond to everyday fluctuations in consumer demand.

Using this approach, each worker is treated as a “customer” and is given exactly what he needs, just in time. Or, the previous worker (stage) always does what the next one orders.

In the conditions of a production system with a single-element flow, two issues stand out very precisely:

  • What does the internal customer want at each subsequent stage in the production line?
  • What does the end customer want?

Thus, through the eyes of the customer can be observed each production or business process, both together and separately. This allows a distinction to be made between non-value-added transactions and value-added transactions.

Non-performing operations are losses for the company and decisions are made on how to minimize them or how to eliminate them. The organization carefully monitors the time spent on non-value-added operations, to reduce this time to a minimum. More on the topic: Top tips for managers:

Agile Managers always show incredible consistency in applying the tools, production methods, and management systems inherent in Toyota’s production system.


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