The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
Where can Kanban be embedded in the organizational context? Sounds like an easy question, however, it is not always easy to answer - especially in bigger organizations. In this session I will introduce the Kanban Flight Levels model which provides an overview of the different fields of application of Kanban and helps to understand the implications for the organizational context. Furthermore, the model helps to clarify where to start with your Kanban change initiative: on team level, on the value stream, or on portfolio level - every level has it's own challenges, pros and cons.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
Where can Kanban be embedded in the organizational context? Sounds like an easy question, however, it is not always easy to answer - especially in bigger organizations. In this session I will introduce the Kanban Flight Levels model which provides an overview of the different fields of application of Kanban and helps to understand the implications for the organizational context. Furthermore, the model helps to clarify where to start with your Kanban change initiative: on team level, on the value stream, or on portfolio level - every level has it's own challenges, pros and cons.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Keine Panik! Meine Session ist zwar eine Kanban-Einführung, ich habe aber nicht vor, die Prinzipien und Praktiken das 1000. Mal aufzuwärmen. Leider verwenden die meisten Unternehmen Kanban nur dafür, ihre Dysfunktionalität routiniert zu verwalten. Ich will meine Erfahrungen von zahlreichen Kanban-Einführungen teilen und zeigen, worauf es wirklich ankommt, damit man ernsthafte Verbesserungen in einer Organisation erreicht.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Why Agile is Failing in Large EnterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationLeadingAgile
This talk explores a safe, pragmatic, and repeatable formula for leading change in large organizations. The Holy Grail for an executive is to tie dollars spent and activities performed, to internal improvement metrics and ultimately improved business performance. We’ll start by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next we’ll consider how to assess the organization and build an agile transformation strategy and roadmap that encourages an iterative and incremental approach to change. Finally we’ll explore the metrics and controls that help you know if you’re on the right track. Throughout the presentation, we’ll explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise. We’ll discuss how to build and execute a change management strategy to keep everyone safe and informed throughout the transformation. We’ll show how to sustain and improve the changes over time, ultimately creating an organizational ecosystem where business agility is part of the fundamental DNA of the company. The goal of this talk is to take the magic out of agile transformation and show you how to systematically and planfully introduce agile into your organization.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
Agile methods are becoming norm as the new working paradigm in our VUCA (volatile, uncertain, complex and ambiguous) world.
Organizations and teams are redesigning how they work in response to change or disruption in their market, as well as the need to gain competitive advantage through digital innovation or an enriched customer experience. The implications of Agile for Human Resources (HR) are huge and without shifting our existing HR processes, adoptability of agile become challenge.
It’s not about managing resources but rather managing people. Agile HR transforms the fundamental principles of HR to into People Operations leading Agile, digital and networked organizations. The aim is to build a shared value between your customers, business and people by:
Adopting a Mindset and a Culture – Embracing the Agile mindset within HR and people practices to incrementally deliver value to your customer
Co-create among the Organization – Applying Agile techniques, like Scrum and Kanban, to self-organize, experiment and co-create directly with your people.
Structure an organisation for connection, not control to empower people to give and do their best.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
20210618 PMI XC 2021 Conf Business Agility: What Got You Here Won't Get You T...Craeg Strong
The results are in, and the conclusion is clear: Agile methods produce better results for knowledge work. Corporations have initiated large-scale Agile transformations in order to achieve these benefits across the entire organization. These transformations often involve retraining, retooling, re-organizing into “squads” and hiring dozens or hundreds of Scrum Masters and Agile coaches. Sadly, these efforts are rarely successful. Why?
Simply put, team agility does not produce business agility. By focusing exclusively on the team level, the organization fails to solve three main problems: no Agile interactions between teams, no end-to-end management of the value streams, and no Agile strategic portfolio management. In addition, the organization has failed to realize that the Agile team structure does not have to match the reporting structure. While it may ultimately make sense to reorganize reporting relationships, that should be done last, not first.
In this talk, I will introduce the Flight Levels model and the Kanban Maturity Model. The Flight Level framework recognizes that there are three different levels on which work should be visualized and coordinated: the strategy/portfolio level, the coordination/value-stream level, and the operational/team level. The Kanban Maturity Model helps us understand the current level of organizational maturity and choose practices that take us to the learning zone and avoid the “panic” zone of emotional resistance. Working with Agile teams who may be using Kanban, Scrum, SAFe, LeSS, or Disciplined Agile, we will explore how this model dramatically simplifies the problem and show how it has enabled real business agility.
The People Model and Cloud Transformation | AWS Public Sector Summit 2016Amazon Web Services
A successful cloud transformation journey incorporates the three pillars of transformation: people, process, and technology. While leveraging the technology, the people component drives transformations. But far too often, cloud transformation efforts concentrate on the process improvement strategies and technology implementation, while essentially ignoring the human aspect of the change initiative and the opportunity to develop a more agile, DevOps culture. Many leaders who look back on previous change initiatives reflect that process and technology were simple to change compared to the people part of the organization. A central perspective within the AWS Cloud Adoption Framework, the "people perspective," guides organizations about aspects that affect people to reduce the risk and accelerate the value realization from cloud adoption. This session covers best-practice methods that enable customers to address challenges in setting up the right organizational structure to manage cloud operations, roles and job responsibilities during transition and post-cloud adoption, assessing gaps in skills and competencies required, building effective training models, and shaping a DevOps culture.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Keine Panik! Meine Session ist zwar eine Kanban-Einführung, ich habe aber nicht vor, die Prinzipien und Praktiken das 1000. Mal aufzuwärmen. Leider verwenden die meisten Unternehmen Kanban nur dafür, ihre Dysfunktionalität routiniert zu verwalten. Ich will meine Erfahrungen von zahlreichen Kanban-Einführungen teilen und zeigen, worauf es wirklich ankommt, damit man ernsthafte Verbesserungen in einer Organisation erreicht.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Why Agile is Failing in Large EnterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationLeadingAgile
This talk explores a safe, pragmatic, and repeatable formula for leading change in large organizations. The Holy Grail for an executive is to tie dollars spent and activities performed, to internal improvement metrics and ultimately improved business performance. We’ll start by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next we’ll consider how to assess the organization and build an agile transformation strategy and roadmap that encourages an iterative and incremental approach to change. Finally we’ll explore the metrics and controls that help you know if you’re on the right track. Throughout the presentation, we’ll explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise. We’ll discuss how to build and execute a change management strategy to keep everyone safe and informed throughout the transformation. We’ll show how to sustain and improve the changes over time, ultimately creating an organizational ecosystem where business agility is part of the fundamental DNA of the company. The goal of this talk is to take the magic out of agile transformation and show you how to systematically and planfully introduce agile into your organization.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
Agile methods are becoming norm as the new working paradigm in our VUCA (volatile, uncertain, complex and ambiguous) world.
Organizations and teams are redesigning how they work in response to change or disruption in their market, as well as the need to gain competitive advantage through digital innovation or an enriched customer experience. The implications of Agile for Human Resources (HR) are huge and without shifting our existing HR processes, adoptability of agile become challenge.
It’s not about managing resources but rather managing people. Agile HR transforms the fundamental principles of HR to into People Operations leading Agile, digital and networked organizations. The aim is to build a shared value between your customers, business and people by:
Adopting a Mindset and a Culture – Embracing the Agile mindset within HR and people practices to incrementally deliver value to your customer
Co-create among the Organization – Applying Agile techniques, like Scrum and Kanban, to self-organize, experiment and co-create directly with your people.
Structure an organisation for connection, not control to empower people to give and do their best.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
20210618 PMI XC 2021 Conf Business Agility: What Got You Here Won't Get You T...Craeg Strong
The results are in, and the conclusion is clear: Agile methods produce better results for knowledge work. Corporations have initiated large-scale Agile transformations in order to achieve these benefits across the entire organization. These transformations often involve retraining, retooling, re-organizing into “squads” and hiring dozens or hundreds of Scrum Masters and Agile coaches. Sadly, these efforts are rarely successful. Why?
Simply put, team agility does not produce business agility. By focusing exclusively on the team level, the organization fails to solve three main problems: no Agile interactions between teams, no end-to-end management of the value streams, and no Agile strategic portfolio management. In addition, the organization has failed to realize that the Agile team structure does not have to match the reporting structure. While it may ultimately make sense to reorganize reporting relationships, that should be done last, not first.
In this talk, I will introduce the Flight Levels model and the Kanban Maturity Model. The Flight Level framework recognizes that there are three different levels on which work should be visualized and coordinated: the strategy/portfolio level, the coordination/value-stream level, and the operational/team level. The Kanban Maturity Model helps us understand the current level of organizational maturity and choose practices that take us to the learning zone and avoid the “panic” zone of emotional resistance. Working with Agile teams who may be using Kanban, Scrum, SAFe, LeSS, or Disciplined Agile, we will explore how this model dramatically simplifies the problem and show how it has enabled real business agility.
The People Model and Cloud Transformation | AWS Public Sector Summit 2016Amazon Web Services
A successful cloud transformation journey incorporates the three pillars of transformation: people, process, and technology. While leveraging the technology, the people component drives transformations. But far too often, cloud transformation efforts concentrate on the process improvement strategies and technology implementation, while essentially ignoring the human aspect of the change initiative and the opportunity to develop a more agile, DevOps culture. Many leaders who look back on previous change initiatives reflect that process and technology were simple to change compared to the people part of the organization. A central perspective within the AWS Cloud Adoption Framework, the "people perspective," guides organizations about aspects that affect people to reduce the risk and accelerate the value realization from cloud adoption. This session covers best-practice methods that enable customers to address challenges in setting up the right organizational structure to manage cloud operations, roles and job responsibilities during transition and post-cloud adoption, assessing gaps in skills and competencies required, building effective training models, and shaping a DevOps culture.
The People Model & Cloud Transformation - Transformation Day Public Sector Lo...Amazon Web Services
The People Model & Cloud Transformation
A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Far too often, organizations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods meant to empower customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organization’s gaps among the requisite skills and competencies. Build effective training models. And shape an effective DevOps culture.
Speaker:
Thomas Blood, Enterprise Evangelist, Amazon Web Services.
Top 50 Scaled Agile Interview Question and Answers | EdurekaEdureka!
YouTube Link: https://youtu.be/6v8SBy0jLlA
** Edureka Certification Training: https://www.edureka.co **
This Edureka PPT on "Scaled Agile Interview Questions" will help you prepare for your agile job roles which are based on Scaled Agile Framework. The topics discussed in this course are listed below:
Beginner Level Scaled Agile Interview Questions
Intermediate Level Scaled Agile Interview Questions
Advances Level Scaled Agile Interview Questions
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LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Personal customer experiences are and will be more and more vital. People to people, but also people to machine. Today, there are several providers of the same services, and the new ones are faster, more flexible, and more personalized in their communications with their customers & users. How do we ensure that we provide the right information to our employees as well as to our customers so they can better serve and increase customer satisfaction?
This webinar will focus on how you as an organization will have to restructure, rethink and redesign your technological platform to support increasing employee- and customer demands.
Key takeaways:
Holistic understanding of how to make a successful cloud transition
Learn why modern organizations excel in customer treatment, productivity, flexibility, and agility
High-level architecture and how and why DevOps changes organizations
Cloud Based Cognitive Learning & IT Project Performance Platform (CLIPP Platf...Ed Sattar
How to use Artificial Intelligence to personalize training and turn it into high performance learning experience.
Architecture and Technology overview of the Cognitive Learning Platform.
The objective is how to use artificial intelligence for cognitive content curation, personalize learning and develop detailed IT project requirements using artificial intelligence
AWS Cloud Center Excellence Quick Start Prescriptive GuidanceTom Laszewski
This presentation is a practical playbook for defining, establishing, and implementing a Cloud Enablement Engine (CEE). It collates and summarizes the lessons learned and anti-patterns gathered from the CEE journeys successfully navigated at Amazon and other large enterprise companies. A lot has been written about the need to establish a CEE, the benefits of moving to a productization mindset, and the business value of tribes, guilds, and two-pizza teams. However, larger organizations are still struggling with a CEE 30-60-90 day plan, and the essential components of the CEE during its first six months in existence.
The prescriptive guidance in this presentation provides pragmatic and tactical advice for establishing a Cloud Enablement Engine (CEE) – also referred to as a Cloud Center of Excellence (CCoE) or Cloud Enablement Team. This presentation serves as a step-by-step guide for the initial setup activities, and the top ten best practices that have been extrapolated from working across a large number of customers. What not to do is as important as what to do. Therefore, the top ten anti-patterns are discussed.
A key focus of the CEE is transforming the IT organization from an on-premise operating model to a Cloud Operating Model (COM). The transformation to COM and the charter of a CEE are highly correlated and interconnected. During the nascent stage of the CEE, the focus of the CEE will be on the infrastructure components of a COM. This includes the operations, security & control, platform architecture & governance, and infrastructure provisioning & configuration management functions. AWS understands that enterprise (on-premises) operating models are based on ITIL. Therefore, the cloud transformation from an on-premises operating model to a COM will include mapping ITIL to a cloud, agile, and DevOps based capabilities and processes. Fortunately, ITIL 4.0 embraces DevOps, cloud, and agile.
In this session, you will learn how MuleSoft customers can establish a pragmatic C4E to accelerate delivery, but then leverage platform insights to drive continuous quality into your API ecosystem and your organization
Speaker: Steve Clarke
Facilitator: Angel Alberici
5:42 Introduction
11:18 Part 1 – A pragmatic way of C4E delivery
1. Quick refresh on what a C4E is and its role in API delivery
2. Core capabilities to focus on in C4E Launch
3. Key outcomes you can look for at launch and beyond
33:36 Part 2 – Metrics Insight
1. Planning your delivery of a Metrics solution
2. Identifying key KPI’s to measure
3. How those KPI’s tie back to C4E and API Delivery Maturity
4. Delivering your solution
5. Monitoring, Measuring, Feedback
46:50 Part 3 – Bringing it together
57:18 Summary
59:40 Q & A
📝 Slides and recordings 🎥 : https://meetups.mulesoft.com/events/details/mulesoft-online-group-english-presents-pko-driving-value-into-your-api-delivery-through-c4e-and-platform-metrics/
👤 Watch all meetups here: https://meetups.mulesoft.com/online-group-english/
📝 Read all slide decks here: https://www.slideshare.net/AngelAlberici
In the world of agile, there is theory and then there is practice. We like to talk about self-organizing teams, asynchronous execution, BDD, TDD, and emergent architecture. We also talk about cross-functional teams: how analysts, testers, architects, technical writers, and UX designers belong on the same team, right next to programmers. It all sounds nice in theory, but how does this work in reality? What do these people actually do? How do they interact? What does it look like? Is there really a pragmatic way to make this work?
In this simulation, a cross-functional team will actually build a piece of software. Every specialist will have a hand in the process. Every specialist will also act as a generalist. Everyone will add value. And as a team, we’ll get something DONE.
This is your opportunity to see agile development in practice, and to bridge the gap between what agilists say and what teams do. And it’s not as new or as difficult as you think – affinity between testers, BA’s, coders, and other team members has really been at the root of effective development practices all along. Let’s just finally acknowledge that it works, demonstrate its capabilities, and encourage it going forward.
This IS agile development.
20231019 Flight Levels Bosch Engagement Day 2023 Business Agility With Flight...Craeg Strong
In this seminar we will describe agile methods and practices that apply at the executive leadership level-why they are important, what they mean, and how they can be adopted. We will also explore the critical role management plays in supporting, leading, and guiding agile teams. We will also illustrate how the role of leadership and management changes in an agile organization, applying concepts from many sources including Lean, the Kanban Method, Flight Levels, and Management 3.0. We will also talk about what it means to lead a digital transformation and best practices for leading and managing large-scale agile initiatives, and some proven techniques for achieving consensus and changing hearts minds and behaviors. We will review the historical genesis of this work, starting with military doctrine from Clausewitz and Von Moltke, David Marquet, General McChrystal, and Stephen Bungay. Finally, we will talk about agile governance and oversight for agile at scale.
RESPONSIVE TRAINING FOR DIGITAL TRANSFORMATIONSCraeg Strong
In this seminar we will talk about responsive training, representing an exciting new breakthrough in didactic techniques adapted for digital and online. Referencing a successful air force training program, we will talk about how to maximize engagement, retention, and enjoyment while minimizing cost and disruption. Responsive training leverages the 4 C’s of training from the back of the room: connections, concepts, concrete practice, and conclusions. We will explore how to maximize the human elements while fully leveraging cloud and container-based technologies to improve training efficiencies. Finally we will explore the essential set of digital training tools including breakout rooms, surveys, bluescape/Miro, Mentimeter, and Kahoot.
20230829 DAFITC 2023 Agile For Leaders And ExecutivesCraeg Strong
In this seminar we will describe agile methods and practices that apply at the executive leadership level—why they are important, what they mean, and how they can be adopted. We will also explore the critical role management plays in supporting, leading, and guiding agile teams. We will also illustrate how the role of leadership and management changes in an agile organization, applying concepts from many sources including Lean, the Kanban Method, Flight Levels, and Management 3.0. We will also talk about what it means to lead a digital transformation and best practices for leading and managing large-scale agile initiatives, and some proven techniques for achieving consensus and changing hearts minds and behaviors. We will review the historical genesis of this work, starting with military doctrine from Clausewitz and Von Moltke, David Marquet, General McChrystal, and Stephen Bungay. Finally, we will talk about agile governance and oversight for agile at scale.
20231004 JiraCon Team Spaces In ConfluenceCraeg Strong
In a one-hour presentation, we explored how Atlassian Confluence enhances operational efficiency for IT project teams. Confluence has emerged as a versatile and indispensable platform for capturing, sharing, and managing information.
Introduction to Atlassian Confluence:
Atlassian Confluence is a collaborative wiki platform designed to facilitate knowledge sharing and teamwork.
It serves as a central repository for documentation, project information, and collaboration within IT teams.
Organizing Information:
Confluence allows teams to create structured and organized spaces for various projects, teams, and departments.
Pages and templates help standardize documentation and maintain consistency.
Ease of Collaboration:
Real-time collaboration features enable team members to work together on documents, eliminating the need for multiple versions and emails.
Inline commenting, likes, and notifications foster engagement and discussions.
Knowledge Capture:
Confluence is an excellent tool for capturing tribal knowledge within operational teams.
Valuable information is documented, searchable, and preserved, reducing reliance on individual expertise.
Project Documentation:
IT project teams can create project documentation including requirements, design documents, test plans, and post-implementation reports.
Version control ensures that the latest information is always available.
Task Management:
Confluence integrates with Jira, Atlassian's project management tool, for seamless task and issue tracking.
Teams can link Confluence pages to Jira issues, streamlining project workflows.
Information Retrieval:
The powerful search functionality allows teams to quickly find relevant information, reducing time spent searching for documents.
Labels, tags, and content hierarchies enhance discoverability.
Customization and Extensions:
Confluence can be customized with macros and add-ons to extend its capabilities, catering to specific team requirements.
Integration with other Atlassian products and third-party tools further enhances its utility.
Security and Access Control:
Granular permissions and access control ensure that sensitive information is protected.
Audit logs provide visibility into who accessed and modified content.
Knowledge Sharing Culture:
Confluence fosters a culture of knowledge sharing and collaboration, encouraging cross-functional teams to work together more effectively.
It enables onboarding of new team members and reduces knowledge silos.
Use Cases and Success Stories:
Real-world examples and success stories demonstrated how organizations have benefited from using Confluence in their IT operations.
Conclusion:
Atlassian Confluence is a versatile, user-friendly, and indispensable tool for operational teams, particularly those working on IT projects.
It streamlines information management, enhances collaboration, and promotes a culture of knowledge sharing
20231023 AgileDC Making Strategy Real with Well Crafted OutcomesCraeg Strong
Let's design some outcomes! This is a hands-on workshop where participants can dive in and learn by doing.
The presentation on leading with outcomes emphasizes the crucial shift from focusing solely on outputs to prioritizing outcomes in order to drive real business value. The speaker introduces the concept of well-crafted objectives that are not only quantitative but also directly tied to the achievement of tangible results. This approach ensures that business efforts are aligned with measurable goals, leading to more meaningful progress. In stark contrast to outcomes, outputs are highlighted as mere artifacts generated by business or IT processes. While outputs represent the completion of tasks or the delivery of specific items, they often fall short in reflecting the true impact on the business. The presenter emphasizes the need to define outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART), allowing for clear evaluation and tracking of progress.
We will start out with some hands-on exercises to turn outputs into well-crafted outcomes. We will review them and discuss what makes them more or less effective, and how they could help us achieve our strategic goals.
Next we will explore leading and lagging metrics. Lagging metrics are the ones that we all care about: revenue, delivery of government services, crime reduction, keeping our homeland safe. The problem? we cannot affect those directly. By contrast, a leading metric is something we can affect directly. While we can't cause sales to go up, maybe if we reduce out-of-stock situations that will ultimately lead to more sales. we will discuss ways to identify leading metrics and how to know when its time to pivot and try another.
This fun workshop is chock full of exercises and discussion, and is a great way to learn some of the new exciting tools in the business agility toolset.
In conclusion, the presentation advocates for a shift from outputs to outcomes as a strategic approach to leadership. By crafting objectives that are SMART and tied to genuine business value, organizations can better measure progress and drive meaningful results. This transition enables businesses to move beyond the production of artifacts and instead prioritize achieving quantifiable outcomes that contribute to their overall success.
20230829 DAFITC 2023 Agile For Leaders And ExecutivesCraeg Strong
In this seminar we describe agile methods and practices that apply at the executive leadership level-why they are important, what they mean, and how they can be adopted. We will also explore the critical role management plays in supporting, leading, and guiding agile teams. We will also illustrate how the role of leadership and management changes in an agile organization, applying concepts from many sources including Lean, the Kanban Method, Flight Levels, and Management 3.0. We will also talk about what it means to lead a digital transformation and best practices for leading and managing large-scale agile initiatives, and some proven techniques for achieving consensus and changing hearts minds and behaviors. We will review the historical genesis of this work, starting with military doctrine from Clausewitz and Von Moltke, David Marquet, General McChrystal, and Stephen Bungay. Finally, we will talk about agile governance and oversight for agile at scale.
20230622 PMINYC Modern Project Management with Lean KanbanCraeg Strong
This talk will demonstrate how to use Kanban for managing a large, complex project, and the benefits to be gained by using this approach. Kanban has grown up and is now widely used both within Information Technology and by diverse business professionals including underwriters, researchers, homebuilders, retailers, HR professionals, accountants, claims adjusters and many others. Kanban has a unique combination of ease of use and low barrier to entry, coupled with flexibility, versatility, and fractal nature (that is, its ability to be applied at multiple levels). These characteristics make it a perfect fit for managing large, complex programs in fields like government, pharma, finance and insurance. The presentation will be structured as follows:
I. Basics of Kanban In this segment, we will delve into the key components of a Kanban system: Visual Boards, Work in Progress (WIP) Limits, and the flow of work. We will discuss how replenishment is done, how delivery is scheduled, and some basic metrics. We will examine workflows of a couple of disparate teams that have to work together. Attendees will gain an understanding of how to set up their own Kanban boards and how to use them effectively.
II. Upstream Kanban This segment will explore how Kanban can be used to refine fuzzy ideas into “shovel-ready” work items. We will explore ways to extend our boards to include refinement steps and different ways they could be constructed. Attendees will gain an understanding of the improvements that upstream kanban can bring to a flat one-dimensional “product backlog.”
III. Dependency Management with Kanban This segment will explore how Kanban can be used to handle dependencies. We'll explain how to visualize the work of multiple teams that are cooperating together using a higher-level board linked to the individual team boards, how we can display dependencies on the Kanban board and how to manage them efficiently to minimize bottlenecks and delays.
IV. Using Kanban for Forecasting In this section, we will demonstrate how Kanban can be used as a powerful forecasting tool. Attendees will learn how to leverage lead time data and throughput data to predict key milestone completion times and manage expectations effectively.
Conclusion and Q&A We will wrap up the presentation with a recap and open the floor for a lively question and answer session to ensure that all attendees leave with a clear understanding of how they can leverage Kanban for efficient project management in their respective fields.
20230622 PMIC Leveraging the 4 Disciplines of Execution & Enterprise Kanban t...Craeg Strong
The four disciplines of execution (4DX) is an exciting new framework that enables organizations to marshal their efforts and achieve what no one has ever done before. Organizations using 4DX have eliminated decades-long case backlogs, dramatically improved workplace safety, brought lifesaving drugs to market in record time, and transformed sales departments from worst to first. 4DX is not magic, it takes significant discipline to relentlessly focus on most “wildly important goal,” in the face of so many daily urgencies. Steve Jobs once said, he was as proud of what Apple does *not* do as he was about what Apple does. In this talk, we will explore the 4DX framework together with the principles of enterprise kanban to ensure that everyone in the organization can see a scoreboard that visualizes where we are, where we need to be, and how to get there. Finally, we will talk about how to get started, traps to avoid, and what to expect along the way.
ADDO 2022 Putting the Sec in DevSecOps for an AWS Lambda Based SystemCraeg Strong
What does it mean to implement zero-trust and DevSecOps principles in a serverless environment? This is our story of hardening an AWS application based on serverless architecture. It all began with an idea for a brand-new plugin for the Atlassian Jira Agile tool. Our plugin uses an innovative design based on GoLang, AWS Athena, Lambdas, and DynamoDB, and the Atlassian AtlasKit SDK for ReactJS. Serverless applications have many nice features that help make them secure. Lambdas get their credentials injected at runtime, eliminating the need to store keys or credentials. Our SSO solution improves security still further, by creating temporary credentials for every session, eliminating static keys and credentials. Given this excellent foundation, we thought our MVP was ready for production! Alas, how mistaken we were...
In order to meet Atlassian’s strict cybersecurity guidelines, we implemented security tools including GitHub’s dependabot, AWS credential management services, AWS app firewall, gosec, ZAP tester, and Nessus. We will discuss lessons learned and what was unique to the serverless environment. We will also cover privilege audits, data, and disaster recovery.
Using serverless architecture confers many benefits, and by reducing the attack surface, they can be inherently more secure than alternative architectures. Nevertheless, there are important steps that must be taken to further improve security. This talk will shed light on how to get where we need to be.
Coaching leaders: how to get it right, and how to get it really, really wrongCraeg Strong
We've all been there: your grassroots Agile movement is going great, but the real success that comes from systemic change is being blocked by antipattern leadership behaviours. Everyone knows leadership desperately needs some coaching. Unfortunately, accessing your fearless leaders seems nigh impossible… and when you do finally get time with them the messages don't quite seem to land.
In this talk, we will cover:
Tips for getting in the door with your leadership team
Tips for success once you've established a coaching relationship
What you definitely want to avoid
20220824 Kanban Global Summit 2022 Now You See It! Observing Flow Using [ONLI...Craeg Strong
In this workshop we are going to dive right in and explore different ways we can visualize the flow of work in your organization. I will present a number of different board configurations and different usage patterns that can help teams better understand the work, prioritize and order it, manage dependencies, and coordinate with other teams. Besides the team level stuff, I will also go over some examples at higher levels—
1) showing how we can coordinate the efforts of a bunch of teams,
2) managing an entire portfolio of work and ultimately
3) managing the organizational strategy.
As we talk about these boards at different levels, we will also go over some patterns for how to connect them together. This is how we can connect strategy to execution.
We will start out simple, and progressively add more elements, moving things around to highlight different aspects – and that’s going to help us pay more attention to the things we want to be paying attention to.
I have held this workshop a number of times before, but this time I am particularly excited to report that we will be doing something brand new. In the past, I always demonstrated different board designs using a whiteboard, but this time we will actually show what these board designs look like in some popular online tools.
So... why this change? Well, there are a couple of reasons.
First the obvious one—we are working remotely more than ever before, so in many cases it’s just not practical to use a physical board.
Second—we are living in a golden age of tools. They have gotten so much better than they were before.
I have been working closely with a number of tool vendors, and I have to say that they continue to surprise me with some very creative solutions to get around various limitations. I really believe that we are getting close to being able to do everything in a tool that we could do using a whiteboard.
20220621 Project Management Innovation Conference Harrisburg PA Seatbelts and...Craeg Strong
Organizations large and small use application lifecycle management tools like Jira, Azure DevOps, VersionOne, Rational Team Concert, and others to manage their Agile products and programs
Every day in large organizations, ALM data is used to make forecasts and key decisions about budgeting, staffing, and risk management. Organizations increasingly rely on ALM tools to generate alerts to proactively warn about variances, risks, and shortfalls. Unfortunately, due to late, inaccurate, and incomplete data entry, ALM tools often end up emitting a large volume of false positives, while the real risks remain hidden.
We would like to propose a new approach that automates governance for ALM tools, leveraging the same proven approach used by linting tools like FxCop, stylecop, eslint, pylint and pmd. Rather than expecting perfection, let's provide some guides and seatbelts to enable mere mortals to use alm tools successfully!
20220216 Lean In Government Conference Harrisburg PA Agile Tool Clash of the ...Craeg Strong
Covid-19 changed the game, making remote work and distributed team members the norm. I think we all sense that something fundamental has changed in the nature of work, and many of these changes will persist even after the pandemic. Like it or not, whiteboards and sticky notes can no longer cut it. We have to use Agile tools. So... which one?
In this talk Craeg will do an in-depth walkthrough of two leading Agile tools: Atlassian Jira and Kanbanize. He will review the philosophy of each tool, and then walk through a fully featured simulation, complete with sample projects, plugins, and project configurations, that show off the best that each tool has to offer.
Atlassian Jira is a “developer’s tool,” and this heritage shows through clearly in the way it is set up, how the pieces fit together, and the problems it tries to solve. But this is really only a small part of the Jira story. The Jira plugin marketplace has exploded in popularity, with hundreds of high-quality plugins that extend Jira in all sorts of interesting ways. Craeg will demonstrate a Jira configuration that includes plugins including Nave, Structure, Structure.Gantt, Checklist, Story Maps, and JXL. Taken together, these plugins transform Jira into an Enterprise-strength tool. Craeg will explore how Jira supports both Kanban and Scrum at the team level, as well as scaling beyond the team level. In addition, Craeg will briefly discuss the elephant in the room, Jira Align, and why he still prefers the “augmented Jira” approach.
Kanbanize is the market leader among a set of up-and-coming Kanban tools including Kaiten, Swift Kanban, Kanban Zone, and LeanKit. Craeg will explore how Jira supports both Kanban and Scrum at the team level, as well as scaling beyond the team level. In contrast to Jira, Kanbanize offers a “batteries included” approach that tightly integrates features in a unique and highly usable interface.
Craeg will explore the areas of overlap and the unique strengths of each tool. In the end, both are highly capable, flexible, and powerful enough to support even the largest of organizations. But...in the end there can be only one. Come to see the results of this legendary battle!
20220329 Ariel Partners Configuring Jira For Maximum AgilityCraeg Strong
A poorly tuned Jira is a daily struggle for Agile teams. Inconsistencies in Jira usage and configurations produce unreliable data that limit an organization’s ability to properly manage Agile projects from the team level to the executive level. Lacking an appropriate level of investment and understanding, Jira can become little more than an expensive task tracking tool, rather than something that can help catalyze improvements and drive organizational change. In order to derive the maximum possible benefit from their investment in Atlassian products, organizations must appreciate the complexity and sophistication of these tools and assign an appropriate level of investment – both initial and on an ongoing basis. This involves three main pieces:
(1) design a set of initial templates, taxonomies, configurations, and reporting metrics,
(2) establish roles and responsibilities for jira administration,
(3) and initiate a process of continuous improvement that welcomes configuration changes rather than discourages them.
20220301 Atlassian Team Tour Government ArielPartners Innovative Jira Configu...Craeg Strong
A poorly tuned Jira is a daily struggle for your team. This demo will show some of the ways Ariel helps teams configure their Jira software to enable true Agility. We will cover tips and tricks for making the Jira experience amazing for teams of any variety. We will cover several scenarios such as scaling up to larger efforts, how to supercharge your standups, enforcing governance, and finally a better way of doing backlog refinement.
With a well-tuned Jira, you get happier, more productive teams, and much more accurate information to make business decisions.
20211202 North America DevOps Group NADOG Adapting to Covid With Serverless C...Craeg Strong
This case study describes how we leveraged serverless technology and the AWS serverless application model (SAM) to support the needs of virtual training classes for a major US Federal agency. Our firm was excited to be selected as the main training partner to help a major US Federal government agency roll out Agile and DevOps processes across an organization comprising more than 1500 people. And then the pandemic hit—and what was to have been a series of in-person classes turned 100% virtual! We created a set of fully populated docker images containing all of the test data, plugins, and scenarios required for the student exercises. For our initial implementation, we simply pre-loaded our docker images into elastic beanstalk and then replicated them as many times as needed to provide the necessary number of instances for a given class. While this worked out fine at first, we found a number of shortcomings as we scaled up to more students and more classes. Eventually we came up with a much easier solution using serverless technology: we stood up a single page application that could kickoff tasks using AWS step functions to run docker images in elastic container service, all running under AWS Fargate. This application is a perfect fit for serverless technology and describing our evolution to serverless and SAM may help you gain insights into how these technologies may be beneficial in your situation.
20211007 PMI LIC Chapter Agile Tool Celebrity Death Match Kanbanize vs Jira C...Craeg Strong
Covid-19 changed the game, making remote work and distributed team members the norm. I think we all sense that something fundamental has changed in the nature of work, and many of these changes will persist even after the pandemic. Like it or not, whiteboards and sticky notes can no longer cut it. We have to use Agile tools. So... which one?
In this talk Craeg will do an in-depth walkthrough of two leading Agile tools: Atlassian Jira and Kanbanize. He will review the philosophy of each tool, and then walk through a fully featured simulation, complete with sample projects, plugins, and project configurations, that show off the best that each tool has to offer.
Craeg will explore the areas of overlap and the unique strengths of each tool.
Both tools are highly capable, flexible, and powerful enough to support even the largest of organizations. But...in the end there can be only one. Come to see the results of this legendary battle!
20211114 Agile DevOps East Conf 2021 Bringing DevOps to an Entrenched Legacy ...Craeg Strong
Innovative Silicon Valley companies like Etsy leverage DevOps and Continuous Delivery practices to achieve new levels of automation and agility, shrinking development lead times and deploying to production many times each day. However, many companies struggle to implement these practices for the legacy systems that run their core business. To make matters worse, the agile community offers relatively little practical guidance for implementing DevOps practices in legacy environments. Fortunately, the Kanban Method provides a practical way to gradually evolve these core systems towards achieving DevOps cost savings and efficiencies—without turning your organization upside down, and even if you don’t have a massive budget.
Through a case study involving a criminal justice system for a US government agency, we will examine how the Kanban method helps us identify and remove the barriers that prevent us from implementing DevOps automation for legacy systems. Just as importantly, Kanban provides the means to measure the efficacy of our efforts, prompting us to course-correct when necessary. Both technology-related and human-related concerns will be addressed. We will review some interesting examples using the Microsoft technology stack. The end result is better quality and collaboration and faster delivery of value to our stakeholders. Perhaps it is possible to teach an old dog new tricks, after all.
20211028 ADDO Adapting to Covid with Serverless Craeg Strong Ariel PartnersCraeg Strong
This case study describes how we leveraged serverless technology and the AWS serverless application model (SAM) to support the needs of virtual training classes for a major US Federal agency. Our firm was excited to be selected as the main training partner to help a major US Federal government agency roll out Agile and DevOps processes across an organization comprising more than 1500 people. And then the pandemic hit—and what was to have been a series of in-person classes turned 100% virtual! We created a set of fully populated docker images containing all of the test data, plugins, and scenarios required for the student exercises. For our initial implementation, we simply pre-loaded our docker images into elastic beanstalk and then replicated them as many times as needed to provide the necessary number of instances for a given class. While this worked out fine at first, we found a number of shortcomings as we scaled up to more students and more classes. Eventually we came up with a much easier solution using serverless technology: we stood up a single page application that could kickoff tasks using AWS step functions to run docker images in elastic container service, all running under AWS Fargate. This application is a perfect fit for serverless technology and describing our evolution to serverless and SAM may help you gain insights into how these technologies may be beneficial in your situation.
20211202 NADOG Adapting to Covid with Serverless Craeg Strong Ariel PartnersCraeg Strong
This case study describes how we leveraged serverless technology and the AWS serverless application model (SAM) to support the needs of virtual training classes for a major US Federal agency. Our firm was excited to be selected as the main training partner to help a major US Federal government agency roll out Agile and DevOps processes across an organization comprising more than 1500 people. And then the pandemic hit—and what was to have been a series of in-person classes turned 100% virtual! We created a set of fully populated docker images containing all of the test data, plugins, and scenarios required for the student exercises. For our initial implementation, we simply pre-loaded our docker images into elastic beanstalk and then replicated them as many times as needed to provide the necessary number of instances for a given class. While this worked out fine at first, we found a number of shortcomings as we scaled up to more students and more classes. Eventually we came up with a much easier solution using serverless technology: we stood up a single page application that could kickoff tasks using AWS step functions to run docker images in elastic container service, all running under AWS Fargate. This application is a perfect fit for serverless technology and describing our evolution to serverless and SAM may help you gain insights into how these technologies may be beneficial in your situation.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
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See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
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Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
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Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
2. @klausleopold
Agenda
1.Some Definitions
2.Flight Levels Compared to Scaling Frameworks
3.What Is Flight Levels
4.Six Insanely Great Things About Flight Levels
1. Flight Routes
2. Work Systems Topology
3. Improved Delivery of Outcomes
4. Non-Disruptive To Organizations
5. Connects Strategy to Execution
6. Helps Ensure the Right People Are Talking
5.Where Can I Learn More?
3. Craeg Strong § Software Development since 1988
§ Large Commercial & Government Projects
§ Kanban Coach / DevOps Engineer
§ Kanban Trainer / SpecFlow Trainer
§ Performance & Scalability Architect
§ Certified Ethical Hacker
§ New York & Washington DC Area
CTO, Ariel Partners
FLC, AKT, KCP, KMP, CSM, CSP, CSPO,
ITILv3, PMI-ACP, PMP, CLP, SPC,
ICP-ACC, ICP-ATF, PSM-II, PSK
www.arielpartners.com
cstrong@arielpartners.com
@ckstrong1
5. www.arielpartners.com
One Project, Multiple Products
One Product, Multiple Projects
Product vs Project is MANY TO MANY
My Awesome Product
Convert to .NET
Core
Port over to
Android
{
{
Project Project
Moon Landing 2025 Project
Product: Fuselage
Product: Instruments
Product: Flight Control Software
6. www.arielpartners.com
My Working Definitions
Name Definition Examples
Product An item or service for sale
or internal use
The Enterprise Data Warehouse
The NYC DSS Building Compliance
System
Project An effort with a specific set
of objectives and a timeline
Get us off the mainframe, asap!
Migrate to the cloud
Launch the Android version
Program A related set of products,
services, administration
and infrastructure
The FBI Missing Persons Program
Claims, Underwriting
Homelessness Case Management
Portfolio A group of Programs. Very
large organizations have
multiple portfolios
FBI Investigative Portfolio
7. www.arielpartners.com
Kanban Definitions
Name Definition Examples
Service A series of activities performed
to respond to a need of one or
more customers. The need is
fulfilled when the requestor
accepts or acknowledges
delivery
Business strategy
Underwriting
WorkDay
Building Compliance
System
Organization A network of interdependent
services with policies that
determine its behavior
The Enterprise Data
Warehouse
Building Compliance
System
9. Scaling Frameworks
2011 2018
2014
Large Scale Scrum: LeSS
• Bas Vodde and Craig Larman, Senior Scrum Coaches
since 2004
• History: First created in 2005, First book published in
2008, practiced privately for 9 years
• http://less.works published online in 2014
Scrum@Scale
• Jeff Sutherland, Co-Creator of Scrum and Agile
Manifesto Signatory
• History: grew out of agilealliance.org in response to
demand for scaling framework
• https://www.scrumatscale.com
Scaled Agile Framework: SAFe
• Dean Leffingwell, Sr VP Rational Software 1997-2000 heavily
influenced by Rational Unified Process
• History: First book published in 2007
• https://www.scaledagileframework.com published online in
2011
Kanban Flight Levels
• Klaus Leopold, Senior Kanban Coach since 2009
• History: Introduced in 2013 at Kanban Conference
• https://2020.leanability.com/en/trainings/
2015
Nexus
• Ken Schwaber, Co-Creator of Scrum and Agile Manifesto Signatory
• History: grew out of scrum.org in response to demand for scaling framework
• https://www.scrum.org/resources/scaling-scrum
10. www.arielpartners.com
So.. Why Is SAFe Popular?
• If you need business Agility, it is (was) the only game in town
• Well-organized documentation
• Extremely comprehensive glossary of Agile terms
• Popularized Open-Space Agility (PI Planning)
• Emphasizes the need for making space for innovation (IP Sprint)
11. www.arielpartners.com
Comparison of Scaling Frameworks
Characteristic LeSS Nexus SAFe Flight Levels
Cross Functional Teams
Align Multiple Teams
Scrum Teams
Full Product Management
Kanban Teams
Non-IT Teams
End-To-End Management of
Value Stream
Discovery / Upstream Kanban
Portfolio Kanban
Corporate Strategy
Product
Agility
Business
Agility
13. www.arielpartners.com
What Questions Can Flight Levels Answer?
• How can we measure outcomes of our efforts?
• What initiative should we start next? How long will it take?
• If we start a new initiative, what is the impact on our existing portfolio?
• What are all the services involved in a value stream; how do they fit
together?
• How do we manage dependencies between teams?
• How can we reserve capacity across other services so that an urgent item
is not delayed?
• If we improve team X, does that improve the delivery of the entire value
stream?
14. www.arielpartners.com
How Can Flight Levels Solve These Problems?
qAgile Interactions Between Teams*
qEnd-to-End Management of Value Streams
qAgile Strategic Portfolio Management
qConnecting Strategy with Execution
* Services
15. www.arielpartners.com
Do Any Tools Support Flight Levels?
15
Plugins Required
ü Script Runner
ü Easy Agile User Story Maps
ü Structure Gantt
ü Actionable Agile Forecasting
ü EasyKAD (cloud only)
ü Color Cards (Data Center only)
17. @klausleopold
Flight Levels is a thinking model that can help you find out
where in an organization you have to do what in order to
achieve the results that you want to achieve.
5 activities on 3 levels
WHAT IS FLIGHT LEVELS?
a systems architecture to glue all (agile) islands together
18. Who Invented Flight Levels?
Klaus Leopold
§ Kanban Community Leader Since 2009
§ Co-founder, LEANability GmbH
§ Organizational Coach & Trainer
§ Keynote speaker & Thought Leader
§ Best-Selling Author on Kanban, Agile & Flight Levels
https://www.linkedin.com/in/klausleopold/
klaus@flightlevels.io
Vienna, Austria
19. www.arielpartners.com
Where Did This Stuff Come From?
Kanban
Kanban Maturity Model
Discovery Kanban
Simulations: Okaloa
AgendaShift
Flight Levels
20. Flight Level Systems Architecture
Flight level Systems
Architecture is a guide that shows
us which flight level 1, 2, and 3
systems we need and how they will
fit together
21. Flight Level One
Flight level one is the team level.
We have many teams working on
many different things. Teams may
use Scrum, Kanban, Waterfall, Lean,
DAD...
22. Flight Level Two
Flight level two helps to facilitate
interactions, coordination, handoffs,
and dependencies between
operational teams working within a
value stream.
23. www.arielpartners.com
Lesson Production
Product Design Team
Manipulatives Team
Content Authoring Team
CMS Team
Visual/UX Design Team Student Interface Team
Educator Interface Team
Video Production Team
Value Stream Visualizationà Flight Level Two Board
Upstream Team
(Discovery Kanban)
Downstream Team
(Delivery Kanban)
LEGEND:
24. Flight Level Three
Flight level three visualizes
strategic objectives, key results,
and actions (initiatives). FL3 ties
strategy directly to execution
25. www.arielpartners.com
Example: Strategy for Disability Case Processing System
Strategy /
Objective KR / KPI
MVP: Support
Initial Disability
Claims for 1
medium
MicroPact state
Initial Adult
disability claim
can be entered
Financial API
Supports
Quarterly Close
Business
Function
Capabilities
Manage
User Profile
Manage
Organization
Manage
Authorizations
Interface to State
Financial Systems
Manage
Disability Case
Manage
Disability Claim
Manage
Authentication
3-6 Months 0-3 Months Active
Basic User
Info
Basic Org
Info
Assign Org
Roles
Manage Org
Users
User
Login
User
Logout
Impersonate
User
Manage User
Relationships
User Financial
Info
27. www.arielpartners.com
Five Activities
1. Visualize situation
2. Create focus
3. Establish agile interactions
4. Measure progress
5. Improve
We need to apply these
activities at different
Flight Levels in our
organization
--
If we want to achieve
business agility and
not just agile teams.
36. @klausleopold
Flight Routes summary
- Flight Routes tell you how work is flying/flowing through
the organization.
- They act as a conversation starter.
- It is not about the “one true” Flight Route - an organization
needs a healthy mix of different Flight Routes.
38. www.arielpartners.com
Work Systems Topology
•NOT big design up-front
•First Iteration After a Few Workshops
•High Level Map of the Business
•Connects Strategy to Execution
•Adds Value Without Requiring Perfection
•Some Parts may never be “lit up”
40. @klausleopold
Strategy
…
…
…
HR
Where does strategy connect to Flow?
Dealer
Private Seller
OEM
Business
Intelligence
Core
Experience
Customer
Sales Marketing Lawyers Controlling
Op.
Portfolio
team 1 team 6
team 1
team 12
team 1
team 4
Auto Software Company
42. www.arielpartners.com
Systems Thinking: Put Focus At the Right Place
Area of influence at the team level
We should not be surprised if we don’t see any
improvement in TTM if we don’t focus on TTM elements
We need to focus on the work items where we
want to achieve the benefits
44. www.arielpartners.com
Focus on the Flow of Work: NOT ORG REDESIGN
We focus on the operational structure before we
rebuild the organizational structure
46. @klausleopold
Flight Items
What kind of work is handled on what system?
long term strategic outcomes
outcomes achieved in < 3 years
outcome defined work item
outcome achieved in < 3 month
short term activities
2-6 weeks
short term activities
< 2 weeks
Flight Level 3
Flight Level 2
Flight Level 1
Flight Level 3
Flight Level 2
Flight Level 1
Flight Level 2
Flight Level 1
STRATEGIC
OUTCOMES
INIT IAT IV ES
EPICS
STORIES
This is just an example!!
You have to define the Flight Items for your company!
51. www.arielpartners.com
Flight Level Masterclasses: June 27-30, NYC
Monday Tuesday
Wednesday Thursday
We are extremely excited to be bringing Klaus Leopold, the co-founder of the Flight Levels
Academy and author of “Rethinking Agile” from his native Austria to NYC in order to teach the
inaugural Flight Level Two Design and Flight Level Systems Architecture training classes.
Attendees will each receive a signed copy of “Rethinking Agile,” Mr. Leopold’s latest book.
@arielpartners
cstrong@arielpartners.com
https://youtube.com/arielpartners
https://linkedin.com/in/cstrong