Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
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.
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
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
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.
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
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
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.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
This presentation highlights the benefits of using agile methodologies.
It also describe what is agility and how different it is from waterfall approach. What are the different agile methodologies and what is Scrum the most used agile methodology world wide.
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).
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.
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Lean Change Management - DareFest 2014Jason Little
Is Lean Change Management a framework? method? model? process? This talk was presented at DareFest 2014 in Antwerp, Belgium. Learn how to incremental change your organization without scaring the crap out of everyone.
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
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.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
This presentation highlights the benefits of using agile methodologies.
It also describe what is agility and how different it is from waterfall approach. What are the different agile methodologies and what is Scrum the most used agile methodology world wide.
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).
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.
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Lean Change Management - DareFest 2014Jason Little
Is Lean Change Management a framework? method? model? process? This talk was presented at DareFest 2014 in Antwerp, Belgium. Learn how to incremental change your organization without scaring the crap out of everyone.
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
Facilitating Communities of Practice in the Network EraNancy Wright White
This is the set of slides used for the morning workshop on facilitating communities, along with two other sets of slides that might be useful later to participants, but which we did not conver/talk about. So be forewarned!
DubLi Network | Are you Working Hard or Working S.M.A.R.T?DubLi Network
To successfully achieve your goals, the process of working S.M.A.R.T has proven to be the most effective method. The system is simple and involves setting realistic and achievable goals under the SMART guidelines. Read our guide that explains how to turn dreams into reality.
Communication is the crucial part of our life. Agile organizations and Scrum teams make interaction amoung people as one of the core principles.
The fact is that speaking the same language doesn't guarantee the understanding of each other's points. This talk shows typical communication patterns, behaviors and provides eye-opening insights into the ways communication can improved.
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
Creating a lean and agile enterprise - The Lean Product Lifecyclestrongandagile.co.uk
Exploring the Lean Product Lifecycle for Enterprise innovation and product management using Agile and Lean Startup Practices. How to capture and scale ideas across businesses.
Avanza Case Study - Agile Transformation with Customer Focus Mia Kolmodin
Avanza is a tech company with bank licence (you can call them a bank) here in Stockholm. A few years back they started their journey from a traditional silos based organization to a cross functional product organization organized around the customer journey - IT, Product, Marketing and Operations working as one. Here we want to share their story with you that we also had the pleasure to be a small part of.
Background
“Avanza's development organization has grown from 7 to 16 teams during the last 4 years. Great fun, of course, but it also required some prerequisites.
In the fall of 2016, our lead times increased significantly, we had many cross-dependencies between the teams; and, we began to see early signs that our team's motivation was suffering. We were not sure why this was because we had been working in an agile way for over 10 years. We needed to take the next step.
During the past year we have learned a great deal. Based on that, we have created a new team structure that follows our customer's journey and value streams. This new structure includes 16 autonomous teams with end-to-end responsibilities, with clear missions; and, that are linked to our vision. The teams also have responsibility for all channels and have the skills required to deliver on their missions.”
The Avanza product organization is about 200 people (IT/Product/Marketing/Operations)
RESULTS
- Decreased Time to Market, from 5,9 teams involved in a delivery to 1,2 in average
- Increased Strategic Flexibility, Team Missions connected to Customer Journey and
- Feature Teams enable strategic and tactical adjustments along the way
- Happy & Empowered Employees - Teams feeling like a startup. Owns the budget, learning about customer needs, delivering on all touch points and optimizing towards the business strategy.
- Happier Stakeholders - Involved with the teams work & understand the structure of the org
Want to find out how you can do the same? Reach out to Dandy People.
Lean methodologies work for many different kinds of businesses because they always define value or output from the perspective of the customer. An activity that adds value is any operation that directly and positively changes
what is done to meet customers’ demands. Conversely, any activity that does not add value is deemed wasteful. Practitioners in Lean learn how to distinguish between activities that do and do not add value for the customer.
Waste is a key concept in Lean. It takes many forms. People and processes waste time, space, buildings, products, services, and so on. In any business that is failing, the waste may get so dense that it 'strangles' the organisation.
Once employees and managers absorb and act on the notion that waste is 'everything and anything that does not add value' all kinds of waste can be revealed. People who could see no waste before begin to see excess in the way
most operations are performed.
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.
Vygantas Kazlauskas - How Agile saved Christmas in EstoniaAgile Lietuva
In Estonia, Omniva delivers 18 million parcels per year. In 2018, we set the goal to completely renew our information system by Christmas which is our busiest time of the year. We also opened a brand new logistics centre with the most modern automated sorting line in the Baltics. Without Agile, Christmas could have been very sad in Estonia…
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
Agile And Lean Transformation: Creating a Foundation for SuccessCognizant
For communications services providers (CSPs), the transformational journey to Agile and Lean methodologies is best accomplished with a focus on four key spheres: individual behavior, institutionalizing change management, team roles and managing governance.
Agile methodology for successful digital transformation.docxSun Technologies
Approach to dealing with difficulties, software development, and project management help teams deliver quality services to their customers faster with minor faults. It is a framework for the software development process that lies under concepts of scrums, springs, high programming.
Similar to Agile 2013 - Lean Change for Enabling Agile Transformations (20)
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
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.
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.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
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.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
6. - 6 -
As a result, we help organizations unlock their potential to achieve
better business outcomes through lean and agile methods
“We need to deliver
more value driven
services”
“We need to offer
faster and more
responsive services”
“We need to reduce
our costs and
become more
efficient”
$
Challenges of Today
7. - 7 -
Agile transformation often leads to a rethink of the entire organization…
process, people and technology becoming a new normal
8. - 8 -
Agile transformation is
hard… how do we get
there?
#leanchange
9. One popular approach is Scrum which can be considered a change
approach to help teams become agile using inspect and adapt
10. However, many IT organizations look more like a maze of functional
silos organized into departments and not teams…
11. This can be a tough pill to swallow as the change required can be
enormous at first…
12. An alternative approach that has grown with popularity is Kanban,
start with what you do today…
- Developers must
put current work
on-hold if a high
severity defect is
found in test.
- Work tickets must
be reviewed once
every two weeks.
- Only 1 work ticket
can be assigned to
any tester at any
given time.
New Build
System
Maintenance
Issue Support
Install/Patch Configure Data Load Verify Deploy
IP Done IP Done IP Done IP Done
(12)
(5)
(6)
(2) (1) (3) (3)
Input Queue
Test
Done
Development UAT
Requirements
& Analysis
IP Done IP Done IP Done IP Done(8)
(3) (4) (3) (2)
B
D
Work is blocked Bottleneck Team is idleWork is blockedWork is blocked
Board Policies
B
13. - 13 -
Progress will take time, as long as it needs to be successful
14. - 14 -
The step to starting improvement can seem insurmountable…
15. - 15 -
Your agile isn’t my agile… the adoption of agile is uneven and
inconsistent across IT organizations
Incremental Development
Iterative Development
Scrum
eXtreme Programming
Kanban
Lean Software Development
RUP
Continuous Delivery
DevOps
Lean StartupFeature Driven Development
Home-brewed Small “a” agile Big “A” Agile Methods Leading Edge Agile
The agile ecosystem is diverse and complicated*
What do each of
these really
mean to my
organization?
ImpactofChange
Medium
Low
Low
High
Medium
Medium
High
High
High
Process
People
Technology
*Representative set of agile methods
16. - 16 -
People tend to resist change
… and plans are often wrong
17. - 17 -
The road to success? Take a different approach to agile change
Being agile is about delivering greater business value and not just the process
Your context matters, there is no one “right” approach to agile adoption
Based on our experiences, we set out to “rethink” how we should
be doing agile transformations
X = agile method (Scrum, XP, Kanban, SAFE, etc.)
X = Agile
The organization needs to own and define what agile means
18. - 18 -
If agile means
something different to
each organization, how
do we maximize
feedback so we can
make better and faster
decisions while
reducing risk?
19. - 19 -
Are change initiatives
really startups?
#leanchange
20. - 20 -
Startups operate in a world of uncertainty and risk
Product Risk - will you build the right
solution for a problem worth solving
Startups fail when they spend too much time building a product that
nobody wants
Customer Risk – will you build an effective
path to customers who care
Market Risk – can you find a market that
will support a viable business
21. - 21 -
Change operates in a world of uncertainty and risk
Change initiatives fail when they introduce a change that does not
have buy in at all levels of the organization
Change risk – implementing a change
that will solve business problems
Resistance Risk – implementing an
approach that result in successful adoption
across the organization
Sustainability Risk – getting the right
commitment necessary to achieving
change benefits
22. - 22 -
Lean Startup - maximize
the acceleration of learning
necessary to understand
the viability of a business
Build, Measure, Learn
Customer Development
Pivot, pursue, accelerate
23. Lean Change - maximize the acceleration of learning
necessary to understand the viability of a change initiative
“Experiments” as Minimum Viable
Changes
“Validated Learning” that provides
a Change Lifecycle
“Negotiated Change” co-created through a
Change Canvas
24. - 24 -
1 2 3Brainstorm
your initial
change model
Build an iterative change
plan with small change
experiments
Systematically test
your change
The Lean Change Canvas
Is our change plan.
Build Minimum Viable
Changes
As incremental change actions
applied throughout the org.
Measure
outcomes
To inform future change
actions and our plan.
Accelerate
Adoption
Organization
Organizati
on
Lean change is a framework that takes an experiment based
approach to change to de-risk transformations
25. - 25 -
Getting Started
Brainstorm Initial
Change Model
#leanchange
26. - 26 -
Brainstorm your change model using a Lean Change Canvas,
promoting a rapid, collaborative approach to planning change
Change
Recipients
Communication
Action
VisionTarget State
Success Criteria
Urgency
Wins and BenefitsCommitment
Top 3 drivers of
change
Strategic pillars, common
enablers
Change will stick when: Key methods used to
implement the change
Single compelling
statement that
describes what the
“destination” looks
like
Two way paths of
communication Who is
impacted by the
change
Guiding Teams:Current
Countermeasures
and Alternatives:
Time and cost commitment required from
Recipients
Leaders
Change Agents
Positive results in
Moral
Performance
Capability
28. - 28 -
Sample Lean Change Canvas for an IT Transformation
Change
Recipients
Communication
Action
VisionTarget State
Success Criteria
Urgency
Wins and BenefitsCommitment
Delivery is slow
and unpredictable
Customer facing co-located
teams
Bootstrap pilot projects
with strong teams
Dedicated coaching and
team pinch hitting
Creation of Agile based
Delivery Method and
supporting Tooling Stack
Build internal coaches
Build a high trust
culture using
collaborative methods
to deliver in a
predictable way
Executives and
managers
Line Business
Managers
Teams
CIO
Guiding Teams:
Current
Countermeasures
and Alternatives:
Heroics and fire
fighting
Outsource
delivery
Executives and Business Owners 4.5 hrs wk / for 6 mths
Managers 6 hrs /wk
Team 2 hrs / day for 6 months
4 external consultants for 6 months
Dedicated team of change agents and floater experts (5
full time)
Predictability improved (3 features / mth per team unit)
Convert business owners to promoters (+9 NPS)
Significant adoption of new methods and tools to enable
organization for meeting the upcoming business
transformation
Constant
firefighting and
repetition of same
mistakes
Upcoming
business
transformation will
significantly
increase demand
Kanban at enterprise and
team levels
Teams adopting agile
practices focused on
feedback and technical
quality
Dominant mindshare (40%)
1/10 FTEs experts
4/10 FTEs proficient
Projects follow the six
delivery cadences
Executives and managers
demonstrate continuous
improvement mindset
Monthly Operational Review
Bi-weekly executive and
manager update
Bi-weekly replenishment
of changes
Lean Coffees
Executive and
manager who has
cleared the way for
their team
Business owner
who has
demonstrated
ability to
collaboratively
work with IT
Knowledge
workers who have
adopted agile
practices
29. - 29 -
Systematically test your canvas using an MVC approach, to de-
risk your change program
Change
Recipients
Communication
Action
VisionTarget State
Success Criteria
Urgency
Wins and BenefitsCommitment
Delivery is slow
and unpredictable
Customer facing co-located
teams
Build a high trust
culture using
collaborative methods
to deliver in a
predictable way
Executives and
managers
Line Business
Managers
Teams
CIO
Guiding Teams:
Current
Countermeasures
and Alternatives:
Heroics and fire
fighting
Outsource
delivery
Executives and Business Owners 4.5 hrs wk / for 6 mths
Managers 6 hrs /wk
Team 2 hrs / day for 6 months
4 external consultants for 6 months
Dedicated team of change agents and floater experts (5
full time)
Predictability improved (3 features / mth per team unit)
Convert business owners to promoters (+9 NPS)
Significant adoption of new methods and tools to enable
organization for meeting the upcoming business
transformation
Constant
firefighting and
repetition of same
mistakes
Upcoming
business
transformation will
significantly
increase demand
Kanban at enterprise and
team levels
Teams adopting agile
practices focused on
feedback and technical
quality
Dominant mindshare (40%)
1/10 FTEs experts
4/10 FTEs proficient
Projects follow the six
delivery cadences
Executives and managers
demonstrate continuous
improvement mindset
Monthly Operational Review
Bi-weekly executive and
manager update
Bi-weekly replenishment
of changes
Lean Coffees
Executive and
manager who has
cleared the way for
their team
Business owner
who has
demonstrated
ability to
collaboratively
work with IT
Knowledge
workers who have
adopted agile
practices
C C
C
C R
R
R
S S
CC
R
S
Change Risk
Resistance Risk
Sustainability Risk
Bootstrap pilot projects
with strong teams
Dedicated coaching and
team pinch hitting
Creation of Agile based
Delivery Method and
supporting Tooling Stack
Build internal coaches
31. - 31 -
Learning is accelerated through introducing a sequence of
Minimum Viable Changes (MVC) to the organization
Designed, rolled out, and measured
independently
Backed by a hypothesis used to validate
the proposed impact of the change
Supports a pursued decision
Unsupported hypothesis indicate the
need for a pivot
Strategy
Assumptions Hypothesis
Measurement Framework
Accelerate
Canvas Define
Validate
Pivot
Pursue
Measure
Build
Learn
MVC
Risks
32. - 32 -
Eager adopters exist that
identify with the urgency of
the change
Buy in for the vision and
target state
Teams are enabled for action
and communication
The right commitment will
result in desired outcomes
Change is starting to stick
Your Change is not just the “target state”, design MVCs to validate
33. - 33 -
1. Increase Urgency
2. Build the Guiding
Team
3. Get the Vision Right
4. Communicate for Buy
In
5. Empower Action
6. Create Short Term
Wins
7. Don't Let Up
8. Make Change Stick
The Kotter 8 Step Change Lifecyle provides a lifecycle for
driving successful “people” change
34. - 34 -
The MVCs for your change strategy should be guided by the
Kotter 8 Steps of Change
Agree on the
Reason for Change
Negotiate the
Change
Validate Adoption Verify Improvement
Why Should I change? What change am I
willing to adopt?
Am I able to adopt the
change?
Is the change making a
difference?
! ! ! !
Build a canvas with
the change
recipients
Socialize with
eager adopters /
guiding teams
Mockup a target
state and make
commitments
explicit
Agree on a set of
hypothesis as
improvements
Champions
completes target
Validated Adoption
Graph
Execute
improvements and
validate qualitatively
with teams during
retrospectives
Update Validated
Adoption Graph
Continue until
change is stabilizing
Associate metrics to
MVCs
Measure before and
after each MVC
Cumulative Flow
Diagram and SPC
Charts are reviewed
weekly
35. - 35 -
Bring the MVC as close as you can to your change recipients
with a Change Canvas and Kanban
Change
Recipients
Communication
Action
VisionTarget State
Success Criteria
Urgency
Wins and BenefitsCommitment
DoneLearnIntroducePrepareThis Week2 Weeks3 Weeks4 Weeks2 months
Improvement
Improvement
Improvement
Improvement
Improvement
Improvement
Improvement
Improvement
Improvement
Improvement Improvement
Improvement Improvement
1 11
22
2 2
12
3
37. - 37 -
An initial Change Canvas was developed to drive the problem interview
with the change recipients to understand the reason for change
Change
Recipients
Communication
Action
VisionTarget State
Success Criteria
Urgency
Wins and BenefitsCommitment
DoneLearnIntroducePrepareThis Week2 Weeks3 Weeks4 Weeks2 months
Inconsistent
delivery practices
interfering with
delivery speed and
predictability
Inconsistent
customer
interactions
interfering with
effective
collaboration
End-to-end adoption of
transformation method
and components
2-4 Experts
~10 Proficient
1 Exec and Manager
proficient in managing
system of work
Create high performing
team through adoption
of kanban and agile
practices
Bi-weekly status to
executives
Bi-weekly replenishment
with business and team
Refine Kanban
Adopt Agile Practices
Adopt Cadences
Introduce Metrics
1 Executive
1 Business
Owner
1 Manager
Team of 10
1 Executive 6 hrs / wk
1 Manager 6 hrs / wk
1 Business Owner 4. 5 hrs / wk
Team 2 hrs / wk 3 Features / month per unit of capacity
Convert Business Owner to Promoter (+9 NPS)
Focus Topics Secondary Topics
38. - 38 -
Negotiated Change – every step is an opportunity to negotiate
the change to meet the needs of the change recipients
39. - 39 -
Crucial feedback was provided, change was negotiated and
a revised problem and solution was agreed upon
Change
Recipients
Communication
Action
VisionTarget State
Success Criteria
Urgency
Wins and BenefitsCommitment
DoneLearnIntroducePrepareThis Week2 Weeks3 Weeks4 Weeks2 months
Deliver a realistic
“product” the
customer wants by
Oct 15th
Establish confidence
in ITs ability to
delivery
Realistic throughput and
continuous flow
Regular replenishment
Collaborative modeling and
technical practices to avoid
surprises
Deliver 6 features / month to hit
Oct 15 w/ agreed upon feature
counts
Zero defects that disrupts
business activity
Team that has gained the
trust and confidence of the
business by delivering the
best product possible
together
Daily modeling workshops
Bi-Weekly MMF Planning
Bi-Weekly Replenishment
Weekly Lean Metrics Reporting
Establish:
MMF Planning and Replenishment
Adopt collaborative modeling
practices
Adopt technical automation
1 Executive
1 Manager
1 Business Owner
1 Business PM
1 Manager
Team of 10
PM – 1 hr / day
Dev + Test – 1 hr every other day
BA + Business SMEs – 2 hrs /day
Business Owner and PM – 2 hrs / wk
Increased throughput to 6 features / month
Greater efficiency and quality due to automation
Customer Promoter (+9 NPS)
Proven and adopted tooling framework and delivery model
Catch problems earlier
to avoid surprising the
customer
Proven, repeatable process
model + tooling framework
for future project teams to
apply
40. - 40 -
A set of improvements of the change were then defined to
achieve the target state solution
Change
Recipients
Communication
Action
VisionTarget State
Success Criteria
Urgency
Wins and BenefitsCommitment
DoneLearnIntroducePrepareThis Week2 Weeks3 Weeks4 Weeks2 months
Deliver a realistic
“product” the
customer wants by
Oct 15th
Establish confidence
in ITs ability to
delivery
Realistic throughput and
continuous flow
Regular replenishment
Collaborative modeling and
technical practices to avoid
surprises
Deliver 6 features / month to hit
Oct 15 w/ agreed upon feature
counts
Zero defects that disrupts
business activity
Team that has gained the
trust and confidence of the
business by delivering the
best product possible
together
Daily modeling workshops
Bi-Weekly MMF Planning
Bi-Weekly Replenishment
Weekly Lean Metrics Reporting
1 Executive
1 Manager
1 Business Owner
1 Business PM
1 Manager
Team of 10
PM – 1 hr / day
Dev + Test – 1 hr every other day
BA + Business SMEs – 2 hrs /day
Business Owner and PM – 2 hrs / wk
Increased throughput to 6 features / month
Greater efficiency and quality due to automation
Customer Promoter (+9 NPS)
Proven and adopted tooling framework and delivery model
Catch problems earlier
to avoid surprising the
customer
Proven, repeatable process
model + tooling framework
for future project teams to
apply
Co-located
War Room
MMF
Analysis to
Reconfirm
Scope (4, 5,
6, 9)
Weekly
Lean
Metrics
Reporting
Set-up
Regular
Cadences
MMF 6
Planning
MMF 6 Daily
BDD and
Agile
Modeling
Workshop
MMF 3
Planning
MMF 3 Daily
BDD and
Agile
Modeling
Workshop
MMF 5
Planning
MMF 5
Tooling and
Vendor
Integration
Mocks
MMF 7
Planning
Release
Automation
Establish:
MMF Planning and Replenishment
Adopt collaborative modeling
practices
Adopt technical automation
Blocker
41. - 41 -
Making it real – MVC Canvas for Adoption of End-to-End
Model for a project team of 10 people
42. - 42 -
Validate adoption based on behaviours – Are we doing
what we said we would do?
Manage Flow
Score 1 for each technique in use
Daily meetings 1
Cumulative Flow Diagrams 1
Delivery rate (velocity/throughput) control chart 1
SLA management / Lead time target
Flexible staff allocation or swarming behavior 1
Deferred pull decisions, or dynamic prioritization 1
Metrics for assessing flow such as number of days blocked, lead time
efficiency
1
Conduct regular replenishment cadences with business stakeholders
Conduct regular release cadences with key stakeholders
SCORE 6
Agile Modeling
Score 1 for each technique used
Model envisioning (requirements and architecture) 1
Iterative modeling
Model simplest possible solution that can work then refine and build iteratively to reflect
evolving solution
Model collaboratively across functions
Model storming
Cross-functional team dynamically iterates across multiple models to communicate and evolve
architecture and requirements using a just-in-time approach
SCORE 1
Story Mapping
Score 1 for each technique used
Story mapping of functional requirements 1
Narrating the story map 1
Story mapping of non-functional requirements
Story mapping of technical features
Features that provide value to non-business stakeholders
1
Prioritize and group features by MMF 1
Maintain story maps as requirements evolve .5
Effectively define features (INVEST) .5
SCORE 5
43. - 43 -
Verify performance using Kanban, and scale out the
change, focusing on optimization and quantitative metrics
Kanban
Supports a learning based
approach
Measures the impact of
change output of business
value
Makes quantifiable
improvement possible
Key Measures:
Lead/Cycle Time
Throughput
Capacity Load
Value/Failure Load
44. - 44 -
Track minimum viable changes through the Change Lifecycle
using a Kanban visualization system
46. - 46 -
Agile Kanban Pilot Projects MVC
Projects will be delivered more effectively if there are
cross functional teams that adopt Kanban with a
baseline set of agile practices
Knowledge workers will…
• successfully decompose work if introduced to story mapping and BDD
• work with fine grained units of value if coached using Kanban techniques
• collaboratively estimate if introduced to planning poker
• facilitate collaborative design sessions if introduced to model storming
47. - 47 -
“As Is” Kanban MVC-
Managers will be able to manage
their function if Kanban systems
are used to visualize work
48. - 48 -
Enterprise Kanban MVC
A dedicated, project level Kanban system for managers and executives
Managers and executives will…
• visualize work if we set up a board
• engage in issue escalation/resolution if we provide standups and process
• limit WIP if we provide a simple sizing/capacity model
• improve adoption if we provide a “concierge” support service
49. - 49 -
Teaching the managers Lean Change as a way to build
and own their changes
Managers will
Build and socialize their canvas with their
teams if we teach them the change canvas
Organize a community of practice to define
experiments and improvements if we help them
build a Kanban board
51. - 51 -
Key takeaways and how to get started using Lean
Change for your agile change initiatives
Start with the components you need
It doesn’t have to be just for transformations
Don’t be afraid to evolve or add to it
Co-creation and negotiation
Learning your way to success
52. - 52 -
Alexis Hui
Deloitte LEAN Co-Lead
Manager – LEAN Practice
alhui@deloitte.ca
@alhui
Thank you for your time
To find out more about #leanchange:
http://agileconsulting.blogspot.com
http://leanchange.org/
You can also Google…
Lean Change Live Lessons
Lean Change Book
Lean Change Canvanizer
Lean Change Linkedin Group
Editor's Notes
For those that like a moderate amount of agile with their Kanban we have set up 3 Kanban/agile project pilots.We’re using this to cast the organization’s ability to adopt familiar agile methods such as story mapping, agile estimating and planning, iterative development, and agile modeling.Again each specific component of the pilot is being modeled as a separate minimum viable change.