Dave Moran's Agile Expectations presentation from Agile Maine Day, April 26, 2019. The objective is to help identify key sources of organizational friction as well as understanding where to establish a new set of Agile Expectations for how your organization in order to fully transform into a highly productive, agile organization.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Barriers to Change: Understanding Roadblocks to Progress in Organizations and...4Good.org
We all say that we desire change yet, it seems so difficult for it to actually occur. In this webinar, learn more about the barriers to change that keep us from moving forward in our personal, professional and organizational lives.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Barriers to Change: Understanding Roadblocks to Progress in Organizations and...4Good.org
We all say that we desire change yet, it seems so difficult for it to actually occur. In this webinar, learn more about the barriers to change that keep us from moving forward in our personal, professional and organizational lives.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
Designing adaptive and nimble organizationsEmiliano Soldi
What does it mean to design agile and adaptive organizations?
What are rthe necessary organizational archetypes?
What about Value Streams and Lean Portfolio Management?
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
The Agile Enterprise: The Role of Leadership & Organization Health in Scaling...Cprime
The Agile Enterprise is nimble and robust. Responsive to an ever-changing, high-speed marketplace, it anticipates customer needs and wants. Its capacity for innovation delights customers and employees alike. Implementing agile for software development is vital and not enough for full-scale agility. At scale, a company needs to be agile-informed in its purpose, structure, processes and culture. This allows it to use business agility—a shared understanding that generates a new way of thinking, working and delivering value—as a competitive advantage. The organizational health essential to enterprise agility occurs by intentional design: a top-down commitment to embody transformational leadership. In this webinar, you’ll learn:
· The two key, complementary value cycles that constitute Enterprise Agility
· Why the Agile Enterprise depends on Transformational Leadership
· The four organizational disciplines of the Agile Enterprise
Is your organisation resilient enough to thrive in the face of uncertainty?
When we talk about organisational resilience, the idea of fortifying a business immediately comes to mind. But it’s much more than increasing the robustness of your organisation.
With the numerous evolving economic, social, political and, in certain climes, religious situations that global organisations face, some changes continue to affect business’ strategic priorities and targets. In essence, higher volatility has become the new normal in our business environment.
Organisational resilience is about anticipating what might happen and putting strategies in place to resist the impending negative impacts of sudden change. Similarly, it is also about reacting to potential threats and uncertainties and rebounding to sustain business growth and stay one step ahead.
Resilient organisations don’t just survive; they thrive in an unpredictable world.
In this deck, you’ll find the most effective strategy to flourish in today’s VUCA world and remain relevant for the long term. You’ll also learn;
• The capabilities a resilient organisation demonstrates
• The critical areas you need to focus on to drive business transformation during uncertain times
• The key questions you immediately need to ask before anything else, and
• What you have to start doing NOW
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
Why 76% of Organizations are Failing at Agile - Agile Cincinnati April 2019Agile Velocity
Traditional leadership paradigms, organization structures, and culture all get in the way of agility, as too many enterprises focus on team level change and framework implementation (Scrum and SAFe). Explore how leaders can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.
Alan Seale - Tools to Navigate Uncertainty & Complexity - agilemaine
Join author, coach, and Transformation Catalyst Alan Seale for an experiential evening of discovery and learning about how to navigate uncertainty and complexity. Interactive in nature, this evening will focus on practical yet powerful and immediately applicable tools to assist you and your teams in today's rapidly changing working environment.
Alan Seale is the founder of the Center for Transformational Presence, author of 7 books, and the creator of the Transformational Presence Leadership and Coach training program with graduates from 35 countries. This evening workshop will offer you a taste of how he works with the global-level leadership of his primary corporate client, IKEA, as well as with entrepreneurs and small businesses. Truly a global coach, Alan serves clients from 6 continents and maintains a full teaching schedule throughout the Americas and Europe.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
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All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
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W.H.Bender Quote 65 - The Team Member and Guest Experience
Agile Expectations
1. www.egagile.com | 800.354.2773
Agile Consulting Services
Agile Expectations
Creating Organizational Alignment – Agile Maine Day 4/26/2019
Dave Moran – Agile Coach
2. “We will know we are agile when…”
Agility
Time
Low
High
?
3. TROUBLE IN PARADISE
VersionOne’s Annual State of Agile Surveys regularly cite the following as leading causes of failed agile projects or
barriers to further agile adoption:
• Existing company culture at odds with agile values
• Lack of management support
• General organizational resistance to change
4. KEY FACTOR
Each has different values that are fueled by experiences & beliefs
Differing mental models
11. ONE SCENARIO
“Agility applies to this part of our organization.”
“They’re empowered!” (To make all of our problems
go away while we remain in control…)
12. ONE SCENARIO
“Agility applies to this part of our organization.”
“They’re empowered!” (To make all of our problems
go away while we remain in control…)
Agility is viewed as an efficiency improvement, but is this a shared understanding?
"We have Scrum teams, so that makes us agile!”
13. Initial Pilots & Learning Scaling
Teams Leadership
Time
LACK OF ALIGNMENT IS COSTLY!
Low
High
Agility
Friction
Conflicting Expectations
• Existing company culture at odds with agile values
• Lack of management support
• General organizational resistance to change
15. MANAGING EXPECTATIONS
Expectations are a belief about how the future will unfold – and we react negatively if others
fail to live up to our expectations
16. MANAGING EXPECTATIONS
Expectations are a belief about how the future will unfold – and we react negatively if others
fail to live up to our expectations
To successfully manage expectations we need to:
• Anticipate challenges
• Be honest, transparent and explicit about our assumptions and beliefs
17. MANAGING EXPECTATIONS
Expectations are a belief about what the future will hold – and we react negatively if others
fail to live up to our expectations
To successfully manage expectations we need to:
• Anticipate challenges
• Be honest, transparent and explicit about our assumptions and beliefs
“If you don’t manage expectations, expect to fail.” – Mike Cohn
https://mtngo.at/1705
18. ORGANIZATIONS: SYSTEMS OF INTERACTING ELEMENTS
Value System
Beliefs
There is mutual support and
reinforcement between the system
people are working in and the
behaviors that they exhibit
19. ORGANIZATIONS: SYSTEMS OF INTERACTING ELEMENTS
Value System
Beliefs
Agile frameworks provide guidance
Exploring these aspects provide context
and help uncover the barriers and issues
associated with the VersionOne surveys
20. TRANSFORMING TO AGILE
Created by Col. John R. Boyd (ret.), Published on September 3, 1976
Leveraging John Boyd’s Destruction and Creation
https://commons.wikimedia.org/wiki/File:JohnBoyd_Pilot.jpg
Abstract: To comprehend and cope with our environment we
develop mental patterns or concepts of meaning. The purpose
of this paper is to sketch out how we destroy and create these
patterns to permit us to both shape and be shaped by a
changing environment.
21. THE CHALLENGE IN TRANSFORMING TO AGILE
We need to destroy this In order to create this
Boyd’s Destruction and Creation
22. THE CHALLENGE IN TRANSFORMING TO AGILE
We need to destroy this In order to create this
Without wrecking the company
Boyd’s Destruction and Creation
23. THE SOLUTION
Iteratively create and destroy
“…permit us to both shape and be shaped by a changing environment.”
– DESTRUCTION AND CREATION, John R. Boyd, September 3, 1976
Ultimate Target State
Current State
Transitional Target States
24. CREATING TRANSFORMATIONAL ALIGNMENT
Value System
Beliefs
Traditional Organization
Value System
Beliefs
Agile Organization
Describe the key characteristics of each organization
Seek to explore the value system and underlying beliefs
29. SYNTHESIZING A PATH TO TRANSFORMATION
Pair opposing concepts
Predictability | Adaptability
30. SYNTHESIZING A PATH TO TRANSFORMATION
Pair opposing concepts
Predictability | Adaptability
Conversation starters
31. DIGGING DEEPER: APPLY FORCE FIELD ANALYSIS
Create transformational meaning & context
Driving Forces Proposed Change(s) Restraining Forces
We are continually re-planning to
contend with change
Switch to iterative, continuous
planning, budgeting, and delivery of
smaller targets
Strong belief that requirements need
to be locked down, followed by
comprehensive, up-front planning
and design in order to succeed
PredictabilityAdaptability
Force Field Analysis created by Kurt Lewin
32. FORCE FIELD ANALYSIS
Driving Forces Proposed Change(s) Restraining Forces
We are continually re-planning to
contend with change
Pilot projects have demonstrated
success with empowered teams
adapting to rapid feedback
(divergence)
Customer satisfaction increases when
we quickly incorporate their changes
into our product (responsive)
Switch to iterative, continuous
planning, budgeting, and delivery of
smaller targets
Give teams permission and space to
make immediate adjustments based
on feedback
Shift our definition of success from
delivering according to plan to
creating a successful outcome
Strong belief that requirements need
to be locked down, followed by
comprehensive, up-front planning
and design in order to succeed
Current processes rely on tracking
and reporting against conformance to
plan and a rigorous change-control
process
Strong culture of “plan the work and
work the plan” (planning orientation)
Related pairs
Planning
Conformance
| Responsive
| Divergence
33. FORCE FIELD ANALYSIS
Related pairs
Planning
Conformance
| Responsive
| Divergence
Driving Forces Proposed Change(s) Restraining Forces
We are continually re-planning to
contend with change
Pilot projects have demonstrated
success with empowered teams
adapting to rapid feedback
Customer satisfaction increases when
we quickly incorporate their changes
into our product
Switch to iterative, continuous
planning, budgeting, and delivery of
smaller targets
Allow teams to make immediate
adjustments based on feedback
Plan, budget, and deliver against
smaller targets while doing the above
Strong belief that requirements need
to be locked down, followed by
comprehensive, up-front planning
and design in order to succeed
Current processes rely on tracking
and reporting against conformance to
plan and a rigorous change-control
process
Strong culture of “plan the work and
work the plan”
Responding to change over
following a plan
Customer collaboration
over contract negotiation
35. POTENTIAL THEMES TO EXPLORE
Efficiency
Specialization
Utilization
Multitasking
Projects
| Effectiveness
| T-Shaped Skills
| Throughput
| WIP Limits
| Value Streams
• The focus in on delivering
customer-facing outcomes, not
keeping specialists busy
• Individuals are expected to expand
their skills to contribute outside of
their deep specialty
• Work is rigorously prioritized and
delivered using multi-disciplinary
teams
36. POTENTIAL THEMES TO EXPLORE
Efficiency
Specialization
Utilization
Multitasking
Projects
| Effectiveness
| T-Shaped Skills
| Throughput
| WIP Limits
| Value Streams
Control
Process
Prescriptive
Judgement
Reporting
Micromanage
Hierarchical
Secretive
Resources
Best Practices
| Autonomy
| Framework
| Participative
| Engagement
| Interactions
| Trust
| Open
| Transparency
| People
| Continuous Improvement
• The focus in on delivering
customer-facing outcomes, not
keeping specialists busy
• Individuals are expected to expand
their skills to contribute outside of
their deep specialty
• Work is rigorously prioritized and
delivered using multi-disciplinary
teams
37. POTENTIAL THEMES TO EXPLORE
Efficiency
Specialization
Utilization
Multitasking
Projects
| Effectiveness
| T-Shaped Skills
| Throughput
| WIP Limits
| Value Streams
Control
Process
Prescriptive
Judgement
Reporting
Micromanage
Hierarchical
Secretive
Resources
Best Practices
| Autonomy
| Framework
| Participative
| Engagement
| Interactions
| Trust
| Open
| Transparency
| People
| Continuous Improvement
Individuals and interactions over
processes and tools
• The focus in on delivering
customer-facing outcomes, not
keeping specialists busy
• Individuals are expected to expand
their skills to contribute outside of
their deep specialty
• Work is rigorously prioritized and
delivered using multi-disciplinary
teams
39. MAKE SPACE FOR CHANGE
Peter Drucker’s Leadership Challenge:
What have you stopped doing in the last two months?
“You can’t execute new strategy if you don’t remove
some of the past.” – Rob Savage, COO of Taco Bell
40. ACQUIRE INFORMATION & CONFIDENCE
Invest in learning to develop an organization of lean/agile practitioners that
can continually challenge the status quo and guide improvement efforts
41. BUILD YOUR (ITERATIVE) NARRATIVE
Describe how the
organization is expected to
operate
Determine what expectations need to be established and
communicated in order to support the desired changes
(Agile frameworks provide a great deal of guidance)
42. ITERATIVELY TRANSFORM
Increase capabilities over time, as determined by leadership in partnership with the entire
organization, based on the organization’s capacity for change