New competitive threats often require organizations to build increasingly complex, interconnected and sophisticated software and systems, faster, better and cheaper. Most organizations are not equipped to meet this new challenge! Meanwhile small, nimble competitors, like Airbnb and Uber are taking a big bite on the profits of the giants.
So what’s the answer? What have we learned in the past decade from our adventures in agile and our attempts at scaling? What does the future hold?
In this talk, Richard Knaster, Principal Consultant and SAFe Fellow, discusses a more scalable and modular lean-agile approach that enables even the largest enterprises to compete with smaller and nimbler competitors that are disrupting companies in all industries. Richard is a Principal Contributor to the Scaled Agile Framework and previously worked at IBM where his roles included Chief Agile Methodologist. World Wide Agile Practice Manager and various product management roles in the Rational Brand.
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
Agile has become one of today's often used methodology in delivering customer experience via enterprise software and services. This presentation gives an overview of why, what and how to leverage enterprise agile practice to deliver superior CX. Though this presentation targets all agile practitioners and enthusiasts, people responsible and driving agile adoption in their organization in different capacities, may find this a useful summary.
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
Agile has become one of today's often used methodology in delivering customer experience via enterprise software and services. This presentation gives an overview of why, what and how to leverage enterprise agile practice to deliver superior CX. Though this presentation targets all agile practitioners and enthusiasts, people responsible and driving agile adoption in their organization in different capacities, may find this a useful summary.
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Wolfgang hilpert scaling agile war stories - scrum germany 2017-11-17Wolfgang Hilpert
The product development of a team with over 200 engineers at 5 globally distributed locations had to be organized such that one software product with a bunch of functional and significant quality improvements could be delivered on a single day.
In this talk we discuss techniques and concepts that have been applied to drive the agile transformation and the scaling of agile methods within a mid-size, globally distributed enterprise. We talk about challenges that we faced and measures to address these.
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
The SAFe 5.0 white paper provides an overview of the Framework, the Big Picture graphic, the seven core competencies, and the values, mindset, principles, and practices that guide teams to more effectively build solutions in a far leaner—and more Agile—fashion.
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
by Scott Ambler, Chief Methodologist for Agile, IBM and Mark Lines, Agile Mentor and cofounder of UPMentors
Once considered viable only for small, co-located teams, agile software development practices have caught the attention of larger teams seeking improvements in product quality, team efficiency, and on-time delivery. This paper introduces an approach to agile that incorporates the added discipline larger teams need for success in software and systems delivery.
Introduction to Enterprise Agile FrameworksMehul Kapadia
* Need for Enterprise Agility
Agile practices have been adopted by organizations of all sizes.
For medium to large enterprises, team level agile practices have been stretched with custom fit processes and practices as needed to fulfill the gaps in end to end delivery life cycle.
* Agile@Scale
Enterprise Agile Frameworks have emerged to address the challenge of replicating agile success at organization level.
We will review following frameworks:
• SAFe – Scaled Agile Framework
• DAD – Disciplined Agile Delivery
• LeSS – Large Scale Scrum
* Attendees will leave this presentation with a clear understanding of current trends in organizational agility and will be able to take back the lessons learnt from speaker’s experience of SAFe implementation.
Presentation slides from the SureSkills Agile - Making it Work breakfast briefing which was held on the 27th of November in the DoubleTree by Hilton on Burlington Road, Dublin 4.
Slides Overview:
SureSkills Introduction to Agile by Bill Heffernan,
Agile – Making it work in a real environment by Cameron O Connor, SQS/SureSkills
Working on a Scrum team, Colm O'hEocha, AgileInnovation
Real word case study - Rolling out Agile in Paddy Power
Paul Hayes, Paddy Power
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
Scrum, XP, and Kanban have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to challenges of building enterprise class software systems. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization- and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly - accessible knowledge base of proven Lean and Agile practices for enterprise-class software development. He approaches the problem from the perspectives of Lean thinking and principles of product development flow, illustrating how these core principles help deliver business results at scale, while keeping the development system - and the enterprise - lean and responsive to rapidly changing market needs. And since winning is more fun, he’ll also describe some of the personal benefits that come when teams master the art of delivering better enterprise-class software, at an ever faster pace.
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Wolfgang hilpert scaling agile war stories - scrum germany 2017-11-17Wolfgang Hilpert
The product development of a team with over 200 engineers at 5 globally distributed locations had to be organized such that one software product with a bunch of functional and significant quality improvements could be delivered on a single day.
In this talk we discuss techniques and concepts that have been applied to drive the agile transformation and the scaling of agile methods within a mid-size, globally distributed enterprise. We talk about challenges that we faced and measures to address these.
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
The SAFe 5.0 white paper provides an overview of the Framework, the Big Picture graphic, the seven core competencies, and the values, mindset, principles, and practices that guide teams to more effectively build solutions in a far leaner—and more Agile—fashion.
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
by Scott Ambler, Chief Methodologist for Agile, IBM and Mark Lines, Agile Mentor and cofounder of UPMentors
Once considered viable only for small, co-located teams, agile software development practices have caught the attention of larger teams seeking improvements in product quality, team efficiency, and on-time delivery. This paper introduces an approach to agile that incorporates the added discipline larger teams need for success in software and systems delivery.
Introduction to Enterprise Agile FrameworksMehul Kapadia
* Need for Enterprise Agility
Agile practices have been adopted by organizations of all sizes.
For medium to large enterprises, team level agile practices have been stretched with custom fit processes and practices as needed to fulfill the gaps in end to end delivery life cycle.
* Agile@Scale
Enterprise Agile Frameworks have emerged to address the challenge of replicating agile success at organization level.
We will review following frameworks:
• SAFe – Scaled Agile Framework
• DAD – Disciplined Agile Delivery
• LeSS – Large Scale Scrum
* Attendees will leave this presentation with a clear understanding of current trends in organizational agility and will be able to take back the lessons learnt from speaker’s experience of SAFe implementation.
Presentation slides from the SureSkills Agile - Making it Work breakfast briefing which was held on the 27th of November in the DoubleTree by Hilton on Burlington Road, Dublin 4.
Slides Overview:
SureSkills Introduction to Agile by Bill Heffernan,
Agile – Making it work in a real environment by Cameron O Connor, SQS/SureSkills
Working on a Scrum team, Colm O'hEocha, AgileInnovation
Real word case study - Rolling out Agile in Paddy Power
Paul Hayes, Paddy Power
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
Scrum, XP, and Kanban have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to challenges of building enterprise class software systems. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization- and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly - accessible knowledge base of proven Lean and Agile practices for enterprise-class software development. He approaches the problem from the perspectives of Lean thinking and principles of product development flow, illustrating how these core principles help deliver business results at scale, while keeping the development system - and the enterprise - lean and responsive to rapidly changing market needs. And since winning is more fun, he’ll also describe some of the personal benefits that come when teams master the art of delivering better enterprise-class software, at an ever faster pace.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
In this webinar, SAFe Fellow Richard Knaster (SPCT, PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (SPCT, PMP, PMI-ACP) outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as:
Scope management
Time management
Cost management
Quality management
Risk management
Watch the video: tp://bit.ly/2n4T211
In the last 24 months, we've transformed the way we work using the Scaled Agile Framework. To help with the transformation, we are also using UX practices, design thinking and lean startup methods.
By the end of this presentation, you will understand how we have leveraged UX practices, innovation games and design sprints to improve the maturation of the business needs and their prioritisation to best fit what our users want and deliver value in a continuous flow.
Keynote dean-leffingwell-keynote-be-agile-scale-up-stay-lean
Safe
Why SAFe
Pillars of SAfe
Value
Respect for People
Product development
Kaizen
Leadership
Agile manifesto
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...VersionOne
Dean Leffingwell, creator of SAFe, and Lee Cunningham, director of enterprise agile, at VersionOne, share insights on successful and repeatable patterns for implementing SAFe, the role of lean/agile leadership for transformational change, and more. Watch the webinar: http://bit.ly/1dZobtK
How to facilitate leadership participation, not just buy inAgileDenver
Are you frustrated with leadership wanting to delegate the Agile transformation and not getting involved? Come to this talk and learn about new ways to facilitate leadership engagement, not just buy-in. Learn how to form an Agile Leadership Scrum team, where leadership will understand they are responsible for the success or failure of an Agile transformation. There is something for every Agilist in this talk. Leaders will learn a new paradigm for engagement and understand how they can actively lead an Agile transformation. Agile coaches will learn how to build a significantly powerful guiding coalition. Agile team members will learn how to leverage leadership support to quickly resolve impediments and increase transparency.
2021 marks the 20 anniversary of the Agile Manifesto. Yet many organizations are still struggling to clearly improve value delivery for their customers. In this talk Scott Ambler and Mark Lines explain why agile has struggled in the past and what we can do about it. Go beyond agile rhetoric, agile methods and frameworks and learn how to optimize agility for your situation, not others. We can do better, and it is not difficult. Disciplined Agile can help. The journey starts with an investment in learning, optimizing for your situation, and then removing obstacles to accelerate delivery and delight your customers.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Welcome/intros
Housekeeping
“Our job is to help you help other organizations”
To paraphrase Deming, “Our problems might be different, but the solutions can be universal”
We’re working together to solve problems
Why are we here? Better software makes the world a better place. (Bring up an example)… Thus we’re motivated for same purposes.
Business innovation is increasingly being delivered via software and systems.
New competitive threats and opportunities are emerging faster than most companies can reasonably respond.
Adopting agile has produced better business outcomes, however, it was developed for small, co-located teams.
Agile methods alone do not address the top-down concerns of business strategy, as agile teams work bottoms-up.
Kotter is the author of 19 books, 12 of which have been business bestsellers and two of which are overall New York Times bestsellers
EXAMPLE NARRATION: Our modern world runs on software. In order to keep pace, we must build increasingly complex and sophisticated software systems. Doing so requires larger teams and continuously rethinking the methods and practices – part art, science, engineering, mathematics, social science – that we use to organize and manage these important activities. Our traditional methods of waterfall development and iterative and incremental development are not keeping pace with these increasing demands.
The increasing use of agile development is helping the industry address some of these challenges. However, team level agility does not provide the global alignment needed to optimize outcomes and extend the benefits of agile to the largest enterprises. For that, we need more advanced thinking.
The Scaled Agile Framework represents one such set of advances. It is offered in a public facing form, so that every practitioner, team, program, and enterprise can enjoy the benefits of delivering ever better software at an ever faster pace.
Your users will surely appreciate the benefits, too, because better software makes the world a better place.
Lean and Agile are the best way we know to build enterprise software systems. When we find another way, we'll be developing that. We exist to improve the way we develop enterprise software systems.
Framework scales to accommodate organizations with thousands of people.
Some large adopters may have as many 400 teams and 40-50 trains.
This states the Core Values that we treasure and base the framework on.
The Framework creates good code/components quality, which is important, because “You can’t scale crappy code.”
Lean is extremely keen on trust and transparency. The framework depends on transparency. Lean won’t work if organization hides behind its politics.
OVERVIEW: If your audience is not familiar with the concept of a backlog, you can explain it now.
SAMPLE SPEAKER NOTES:
In Agile, requirements are managed in a construct known as a backlog which is comprised of prioritized functionality and enablers. Enablers are the exploration, architecture, and infrastructure needed to support the functionality.
Backlog items are elaborated at a level of detail appropriate to the phase of development.
They are not commitments. Rather, they represent opportunities.
Some large adopters may have as many 400 teams and 40-50 trains.
OVERVIEW: Introduce the Portfolio, Value Stream, Program, and Team levels. The Enterprise icon is highlighted to represent the connection between the enterprise business strategy and a SAFe Portfolio
SAMPLE SPEAKER NOTES:
Here we see the four levels of SAFe: Portfolio, Value Stream, Program, and Team.
In the small to midsize enterprise, one SAFe portfolio can typically be used to govern the entire technical solution set. In the larger enterprise (those with more than 500 – 1,000 technical practitioners), there can be multiple SAFe portfolios, one for each line of business.
Each SAFe portfolio contains a set of Value Streams and the additional elements necessary to provide funding and governance for the products, services, and Solutions that the Enterprise needs to fulfill some element of the business strategy.
The Value Stream Level is intended for builders of large and complex solutions that typically require multiple ARTs, as well as the contribution of Suppliers. It is intended for enterprises that face the largest systems challenges, building multidisciplinary and cyber-physical systems that contain software, hardware, electrical and electronic, optics, mechanics, fluidics, and more. Not all organizations will need the Value Stream Level. (NOTE: If you are able to access the Scaled Agile Framework website, this would be a good time to demo the expand/collapse button)
The Team and Program Levels make up the long-lived, self-organizing virtual organization known as the Agile Release Train (ART). Without teams, there can be no program. The ART plans, commits, and executes together. The “Agile Release Train” metaphor is used to communicate several key concepts:
The train departs the station and arrives at the next destination on a reliable schedule, which provides for fixed cadence, standard ART velocity, and predictable planning (and in many cases, cadence-based releases).
All “cargo,” including prototypes, models, software, hardware, documentation, etc., goes on the train.
You’ll notice at the bottom the SAFe Core Values, Lean-Agile Mindset (represented by the House of Lean), and SAFe Principles. These articulate the time-proven principles upon which SAFe is based.
Also on the bottom is “Implementing 1-2-3.” Based on the learning from hundreds of SAFe implementations, this simple model is a proven success model.
Train implementers and Lean-Agile change agents
Train all executives, managers, and leaders
Train teams and launch Agile Release Trains
In training all executives, managers, and leaders, you create your Lean-Agile Leaders, whom you’ll see on the left.
“The world is now changing at a rate at which the basic systems, structures, and cultures built over the past century cannot keep up with the demands being placed on them.
Incremental adjustments to how you manage and strategize, no matter how clever, are not up to the job.
– John P. Kotter
RTE- 5x more difficult than the Scrum Master. It’s much a harder than the Scrum Master role. With the Scrum Master role, there’s “some things I can change, some I can’t”. But the RTE must bring all the problems up to the stakeholders.
PM – Typically (don’t have to) are the first level that interfaces with the customer. They own business vision and need customer exposure to support this.
SA- Technical authority, collaborate with product management.
ST – Assist the teams and team in testing and integration. They need to care about the release, otherwise they just “produce stuff”. They are more of a program improvement productivity team.
BO- They are the stakeholders to the train. They say what they like and don’t like. They are the key decisions makers. They are other stakeholder to Product Management.
Scalable Requirements model provides a way to express system behaviors: Epics, Capabilities, Features, Stories, Nonfunctional Requirements (NFRs), and more. These artifacts largely replace traditional system and requirements specifications with new paradigms based on lean-agile development. These newer paradigms are intended to help systems builders avoid focusing too early on a “point solution”, based on picking specific requirements and designs far too early in the learning process, but, rather, leave room for an emerging understanding based on intent, not specificity.
In addition, in support of the nonnegotiable quality requirements imposed on the world’s most important systems, patterns and relationships for attributes, acceptance criteria, and testing are also included.
ASK: Why these ratios?It’s not a formal process. Also, face-to-face is the key to making the process work. Thus, it can’t be managed effectively then with too many people.
Point out the importance of having a PO dedicated to 1 or 2 teams
PO must know all the "many languages" to gather different backlog items from all stakeholders
Notice that the Kanban system has two sections:
Program epic section
The purpose of the program epic section of the program Kanban is to analyze and approve program epics and split them into features that will be further explored and implemented in the “downstream” feature section of the program.
This section is not always present in the program Kanban; it depends on how frequently program epics occur in the local context of the program.
Feature section
The feature section facilitates readiness, prioritization, and implementation of features.
Features may originate locally (either from program epics or introduced as individual features that don’t have a parent program epic).
Or they can come from upstream Kanbans (Portfolio or Value Stream).
In either case, features enter the Feature Funnel to be elaborated before commitment to a PI goal.
The team may or may not need all the practices of, say, Scrum — which we fully support — though that is the general default for Agile Teams. But they might choose Kanban as their base practice. Or perhaps they have good experience with XP.
In other words, in SAFe it’s the case that Scrum, Kanban, and XP are all “first-class citizens.” It’s all good. Teams can choose how they want to approach their Agile work. These methods ALL have value for just about any team.
What’s truly important is that teams focus on doing a couple of things well:
Integrate at every increment (worst case)
Make sure every increment delivers system-level value
Plan together, demo together, and improve together
The “floating” spanning palette is a simple mechanism to increase the flexibility of the framework.
It lets you apply the important constructs you need, at whatever level you need them. This increases framework configurability — that’s part of its value.
So, for instance, the program always has a Vision, but so does the Value Stream Level. And in some cases, it’s even an important construct at the Team Level.
Another example is the System Team. Who you need and where you need them depends on the architecture of the Solution. Build them where you need them, and don’t build them where you don’t.