On March 12, 2021, Julie Wyman presented on "Agile Lessons From Antarctica" at the DC Scrum User Group.
Video and slides at https://www.kaizenko.com/agile-lessons-from-antarctica-responding-to-change-over-following-a-plan-by-julie-wyman-at-the-dc-scrum-user-group-dcsug/
Abstract
I spent January 2018 in Antarctica hanging out with penguins, whales, and seals. It was about as different from my day-to-day work as an Agile Coach as can be. And yet, on my long flight home, I couldn’t help but reflect on how well my trip aligned with one specific value of the Agile Manifesto: “Responding to change over following a plan.”
I think it’s a common misconception that there’s no need to plan in Agile. And while this isn’t the case, specific approaches to planning do change—from big upfront design to a “just enough” approach. The act of planning still holds great value when it occurs at the right level, but in Agile we accept that many things will change and we’ll need to remain flexible to respond to them. If we’ve planned well, we’ll go into those changes with a clear sense of our goal and how to still achieve it under the new circumstances.
Nowhere is this truer than in Antarctica. Throughout the session, I’ll share six specific takeaways about change and planning that I brought back from my trip. I’ll share how my trip to Antarctica drove home why we need both planning AND, even more importantly, the ability to respond to change and how these real-life, non-software examples of responding to change can serve as great reminders to bring back to more typical work environments, including software development. And after being stuck in Antarctica six days longer than planned, I'll share why my biggest takeaway of them all was increased empathy for team members struggling with dynamic situations!
Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Have you ever thought to yourself...
• How can we make Agile Scaling less of a goal itself and more of a method to get our organizational goals?
• We know we need to scale but where do we go from here?
I'll share the three factors that emerged as common themes throughout my experience working on government Agile Scaling projects that ultimately impacted the trajectory of each agency's Scaling journey:
• Communicate vision consistently
• Focus on your people genuinely
• Create your own path intentionally
Regardless of the agency acronym or the frameworks used, these concepts shaped their Scaling outcomes.
So, whether you are working in the government, commercial or the non-profit space, these concepts can help you take your organization to the peak of its Agile Scaling journey.
What Analytics Won't Tell You: Get Essential Insights for Content and DesignMelissa Eggleston
Analytics alone leave out the context and “the why” of people’s behavior. Learn practical ways to supplement your analytics and make smarter decisions about the content and design of your websites and apps.
This is part one of a three part series on Concept Visualization. It's a ton of content - text, videos, and slides - but by the end of the series, you'll know how to bring to life intangible ideas with stunning, easy-to-understand, visuals in your next presentation.
Bring the intangible to life with Concept Visualization: Part 2 of 3Deliverable Coaching
This is a three part series on Concept Visualization for presentations. It's a ton of content - text, videos, and slides - but by the end of the series, you'll know how to bring to life intangible ideas with stunning, easy-to-understand, visuals in your next presentation.
Bring the intangible to life with Concept Visualization: Part 3 of 3Deliverable Coaching
This is a three part series on Concept Visualization for presentations. It's a ton of content - text, videos, and slides - but by the end of the series, you'll know how to bring to life intangible ideas with stunning, easy-to-understand, visuals in your next presentation.
Startup Analytics 101 - What and how to measure for startupsDaniel Araújo
A short deck that I've made for a session at Founders Founders where I share my journey on analytics, and with a special focus on what and how startups should use metrics. If you have any questions or comments, please let me know at daniel@attentive.us!
Boosting Agility by Distributing Decision-MakingJulia Wester
Big companies are no longer guaranteed survival. Companies who move fast and pivot faster are disrupting them, largely due to an ability to make quick decisions. It seems that when companies grow larger their decision-making processes get slower. Lean leaders know that an ability to make quick decisions at scale comes when you empower those with the most information to make decisions but getting started can be terrifying. In this session, Julia will share how to alleviate management fears and embark on a safe journey of distributed decision-making.
Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Have you ever thought to yourself...
• How can we make Agile Scaling less of a goal itself and more of a method to get our organizational goals?
• We know we need to scale but where do we go from here?
I'll share the three factors that emerged as common themes throughout my experience working on government Agile Scaling projects that ultimately impacted the trajectory of each agency's Scaling journey:
• Communicate vision consistently
• Focus on your people genuinely
• Create your own path intentionally
Regardless of the agency acronym or the frameworks used, these concepts shaped their Scaling outcomes.
So, whether you are working in the government, commercial or the non-profit space, these concepts can help you take your organization to the peak of its Agile Scaling journey.
What Analytics Won't Tell You: Get Essential Insights for Content and DesignMelissa Eggleston
Analytics alone leave out the context and “the why” of people’s behavior. Learn practical ways to supplement your analytics and make smarter decisions about the content and design of your websites and apps.
This is part one of a three part series on Concept Visualization. It's a ton of content - text, videos, and slides - but by the end of the series, you'll know how to bring to life intangible ideas with stunning, easy-to-understand, visuals in your next presentation.
Bring the intangible to life with Concept Visualization: Part 2 of 3Deliverable Coaching
This is a three part series on Concept Visualization for presentations. It's a ton of content - text, videos, and slides - but by the end of the series, you'll know how to bring to life intangible ideas with stunning, easy-to-understand, visuals in your next presentation.
Bring the intangible to life with Concept Visualization: Part 3 of 3Deliverable Coaching
This is a three part series on Concept Visualization for presentations. It's a ton of content - text, videos, and slides - but by the end of the series, you'll know how to bring to life intangible ideas with stunning, easy-to-understand, visuals in your next presentation.
Startup Analytics 101 - What and how to measure for startupsDaniel Araújo
A short deck that I've made for a session at Founders Founders where I share my journey on analytics, and with a special focus on what and how startups should use metrics. If you have any questions or comments, please let me know at daniel@attentive.us!
Boosting Agility by Distributing Decision-MakingJulia Wester
Big companies are no longer guaranteed survival. Companies who move fast and pivot faster are disrupting them, largely due to an ability to make quick decisions. It seems that when companies grow larger their decision-making processes get slower. Lean leaders know that an ability to make quick decisions at scale comes when you empower those with the most information to make decisions but getting started can be terrifying. In this session, Julia will share how to alleviate management fears and embark on a safe journey of distributed decision-making.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Creating Alignment for Agile Change - Agile and Beyond 2015Jason Little
It's not about the change canvas, it's about the conversations that facilitate the creation of them. This talk was about how to guide alignment with techniques from Lean Change Management accompanied by a story from April Jefferson about how she used these techniques at GM and University of Michigan
Bottoms Up with OKRs
In 2013, Google famously published a leading reference for establishing Objectives and Key Results (OKRs) as a way to align teams and set short-term goals. While some of the information is still relevant, it’s time to refresh your approach to setting OKRs within your teams. This talk will help leaders abandon the dated, flawed approach to setting OKRs and enable organizational alignment in an exciting new way, suitable for 2019 and beyond. Whitney will also share some of her recent experiences at Medium where she has been charged with making remote work succeed in a company that has traditionally been centrally located.
With less than 3% of young female students identifying a career in technology as their first choice, how are we ever going to achieve a diverse workforce and bridge the gender gap that persists in technology careers? But, don’t panic, this can all still change! Learn how even small events can have a lasting impact in encouraging more females into STEM and technology careers and explore how you can get involved to actively make a difference to the diversity of the tech industry.
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Some think working remotely is a terrible setting that takes control away and let's employees stay at home and be useless. Others find that remote work increases overall productivity and lowers the need to micromanage.
And both sides might be correct as remote work, like all other structures, work really well for some and make others crazy.
The only thing that we can say for certain is that telecommuting is increasingly popular and there are problems you need to face to make it work.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Creating Alignment for Agile Change - Agile and Beyond 2015Jason Little
It's not about the change canvas, it's about the conversations that facilitate the creation of them. This talk was about how to guide alignment with techniques from Lean Change Management accompanied by a story from April Jefferson about how she used these techniques at GM and University of Michigan
Bottoms Up with OKRs
In 2013, Google famously published a leading reference for establishing Objectives and Key Results (OKRs) as a way to align teams and set short-term goals. While some of the information is still relevant, it’s time to refresh your approach to setting OKRs within your teams. This talk will help leaders abandon the dated, flawed approach to setting OKRs and enable organizational alignment in an exciting new way, suitable for 2019 and beyond. Whitney will also share some of her recent experiences at Medium where she has been charged with making remote work succeed in a company that has traditionally been centrally located.
With less than 3% of young female students identifying a career in technology as their first choice, how are we ever going to achieve a diverse workforce and bridge the gender gap that persists in technology careers? But, don’t panic, this can all still change! Learn how even small events can have a lasting impact in encouraging more females into STEM and technology careers and explore how you can get involved to actively make a difference to the diversity of the tech industry.
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Some think working remotely is a terrible setting that takes control away and let's employees stay at home and be useless. Others find that remote work increases overall productivity and lowers the need to micromanage.
And both sides might be correct as remote work, like all other structures, work really well for some and make others crazy.
The only thing that we can say for certain is that telecommuting is increasingly popular and there are problems you need to face to make it work.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
Achieving Your Goals: 5 Tips to successfully achieve your goalsSoftware Guru
he measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This involves having clarity on what are the right things as well as avoiding what is unproductive. Intelligence, creativity, and knowledge may all be wasted if not put to work on the things that matter.
Presentado por Cristina Nistor en SG Virtual Conference 2020
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
No Estimates at Scale in the Federal GovernmentAdam Parker
Learn how our 3 teams, operating in a LeSS-style scaled model, experimented with a NoEstimates approach to development work and then adopted that as our way of working for a year in the Federal government. Included in our story is a switch to Kanban, returning to Scrum, and eventually returning to pointing work. It has been a remarkable journey that I'm excited to share!
Presentation made during the 2017 Gatineau-Ottawa Agile Tour by Nicolas Mercier and Frédéric Paquet.
Portfolio management is a key aspect of organizational performance. The ability to visualize upcoming projects, projects in progress, the process of value creation, the dependencies, the ability to share a common vision and to throttle the work in progress based on organizational capacity are all contributing elements to the effectiveness of an organization.
Unfortunately, the shared vision of a portfolio is too often buried in a tool shared with too few people and does not help the organization build a global and cohesive plan of action.
But when we think about it... Value chain, limiting work in progress, transparency, flow... have you ever thought about using Kanban for portfolio management? Seems like a great idea!
Create alignment around what delivers value to your end-users, use cadence to move forward, help shape a new organizational culture, support innovation, continuous improvement, and leadership and unite people around a shared mission, that is what Kanban at the strategic level can bring.
Presentation by Em Campbell-Pretty & Adrienne Wilson at the Global SAFe Summit 2021
Mob Programming thought leader, Woody Zuill, suggests that instead of always focusing on solving problems, we also take the time to notice the things that are going well and amplify them, thereby "turning up the good". When it comes to SAFe Dean Leffingwell perhaps said it best: "There is no magic in SAFe . . . except maybe for PI Planning." I suspect most of you agree that PI Planning is the magic in SAFe. There is nothing quite like the energy created by bringing a group of 100+ people together to build a collaborative plan over a couple of days every 10 to 12 weeks. So what would it mean to "turn up the good in PI Planning"? If we focused on what is good and what we want more of, would we get more magic?! For Em and Adrienne, the answer is a resounding "Yes!" In this session, they will take the "The Facilitator’s Guide to PI Planning" and illustrate how turning up the good can bring your PI Planning magic to the next level.
Your Agile Leadership Journey: Leading People, Managing ParadoxesPaul Boos
This is the session given at March's AgileNoVA meet-up and is intended for Agile & Beyond 2019. It was also submitted for Agile2019 in the Leadership track.
Safeabilty: Analyzing the Relationship between Safety and Reliability PlantEngineering
-What if we treated maintenance and reliability improvement like safety?
-How Would that change our focus? our tactics?
-What techniques could we apply directly from the other areas?
-How are the two the same and how are they different?
Understanding types of goals, ways to define goals, reasons for setting goals, goal setting techniques and tips for goals achievement, Understand difference between goal and vision. Also take a pledge to achieve your goals set by you. Learn its summary by way of a poem
Future of software development - Danger of OversimplificationJon Ruby
A talk that was given at the Servoy World conference https://servoy.com/servoyworld2017/ on some perspectives for the future of the software development industry
In the rapidly evolving landscape of education in today's world, the ability to navigate complex change is crucial for leaders and organizations. Leading such change requires building the buy-in of stakeholders, address roadblocks hindering progress, and fostering a culture of experimentation that embraces calculated risks and encourages learning from failures. This workshop introduces the concept of transformative leadership, introducing a comprehensive framework specifically designed to guide leaders and organizations as they tackle complex challenges where no obvious solution exists.
These slides are from a workshop run at the Aurora Institute Symposium in Palm Springs, October 2023
ANI | How to cultivate more personal agility in remote setup | Jaisankar T S ...AgileNetwork
Abstract:
The session would define and detail what is Agility and what is personal Agility. How the mindset of an individual influence personal agility. How remote set-up “supports and acts against” in development of personal agility. How to maximize the support of remote set-up and how to address the challenges of remote set-up in order to improve the personal agility.
Key Takeaways:
1. Understand personal agility and it’s the importance
2. How one’s mindset is a key factor to influence the personal agility
3. How the remote set-up promotes and impedes the personal agility
4. How to maximize the remote set-up for personal agility improvement
5. How to turn-around the challenges of remote set-up into our favour towards personal development. How to measure that we are progressing into it
Matthieu's Playbook - Tried and True Patterns for Kickstarting Scrum Teams Ne...Matthieu Cornillon
Though I usually cringe at the idea of writing down process details for Agile teams, I realized I had a standard minimum set of approaches I would use as scaffolding to get teams off the ground. I share them with the important warning that they should be discarded when the scaffolding has outlived its usefulness. Think of the gantry that falls away when the rocket blasts off. I'm happy to field whatever questions you have, so don't hesitate to reach out!
Managing Resistance: How the Kanban Method Supports Lasting ChangeJulie Wyman
“Going Agile” is a big cultural change for most organizations and it’s significance, impact, and effort required for successful implementation can often be underestimated. There are many benefits to be gained by adopting a more Agile approach, including quicker and additional feedback loops, more focus on value, and higher levels of collaboration. However, for Agile to succeed in the long-term it’s essential to set expectations up front and to balance the amount of change with the amount of disruption it will cause. In this session, we will look at how David Anderson intentionally built change management principles into his Kanban Methodology and explore other change management techniques the Agile community can leverage when helping organizations transition to Agile.
Mark Grove presented on Cumulative Flow Diagrams at the DC Scrum User Group. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The Cumulative Flow Diagram (CFD). Perhaps you’ve heard of it. Maybe you’ve been told it can help you better understand the flow of work, identify bottlenecks, and get a sense how long work items will take to complete. It sounds intriguing, but…how exactly do you read it? What is it trying to tell you? How can you use it to improve your team’s flow? Perhaps you’re a Scrum team using a traditional burndown chart. Could the CFD be more helpful?
In this part lecture, part workshop presentation, we’ll take a closer look at what a CFD is, how it’s constructed, and, most importantly, how to interpret what you’re observing. Being able to identify patterns in your CFD is a valuable skill to better understand how work is flowing across your Scrum or Kanban board. We’ll then examine several CFD patterns you might see with your teams while addressing three key questions: What are you observing? Why might it be happening? and What actions might you suggest for improvement?
Mike Bowler presented on Psychological Safety at the DC Scrum User Group in November. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The term "psychological safety" was originally coined by Amy Edmondson to describe a behaviour that we can observe. But what does it mean to be psychologically safe? Why is this such a powerful and critical aspect to ourselves, and those around us?
When we dig a bit deeper, we find that psychological safety is deeply connected to our own survival mechanism. If we're going to create a positive and safe environment, we'll need to address it. And in order to do so, it's helpful to understand what's really going on in our brains.
In this session, we'll look at what we know from neuroscience and psychology about psychological safety. We'll discuss what we might be able to do in our environments, regardless of our job title or role, to make things better for ourselves, and for those we work with.
Franky Jones presented on Beyond Software at the DC Scrum User Group on June 21, 2021.
In this discussion, we will explore how a single conversation between coworkers on a software team sparked the implementation of Scrum across an entire organization. Leveraging the teachings from "Beyond the Goal", by Dr. Eliyahu M. Goldratt, we will focus on the transition to Scrum in the design of physical products at a global leader in the robotics industry. Dr. Goldratt is best known for his "Theory of Constraints" and we will frame our discussion of this Scrum transformation using the four questions at the heart of "Beyond the Goal". Join us as we dive into the successes and challenges of taking Scrum beyond software and into physical product design and manufacturing.
More info and video at https://www.kaizenko.com/beyond-software-2
Sandeep Paudel presented on "Beyond Scrum and SAFe - How to Choose the Right Framework for your Teams or Organizations" at the DC Scrum User Group (DCSUG) on June 11, 2021.
Are you confused why Scrum is not working for your software development teams; then you moved to Kanban, which turned out to be a worse decision too. In this presentation, I will share the importance of the Strategic Product Development Life Cycle and not just the Software Development Life Cycle (SDLC) when building software products. You will uncover the Cynefin Framework and how you can apply it to your use case to find the Right Software Delivery Framework for your Teams and Organizations.
On December 14, 2020 Aanu Gopald presented Stop and Smell the Rose at the DC Scrum User Group.
Video and presentation available at kaizenko.com
Abstract
The saying “stop and smell the roses.” doesn’t mean to simply smell flowers; it means to live in the moment with a great appreciation for the past, the present, the things around you and the future.
Year 2020 has been filled with many ups and downs for everyone. It’s very easy to get completely caught up in thinking of the bad and the ugly that we often forget to take the time to appreciate the wonderful things happening in our present lives and the beautiful dreams for the future. While it’s easy to thank others for their generosity, practicing self-gratitude often slips under the radar. In this session, we will use different different tools to explore how to turn that gratitude inward rather than outward.
On December 11, Fadi Stephan preseneted the Top 11 Updates to the 2020 Scrum Guide at the DC Scrum User Group. The event was sponsored by Excella and Kaizenko.
The video along with the slides are available at https://www.kaizenko.com/the-top-11-changes-to-the-2020-scrum-guide-by-fadi-stephan-at-the-dc-scrum-user-group-dcsug/
Abstract:
Last month, a new updated version of the Scrum Guide was released by Jeff Sutherland and Ken Schwaber. Join your DC Scrum User Group Agile practitioners for an informal lunch time discussion of the most important updates, why they were made, and the impact they might have.
The Washington DC Scrum User Group (DCSUG) welcomed Hisham Faour and Roy Schiling on Monday August 17th, 2020 to present on "Agile Transformation at the Carlyle Group"
Video and slides at kaizenko.com
ABSTRACT
Hisham and Roy share Carlyle’s 10 year Agile transformation journey from the early stages of adoption to the firm wide transformation. Join us to see what worked, what didn’t and the growing pains along from bottom up to top down, siloed to firm wide approaches, projects to products, and output to outcome.
The Washington DC Scrum User Group (DCSUG) and Agile Ashburn welcomed Jurgen Appelo on August 9, 2016 to present on "Managing for Happiness"
Abstract:
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
The Washington DC Scrum User Group (DCSUG) welcomed Jeremy Webb on February 23, 2017 to present on "Happiness, A Key Component of Agile" Abstract: Modern research has revealed a great deal about what makes us happy and how that relates to our personal and professional lives. As we learn more, we are discovering how closely happiness is linked to productivity and that many of our previous notions about how to achieve happiness are flawed. Some organizations have figured out that there is a direct link and are modifying there practices to make their employees happier. As it turns out, principles and systems, such as Agile and its frameworks, inherently make us happier even if the organization may not realize it. Join us Thursday, February 23rd for a discussion on happiness and it's relationship to Agile. Even if you are not an Agile practitioner, many of the takeaways apply across any industry.
Video:
https://www.youtube.com/watch?v=SAj9uo7XTtE&t=1423s
The Washington DC Scrum User Group (DCSUG) welcomed Adam Parker on June 19, 2017 to present on "Finding Lean in Agile: What They Can Learn From Each Other"
Abstract: Explore the connections between Lean and Agile. What is shared? What's similar? What can each learn from the other? Discuss why highly performing teams from both philosophies demonstrate similar traits; including:
• Delivering value to the customer
• Creating and maintaining a stable, people-first environment
• Visualizing the work (Kanban being one example)
• Improving continuously
Video:
https://www.youtube.com/watch?v=TCyVyk0npFM
The Washington DC User Group (DCSUG) welcomed Stephanie Vineyard October 2, 2017 to present on "Applying Analysis in an Agile World"
Abstract:
Agile values and principles don’t call out analysis activities as a supporting practices. The Scrum framework doesn’t specify roles. So, what is the future for business analysis and business analysts in an Agile world? What do you do as an analyst and how can you still provide value?
Agile Alliance and IIBA partnered together to create the new Agile Extension to the BABOK v2. Come join Stephanie Vineyard, part of the core contributor team, to discuss the updated version. We will explore the core principles behind the guide, the rolling horizons for analysis in an Agile environment, and the role of a business analyst in an Agile environment.
The Washington DC User Group (DCSUG) welcomed David Horowitz on April 25, 2016 to present on "7 Secrets of Highly Effective Retrospectives" Abstract: Retrospectives are the core of agility. And yet they are often the scrum ceremony that is most frequently skipped. Many teams like the idea of the retrospective but find them boring, or worse ineffective. Join Retrium (https://www.retrium.com/) CEO and Co-Founder David Horowitz as he reveals seven secrets that lead to effective retrospectives. You'll learn:* The best way to ensure your retrospectives lead to real change* The "pledge" everyone on your team must take before participating* How to know who to include in each retrospective* The single most important thing you can do to keep your team engaged during the retro* And much, much more!
Video:
https://www.youtube.com/watch?v=mGPkGG4Z2A8&t=11s
The Washington DC Scrum User Group (DCSUG) welcomed William Strydom on November 20, 2017 to present on "Servant Leadership"
Abstract:
“The Scrum Master is a servant-leader for the Scrum Team.” - extract from the Scrum Guide™ What is servant leadership? We will talk about where servant leadership came from and what servant leadership is. We will talk about examples of servant leaders in our world and where to find more information about servant leadership. Finally, we will talk about how you can become a servant leader.
Watch the video here:
https://www.youtube.com/watch?v=XqEqdZ56Xko&list=PLV37ChjuLlshd9Wm5vV0XNAA_Lw96KatB&index=2
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.
408-784-7371
Foodservice Consulting + Design
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.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. excella.com | @excellaco
Julie Wyman
• 12 years in Agile environments – Scrum,
Kanban, scaled approaches
• Commercial, federal, non-profit
• Local Meetup, regional, and national
conference speaker
• Frequent traveler, Green Bay Packers
fan, and Great British Bake-Off watcher
Agile Coach & Fellow at Excella
3. excella.com | @excellaco
Using Mentimeter
1. Grab your smartphone
2. Go to www.menti.com
3. Enter code 94 93 10
4. Submit your answers
6. excella.com | @excellaco
No plan survives contact
with the enemy.
If you fail to plan, you
plan to fail.
Plans are useless, but
planning is indispensable.
- Dwight D. Eisenhower
A goal without a plan is just a wish.
- Antoine de Saint-Exupéry
Change is inevitable,
change is constant.
- Benjamin Disraeli
The only constant
in life is change.
19. excella.com | @excellaco
Be prepared
Enjoyable sunny days
can swiftly change to
cold, windy storms with
snow flurries and
rolling seas.
Pack to dress in layers
so you are prepared
for these rapid
weather changes.
32. excella.com | @excellaco
Goal:
See Gentoo Penguins
• Plan A: Announced before dinner
• Plan B: Announced at wake up
• Plan C: Announced during breakfast
33. excella.com | @excellaco
Trip
Takeaways
1) Planning is still necessary
2) The right planning can make
responding to change easier
3) Set expectations early and often
4) Keep the goal, adapt the approach
38. excella.com | @excellaco
Whale sighting!
And we’re on to Plan D
Sometimes it’s worth
changing the goal
to take advantage of
new circumstances
39. excella.com | @excellaco
Ernest Shackleton:
Endurance
• Continuous need to
respond to change
• Change in goal due to
significant changes in
circumstance
Image: https://www.smithsonianmag.com/smart-news/antarctic-research-ship-will-
search-wreck-shackletons-endurance-180968780/
40. excella.com | @excellaco
Trip
Takeaways
1) Planning is still necessary
2) The right planning can make
responding to change easier
3) Set expectations early and often
4) Keep the goal, adapt the approach
5) When circumstances necessitate,
change the goal
50. excella.com | @excellaco
Trip
Takeaways
1) Planning is still necessary
2) The right planning can make
responding to change easier
3) Set expectations early and often
4) Keep the goal, adapt the approach
5) When circumstances necessitate,
change the goal
6) Keep empathy at the forefront
51. excella.com | @excellaco
Self-reflection
Optional Menti:
94 93 10
• How can non-software/hardware
examples help us relate to the
challenges our teams face?
• What lessons can we apply from
how people respond to change in
other scenarios?
• What has the last year taught you
about responding to change?
About the importance of empathy?
65. We transform your bold ideas
into elegant technology solutions
We are Agilists at our core. We embrace flexibility and collaboration to accelerate
delivery, respond to change, and develop technology that enables people to do
their jobs more easily and solve unsolvable problems.
18 Years
in Business
270+
Employees
20+ Industry
Groups/Meetups
Award-Winning
Company
66. Our
Solutions
From incremental advances to leaps of
innovation, we make your tech work
for you. Our partners are becoming
more Agile, modernizing their
technology, harnessing data to gain a
competitive advantage, and building
more engaging websites and apps to
win over their customers.
Agile
Transformation
Artificial
Intelligence (AI)
Digital Service
Delivery
Modernization
