This document discusses best practices for agile project management. It covers the four core values of agile being individuals and interactions over processes and tools, working software over documentation, customer collaboration over contract negotiations, and responding to change over following a plan. It also discusses ensuring the product owner is actively involved, setting requirements for the team, and involving key players in daily activities. Specific agile ceremonies like sprint planning, retrospectives, and standups are mentioned. The document stresses the importance of people and knowing your team. It also discusses user stories, acceptance criteria, estimating with story points, and using metrics like velocity and burndown charts.
Kicking Off Your First Agile Project @PMIWDC sparkagility
The document discusses kicking off an agile project. It covers identifying elements of agile chartering such as product vision, project mission, core team formation and working agreements. Essential agile practices like backlogs, user stories, sprints, daily stand-ups and retrospectives are introduced. Retrospectives are highlighted as a critical practice for teams to continuously inspect and adapt their processes to uncover better ways of working. The goal of retrospectives is to reflect on what can be improved to become a more effective team.
This document provides an overview of the concept of Kaizen. It defines Kaizen as a Japanese word meaning "change for better" or "continuous improvement" with the involvement of everyone in an organization. The key points covered include:
- Kaizen is based on the belief that continuous improvement is needed to progress.
- It stresses small, ongoing improvements rather than large changes.
- Implementing Kaizen can lead to better quality, faster work cycles, flexibility and lower costs/waste.
- Kaizen focuses on people and teams, while innovation focuses more on technology and individuals.
- Management plays a key role in providing momentum for Kaizen through quality circles and small group activities.
WEBINAR: How Leaders Successfully Support Lean Six Sigma Projects (Leadership)GoLeanSixSigma.com
This document summarizes a presentation about how leaders can successfully support Lean Six Sigma projects. The presentation covers:
1) The role of the Lean Six Sigma leader in championing projects, removing barriers, and driving organizational change.
2) How leaders can provide support in project selection by ensuring projects are measurable, meaningful, and manageable.
3) Techniques leaders can use to remove barriers for improvement teams like allocating time for improvement work and using the A3 problem-solving tool.
4) Common missteps leaders make in not supporting problem-solving culture and blaming individuals rather than processes.
In this presentation you will find out what it takes to rollout process improvement in your own organization and how to get it right the first time.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
The document discusses the skills of agile leaders in the 21st century. It outlines 7 key skills: 1) Incubating transformational leadership by living the values and leading by example. 2) Developing a transformational leadership team with a compelling shared vision. 3) Expanding as a leader from expert to achiever to catalyst with a growth mindset. 4) Leading change by anchoring new approaches in the culture. 5) Developing people by creating jointly responsible teams and respecting people. 6) Setting goals while minimizing constraints and work requirements. 7) Unlocking the hidden potential of team members by creating an environment of mutual influence.
WEBINAR: How to Use Group Reviews to Help Ensure Your Team's Green Belt Train...GoLeanSixSigma.com
Online training can be very effective for learning especially with the flexibility to schedule self-directed work. However, when a group of employees are going through Lean Six Sigma training, how can a sense of community be maintained and how do we help keep learners on task? In this introductory webinar, we'll discuss a Do-It-Yourself approach to coordinating a group of Lean Six Sigma learners in an organization and build a cohort of learners by having internal meetings, creating a schedule, homework, activities, and project discussion.
The document discusses the role of managers in supporting agile teams. It notes that managers often try to maintain control rather than provide support, which can lead to agile failures. The document outlines how managers shift from managing to leading in a lean-agile way by grounding teams, guarding against negative behaviors, guiding culture and standards, and helping individuals grow. Effective managers take on roles as culture stewards, enterprise translators, team supporters and people champions. The key is for managers to champion agile methods and own their new supportive roles.
Kicking Off Your First Agile Project @PMIWDC sparkagility
The document discusses kicking off an agile project. It covers identifying elements of agile chartering such as product vision, project mission, core team formation and working agreements. Essential agile practices like backlogs, user stories, sprints, daily stand-ups and retrospectives are introduced. Retrospectives are highlighted as a critical practice for teams to continuously inspect and adapt their processes to uncover better ways of working. The goal of retrospectives is to reflect on what can be improved to become a more effective team.
This document provides an overview of the concept of Kaizen. It defines Kaizen as a Japanese word meaning "change for better" or "continuous improvement" with the involvement of everyone in an organization. The key points covered include:
- Kaizen is based on the belief that continuous improvement is needed to progress.
- It stresses small, ongoing improvements rather than large changes.
- Implementing Kaizen can lead to better quality, faster work cycles, flexibility and lower costs/waste.
- Kaizen focuses on people and teams, while innovation focuses more on technology and individuals.
- Management plays a key role in providing momentum for Kaizen through quality circles and small group activities.
WEBINAR: How Leaders Successfully Support Lean Six Sigma Projects (Leadership)GoLeanSixSigma.com
This document summarizes a presentation about how leaders can successfully support Lean Six Sigma projects. The presentation covers:
1) The role of the Lean Six Sigma leader in championing projects, removing barriers, and driving organizational change.
2) How leaders can provide support in project selection by ensuring projects are measurable, meaningful, and manageable.
3) Techniques leaders can use to remove barriers for improvement teams like allocating time for improvement work and using the A3 problem-solving tool.
4) Common missteps leaders make in not supporting problem-solving culture and blaming individuals rather than processes.
In this presentation you will find out what it takes to rollout process improvement in your own organization and how to get it right the first time.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
The document discusses the skills of agile leaders in the 21st century. It outlines 7 key skills: 1) Incubating transformational leadership by living the values and leading by example. 2) Developing a transformational leadership team with a compelling shared vision. 3) Expanding as a leader from expert to achiever to catalyst with a growth mindset. 4) Leading change by anchoring new approaches in the culture. 5) Developing people by creating jointly responsible teams and respecting people. 6) Setting goals while minimizing constraints and work requirements. 7) Unlocking the hidden potential of team members by creating an environment of mutual influence.
WEBINAR: How to Use Group Reviews to Help Ensure Your Team's Green Belt Train...GoLeanSixSigma.com
Online training can be very effective for learning especially with the flexibility to schedule self-directed work. However, when a group of employees are going through Lean Six Sigma training, how can a sense of community be maintained and how do we help keep learners on task? In this introductory webinar, we'll discuss a Do-It-Yourself approach to coordinating a group of Lean Six Sigma learners in an organization and build a cohort of learners by having internal meetings, creating a schedule, homework, activities, and project discussion.
The document discusses the role of managers in supporting agile teams. It notes that managers often try to maintain control rather than provide support, which can lead to agile failures. The document outlines how managers shift from managing to leading in a lean-agile way by grounding teams, guarding against negative behaviors, guiding culture and standards, and helping individuals grow. Effective managers take on roles as culture stewards, enterprise translators, team supporters and people champions. The key is for managers to champion agile methods and own their new supportive roles.
How One Community Hospital is Creating a Culture of Continuous ImprovementKaiNexus
Presented by Mike McGowan, Director of Process Excellence at Marietta Memorial Hospital. Mike will share principles, methods, and lessons learned that can be applied in any industry. Healthcare has learned from manufacturing, so here is our opportunity to learn back from healthcare.
Learn how Memorial Health System uses training and five specific roles to build and spread a culture of continuous improvement
Hear what MHS has done well and where we could improve
Discuss the leadership behaviors necessary to accomplish a culture change
This document provides guidance on selecting process improvement projects. It discusses clarifying organizational strategy and goals, identifying potential projects from sources like dashboards and feedback, and using a project selection tool. The tool involves screening projects for potential, determining the project type, clarifying the goal, refining criteria, and applying an impact/effort matrix. A case study examines using the tool to select a project to reduce the pick-up order cycle time at a restaurant. The document promotes using the free project selection tool downloadable from the website to get started with process improvement projects.
Daily Lean Management with KaiNexus: From Huddle Boards to Web-Based Technolo...KaiNexus
This presentation is based on a KaiNexus webinar about how continuous improvement software improves daily lean management. You can watch the full webinar here:
http://info.kainexus.com/improvement-disciplines/lean/daily-lean-management-with-kainexus/webinars
In this webinar, you'll learn about the importance of strategy deployment, gemba walks, and rounding in a culture of continuous improvement. See how KaiNexus takes organization beyond the huddle board and other offline tools.
Being resilient: Self care for Change PractitionersProsci ANZ
It's nearly the end of another big year of change - an ideal time to pause and take time out for ourselves. Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
In our final Change Community of Practice Webinar for 2017, join us in sharing how you refresh your energy and passion and build the resilience you need to perform at your best.
- What is resilience?
- Why is it important for change professionals?
- Top 5 Tips for Being Resilient
Presented by
Sarah Baker, Consultant & Facilitator, IQC
In this webinar you will:
Understand the important components of buy-in
Learn the 4-step process to get buy-in
Reflect on the challenges and benefits of buy-in that relates to you
Sarah Baker
Sarah is a Consultant & Facilitator at IQC. She has an MS in Industrial and Organizational Psychology and a BA in Philosophy and Psychology. Sarah challenges and inspires others to think critically and shift toward more effective perspectives. Her thoughtfulness, enthusiasm, and passion for learning support her in providing excellent work. As a facilitator, she uses philosophy and psychology techniques to inspire growth and excellence.
Areas of Expertise: Industrial and Organizational Psychology, Philosophy, Personal Leadership, Leadership Development, Curriculum Design, and Facilitation
Being Human Change Conversations Highlights of the 2016 Prosci Best Practises...Prosci ANZ
An interactive seminar that covers Key Contributors & Top barriers to success, Impact of effective Change Management and tips on what to do differently on the next project.
The document discusses how teams can get more value from retrospectives by following five steps: 1) Create an environment of equality, 2) Do something physical, 3) Create a retrospective radiator, 4) Rotate facilitation among team members, and 5) Aggregate insights from retrospectives across teams. It emphasizes that regular reflection and adjustment is a core agile principle and that without retrospectives, teams miss opportunities to improve performance.
This certificate recognizes Anna Visser for completing the Rasello Alpha Team project, where she helped solve company problems through global collaboration over 6 weeks. Alpha Team members are chosen to work intensively on sponsored projects with people worldwide through the Global Scholars program at The Center for Global Enterprise. The certificate was awarded by the Center's president in May 2016.
Change Community of Practice Webinar - Building an Effective Change Team Part 1Prosci ANZ
Over the past few years, we have seen organisations invest in hiring Change Management Practitioners and establish frameworks to build their change management capability. Yet these teams are often not set up for success, with key elements not yet in play. Resourcing is only one part of the mix.
As part of our partnership with Ralleo, we will explore the elements of success and how effective Change Management teams are leveraging technology to achieve better results.
In Part 1 of this interactive webinar series, we will cover:
- Snapshot of Prosci Best Practices - what does it tell us about key success factors?
- Five focus areas to building an effective Change team and realise the benefits of change in your organisation
- Top 5 tips from our consulting team
- Q&A
In Part 2, we will dive more deeply into:
- Recap key points from Part 1
- How high performing Change Managers and Change -
Management teams are using Ralleo - real life application stories
- Top 3 scenarios and demonstration
- Q&A
Presented by Vicky Emery - General Manager, Being Human and Joe Hutton - CEO, Ralleo.
Presented by Jess Orr
We will cover topics including:
A3 Thinking: A Quick Refresher
When to Use an A3 vs. Other Tools
How to Engage Others in the Process
Change Management 101
The Hardest Part: Sustaining the Gains
Hosted by KaiNexus
About the Presenter:
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
WEBINAR: How Leaders Support and Build a Culture of Process ImprovementGoLeanSixSigma.com
Tools are important for problem-solvers, but what about leaders? What do they have in their toolkit to help build problem solvers?
In this webinar, we'll discuss actions, mindsets and tools leaders have to support and build a culture of process improvement!
In this 1-hour webinar, we will cover the 4 key leader roles in building a continuous improvement culture:
- Create ideal conditions
- Build problem-solving muscles
- Identify key leader responsibilities
- Strategize on the 4 components of Lean culture
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Change Community of Practice Webinar - June: Where to start? First steps for ...Prosci ANZ
Congratulations on your new role as a Change Manager! It's challenging, exciting and a little daunting. Perhaps you're in a dedicated change role, or you're in a hybrid role with other responsibilities. You might be new to change, or a seasoned professional from a related discipline such as Project Management, Communications or HR.
Where do you start?
In this interactive webinar, we will cover:
Change Management - the new kid on the block
Recap on the role of the Change Practitioner and other key change roles
Snapshot of Prosci Best Practices
Common challenges
Top 5 tips from our consulting team
7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 b...Dipesh Pala
One of the keys to a successful enterprise Agile transformation is the support of executive leadership, which is more than simply providing approval. The Agile executive enables, empowers and engages rather than controls.
According to one recent survey, more than one in three organisations claim that the lack of leadership engagement within their businesses is plaguing their journey towards sustainable organisational agility.
With a special focus on executives and leaders, this presentation will be draw upon more than a decade of Agile transformation experiences in multiple organisations across eight countries, and will share real-life case studies and insights to illustrate the key things that Agile leaders need to do differently.
Be inspired by knowing what serves to catalyse and nourish progress – and what does the opposite.
Secret Sauce of Agile Transformation - Agile India presentation - Sathya Bala...Sathya Balakrishnan
The document discusses the key parameters for a successful agile transformation journey, including addressing detractors, building trust over time, and establishing psychological safety. It provides examples from different projects of distributed teams embracing agile practices like Scrum and Kanban. For project N specifically, survey results show high voice and clarity from the team as they transitioned to Scrum practices like daily standups, backlog grooming, and sprints while moving towards a more empowering "TEAL" structure. The document emphasizes that trust building over time is critical to transforming detractors and neutrals into promoters of agile ways of working.
This document discusses the concept of Kaizen, which means continuous improvement. It defines Kaizen as modifying or changing processes to make them better by eliminating waste through studying and improving them. The document outlines the Kaizen process, elements, types (flow and point), and compares Kaizen to Kaizen events. It describes the phases of a Kaizen event from preparation to follow up. Finally, it discusses problem solving techniques used in Kaizen and why organizations implement Kaizen to eliminate waste, improve quality, cost and delivery, and minimize production costs by teaching workers continuous improvement.
Agile is not separate from the rest of the corporation: Agile concerns “how an organization works holistically— its operating model” and “is significantly more important than its formal structure alone. An agile transition is a perpetual improvement process, not a project with a completion date."
Freelance Strategy Consulting - Paul MillerdBoundless
This document provides an overview of Vivo Strategies, a strategy consulting firm. It summarizes the firm's mission to unlock human potential in organizations. It introduces the two consultants, Paul Millerd and Kunal Kataria, describing their expertise and experience. The document outlines the firm's principles and how they work with clients on projects focused on execution, startup advisory, talent/culture assessment, and training. It provides examples of past client projects and an appendix with additional biographies.
How One Community Hospital is Creating a Culture of Continuous ImprovementKaiNexus
Presented by Mike McGowan, Director of Process Excellence at Marietta Memorial Hospital. Mike will share principles, methods, and lessons learned that can be applied in any industry. Healthcare has learned from manufacturing, so here is our opportunity to learn back from healthcare.
Learn how Memorial Health System uses training and five specific roles to build and spread a culture of continuous improvement
Hear what MHS has done well and where we could improve
Discuss the leadership behaviors necessary to accomplish a culture change
This document provides guidance on selecting process improvement projects. It discusses clarifying organizational strategy and goals, identifying potential projects from sources like dashboards and feedback, and using a project selection tool. The tool involves screening projects for potential, determining the project type, clarifying the goal, refining criteria, and applying an impact/effort matrix. A case study examines using the tool to select a project to reduce the pick-up order cycle time at a restaurant. The document promotes using the free project selection tool downloadable from the website to get started with process improvement projects.
Daily Lean Management with KaiNexus: From Huddle Boards to Web-Based Technolo...KaiNexus
This presentation is based on a KaiNexus webinar about how continuous improvement software improves daily lean management. You can watch the full webinar here:
http://info.kainexus.com/improvement-disciplines/lean/daily-lean-management-with-kainexus/webinars
In this webinar, you'll learn about the importance of strategy deployment, gemba walks, and rounding in a culture of continuous improvement. See how KaiNexus takes organization beyond the huddle board and other offline tools.
Being resilient: Self care for Change PractitionersProsci ANZ
It's nearly the end of another big year of change - an ideal time to pause and take time out for ourselves. Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
In our final Change Community of Practice Webinar for 2017, join us in sharing how you refresh your energy and passion and build the resilience you need to perform at your best.
- What is resilience?
- Why is it important for change professionals?
- Top 5 Tips for Being Resilient
Presented by
Sarah Baker, Consultant & Facilitator, IQC
In this webinar you will:
Understand the important components of buy-in
Learn the 4-step process to get buy-in
Reflect on the challenges and benefits of buy-in that relates to you
Sarah Baker
Sarah is a Consultant & Facilitator at IQC. She has an MS in Industrial and Organizational Psychology and a BA in Philosophy and Psychology. Sarah challenges and inspires others to think critically and shift toward more effective perspectives. Her thoughtfulness, enthusiasm, and passion for learning support her in providing excellent work. As a facilitator, she uses philosophy and psychology techniques to inspire growth and excellence.
Areas of Expertise: Industrial and Organizational Psychology, Philosophy, Personal Leadership, Leadership Development, Curriculum Design, and Facilitation
Being Human Change Conversations Highlights of the 2016 Prosci Best Practises...Prosci ANZ
An interactive seminar that covers Key Contributors & Top barriers to success, Impact of effective Change Management and tips on what to do differently on the next project.
The document discusses how teams can get more value from retrospectives by following five steps: 1) Create an environment of equality, 2) Do something physical, 3) Create a retrospective radiator, 4) Rotate facilitation among team members, and 5) Aggregate insights from retrospectives across teams. It emphasizes that regular reflection and adjustment is a core agile principle and that without retrospectives, teams miss opportunities to improve performance.
This certificate recognizes Anna Visser for completing the Rasello Alpha Team project, where she helped solve company problems through global collaboration over 6 weeks. Alpha Team members are chosen to work intensively on sponsored projects with people worldwide through the Global Scholars program at The Center for Global Enterprise. The certificate was awarded by the Center's president in May 2016.
Change Community of Practice Webinar - Building an Effective Change Team Part 1Prosci ANZ
Over the past few years, we have seen organisations invest in hiring Change Management Practitioners and establish frameworks to build their change management capability. Yet these teams are often not set up for success, with key elements not yet in play. Resourcing is only one part of the mix.
As part of our partnership with Ralleo, we will explore the elements of success and how effective Change Management teams are leveraging technology to achieve better results.
In Part 1 of this interactive webinar series, we will cover:
- Snapshot of Prosci Best Practices - what does it tell us about key success factors?
- Five focus areas to building an effective Change team and realise the benefits of change in your organisation
- Top 5 tips from our consulting team
- Q&A
In Part 2, we will dive more deeply into:
- Recap key points from Part 1
- How high performing Change Managers and Change -
Management teams are using Ralleo - real life application stories
- Top 3 scenarios and demonstration
- Q&A
Presented by Vicky Emery - General Manager, Being Human and Joe Hutton - CEO, Ralleo.
Presented by Jess Orr
We will cover topics including:
A3 Thinking: A Quick Refresher
When to Use an A3 vs. Other Tools
How to Engage Others in the Process
Change Management 101
The Hardest Part: Sustaining the Gains
Hosted by KaiNexus
About the Presenter:
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
WEBINAR: How Leaders Support and Build a Culture of Process ImprovementGoLeanSixSigma.com
Tools are important for problem-solvers, but what about leaders? What do they have in their toolkit to help build problem solvers?
In this webinar, we'll discuss actions, mindsets and tools leaders have to support and build a culture of process improvement!
In this 1-hour webinar, we will cover the 4 key leader roles in building a continuous improvement culture:
- Create ideal conditions
- Build problem-solving muscles
- Identify key leader responsibilities
- Strategize on the 4 components of Lean culture
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Change Community of Practice Webinar - June: Where to start? First steps for ...Prosci ANZ
Congratulations on your new role as a Change Manager! It's challenging, exciting and a little daunting. Perhaps you're in a dedicated change role, or you're in a hybrid role with other responsibilities. You might be new to change, or a seasoned professional from a related discipline such as Project Management, Communications or HR.
Where do you start?
In this interactive webinar, we will cover:
Change Management - the new kid on the block
Recap on the role of the Change Practitioner and other key change roles
Snapshot of Prosci Best Practices
Common challenges
Top 5 tips from our consulting team
7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 b...Dipesh Pala
One of the keys to a successful enterprise Agile transformation is the support of executive leadership, which is more than simply providing approval. The Agile executive enables, empowers and engages rather than controls.
According to one recent survey, more than one in three organisations claim that the lack of leadership engagement within their businesses is plaguing their journey towards sustainable organisational agility.
With a special focus on executives and leaders, this presentation will be draw upon more than a decade of Agile transformation experiences in multiple organisations across eight countries, and will share real-life case studies and insights to illustrate the key things that Agile leaders need to do differently.
Be inspired by knowing what serves to catalyse and nourish progress – and what does the opposite.
Secret Sauce of Agile Transformation - Agile India presentation - Sathya Bala...Sathya Balakrishnan
The document discusses the key parameters for a successful agile transformation journey, including addressing detractors, building trust over time, and establishing psychological safety. It provides examples from different projects of distributed teams embracing agile practices like Scrum and Kanban. For project N specifically, survey results show high voice and clarity from the team as they transitioned to Scrum practices like daily standups, backlog grooming, and sprints while moving towards a more empowering "TEAL" structure. The document emphasizes that trust building over time is critical to transforming detractors and neutrals into promoters of agile ways of working.
This document discusses the concept of Kaizen, which means continuous improvement. It defines Kaizen as modifying or changing processes to make them better by eliminating waste through studying and improving them. The document outlines the Kaizen process, elements, types (flow and point), and compares Kaizen to Kaizen events. It describes the phases of a Kaizen event from preparation to follow up. Finally, it discusses problem solving techniques used in Kaizen and why organizations implement Kaizen to eliminate waste, improve quality, cost and delivery, and minimize production costs by teaching workers continuous improvement.
Agile is not separate from the rest of the corporation: Agile concerns “how an organization works holistically— its operating model” and “is significantly more important than its formal structure alone. An agile transition is a perpetual improvement process, not a project with a completion date."
Freelance Strategy Consulting - Paul MillerdBoundless
This document provides an overview of Vivo Strategies, a strategy consulting firm. It summarizes the firm's mission to unlock human potential in organizations. It introduces the two consultants, Paul Millerd and Kunal Kataria, describing their expertise and experience. The document outlines the firm's principles and how they work with clients on projects focused on execution, startup advisory, talent/culture assessment, and training. It provides examples of past client projects and an appendix with additional biographies.
The document describes a Dale Carnegie Training leadership program for managers. The 7-session, 3 hours per week program helps managers develop skills to handle challenges in today's business world, including adapting to change, innovating, managing processes, and leading employees for success. The training focuses on self-direction, developing people skills, creating and managing processes, effective communication, and balancing outcomes with performance accountability.
The document discusses an introduction to agile principles and practices. It begins with introductions from Yves Hanoulle and Vera Peeters. It then discusses agile manifesto values and principles. It covers topics like agile project management, scaling agile, and introduces an XP game exercise. The goal is to provide an overview of agile concepts and how they can help the situation at Porthus.
10 strategies to highly effective board meetings final.pptxmrollins57
Slides from a panel I moderated about running highly effective board meetings. I implemented many of these ideas into the board I now chair. It definately had a positive affect.
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
Paul Millerd - Freelance Consulting Services 2019Boundless
Paul Millerd is an independent strategy consultant who works remotely with managers and leaders. He has over 10 years of experience consulting for top organizations. His expertise includes organizational culture, strategy, talent development, and operations. Currently based in Boston and Taipei, he offers services such as strategic planning, leadership coaching, culture assessments, and training facilitation. He works both remotely and through embedding with client teams.
Agile speaks of putting people first; however in my experience, people are the poor stepchild to process and tools. It’s not about getting scrum teams “more agile” it’s about shaping the organization's culture to support agile development. It’s necessary to understand the areas needed to create a culture that supports agile development. We have to wonder, are we asking ourselves the right questions? How do we engage our staff to create an agile workforce? How do we hire the right people? What is a manager's role in this new self-organized culture? How do we motivate those people? How do we connect them with the customer? It’s about embodying the spirit of agility to get all the magic of a startup and scaling that across a large organization.
In this session, we will talk about building your organization’s culture to support scaling organizational agility to keep the team passionate and purposeful.
Format: Presentation
Target Audience: Agile Coaches, Human Resources, Leaders, and Change Agents
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
The document summarizes a presentation given by Agata Dulnik at the Global WIAL conference in Warsaw on October 19th. The presentation covered the following topics:
1. An introduction to Accenture, a leading professional services company, outlining its businesses, revenues, and global footprint.
2. A discussion of mergers and acquisitions activity, shifting focus from scale to strategic value through complementary deals and concurrent transformation.
3. Accenture's view of the future workforce, which will value judgment work through enabling multi-skilled workers, breaking hierarchies, and engaging in the digital race.
Collaboration in a business environment is a best practice that leve.docxfathwaitewalter
Collaboration in a business environment is a best practice that leverages the collective knowledge of the team assembled. Peer evaluation and support, provided in the spirit of continuous improvement and organizational success, result in higher quality deliverables than generally possible by the efforts of an individual. Please describe the process you plan to use to conduct research, identify findings, and develop the Comprehensive Project due in Unit 5 and present a preliminary outline indicating how you intend to organize the project deliverable.
Objectives
Describe the role of relationship development and management in effective leadership, and use the concepts in improving leadership effectiveness.
Analyze the various leader, follower, cultural, and situational characteristics that contribute to leadership.
Apply critical thinking skills to analyze business situations.
.
An Agile Culture Beyond Technology at Vistaprint - Amy Jackson and Staci Dub...agilemaine
The document discusses how Vistaprint implemented agile practices beyond just technology teams. It started with an email marketing pilot in 2015 that saw benefits from using agile such as increased flow and reduced lead times. Over subsequent years, agile was expanded to other creative teams and parts of the talent experience organization. By 2018, agile had been used to improve various human resources functions through practices like experimentation, feedback, and self-organizing teams. The document advocates that agile is about delivering value and can be applied successfully beyond just software development.
This webinar discussed how to drive business through employee engagement. It began with defining employee engagement and distinguishing it from satisfaction. It then covered metrics for measuring engagement, how engagement impacts customer engagement, and the importance of fit when hiring. The webinar outlined key drivers of engagement like having clear expectations, tools, strengths alignment, recognition, and support. Finally, it proposed ways to continuously improve engagement like aligning strategy, understanding business problems, improving communication, growing talent internally, and being transparent. The presenter offered to help organizations assess personalities to better align goals using Drake's assessment tools.
Agile HR - Human Resource Management - Manu Melwin Joymanumelwin
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
What agile teams think about agile principlesJaguaraci Silva
The document discusses the history and development of agile principles. It summarizes a survey that was conducted in 2010 to understand views on agile principles and practices. 326 respondents with extensive agile experience participated in the survey. The survey found general agreement with most of the original 12 agile principles, but also identified areas for revision. Based on the survey results, some principles were updated to better reflect modern agile approaches and address issues like "Flaccid Scrum" where code quality is overlooked. The conclusions emphasize that principles and practices must be aligned, and principles need to evolve with changes to remain relevant.
Explore what is an Agile culture
Explore the Agile Mindset
Explore what is an Agile culture
Explore the Agile Mindset
Review the 6 basic steps required to transition to an agile culture that will accept the Agile Mindset
IIBA® Sydney - From Isolation to Innovation: Effective Communities PracticeAustraliaChapterIIBA
The purpose of this presentation is to share our (EndeavourX) experience of setting up a robust and burgeoning BA Practice and a number of Chapters over the last 3 years. Our speakers will walk through their generic and comprehensive Practice Playbook that could be used by anyone looking to set up or mature a practice/chapter.
The speakers will cover the following areas:
Agile Practice Playbook – The context
This playbook is a live reference for new adopters of agile chapters / practices, as well as existing practices to mature their ways of working, and it is intended to speak to leaders (tribe, product, agile, tech, practice, chapter leaders etc.), practitioners, coaches, People & Culture, and the team.
Why do we need Practices and Chapters?
Align your organisation's values and goals to your Practice
Define your levels of capability
Capability matrices and practical application
Roles & responsibilities
Define your specialisms
The essentials, ceremonies and operating rhythms
Culture
Continuous improvement
Engagement model in matrix organisational structure
Strategic partnerships (Offshore and other capability partnerships, IIBA, etc.)
Leaving a positive imprint within and beyond the organisation
Practical ways to streamline:
Onboarding
Learning and development
Recruitment
Employee satisfaction and retention
Potential & Performance management
Career Pathways and Progression
Where are we going from here?
Join us to
Learning best practices from ASX 50 company EndeavourX in BA skillset
Benefits of chapter practices in the workplace
Presenters include
Ramya Palraj, Business Analysis Practice Leader – EndeavourX
Mike Harris, Chapter Leader – Digital & Technology Enablers BA Chapter
Megha Satish, Chapter Leader – Digital Ninjas BA Chapter
Organization development (OD) is defined as a planned, organization-wide effort to increase effectiveness through behavioral science interventions. The core elements of OD are organizational assessment, developing a plan to achieve the desired culture, and managing the change process. Key features include taking a long-term, broad-based, dynamic, and research-based approach with a focus on behavior change through teamwork and respect for individuals. Common OD interventions target individuals, groups, and the overall organization through techniques like sensitivity training, counseling, team building, and restructuring job roles.
An organization's governing processes and people can sometimes be the greatest asset or greatest barrier to an effective certification program. Here are some tips we shared at a recent conference of the American Society of Association Executives.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
2. Kendal
Kirsch
1 son – Knox (4)
1 puppy – Bodhi (4mos)
#boymom
Associate’s Degree in Business
Bachelor’s Degree in Project
Management
Things I enjoy:
Camping
Sand volleyball
Being on the water
Being with family and friends
Concerts (please come back)
4. 4Core Values of Agile Project Management
Individuals andinteractionsover processes andtools;
Working software over comprehensive documentation;
Customer collaborationover contract negotiations;and,
Responding tochange over followinga plan.
Agile
5. 5Agile & Organizational Culture
Agile is people-centric
3 Pillars of Agile
Transparency
Inspection
Adaptation
Engaged team members help in creating & sustaining
self-organizing teams
Strong engagement bring autonomy & ownership which
can be built by trust
14. 14
Uncle Bob was WRONG!
Metrics
Velocity
Burndown
Teamhealth
Accountability
Noassumptions
Best Practices
Editor's Notes
While obtaining my bachelor’s in PM, I had to learn everything the PMBOK offers - from traditional pm to agile.
Waterfall is not something I am about and that is why I leaned on software development and agile. I didn’t like doing all the work upfront for my class like I would with construction. It felt very rigid and not flexible.
Agile really made it feel like you could get work done in smaller increments and still deliver to your customer. I was definitely drawn to Agile bc of the flexibility and accountability.
I am very pro to make Agile what works for your team.
There are guard rails and parts of the process that you should be doing, but you can customize the process for what works for your team.
I was on Great Plains Beef with 3 other people - a small size team, if you will. We customized the Agile process to work for us. We pushed retros to once a month – this was because we were such a small team that was in constant communication.
We had sprints, but we really did a Kanban style workflow.
This made our interactions with our customer very frequent and it helped ensure any feedback was immediately added into our backlog and prioritized.
This worked for us while still tracking metrics and monitoring customer inputs/feedback.
Agile is people over process – I truly care about the people I work with.
Agile doesn’t mean it’s the wild wild west and there is not process in place, even though some truly believe that.
Agile process hold people accountable. We can know what’s happening and effectively change things that we are working on quickly to address any issues or changes in priority.
I feel like Aviture’s culture really jives with Agile. We encourage our team members to think outside the box, we let them be their own CEO or CTO.
We encourage learning and let our employees try new things. I came from BCBSNE and they said they were Agile, but to be honest, it wasn’t like we have here today. It was process heavy and do things bc the process or book says to.
Which is why when I had the chance to come on to Aviture, I jumped.
Know your people. Personally and professionally. You don’t have to be best friends, but understanding their likes/dislikes, all that is necessary.
I try to regularly do 1:1s with my team members – at least twice a year, but sometimes more. A smaller team is obviously easier to make that happen, but my Carson team is large and it would be a lot of have 1:1s more than once a quarter with everyone. But this is face time with my team and understand them.
Routine – recurring meetings for each Agile ceremony, keeping things standardized.
Starting with Team norm meetings and Definition of done exercises. Ensuring everyone is on the same page for how the team works and its processes.
Proper documentation of these things. Proper documentation of meetings/minutes/action items.
Known contacts for business and technology – decision makers. Knowing who the PO is, who the end users are and knowing their wants, needs and expectations.
What do they work on? Are they REALLY good at frontend work – UI, react, etc. Are they more experienced in DevOps and backend solutions?
What technologies are they proficient in? React, Azure DevOps, Amazon Web Services? I may not know what these really are or what type of code, but I can support my team member knowing what they are good at and getting them opportunities to flex those muscles.
What type or work interests or excites them? I have met with many Aviturians across my projects the past year and a half. We have a lot of people interested in machine learning and AI items. Or we have people who are really good on the backend and they want the experience on the frontend.
Understand their work and personal life dynamic – Do they have something significant going on in their lives that affects their day to day. Do they have small children who have been home for months over a pandemic? Just knowing what is going on and how they work with that, is key. I want to be able to help them balance their day to day.
Fist of 5 – not sure if everyone knows this. All team members must be a 3 out of 5 (fist of 5)
Anyone lower than a 3 we must keep talking through the sprint work.
5 – love it – could champion it
4 – Support it – good idea
3 – I can live with it
2 – I have reservations and need more discussion
1 – Will not move forward – opposed to this
Sprint Planning –
All team members must be a 3 out of 5 (fist of 5)
Anyone lower than a 3 we must keep talking through the sprint work.
Stories must have a description that is easily understood by a non-technical person. This help ensure we know the business value of the story and that the PO and business can understand what we are doing.
Stories must have AC. Jira doesn’t have its own place for AC, so I just make a bulleted list. I talk through with the team and the PO as to what this AC is. It needs to be clear and concise.
Lastly, all stories must be pointed. The team must agree upon the points.
Once the sprint is started, the story points should not be changed. The team should use this as a learning experience when it comes to pointing. Review why it was not pointed high enough or was pointed too low.
Sprint Retro –
I like to change the retro we do every sprint – this keeps things fresh and people engaged.
The retro should have actionable items that are documented.
People. They are again the most important. Ensure your team feels like they can be open and honest – safe space.
Identify areas of improvement for the next sprint.
Review action items at next retro.
I am a firm believer of having a retro after every sprint. I also understand that that doesn’t work for some people or isn’t ideal. If you have a smaller team or an extremely large team, I would suggest at the very least having a retro every month. Retros help the team work through items and encourages them to be candid with their feedback. If you have a really good team and they are providing candid feedback regularly, retros could be spaced out. But if your team isn’t the best that those tough conversations, I would suggest having more regular retros and encouraging your team to speak up and bring up the harder items to discuss. This will make your team stronger.
Backlog Grooming –
All team members should be involved as well as your PO.
In Jira, I like to setup the sprints ahead of time – so I can see what work we have left. This is an easy way to check where the team is visually and how long before they will be done with an epic or milestone.
In backlog grooming, the team should be reviewing all stories for the next sprint. This means these stories have a description, AC and story points. Any open questions are documented on the story and someone is taking an action item to get that answered prior to planning.
Sprint Demo –
This should include all team members, PO, business and anyone that the work affects.
The team should prep prior to the demo. When I first start on a team, I make this a formal 30 min meeting to talk through what we will be demo’ing, who will be doing so, ect.
As time goes on, the team should be able to self-organize and figure this out on their own.
Daily Standup –
Ensure the team is providing a valuable standup updated – what they worked on yesterday, what they are working on today and any impediments.
I try to ensure this isn’t extremely technical, I want to understand what they have done and I want the PO to understand as well.
I also use this time to ask questions as to why things are not moving – if a story is a 1 or 2 point story and its been 3-4-5 days, you should be inquiring as to why it is taking longer than what we thought. Encourage questions.
As a user, I can ______ , so that I can _____
IMO this isn’t super helpful and it really takes teams down a rabbit hole. More time is spent trying to perfect this sentence than need be.
As long as I can understand the description, being non-technical, I am happy with the story being viewed as complete.
Acceptance Criteria should NOT include the following:
Code review was done
Non-blocker or major issues
Performance testing performed
Acceptance and functional testing done
Acceptance Criteria should NOT include the above because
The team should have a clear understanding of the Definition of Done and DoD should include
Unit/integrated testing
Ready for acceptance test
Deployed on demo server
Releasable
Reasons to use pointing:
Composed of integers – It’s a high-level estimate and there is no need for granularity
Exponential – An exponential scale provides detail for small tasks and forces uncertainty for large tasks
Forces you to choose more or less – the team is forced to make a choice and when faced with a larger task, there is no in-between. The sequence also allows the brain to intuitively distinguish between the numbers of the scale as different magnitudes.
Non-Linear - 4 out of the 6 numbers used are prime numbers, reducing your ability to evenly break down or compare tasks. Large tasks are not squarely related to one another. This helps reduce over-analysis, or “analysis paralysis”.
Always remember, its an ESTIMATE
Ways to make estimation as accurate as possible:
Collaborate with the Product Owner
Good estimation gives the PO new insight to the level of effort of work and future work
Questions arise about requirements and user stories and this helps the team understand the work and can help the PO prioritize all areas of work
Agile estimation is a team sport
Involving ALL team members is critical to estimating points
Each team member brings a different perspective on the product and the work required to deliver a user story
Start somewhere. Even if you are starting with 1 point = 1 day of work. To get everyone on the same page.
Once you have completed a few sprints, you can then figure out velocity and continue to grow that way, but everyone needs to be pointing the same way.
I like to have teams subtask stories – I am not a stickler, but I find that it really helps the team estimate the story points.
If a story has 2 subtasks and is 3 or 5 points, something is off.
If a story has 10 subtasks and is 2 or 3 points, something is off.
This is helpful to me as a PM bc I can easily guide the team to talking through the stories and ensuring we are estimating the points as well as we can.
My rule of thumb is no stories bigger than a 5. These stories, if carried over, will cause a major issue with burndown and velocity. I also find that it is easier to break bigger stories down into smaller stories that are easily achievable and closable in a sprint.
Story pointing helps us set expectations. With this, we can identify trends and issues. We can have the conversations we need to have with our dev team or our client to make sure we are delivering what they expect but within reason.
Yes, I said it. UNCLE BOB WAS WRONG!
Metrics are important. Story pointing is important.
All of the processes that Agile puts in place helps make your team better. Helps them understand their limits and set boundaries.
Metrics help us set expectations with our clients. They help us build roadmaps and project milestones.
Agile is flexible and all of these things are being constantly refined. That is what is supposed to happen.
In no way shape or form is this going to be held over a teams head or is someone going to get fired because we didn’t meet our velocity or our commitments. But these things helps us have a conversation where we are informed and we make educated decisions based on the information we have.
When I came onto to Carson, they were 2 small teams that were expanding into 4 medium sized teams. The team didn’t have a ton of structure around the Agile ceremonies and process. I came in and helped create that process and implement pointing on stories.
Then came SAFE. SAFE is not my friend. Carson brought in a portfolio or program manager who was SAFE certified and expected us to run SAFE. It was a rocky first couple quarters doing so.
We had to make some sacrifices on our end, but they did too. We can plan for a quarter of work – per SAFE – and effectively create a backlog based on the needs of the business. We can also use metrics sans velocity to plan properly for sprints and account for people’s personal lives – vacations, time off, sick days, etc. We are now running a pseudo SAFE type of project, but we are very much Agile in our day to day.
There are a few things that I like about SAFE. We have epics, we tie stories to those epics. When we point those stories, we can track timelines to complete an epic. We can report on sprint metrics and epic metrics and the business can see truly how much work a feature or epic will take. For Carson, that was very eye opening – they figured out that these items aren’t easily implemented. You can’t just write a line of code to do what they are asking. It really helped start conversations on priority and MVP. That is why I am pro-metrics, story pointing and tracking these things.
Definition of done means the feature has been developed, tested and meets all required acceptance tests.
Done = the feature could be shipped to the customer
The PO should accepts done features from the team at demo.
Definition of done is a simple list of activities that add verifiable/demonstrable value to the product
Writing code
Coding comments
Unit testing
Integration testing
Release notes
Design documents
Focusing on value-added steps allows the team to focus on what must be completed in order to build software while eliminating wasteful activities