Agile Tour Chennai 2015: Continuous enterprise agility - Madhur Kathuria
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[Continuous Enterprise Agility] This document discusses continuous enterprise agility and adopting agile practices in organizations. It defines agile as an iterative and flexible process, framework, and philosophy. It emphasizes the importance of continuous planning, integration, testing, delivery, output, feedback, optimization, and enablement. These practices can help organizations choose which agile methods work best for them and leverage existing knowledge to stimulate innovation through collaboration.
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![[ Continuous Enterprise Agility ]
Madhur Kathuria, CST,CSC,CSP,CSM, CSPO
CEO. AgiVetta Consulting
Chairperson, India Scrum Enthusiasts Community(ISEC)
Co-Chair, Global Scrum Gathering Bengaluru 2016](https://image.slidesharecdn.com/continuosenterpriseagilityatc2015-151110002752-lva1-app6892/85/Agile-Tour-Chennai-2015-Continuous-enterprise-agility-Madhur-Kathuria-1-320.jpg)
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Windows on Transformation: Four Pathways to Grow a more Agile Enterprise
Windows on Transformation: Four Pathways to Grow a more Agile EnterpriseAgile Software Community of India
It is easy to envision a more Agile enterprise, yet we have found as a community it is quite difficult to accomplish. The transformation process goes on in many dimensions and unless we have a framework that helps us see from each of those perspectives, our efforts are much more likely to fall short. Based on Michael Spayd's upcoming book, Coaching the Agile Enterprise, this session will (literally) walk you through each of the four fundamental perspectives and the power and limitation of each. We will explore together approaches that are suitable to each perspective and how to activate them in your team, division or organization.Pmi swic chapteragileworkshop summary
This document provides information about an upcoming training workshop on understanding agile project management hosted by PMI Southwest Indiana on February 25, 2012. The workshop will provide an overview of agile concepts and principles, discuss how agile applies in different contexts, and involve interactive learning experiences. Previous attendees commented that the workshop brings new concepts to consider as project managers and allows for participation and understanding of agile through interaction.
Introduction to Agile
Introduction to PMI-ACP Exam Prep.
Session #1: Introduction & welcome
An introduction session in Arabic language about the international exam certification from PMI.
Facebook Page: https://www.facebook.com/portolearn/
Facebook Group: https://www.facebook.com/groups/project.management.portolearn/
Telegram Channel: https://t.me/agileportolearn
Telegram Channel: https://t.me/pmpstudygroup
WhatsApp: https://bit.ly/3KdZWYT
Subscription: https://bit.ly/35anIVF
Session Link: https://youtu.be/q372X_Zo-oU
Will Agile kill Project Management
The document discusses whether agile will kill project management. It presents some key differences between traditional project management and agile approaches. While agile prioritizes adapting to change over stickling to a predefined plan, it does not eliminate project management but rather changes it. Agile still uses practices like planning at different levels from programs to sprints, but allows for more flexibility in scope to keep costs and time fixed. The document argues project managers still have an important role in agile, but with less command-and-control and more of a focus on leading and facilitating teams.
Beyond agile preethi madhu
Beyond Agile focuses on going beyond a focus on practices and tools to prioritize business goals, constant improvement, and customer feedback. It means doing more with less by rapidly adapting and aligning to support innovation, transformation, and global ecosystems while improving quality and effectiveness. The reality is that many organizations claim to be Agile but miss focusing on measures that encourage the right changes, business goals, and what customers are saying.
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In Agile Transformation, C comes before A by Syed Riyazuddin
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Windows on Transformation: Four Pathways to Grow a more Agile Enterprise
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Agility in microelectronics
This document discusses applying agile practices to microelectronics. It begins by introducing agile principles and values. It then discusses the benefits of agility for microelectronics projects, including handling changing requirements and improving software quality. However, it also notes challenges in applying agile to fields like embedded software development and VLSI design. The document explores which specific agile practices may work best for different domains within microelectronics. It aims to help readers choose practices suited to their unique situations and "worlds".
Your Coach is Killing Your Agility : Presented by Madhur Kathuria
The document describes three different ways that project managers reacted to the introduction of agile practices in their organization. The first project manager became miserable and left when agile took away their control over decision making. The second project manager actively worked to undermine agile and return to the old ways of working. The third project manager embraced their new role as a coach and mentor under agile, which improved productivity and relationships with their team.
Pixton London Leaderhsip Summit
The document discusses how to be an agile leader by creating agile businesses through innovation, operationalizing change, focusing on business value, and leading change. It emphasizes collaboration across the entire enterprise using processes like brainstorming, prioritizing based on business value, and having individuals volunteer for tasks. Other key aspects include managing uncertainty, unleashing innovation and creativity by having an open environment with trust and transparency, and using situation-specific strategies and practices to constantly innovate and increase process flow.
Madhur kathuria the role of manager in a changing world v3
This document discusses the changing role of managers in an agile world. It describes three types of project managers - one who resisted the change and left, one who tried to undermine agile, and one who embraced agility and empowered their team. The document then outlines agile principles and values, and proposes that managers transition to a new "Manager 2.0" role as a coach and servant leader rather than a commander. It provides examples of how managers can support teams through facilitation, mentoring, and removing impediments while preserving self-organization.
The role of manager in a changing world v3
This document discusses the changing role of managers in an agile world. It begins with a story about three project managers and how they each reacted differently to the rise of agile methods. One project manager left, one tried to kill agile, and one embraced agile and took on more of a coaching role. The document then covers agile principles and values, and defines the new role of a "Manager 2.0" as more of a coach and facilitator who helps remove impediments and encourages team commitment and boundaries. It provides examples of agile games and tools that managers can use.
Scaling Agile - Only for Enterprises?
India Agile Week 2015 - Mumbai
We discussed about is it true that Scaling is only for Large Enterprises? Or is it equally applicable for SME? And if yes - how?
Scaling Agile - Only for Enterprises?
Does Agile Scaling fit only Enterprises? If SMEs wish to scale, how should they proceed? We take a peek in to the challenges and approaches of Scaling Agile
HR Goes Agile
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
LeaderGains at a glance
LeaderGains provides leadership coaching, consulting, and training services. Their services include leadership coaching using Marshall Goldsmith's stakeholder-centered coaching methodology, setting up and coaching project management offices, business consulting, and training workshops in areas like agile methodologies, project management, and business analysis. They have experience working with global clients and conducted over 200 training programs. Testimonials praise LeaderGains' expertise and ability to effectively transfer knowledge to help organizations.
Ashwini: My Profile
Ashwini Kr. Raj has over 15 years of experience in IT training, delivery, operations, and program management. He has handled over 100 corporate training batches across multiple technologies. Raj has worked with clients in India, China, South Africa, Malaysia, and other countries. He holds an M.Sc. in IT, an MBA in HR, and professional certifications from Microsoft, Oracle, IBM, and other organizations. Raj aims to take on leadership roles to contribute to business success with his technical expertise and leadership skills.
What Makes Your Agile Team Self-Organizing? by Dr. Rashina Hoda
Self-organizing teams is one of fundamental principles of the Agile Manifesto and a critical success factor on Agile projects. But what makes an agile team self-organizing? Based on an industry-based doctoral research involving nearly 60 Agile practitioners from 23 software organizations, this talk presents the informal, implicit, transient, and spontaneous roles —Mentor, Coordinator, Translator, Champion, Promoter, and Terminator— that provide initial guidance and encourage continued adherence to Agile methods; effectively manage customer expectations and coordinate customer collaboration; secure and sustain senior management support; and identify and remove team members threatening the self-organizing ability of the team. Understanding these roles will help Agile teams and their managers better execute their roles and harness their self-organizing potential.
Your time is Now: Using Creative quotient to hone your Business Skills
Left –brain thinking has dominated the business world for centuries; fortunately, though, dramatic shifts in our social and economic environments are leveling the playing field.
As we move from a knowledge economy based on information and analysis to a creative economy built on innovation and ideas, Creative thinking will prevail. Unearth your hidden potential using our simulations, games, resources and expert faculty.
YOUR TIME IS NOW!
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Employees Suggestion Scheme
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This document discusses how to effectively adopt an agile mindset and practices. It begins by noting that while many organizations want to go agile, the reality is that adoption often faces problems and challenges. Drawing on the "broken windows" theory, it suggests that small issues that go unaddressed can undermine agile transformation over time. However, it advocates taking an appreciative inquiry approach to retrospectives, focusing on strengths and successes rather than problems. This positive mindset can act as a "continuous improvement engine" to foster ongoing enhancement of agile ways of working.
6- Agile.engine - Asad safari
This document discusses how to effectively adopt an agile mindset and practices. It begins by looking at the original goals of going agile but finds that in reality, many agile adoptions face problems and challenges. It discusses the "broken windows theory" - how small issues can lead to bigger ones if not addressed. However, instead of focusing on problems, it recommends taking an Appreciative Inquiry approach through retrospective meetings. This focuses the team on successes and strengths, envisioning future improvements through positive dialogue to act as a continuous engine for agile transformation.
ANI | ROI of Agile Transformation Day @Delhi | Unleashing the Power of Agile ...
Session Abstract: The success of an agile transformation is embedded when “doing agile” shifts to ” being agile”. This is when the true power of agile teams and execution is experienced. It not limited to increased velocity or improved quality but the outcomes are far more meaningful. The deliveries are business focused with faster value unlock, the solutions and designs are robust and sustainable to meet the needs of an ever-changing environment & the teams are self-organized units thinking cohesively, sensing collectively and responding to change. The session will focus on how to unleash this hidden power of agile!
Key Takeaways:
1. What does Being agile truly means?
2. Doing agile and Being agile are different and how?
3. What to consider when driving transformations to unlock the power of agile teams for exponential outcomes?
4. What to practice to unlock the power of agile teams
5. How to build and sustain exponential outcomes – its a culture not a practice.
AddValue Consulting Intro - Lean Manufacturing Training Firm
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Modern Agile - 'Cause Agile needed a refresh!
Modern Agile proposes evolving beyond the original Agile Manifesto to address challenges in a more dynamic environment. It emphasizes principles like psychological safety, continuous delivery, experimentation mindset, and enterprise agility. Modern Agile amplifies benefits for both teams and organizations through balancing needs across different parts of the business and achieving organizational adaptability. Frameworks are seen as tools to solve problems rather than ends in themselves.
Agile beyond teams-level: Making an impact
After years of coaching enterprise agile transformations, I shifted my focus to coaching C-Suite leadership, letting my team of coaches do the rest of the important work with product teams and their leaders.
In this talk, I'm sharing the insides and patterns from various organizations on what’s going on in the C-Suite these days, and how it can either hinder or support your organizational agility.
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Your Coach is Killing Your Agility : Presented by Madhur Kathuria
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Madhur kathuria the role of manager in a changing world v3
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What Makes Your Agile Team Self-Organizing? by Dr. Rashina Hoda
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Session will have different aspects of the Agile Portfolio Management.
Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan.
Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management:
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Can Agile Enthusiasm See The Organization Through?
The document discusses whether an organization's enthusiasm for agile practices can help it successfully adopt an agile mindset. It notes that while tools and the agile manifesto are important, true agility requires an entrepreneurial, team-oriented and enabling mindset. The presentation was given by Karmath Dangol of CloudFactory to discuss agility in organizations.
Agile HR From the trenches
An Agile transformation often focuses on IT, and at most cases runs into the boundaries of the softer side of the organisation. What if we initiate a transformation which is HR related? which is focused on employee engagement, and which applies Agile principles and the Scrum practice in HR? In this session I’d like to introduce you to the Agile HR manifesto, and share with you my HR agile journey, i hope to inspire you to have your own.
Evolutionary Change
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach.
In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value
to manage change effectively and delivers a happier, innovative and better enterprise.
Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.
Software 4.0 : “How” of Building Software Driven Business
Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade.
‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world.
Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed.
Software 4.0 framework leverages nexus of following methodologies / initiatives –
Business Model Canvas for value promise
Design thinking
Hackathon
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Agile-at-scale
CLM platform & Continuous Engineering
Machine Learning
Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.
Agile Digital Architecture
The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.
Governance mechanism to further business agility
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable.
How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last
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Opening the Mainframe world to Mobile Ecosystem in a seamless and beneficial ...
Opening the Mainframe world to Mobile Ecosystem in a seamless and beneficial ...India Scrum Enthusiasts Community
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability.
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Workplace Happiness - Is Business Agility Taking us Towards Happy Workplaces?India Scrum Enthusiasts Community
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense.
The two studies that this session will discuss about are as follows:
Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink
Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself
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We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
Agile Engineering Environment – 2017
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
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Management for Agility and Outcomes
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.
Agile Mindset Shifting: Agile For All
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Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
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Agile Engineering Environment – 2017
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
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We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
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“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
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The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values.
Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
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- 1. [ Continuous Enterprise Agility ] Madhur Kathuria, CST,CSC,CSP,CSM, CSPO CEO. AgiVetta Consulting Chairperson, India Scrum Enthusiasts Community(ISEC) Co-Chair, Global Scrum Gathering Bengaluru 2016
- 2. Agile Should we jump on this train?
- 4. [Accidental Agile Coach, Status-quo Disruptor, Transformation freak, Behavioral mystic, nomad, INDIAN] 12 years
- 5. [Agenda ???]
- 6. [ so what is Agile ?? ] All Agile processes are necessarily Iterative, but not all Iterative processes are Agile A Process… A Framework… A Philosophy…
- 7. [This is all good…BUT will it work for us ?]
- 8. [ How do we choose, which practices work for us ? ]
- 15. [Continuous Feedback & Conversations]
- 17. And the hidden one...[Continuous Enablement] Leverage existing knowledge Build communities of practice Put in place collaboration tools Get feedback frequently Stimulate innovation
- 20. Questions??
- 21. 21 [if we can be of any help] My space ̶ madhur@indiascrumcommunity.org ̶ www.madhurkathuria.info ̶ Twitter: madhurkathuria ̶ Skype: madhur.Kathuria Our space ̶ www.agivetta.com ̶ info@agivetta.com ̶ Twitter: @agivetta
- 22. 22 The Big Event