This document discusses an international study on the usage of Agile frameworks in medium and large banks in Belgium, Luxembourg, and France. It provides details on:
- The rationale for the study, which was to set up an international collaboration framework and examine differences in Agile maturity between the three countries.
- Key findings of the study which examined 256 teams across 30 banks, including trends in management support, team composition, and time since starting Agile work.
- Recommendations that Agility helps companies adapt but requires addressing rigid architectures, talent management, and a lack of product mindset. Culture and empowered cross-functional teams are important to embrace innovation.
Conference Paper - The influence of Lean Six Sigma Green Belt course on Europ...ESTIEM
The paper: The influence of a Lean Six Sigma Green Belt Course on European students – A practical case is written by Thomas Dirkwinkel, Carlo Panieri, Izabella Preś, and Lorenzo Rosi. This paper was presented during the International Conference on Quality Engineering and Management in Barcelona, Spain from 11-13 July 2018
This presentation was given by Nick Jones, one of APM's membership development managers, on 22nd October 2014. The audience was made up of students from Robert Gordon University, local APM membership in Aberdeen and also newcomers who are interested in getting involved with APM.
Build Agile Organization: Lessons Learned from Aikido by Marc Gong at #AgileI...Agile India
The document discusses lessons that can be learned from Aikido and applied to building an agile organization. It covers the three stages of learning Aikido: Shu (learning basics), Ha (practice), and Ri (mastery). In Shu, one learns basic movements like sitting, standing, and locks through repetition. In Ha, one gains skill through practice with others in a safe environment. Ri involves lifelong commitment, as mastery has no end; even black belts have only begun. The mindset of courage, focus, commitment, respect, and openness is essential. An agile organization reflects these principles by embracing practitioner leadership, learning from each other, and accepting failure as part of the process of continuous improvement
Higher ed - wiztango active learning platformWIZTANGO
The document discusses an active learning platform for higher education that aims to meet the demands of modern learners. It proposes solutions like blended instructional design, digital facilitation skills, and an active learning platform to achieve learner-centric experiences. This would involve maximizing collaboration beyond classrooms, embracing new pedagogies, and improving employment readiness through technology. The platform would facilitate collaborative learning, asynchronous learning, and discussions with industry experts. This aims to maximize learning outcomes, brand awareness, and staff expertise through a facilitated active learning approach.
2013 Bundle Case Competition - Cornell University - ILR SchoolNick Born
2013 Bundle Case Competition
Cornell University - ILR School
Presentation by:
Nicholas Born
Alex Caruso
Yin Jin
Sanjana Kishore
Levi Lundgreen
Sevana Melikian
The document discusses an upcoming webinar on using Agile strategies in educational institutions. The webinar will be presented by Hana Siddiquee and will explore how Agile teaching methods can improve student engagement, as well as strategies for preparing the future workforce. Hana Siddiquee is the founder of Agile in Education USA and chairwoman of the Agile in Education Global Virtual Conference. She has implemented Agile teaching methods in over 15 university courses.
The document describes a 5-day Project Management Fast Track program offered by Dcolearning-Accoladia Group. The program provides a comprehensive overview of project management fundamentals based on the PMBOK Guide. It covers predictive, adaptive and hybrid project management approaches and prepares participants for project management certifications. Upon completing the program, participants will understand key project management frameworks, processes, tools and techniques to better manage their projects.
Conference Paper - The influence of Lean Six Sigma Green Belt course on Europ...ESTIEM
The paper: The influence of a Lean Six Sigma Green Belt Course on European students – A practical case is written by Thomas Dirkwinkel, Carlo Panieri, Izabella Preś, and Lorenzo Rosi. This paper was presented during the International Conference on Quality Engineering and Management in Barcelona, Spain from 11-13 July 2018
This presentation was given by Nick Jones, one of APM's membership development managers, on 22nd October 2014. The audience was made up of students from Robert Gordon University, local APM membership in Aberdeen and also newcomers who are interested in getting involved with APM.
Build Agile Organization: Lessons Learned from Aikido by Marc Gong at #AgileI...Agile India
The document discusses lessons that can be learned from Aikido and applied to building an agile organization. It covers the three stages of learning Aikido: Shu (learning basics), Ha (practice), and Ri (mastery). In Shu, one learns basic movements like sitting, standing, and locks through repetition. In Ha, one gains skill through practice with others in a safe environment. Ri involves lifelong commitment, as mastery has no end; even black belts have only begun. The mindset of courage, focus, commitment, respect, and openness is essential. An agile organization reflects these principles by embracing practitioner leadership, learning from each other, and accepting failure as part of the process of continuous improvement
Higher ed - wiztango active learning platformWIZTANGO
The document discusses an active learning platform for higher education that aims to meet the demands of modern learners. It proposes solutions like blended instructional design, digital facilitation skills, and an active learning platform to achieve learner-centric experiences. This would involve maximizing collaboration beyond classrooms, embracing new pedagogies, and improving employment readiness through technology. The platform would facilitate collaborative learning, asynchronous learning, and discussions with industry experts. This aims to maximize learning outcomes, brand awareness, and staff expertise through a facilitated active learning approach.
2013 Bundle Case Competition - Cornell University - ILR SchoolNick Born
2013 Bundle Case Competition
Cornell University - ILR School
Presentation by:
Nicholas Born
Alex Caruso
Yin Jin
Sanjana Kishore
Levi Lundgreen
Sevana Melikian
The document discusses an upcoming webinar on using Agile strategies in educational institutions. The webinar will be presented by Hana Siddiquee and will explore how Agile teaching methods can improve student engagement, as well as strategies for preparing the future workforce. Hana Siddiquee is the founder of Agile in Education USA and chairwoman of the Agile in Education Global Virtual Conference. She has implemented Agile teaching methods in over 15 university courses.
The document describes a 5-day Project Management Fast Track program offered by Dcolearning-Accoladia Group. The program provides a comprehensive overview of project management fundamentals based on the PMBOK Guide. It covers predictive, adaptive and hybrid project management approaches and prepares participants for project management certifications. Upon completing the program, participants will understand key project management frameworks, processes, tools and techniques to better manage their projects.
Champ Leadership Team Presentation with Report Cardscccschamp
The document summarizes a meeting of the CHAMP Leadership Team. It provides an overview of the meeting agenda which includes discussing what members have liked and disliked, project highlights to date, strategies to accomplish outcomes, and an update on progress towards 9 project outcomes. Key highlights mentioned include the number of courses developed, students enrolled in programs, and internship opportunities created. The document also reviews the consortium's progress towards its goals for various metrics like number of participants served, completing programs, and gaining employment. It closes by asking members for additional feedback and comments.
Competency-based professional development 2015 ochea presentationToni Paoletta
The document discusses implementing a competency-based professional development program using digital credentials. It describes competency-based education as measuring abilities rather than time spent, with engaged learning and assessments aligned to outcomes. The Professional Development Center designs customized, competency-based courses for companies using industry instructors. Digital credentials make learning visible and validate skills across platforms. Implementing them involves defining marketable skills and evidence of competencies to issue credentials.
SAP and Lean MindSet: Short and Fast project with India by Christophe Berbeye...Institut Lean France
Working on a software development project with an offshore team in India, Christophe had to manage differently to succeed. Dicover how the Lean practices helped him build a team spirit and deliver on time and under budget. More Lean IT stories on www.lean-it-summit.com
Tieto Integrated Paper Solution (TIPS) is a leading manufacturing execution system for paper mills used by many customers in the industry. This story is about the lesons learnt from more than one year of Lean transformation, e.g how we broke the organizational silos, created capacity for change, enabled managers to become coaches, engaged the teams and managed to change behavior of 250 people in three different countries.
More Lean IT presentations and videos on www.lean-it-summit.com
The Sus-pioneers team introduced themselves and their roles. They discussed conducting surveys that found students have poor environmental awareness. Their goal is to enhance student awareness through the Green Bridge project, which partners students and JCI employees on environmental projects. They analyzed how this partnership benefits both parties. Past successful projects were outlined, and future plans including project selection and propaganda were presented.
MoP - The brand new Portfolio Management Standard - be the first to find out about it. We are the first to offer consultancy, training and assessment based on this newest standard.
The document provides information about a 4-day TOGAF workshop taking place from 27-30 May 2013 in Madrid, Spain. The workshop will cover the latest version of the TOGAF framework and prepare candidates for the TOGAF certification exam. Each day will focus on different components, phases, and techniques of the TOGAF Architecture Development Method. The registration fee includes an exam voucher that can be used to take the TOGAF exam at a later date.
Product Case Study: Agile & Scrum Category_VijayDwivediVijay Dwivedi
The scenario for the case study is...
Creating a proposal deck on the category of ‘Agile & Scrum’ and the projected revenue plan. Enumerating the prospective courses that can be launched from within this category with justification. Cover all partnerships and influencers needed to make this a successful category.
Societe Generale is transforming its organization to enable positive corporate disruption and empower its employees through innovation. It is taking three strategic approaches: 1) Breaking down silos and encouraging agility and managerial innovation, 2) Adopting a caring, positive management style focused on co-development, and 3) Providing an adequate, innovative ecosystem including training, technology, and open innovation to support employees. The bank acknowledges it is still learning through experimentation but hopes this disruptive, innovative approach will lead to superior, sustainable growth.
The document summarizes the key findings of PwC's 4th Global PPM Survey. It identifies 5 themes for how organizations can better deliver change: 1) optimize portfolios to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. The survey found disconnects between executive teams and PMs, a lack of clear outcomes, and not stopping low-value projects. Changing how programs are delivered could better align activities to strategy and improve benefits realization.
This document summarizes the key findings of PwC's 4th Global PPM Survey. The survey found that familiar issues with program/project delivery are still not being addressed. It identifies 5 themes for organizations to focus on: 1) optimize their portfolio to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. While benefits are often set, they are not always realized. The survey illustrates there is often a disconnect between executive teams and program managers. To be successful, organizations need to understand strategy and adapt delivery to meet changing needs.
Mr. Robert Twiddy provides strategic consulting services including project management training and coaching to executives. He is currently a visiting professor and strategy advisor in Thailand. He has experience providing balanced scorecard, project management, and IT consulting. The presentation introduces project portfolio management (PPM) including the overall model, strategic alignment using balanced scorecard, frameworks for project selection, and tools for PPM. Participants will learn about introducing PPM to their organization through establishing processes, metrics, and strategic linkage between projects and programs. They will also learn about PPM certification and tools to support the PPM lifecycle.
This book provides managers with a guide to understanding and implementing Agile methodology. It explains the key benefits of Agile, such as adding value and delivering benefits to an organization. The book also discusses creating a sustainable Agile environment, including transitioning to an Agile culture and the impact on processes and procedures. It provides guidance on Agile governance, methods, planning, tracking and scaling Agile initiatives for large organizations. The goal is to help managers understand Agile and introduce it successfully within their own context.
INTERIM AND TRANSFORMATION LEADERS HAVE WORKED ACROSS
91 PER CENT OF THE GLOBE
-WIL Group survey highlights that agile, skilled and highly adaptable transformation leaders are essential in a dynamic and international business environment.
About WIL Group
www.wilgroup.net
For the first time, 13 leading interim and transitional management companies, operating in 32 countries around the world, have come together to form WIL Group (Worldwide Interim Leadership) to deliver truly global interim and transitional management solutions to clients around the world.
WIL Group‘s vision is to be the number one company for global interim and transition managers by offering a unique “international multi-sourcing” model that leverages the assets of each member firm and ensures the best talent is selected for assignments globally.
Lab insight into retail investors use of digital for corporate reportingThomas Toomse-Smith
The Lab was launched in 2011 to help improve corporate reporting effectiveness. It provides a safe space for companies and investors to collaborate on disclosure issues. The Lab facilitates discussions rather than setting requirements. Its current projects include a two-year study of how digital media can enhance reporting, a review of clear and concise reporting practices, and studies of accounting policy disclosures and dividend reporting.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
a comprehensive strategy for globally integrated operationsYesica Adicondro
This document discusses strategies for operationalizing global integration. It begins by describing how globally integrated companies focus on repeatable processes, optimized assets, and integrated operations (the R-O-I framework). It then analyzes 20 best practice cases and finds they focus on these three elements to different degrees. Repeatable processes are emphasized most, with a focus on eliminating inefficiencies through standardization and automation. Optimized assets and integrated operations are also important but receive less focus. The document concludes by providing examples of how Toyota optimized effectiveness through standardized processes and Li & Fung eliminated inefficiencies through a flexible global supplier network.
ISO 9001 & 14001 version 2015: are you ready? AFNOR group solutionsGroupe AFNOR
ISO 9001 and ISO 14001 version 2015: behind each issue lies an AFNOR solution!
6 good reasons for your enterprise to adopt the 2015 version:
- You capitalize on your quality or environmental approach; you promote it and simplify it to (re)motivate your colleagues.
- You steer your enterprise’s performance.
-You have a more precise understanding of the expectations of your interested parties (customers, supplier, partners, etc.).
- You control your risks and are better able to resist market pressures.
Find out more about AFNOR Group Solutions: http://www.afnor.org/en/
- You reduce costs and lead times.
- You encourage knowledge transfer and learning.
Global resources for customer experience are concentrated in certain regions and industries:
- North America and the UK currently allocate the most resources, but interest is growing in countries like Brazil, China, and India.
- Telecommunications, banking, retail, and IT services receive over 60% of resources allocated to customer experience globally.
- Within countries, resources are often concentrated among the "Big 4" industries of telecommunications, banking, retail, and IT services, though more mature markets are seeing diversification into other sectors.
- Emerging industries showing innovation and investment in customer experience include airlines, motor, and software.
Champ Leadership Team Presentation with Report Cardscccschamp
The document summarizes a meeting of the CHAMP Leadership Team. It provides an overview of the meeting agenda which includes discussing what members have liked and disliked, project highlights to date, strategies to accomplish outcomes, and an update on progress towards 9 project outcomes. Key highlights mentioned include the number of courses developed, students enrolled in programs, and internship opportunities created. The document also reviews the consortium's progress towards its goals for various metrics like number of participants served, completing programs, and gaining employment. It closes by asking members for additional feedback and comments.
Competency-based professional development 2015 ochea presentationToni Paoletta
The document discusses implementing a competency-based professional development program using digital credentials. It describes competency-based education as measuring abilities rather than time spent, with engaged learning and assessments aligned to outcomes. The Professional Development Center designs customized, competency-based courses for companies using industry instructors. Digital credentials make learning visible and validate skills across platforms. Implementing them involves defining marketable skills and evidence of competencies to issue credentials.
SAP and Lean MindSet: Short and Fast project with India by Christophe Berbeye...Institut Lean France
Working on a software development project with an offshore team in India, Christophe had to manage differently to succeed. Dicover how the Lean practices helped him build a team spirit and deliver on time and under budget. More Lean IT stories on www.lean-it-summit.com
Tieto Integrated Paper Solution (TIPS) is a leading manufacturing execution system for paper mills used by many customers in the industry. This story is about the lesons learnt from more than one year of Lean transformation, e.g how we broke the organizational silos, created capacity for change, enabled managers to become coaches, engaged the teams and managed to change behavior of 250 people in three different countries.
More Lean IT presentations and videos on www.lean-it-summit.com
The Sus-pioneers team introduced themselves and their roles. They discussed conducting surveys that found students have poor environmental awareness. Their goal is to enhance student awareness through the Green Bridge project, which partners students and JCI employees on environmental projects. They analyzed how this partnership benefits both parties. Past successful projects were outlined, and future plans including project selection and propaganda were presented.
MoP - The brand new Portfolio Management Standard - be the first to find out about it. We are the first to offer consultancy, training and assessment based on this newest standard.
The document provides information about a 4-day TOGAF workshop taking place from 27-30 May 2013 in Madrid, Spain. The workshop will cover the latest version of the TOGAF framework and prepare candidates for the TOGAF certification exam. Each day will focus on different components, phases, and techniques of the TOGAF Architecture Development Method. The registration fee includes an exam voucher that can be used to take the TOGAF exam at a later date.
Product Case Study: Agile & Scrum Category_VijayDwivediVijay Dwivedi
The scenario for the case study is...
Creating a proposal deck on the category of ‘Agile & Scrum’ and the projected revenue plan. Enumerating the prospective courses that can be launched from within this category with justification. Cover all partnerships and influencers needed to make this a successful category.
Societe Generale is transforming its organization to enable positive corporate disruption and empower its employees through innovation. It is taking three strategic approaches: 1) Breaking down silos and encouraging agility and managerial innovation, 2) Adopting a caring, positive management style focused on co-development, and 3) Providing an adequate, innovative ecosystem including training, technology, and open innovation to support employees. The bank acknowledges it is still learning through experimentation but hopes this disruptive, innovative approach will lead to superior, sustainable growth.
The document summarizes the key findings of PwC's 4th Global PPM Survey. It identifies 5 themes for how organizations can better deliver change: 1) optimize portfolios to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. The survey found disconnects between executive teams and PMs, a lack of clear outcomes, and not stopping low-value projects. Changing how programs are delivered could better align activities to strategy and improve benefits realization.
This document summarizes the key findings of PwC's 4th Global PPM Survey. The survey found that familiar issues with program/project delivery are still not being addressed. It identifies 5 themes for organizations to focus on: 1) optimize their portfolio to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. While benefits are often set, they are not always realized. The survey illustrates there is often a disconnect between executive teams and program managers. To be successful, organizations need to understand strategy and adapt delivery to meet changing needs.
Mr. Robert Twiddy provides strategic consulting services including project management training and coaching to executives. He is currently a visiting professor and strategy advisor in Thailand. He has experience providing balanced scorecard, project management, and IT consulting. The presentation introduces project portfolio management (PPM) including the overall model, strategic alignment using balanced scorecard, frameworks for project selection, and tools for PPM. Participants will learn about introducing PPM to their organization through establishing processes, metrics, and strategic linkage between projects and programs. They will also learn about PPM certification and tools to support the PPM lifecycle.
This book provides managers with a guide to understanding and implementing Agile methodology. It explains the key benefits of Agile, such as adding value and delivering benefits to an organization. The book also discusses creating a sustainable Agile environment, including transitioning to an Agile culture and the impact on processes and procedures. It provides guidance on Agile governance, methods, planning, tracking and scaling Agile initiatives for large organizations. The goal is to help managers understand Agile and introduce it successfully within their own context.
INTERIM AND TRANSFORMATION LEADERS HAVE WORKED ACROSS
91 PER CENT OF THE GLOBE
-WIL Group survey highlights that agile, skilled and highly adaptable transformation leaders are essential in a dynamic and international business environment.
About WIL Group
www.wilgroup.net
For the first time, 13 leading interim and transitional management companies, operating in 32 countries around the world, have come together to form WIL Group (Worldwide Interim Leadership) to deliver truly global interim and transitional management solutions to clients around the world.
WIL Group‘s vision is to be the number one company for global interim and transition managers by offering a unique “international multi-sourcing” model that leverages the assets of each member firm and ensures the best talent is selected for assignments globally.
Lab insight into retail investors use of digital for corporate reportingThomas Toomse-Smith
The Lab was launched in 2011 to help improve corporate reporting effectiveness. It provides a safe space for companies and investors to collaborate on disclosure issues. The Lab facilitates discussions rather than setting requirements. Its current projects include a two-year study of how digital media can enhance reporting, a review of clear and concise reporting practices, and studies of accounting policy disclosures and dividend reporting.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
a comprehensive strategy for globally integrated operationsYesica Adicondro
This document discusses strategies for operationalizing global integration. It begins by describing how globally integrated companies focus on repeatable processes, optimized assets, and integrated operations (the R-O-I framework). It then analyzes 20 best practice cases and finds they focus on these three elements to different degrees. Repeatable processes are emphasized most, with a focus on eliminating inefficiencies through standardization and automation. Optimized assets and integrated operations are also important but receive less focus. The document concludes by providing examples of how Toyota optimized effectiveness through standardized processes and Li & Fung eliminated inefficiencies through a flexible global supplier network.
ISO 9001 & 14001 version 2015: are you ready? AFNOR group solutionsGroupe AFNOR
ISO 9001 and ISO 14001 version 2015: behind each issue lies an AFNOR solution!
6 good reasons for your enterprise to adopt the 2015 version:
- You capitalize on your quality or environmental approach; you promote it and simplify it to (re)motivate your colleagues.
- You steer your enterprise’s performance.
-You have a more precise understanding of the expectations of your interested parties (customers, supplier, partners, etc.).
- You control your risks and are better able to resist market pressures.
Find out more about AFNOR Group Solutions: http://www.afnor.org/en/
- You reduce costs and lead times.
- You encourage knowledge transfer and learning.
Global resources for customer experience are concentrated in certain regions and industries:
- North America and the UK currently allocate the most resources, but interest is growing in countries like Brazil, China, and India.
- Telecommunications, banking, retail, and IT services receive over 60% of resources allocated to customer experience globally.
- Within countries, resources are often concentrated among the "Big 4" industries of telecommunications, banking, retail, and IT services, though more mature markets are seeing diversification into other sectors.
- Emerging industries showing innovation and investment in customer experience include airlines, motor, and software.
Applying lean thinking in the food supply chain presentationFayssal AL-KILANI
This Presentation shares the improvement in the manufacturing process by the application of lean thinking that was established by Toyota Production Team and gives a real life example of its application and advantages.
Change creates miracles.
The document discusses an introduction session for the IGMA project in Luleå, Sweden. It provides an overview of the project aims, which are to develop an effective guidance methodology for integrating low-skilled immigrants into adult education and the labor market. The methodology involves establishing common goals between stakeholders, using performance indicators, and introducing case management. Next steps discussed include stakeholders building a progression model, integrating it into existing systems, piloting the approach, and evaluating the results.
Enabling Step Change in your PPM Maturity - Vince Hines | Project Challenge, ...Wellingtone
The State of Project Management is the largest annual piece of research of its kind in the UK. Published by Wellingtone and involving hundreds of organisations it provides deep insight into the state of our industry.
Vince will combine this data with practical advice on how your organisation can use this knowledge to enable a step change in your project and portfolio management maturity. You will gain rich industry data and thought provoking practical advice from this entertaining presentation.
Project Management Institute (PMI) is one of the world’s largest professional membership associations, with half a million members and credential holders in more than 185 countries. It is a not-for- profit organization that advances the project management profession through globally recognized standards and certifications, collaborative communities, an extensive research program, and professional development opportunities. Since founding in 1969, it has been at the forefront of working with business to create project management standards and techniques that work.
Pilotlight provides strategic support to charities and social enterprises through coaching and mentoring from business professionals. A survey of organizations that completed Pilotlight's program in 2014 found:
- 100% of CEOs reported a positive impact on strategic vision immediately following the program
- 93% reported improved financial management two years later
- 81% reported more effective services two years later
The program also had benefits for participating business mentors, with 89% reporting an increased sense of well-being and 96% having a better understanding of social challenges. Pilotlight aims to improve organizational effectiveness and sustainability over the long-term.
The Philips Octagon Program was a leadership development program created by Philips in partnership with Wharton and the Center for Creative Leadership. Over six years, the program ran multiple cohorts of 32 senior leaders through a customized curriculum focused on innovation, strategy, leadership, and global business. Participants worked on six-month action learning projects that successfully drove over €25 million in profits from one project alone. As a result of the program, over 50% of projects were integrated into Philips' innovation pipeline, financial returns exceeded costs, and many graduates were promoted to executive global leadership roles. The program helped Philips increase profitable innovation and build its leadership pipeline.
Unibail-Rodamco is a large commercial real estate company operating in 12 European countries. They recruit top young graduates for their European Graduate Programme which offers a 1-year training program across countries and business units. The program aims to give graduates hands-on experience, skills development, and career opportunities within the company's diverse activities including development, investment, operations, and management of large shopping centers, offices, and convention centers. Unibail-Rodamco seeks talented, ambitious graduates and offers a challenging international career path and opportunities for leadership roles.
Agile introduction and adoption in enterprisesRimjhim Ray
This document provides an introduction to agile development and adoption in enterprises. It discusses some of the limitations of traditional waterfall development models and highlights the benefits of agile, including its ability to help organizations learn and adapt to change, minimize risks and cycle times, and maximize returns and value for customers. The document outlines key aspects of agile like its values, principles and practices. It also discusses strategies for adopting agile in enterprises, such as getting senior management buy-in, restructuring teams, choosing a development methodology, and providing coaching and mentoring. Metrics for assessing agile adoption and areas where agile may not be the best fit are also covered.
Similar to Agile transformation breakfast at Initio (20)
Digital Innovation Digest by Initio. Special focus on Belgium and Digital Pan European ID.
Swoon is coming in Belgium
ITSME has won 40% of Belgian
Private Bank DELEN take over fintech Swanest
Digital Innovation Digest by Initio. News about innovation in Finance industry. This month: "Orange Bank, the beginning of the end?", and "Shared Bank agency".
The past few months stock markets have seen some unusual phenomena. Stocks at the brink of bankruptcy surged, relatively unknown stocks that have stock acronyms similar to those of large companies were rising. Pandemic buzzword stocks exploded. There is a force that is moving the stock market, it’s not the fed, it’s not the hedge funds. It’s an army of amateur traders using the zero-commission trading app Robinhood disrupting long-standing norms in capital markets.
Digital Innovation Digest by Initio #21 Q4 2020Initio
Metro Bank wants to simplify the process of opening professional accounts. It has implemented a new fully online process called BAO that can be completed in 15 minutes for sole traders and single directors. The process automatically populates business data from Companies House and uses selfie ID verification. Customers can then receive their debit card in the post or collect in-store and access a dedicated business manager.
KBC is looking to expand its services beyond banking and insurance by acquiring the rights to broadcast Jupiler Pro League goals, highlights and summaries on its mobile app for the next 5 seasons. This new "Goal Alert" service will be included for KBC Plus customers and available for non-customers to purchase access for 0.99
Google is developing a new financial services platform to compete with Apple's digital banking offerings. Google's platform will integrate directly with users' bank accounts and offer a personal finance management tool. It will also offer physical debit cards backed by several large US banks that have partnered with Google. Unlike Apple Pay which focuses only on payments, Google aims to provide a more full-featured personal banking service through its platform.
Virgil is a French fintech that provides funding for real estate deposits of up to 100k euros, becoming a co-investor in the property by financing 50% of the deposit amount. This helps clients obtain bank loans for purchases. Wayhome allows people to buy a home by purchasing a minimum 5% stake, then paying rent on the remaining portion and increasing ownership over time, reducing barriers to entry. Both services aim to expand property ownership access while managing risks for investors and banks.
The document provides regulatory updates on several topics:
1) British Airways faces a record £183 million fine for a 2018 data breach compromising personal information.
2) AML regulations are discussed in the context of a UK case involving shell companies and the misuse of real estate to defraud financial institutions.
3) The Belgian bank ING Belgique received a 350,000 euro fine from BNB for breaching AML rules concerning a Russian client.
Initio digital innovation digest #16 july 2019Initio
The document summarizes recent digital innovations in banking and insurance. It describes a Russian bank opening a pilot branch located inside a McDonald's restaurant to reach more customers. It also details a Swedish credit card that tracks carbon emissions from purchases and caps the user's total emissions. Finally, it discusses a French insurtech company that has developed an app allowing users to conduct remote vehicle or property inspections using photos and videos to streamline the claims process.
This document summarizes a breakfast club event hosted by Initio Luxembourg on the topic of open banking. The event included presentations from several speakers on topics such as how open banking challenges traditional bank business models through disintermediation, the need for banks to focus on their core assets and legitimacy rather than solely on customers, and the LuxHub marketplace which enables fintechs and banks to connect through APIs. The document provides an overview of the key discussions and viewpoints shared at the event regarding open banking, innovation, and the evolving roles of banks and other players in the financial industry.
The document provides summaries of recent regulatory developments from several European authorities and industry organizations. Key updates include:
1) The EBA launching a consultation on technical standards for the standardized approach to counterparty credit risk.
2) ESMA launching a call for evidence on position limits for commodity derivatives under MiFID II.
3) The FCA extending the deadline for notifications for the temporary permissions regime for EU firms to October 30, 2019 due to Brexit.
4) European supervisory authorities consulting on draft implementing technical standards for reporting of intragroup transactions under the Financial Conglomerates Directive.
Initio digital innovation digest #15 may 2019Initio
Google is launching a "Gold Account" service in India that allows users to buy and sell gold through Google Pay. Users can purchase gold at market prices and store it virtually, redeeming it later as gold coins or cash. The gold is sourced and stored physically by MMTC-PAMP. A French startup called Xaalys also launched a neobank for teenagers to learn financial skills through a debit card and parental controls. Finally, Jaguar Land Rover is testing a system where drivers can earn cryptocurrency credits by sharing vehicle data, which can then be used to automatically pay for tolls, parking, and charging electric vehicles.
The regulatory newsletter provides updates on regulatory developments from financial authorities and regulators in Europe. It summarizes that the FSB published a directory of crypto-asset regulators, the FCA outlined its priorities for 2019/2020 including Brexit, financial crime, and innovation, and the ESAs continued efforts regarding financial technology and AML/CFT. It also provides sector specific updates on insurance, banking, and anti-money laundering developments and fines.
The document provides summaries of regulatory news from February 2019 across multiple jurisdictions and topics:
1) It addresses upcoming issues with implementing aspects of EMIR Refit and discusses reports from ESAs on regulatory sandboxes and innovation hubs. Updated bank risk dashboards show improved capital ratios but weak profitability.
2) New standards for market risk are announced with a simplified approach for smaller banks. EBA and ESMA reports address crypto-asset regulations and need for an EU-wide approach. Another report finds investment costs significantly reduce returns.
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3. 2019 – Unauthorized propagation forbidden
THE RATIONALE BEHIND THE STUDY
3
WHY
Firstly, the Business Line Governance, Project & Change Management launched the idea to carry out an
international study on the usage of the Agile framework in medium and large sized banks in Belgium,
Luxemburg and France.
Secondly, this international project aimed at setting up an international collaboration framework between
Business Lines and Communities, emphasizing the growing importance of the international character of the
Square Group.
The international project team was composed of: Sandy Everaerts, Manager of the Business Line
Governance, Project & Change Management (Belgium) who acted as project manager and coordinated the
project together with Louis-Marie Le Fahler, Manager and member of Business Line Governance, Project &
Change Management (Luxemburg) and Claudio Maldonado, Manager of the Transformation Community
(France).
4. WHERE
On-site visits and interviews in 30 financial institutions, 256 teams participated
The aim of this comparative study is to emphasize the difference in agile maturity between Belgium, Luxemburg
and France.
The scope of the study sample is composed of 30 medium to large sized banks in the 3 respective countries, in
which different departments ranging from project to operational, Business and IT are taken into account. The
study sample size stretches to 256 teams interviewed representing a total of 5000 persons as total target
population for the 3 countries. The level of confidence is set 90% for this study meaning that the answers of the
interviewed 256 teams expresses the level of certainty that the sample accurately reflects the attitude of the
total bank population.
The margin of error for this study is rated at 5%, representing a high confidence level in the results.
THE RATIONALE BEHIND THE STUDY
4
5. HOW
The designed Agile team maturity tracker questionnaire that serves as basis for the client interviews is
composed of the Mentoring introductory chapter + 17 important chapters that measure the team’s agile
way of working: embracing of agility by team and stakeholders, team’s knowledge of Agile framework in
managing projects, including planning and testing as well understanding agile terminology.
THE RATIONALE BEHIND THE STUDY
5
6. WHAT
After an introductory chapter to see how Agile is embedded in the organisation combined with an in-depth
interview on the 17 identified chapters, the result is displayed by Maturity labels
4-scale grade
Result matrix for the 17 chapters
Identification of improvement track
THE RATIONALE BEHIND THE STUDY
6
8. THE FINAL PLACE OF AGILE
8
Luxembourg FranceBelgium
Learning curve Perceived success factors
1 to 2 years to establish solid experienced Agile framework
2 to 3 years to reach an expert Agile level
Shared experiences
Scrum masters tend to disappear
Size of the institutions (and incurred costs)
Strong management support
Detecting failure earlier via fast iterations
Self organising teams
Better dependency management
Less silo based working
Monitoring and Continuous improvement
FINDINGS AND OUTCOME
9. THE FINAL PLACE OF AGILE
9
IDENTIFIED INTERNATIONAL TRENDS
The Company Size
Within each observed country, the sample was composed of large banks in majority.
10. THE FINAL PLACE OF AGILE
10
IDENTIFIED INTERNATIONAL TRENDS
The Environment
Belgium: 70% of the interviewed teams are multidisciplinary teams with a good mixture of Business and IT. This
already indicates a solid base for Agile, whereas only 30% of the teams are strictly Business or IT.
Luxemburg: 65% of the interviewed teams are multidisciplinary teams with a good mixture of Business and IT,
which already indicates a solid base for Agile, whereas only 35% are strictly Business or IT teams.
France: 80% of the interviewed teams are multidisciplinary teams with a good mixture of Business and IT
people which already indicates a medium base for Agile, whereas only 20% are strictly Business or IT team
BELGIUM LUXEMBURG FRANCE
11. THE FINAL PLACE OF AGILE
11
IDENTIFIED INTERNATIONAL TRENDS
The Management Support for Agile
Belgium: 83% of the interviewed teams indicated a certain level of support by the management due to
managements strategic vision or mandatory in the frame of a SAFe implementation roadmap.
Luxemburg: 95% of the interviewed teams indicated a support by the management and only 1 small bank
shows that there is clearly no support by the management and is not seen as priority to implement agile.
France: There is a good level of support from the management: 95% of the interviewed teams indicated a
support by their management.
BELGIUM LUXEMBURG FRANCE
12. THE FINAL PLACE OF AGILE
12
IDENTIFIED INTERNATIONAL TRENDS
The Presence of an Agile Coach or Self-organizing teams
Belgium: 50% of the interviewed teams are semi or fully self-organised, 33% have had an Agile coach in the past
and in 17% of the teams there is still an Agile coach present.
Luxemburg: 50% of the interviewed teams or semi or fully self-organised, 10% of the teams had an Agile coach
in the past and 40% still has an Agile coach present in combination with a SCRUM Master.
France: 50% of the interviewed teams or semi or fully self-organised, 10% had an Agile coach in the past and
40% still has an Agile coach present in combination with a SCRUM Master
BELGIUM LUXEMBURG FRANCE
13. THE FINAL PLACE OF AGILE
13
IDENTIFIED INTERNATIONAL TRENDS
The Team Composition: Run or Project Oriented
Belgium, Luxemburg & France: 80% of the interviewed teams are Project oriented and to have a good
representation of Agile in an operational context; 20% of the interviewed teams also work in operational
context.
BELGIUM LUXEMBURG FRANCE
14. THE FINAL PLACE OF AGILE
14
IDENTIFIED INTERNATIONAL TRENDS
The Team Composition: Internal versus External
Belgium, Luxemburg & France: Most of the teams represented an ideal size of 8 to 10 members having 50% of
Internal members and 50% of External team members.
BELGIUM LUXEMBURG FRANCE
15. THE FINAL PLACE OF AGILE
15
IDENTIFIED INTERNATIONAL TRENDS
Start date of Agile way of working
Belgium: 70% of the interviewees started using Agile in 2018, whereas a small 20% already started even earlier
and a remaining 10% only started very recently.
Luxemburg: 60% of the interviewees started using Agile in 2017, whereas the remaining interviewees only
started working in an Agile environment very recently.
France: 60% of the interviewees started using Agile in 2017, whereas the remaining interviewees only started
working in an Agile environment very recently.
BELGIUM LUXEMBURG FRANCE
16. THE FINAL PLACE OF AGILE
16
IDENTIFIED INTERNATIONAL TRENDS
Agile or Hybrid Environment
Belgium: 80% of the interviewees are active in a fully Agile environment, 10% in a hybrid environment and still
some 10% is active in a Waterfall constellation.
Luxemburg: 70% of the interviewees are active in a fully Agile environment, 15% in a hybrid environment and
still some 15% are active in a Waterfall constellation.
France: 50% of the interviewees are active in fully Agile environment, 30% in a hybrid environment and still
some 20% is active in a Waterfall constellation
BELGIUM LUXEMBURG FRANCE
17. THE FINAL PLACE OF AGILE
17
RECOMMENDATIONS AND CONCLUSIONS
Agility is highly recommended for companies trying to keep up with customer expectations and emerging business trends.
Detected impediments
The obstacles that banks have encountered in their transformation lead to an important lesson: Agile is powerful, but it is
not enough. To have a truly effective organization, companies have to fix the 3 impediments that work against Agile in
most organizations:
rigid architecture
poor talent management and lack of clear identification of roles and responsibilities
and lack of a product mindset
Leanings from implementation projects
Organizational agility won’t happen by accident. It must be architected:
Consider Culture when implementing Agile: not a one-size-fits-all approach and that localized nuances do matter.
Create small cross-functional empowered teams to keep that embrace innovation
Continuous release rather than fixed release dates
Teams are not afraid to fail: they learn from failures and continue to improve
Effective knowledge sharing
Re-use of business components such as onboarding processes facilitate integration and speed
Proper alignment is critical:
On enterprise level: a clear mission or vision statement establishes priorities for the entire organization
On team level: mission statements define how the team will contribute to the company’s goals
19. 2019 – Unauthorized propagation forbidden
THE ADVANTAGE OF AGILITY
19
Generally speaking, Agile methodology brings the following advantages:
Better competitive advantage
Higher customer satisfaction and retention
Increased employee productivity and retention
Reduced costs
Faster time to act on new opportunities
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THE ADVANTAGE OF AGILITY
20
The use of the flexible development methodology became widespread due to a number of
advantages that it provides. Here are the most important of them for the team:
Dividing into sprints gives the team the opportunity to focus on the individual stages and work faster.
Flexibility in defining priority functions and setting goals.
Developers can devote more time to interesting tasks and their potential development, instead of preparing formal
reports.
The team can focus on development, testing, and collaboration. Errors in the code are quickly found and
eliminated.
21. 2019 – Unauthorized propagation forbidden
THE ADVANTAGE OF AGILITY
21
The use of the flexible development methodology became widespread due to a number of
advantages that it provides. Here are the most important of them for customers (internal &
external):
Separating the project into short sprints increases the development transparency for the customer.
The consumer can conveniently arrange the team according to the changing goals with the advancement of the
project.
Faster feedback loop from end users.
The product enters the market faster, and product releases come out regularly, respectively, and quickly, which
allows the customer to receive a faster return on investment.
22. 2019 – Unauthorized propagation forbidden
THE ADVANTAGE OF AGILITY. HOW TO MANAGE USERS UNWILLINGNESS?
22
The adoption of agile methods is a source of change and human beings naturally tend to
resist consciously or not.
Change involves the loss of marks followed by a chaotic period until the new ones are put
in place.
The deeper it is, the more chaotic the period of transformation can be.
23. 2019 – Unauthorized propagation forbidden
HOW TO MANAGE USERS UNWILLINGNESS?
23
Organizational culture
Typically top-down in nature, meaning there is a clear chain of command, a clear hierarchy
In Agility, teams are self-organizing and responsible for their own work.
Agile Transformation have to deal with:
Project Manager who may now be a Scrum Master and is used to giving orders.
Team who is used to being told what to do.
Product owner who may not be entirely comfortable with this new project world.
Proposed solution
Imply an Agile coach to realize executive briefings and team training
Explain the reason why we go to that direction, make sense to the transformation
24. 2019 – Unauthorized propagation forbidden
HOW TO MANAGE USERS UNWILLINGNESS?
24
Resistance to change - People resist change for any number of reasons:
Comfort with the status quo
Fear of what will happen to their job
Concern about whether the change is really necessary or will do any good
Proposed solutions - Emotional components:
Mitigate stress
Increase Learning
Promote Employee Recognition
25. 2019 – Unauthorized propagation forbidden
HOW TO MANAGE USERS UNWILLINGNESS?
25
Lack of ownership
Agile aims to help team members take ownership of their work and break loose of the habit of being told what to
do.
But how to break those comfortable existing habits that is to say lack of ownership?
Proposed solutions:
Manager needs to encourage the team to communicate more openly and become more engaged with the project.
Company needs to provide proper communication channels, especially for distributed teams.
Managers need to push them towards analyzing and coming up with their own solutions, when faced with an
issue, instead of awaiting instructions
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HOW TO MANAGE USERS UNWILLINGNESS?
26
Being too ambitious
Some companies want to adopt Agile on a large scale throughout the company, without focusing on each project at
once.
Attempting to adopt a new methodology for the entire company may be too much to do in one take and reinforce
the resistance to change.
Proposed solution:
Start small
Implement Agile within one or two teams first
By implementing change gradually, you can avoid having to handle multiple issues at once
27. 2019 – Unauthorized propagation forbidden
HOW TO MANAGE USERS UNWILLINGNESS?
27
Take on the leaders
Many organizations start their agile pilots in discrete portfolios. Initially, at least, they can build agile-leadership
capabilities there.
But to scale agility through an organization successfully, top leaders must embrace its precepts and be willing to
enhance their own capabilities significantly.
Solutions:
Build a support layer of enterprise agility coaches
Train middle management – Scrum Masters
Get the top team engaged in developing its own capabilities (immersive leadership experience, invite leaders to
apply their learnings in practice…)
29. ARE THE COMPANIES READY FOR AGILE?
29
Agile is powerful, but it is not enough. To have a truly effective organization, companies
have to fix the 3 impediments that work against Agile in most organizations:
rigid architecture
poor talent management and lack of clear identification of roles and responsibilities
and lack of a product mindset
Why are these impediments are still there?
Pyramidal organizations and their very uniformized
management processes are still very present in large
sized banks. This results in those 3 impediments
30. ARE THE COMPANIES READY FOR AGILE?
ORGANIZATION OF THE COMPANY
30
The context
Pyramidal organizations in large-sized banks were designed to engage an industrial
activity, and they are based on a Command &Control management mode.
Decision-making relies (nearly) exclusively on managers/supervisors (for any kind of
issue)
In Pyramidal organizations, hierarchical structure of power has a predominant weight
over alternative structures of power (like Agile).
31. ARE THE COMPANIES READY FOR AGILE?
ORGANIZATION OF THE COMPANY
31
What are the implications?
Managers are not always aligned with project purpose
Product Owners are accountable but they may not have the
required authority: a manager may tend to encourage a demand,
while it is inconsistent with the project purpose. An implication of
the above is that user priorities in the Backlog may be ignored
versus manager priorities.
Scrum Master is supposed to remove impediments during the
project, but he does not always have the necessary means. For
example, a manager may decide to allocate specific required
resources to other tasks without taking into account project
priorities.
Failures are not yet really accepted by managers.
32. ARE THE COMPANIES READY FOR AGILE?
MANAGEMENT PROCESSES
32
Uniformized management and businesses processes were
designed to support pyramidal organization.
In pyramidal organizations
Action plans are pre-established by managers
Project teams are expected to perform planned actions
on time, on budget: empowerment assumption is not
considered to be necessary, Command & Control
profiles are the most appropriate.
The context
33. ARE THE COMPANIES READY FOR AGILE?
MANAGEMENT PROCESSES
33
Management Processes can be in conflict with Agile ambitions
Budget process
Requests which were not initially budgeted by yearly Budget
Process, may often fail to emerge
The main Backlog prioritization criterion is costs, and not value
(prioritized items are those that cost least)
Hiring process
Recruited profiles are rather adapted to Command & Control
mindset than to Agile mindset.
What are the implications?
34. ARE THE COMPANIES READY FOR AGILE?
IT & LEGACY APPLICATIONS
34
In large-sized banks, IT Infrastructures, legacy applications and
processes were not designed to be Agile compliant.
In Large sized banks
IT infrastructures and legacy applications were designed to
support lineal growth, and not so much significant changes
IT processes are rather “IT Centric” than “Customer Centric”
The context
35. ARE THE COMPANIES READY FOR AGILE?
IT & LEGACY APPLICATIONS
35
Legacy applications, IT resources and Processes can be in conflict
with Agile ambitions
Legacy applications
Legacy applications can be a limiting factor: lack of modularity,
can make continuous delivery very difficult to achieve
IT resources & Processes
Shared Environments (DEV, INT, UAT, PROD): Access time to
controlled shared environments may be in conflict with delivery
dates
IT Architecture/Security processes may delay delivery dates (Ex:
when systematic validations by a Monthly Architecture
Committee are required)
What are the implications?
36. ARE THE COMPANIES READY FOR AGILE?
WHAT CAN BE DONE?
36
We have noticed that small and middle-sized organizations having a long-term management view, are
more adaptable to changes than large organizations.
Small/middle-sized organizations’ success factors need to be created in large-sized organizations:
which implies a transformation of the organization, processes and decision making governance.
The expectations are
Reinforce Customer Centricity mindset
Encourage experimentation
Accept the failure
Encourage innovation
Empower and respect members of project team
Make decisions based on the value created for the organization
This transformation will take time, but the work has begun and is making progress.
38. 2019 – Unauthorized propagation forbidden
EXPERIENCING THE TRANSFORMATION FROM SAFE TO SPOTIFY
38
Agile @ ING: Initiated bottom-up by ITS
2015: SAFe in ING BE
2018: Spotify model in ING group
Feedback dimensions
People & culture
Organizational change approach
Change delivery effectiveness
Financial follow-up
39. 2019 – Unauthorized propagation forbidden
• Agile = standard • New names, same activity
• Business – IT split
• Middle management & coordination
• Clickable model on intranet
• Focus on self-learning
• Different interpretations
• Insufficient time to stabilize
• Potentially Shippable Increment
planning meetings
• Pace defined by slowest asset
• IT Asset bottlenecks
• Shadow IT expansion
• Teams around assets
• Waterfall-like budgeting (Finance) • Waterfall-like budgeting (Teams)
SAFE AT ING
39
40. 2019 – Unauthorized propagation forbidden
SPOTIFY AT ING
40
• Empowerment
• Ownership
• Customer Journey
• ING specific roles & titles
• Trust & delegation
• Offsite training for all employees
• ExCo videos & communication
• Facilities revamp
• New change too soon
• Staff reduction
• Limited dependencies
• Content > coordination
• Silos
• Bankwide roadmap
• Fixed capacity & backlog based • Waterfall governance & reporting
44. Customer behaviour is changing
dramatically
The next 2-3 years will be key for KBC
• Driven by technology, customer behaviour is changing dramatically.
• Customers expect frictionless and personalized experiences.
• And they expect their bank-insurer to offer the same experience as Uber, Booking.com, Google, …
• The scale of change is only increasing, and the next two to three years will be crucial for banks to survive
46. We must think and act differently
to deliver customer value faster and at
lower cost• Making our products and services more simple
• Not only build ourselves, but look what is already available within KBC group and in the
market and reuse, buy or assemble solutions and use market standards
• Make the time span shorter from idea to value delivered to the customer
• And working more efficiently, to be able to do more things at same cost
• But without compromise on quality and risk
DIFFERENTLY
6 Move2’s
47. Mission M2SA : Enable the organisation to achieve their
strategic goals via Scaled Agile Principles & Practices
47
48. As a means to obtain these goals we chose for
SAFe.
An emerging industry market standard
48
49. Strategic Alignment
Agile Leadership & Change Adoption
Team Productivity
In Move 2 Scaled Agile
we started to work on 6 dimensions
9
Continuous Delivery Pipeline
Strategic
Workforce Plan
(IT)
Offshoring
Nearshoring
Workforce Management
Autonomy of Teams
50. To come up with 4 products
50
Essential SAFe Portfolio SAFe Continuous Delivery
Pipeline
Autonomy of Teams
(integration with other
products tbd)
54. Outcome driven approach
54
S.No
.
KPI Area of Impact Frequency of
Measurement
Formula/Under the hood Remarks
1 Value Delivery Acceleration of value delivery; Program
Predictability Measure
Once every PI (Cumulative business value realized from all the PI
objectives in a PI) / (Planned business value against PI
objectives determined by the business owner &
product manager during PI planning)
PI wise trend graph plot
2 Commitment
Reliability
Predictability of delivery committed during PI
Planning
Once every PI (Number of Features Delivered & Accepted) /
(Number of Features Committed during PI planning)
PI wise trend graph plot
3 Time to Market
(TTM)
Pace of Lean value delivery; reducing waiting
time
Once every PI End-to-End elapsed time (Processing Time + Waiting
Time ) from Ideation to Production Launch - Track
feature wise TTM
Report the mean TTM of the
features (“done”); PI wise
trend graph plot
4 Quality Fitness for customer use, maintainability Once every PI Defect leakage – Number of defects/incidents in
acceptance; Number of defects in production
PI wise trend graph plot
5 Business
Engagement
To what extent does business (bus owners/
stakeholders) have confidence/trust in the
way products/solutions are delivered and
what is the perception about influence of it on
business results
Once every PI PI Business Engagement Scores (NPS); Would you
recommend the Way of Working to your best
buddies? – voting survey during the PI retrospective
PI wise trend graph plot
6 Team/Employee
Engagement
Measuring the engagement of employees.
To what extent do team members want to
throw themselves into it, do they feel valued
and involved and do they have clarity.
Once every PI PI Employee Engagement Scores (NPS); Would you
recommend the Way of Working to your best
buddies? - voting survey during the PI retrospective
PI wise trend graph plot
57. Keys for Success
Experiment
Cocreate
Product Approach
Limited Coach Capacity
(central)
Train Key SAFe Roles
Get Business in the
driver’s seat
Accountability with the
delevery organisation
Phased Approach
Integrated change
Approach
Increased agility drives better results across the company
Business agility is recognized and appreciated for the benefits it can deliver in aligned organizations. Even with increased adoption, there is still a lot of opportunity to be gained. As organizations continue to incorporate agile methodologies and practices across the enterprise, they will see some marked improvements in their business.
Improving process efficiency and increasing cross-functional visibility. Additional benefits in collaboration, customer impact and experience, and alignment across planning and investment.
TRANSITION
Organizations are typically top-down in nature, meaning there is a clear chain of command, a clear hierarchy. This manifests itself in projects to the extent that the project manager is in charge of running the project and team members report to him or her, even if only for that project.
Agile turns this paradigm on its head. For starters, there is no project manager as such. It is commonly believed that the Scrum Master is just a renamed PM. But that is not true as the Scrum Master’s job is to facilitate, to remove impediments. It is not his or her job to tell the team what to do and when to do it.
So who does that? Well, this is the second issue that traditional organizations have to deal with in the Agile Transformation – teams are self-organizing and responsible for their own work.
So you can see that this creates problems for (at least) three entities
The Project Manager who may now be a Scrum Master and is used to giving orders.
The team who is used to being told what to do.
The product owner who may not be entirely comfortable with this brave new project world.
One possible solution to this is education. By education, I don’t necessarily mean that everyone on all teams must go to class. But on-the-job training and informal sessions, preferably run by an Agile coach, that consist of executive briefings and team training.
Resistance to change
“it’s how we always did business” or something like that that was viral 1-2 years ago.
Organizations (and people) tend to be resistant to change. If it isn’t broke, they will tell you, don’t fix it. The problem is that “it” is often broken and they still don’t want to fix it.
Numerous studies along with anecdotal evidence over the years have demonstrated that people resist change for any number of reasons – comfort with the status quo; fear of what will happen to their job; concern about whether the change is really necessary or will do any good.
It will take a deep behavioral research to analyze the reasons behind the reluctance to change, but some of the most common questions heard include: What does this mean for me and/or my job?
Every time we have a change, it just means more paperwork
There’s always a new flavor-of-the-month we have to learn. Agile will fall by the wayside too
So the reaction to change isn’t just because people don’t like it, there’s also an emotional component. According to one study, “directed change is driven from the top of the organization, relies on authority and compliance, and focuses on coping with people’s emotional reactions to change.”
Agile aims to help team members take ownership of their work and break loose of the habit of being told what to do. In order for Agile to work, team members need to learn to take ownership of their work and make decisions without waiting for instructions. To do so, the project manager needs to encourage the team to communicate more openly and become more engaged with the project.
To encourage individual team members to take ownership, managers need to push them towards analyzing and coming up with their own solutions, when faced with an issue, instead of awaiting instructions.
In fact, the core principle of the Agile manifesto is to find motivated individuals, provide them with the environment and support they need and trust them to do their job.
This can’t happen if each team member checks with their boss every time a decision needs to be made.
Poor communication
When it comes to Agile, communication is key. If the team members cannot communicate easily, the project might suffer. To do so, the company needs to provide proper communication channels, especially for distributed teams. For teams who work in the same office, implementing Agile is much easier, as they can all meet in one room and discuss. But when it comes to distributed teams, where team members are all working in different offices or, even more difficult, in different time zones, communication can become quite hard.
Being too ambitious
Some companies want to adopt Agile on a large scale throughout the company, without focusing on each project at once. Attempting to adopt a new methodology for the entire company may be too much to do in one take.
To ensure efficiency, you need to start small and implement Agile within one or two teams at first. After those teams can handle everything on their own, you can go ahead and move towards the next ones. By implementing change gradually, you can avoid having to handle multiple issues at once and focus on getting things done one at a time. Plus, if you pay attention to the struggles the first teams have when getting used to Agile, it will be easier to handle these issues for the following teams.
If implemented correctly, Agile solutions can help finish a project in a much more efficient way, both time and money-wise. But to do so, companies must understand what the core principles of Agile are and what challenges they might bring within the team. Fortunately, if identified, these challenges can be faced and the team’s productivity will visibly increase.
Unprepared scrum master
With Agile, the Team Leader becomes the Scrum Master, whose purpose is to identify and remove any barriers the team may encounter, rather than dictating how people need to handle their tasks. When the project managers are used to give instructions and keep everything under their control, it can be quite hard to strip them off of these customs.
With proper Agile coaching, project managers can be taught how to leave micromanagement behind and give team members the power to make decisions on their own. This will not only help facilitate their job but also allow Scrum Masters to focus on the most important aspects of their work, which is identifying the team’s needs and presenting them to the board of command.
An agile approach to developing leaders
Many organizations start their agile pilots in discrete pockets. Initially, at least, they can build agile-leadership capabilities there. But to scale agility through an organization successfully, top leaders must embrace its precepts and be willing to enhance their own capabilities significantly. Eventually, a full agile transformation will need to encompass building the mind-sets and capabilities of the entire senior leadership across the enterprise. To do this in an agile way, five elements are essential:
Build a cadre of enterprise agility coaches, a new kind of deeply experienced expert able to help leaders navigate the journey, supported by a leadership-transformation team.
Get the top team engaged in developing its own capabilities early on, as all senior leaders will take their cue from the executive team.
Create an immersive leadership experience (anything from a concentrated effort over three or four days to a learning journey over several months) to introduce the new mind-sets and capabilities, and roll it out to all senior leaders.
Invite leaders to apply their learning in practice, both in agile-transformation initiatives already under way and through launching new organizational experiments.
Roll out the leadership capability building at an agile tempo, with quarterly pauses to review the leadership experiences, experiments, and culture shifts over the past 90 days, and then finalize plans and priorities for the next 90 days.
En wat willen we daar dan mee bereiken?
Een snellere time to market, we willen van gemiddeld 9 tot 12 naar 4 tot 7 maanden gaan als je rekent van idee tot lancering
We mikken op een productiviteitsstijging van 10%
Een stijgende betrokkenheid doordat de dingen oa duidelijker worden, , niet enkel van jou trouwens, maar ook van onze sponsors
En een verhoging van de kwaliteit door te evolueren naar 30% minder issues en defecten en een reductive van het bijhorende budget zodat we meer mer nieuwe dingen kunnen bezig zijn
Story line: In order to obtain these goals we chose for SAFe to help us with this:Het is ondertussen zo een markt standard geworden dat 70% van de US Fortune 100 bedrijven al met SAFe bezig zijn
Het is eigenlijk Agile op grote schaal getrokken zodat we makkelijker producten kunnen ontwikkelen in een grote organisatie zoals KBC
Het helpt om zichtbaar te maken hoe jouw bijdrage het verschil maakt in het grotere geheel
De aanpak zorgt voor meer duidelijkheid én een betere connectie tussen business en IT
SAFe draagt er kortom toe bij dat jij als medewerker meer focus en duidelijkheid krijgt, en dat de richting waar we naartoe willen duidelijk is
We zijn dit in een viertal producten aan het uitwerken