Agile Vendor Management

•

6 likes•3,361 views

Communication between client and supplier is a key to successful vendor management. Getting things done in the respect with legal, cultural and team location constraints has proven to be challenging. From the perspective of the client, let’s see: how to create definition of done, how to obtain team buy-in and how to empower the supplier team. On the other side, from the supplier point of view we will address: what to ask from the client, what to give to the client and how to communicate with the client during the development.

SARAJEVO, 27.10.2014
IGOR PARAC
Agile Vendor
Management

Do what you can do the best and outsource the rest.
Tom Peters
…but why?
Acquire
New skills
Knowledge
Additional resources
Enhance
Credibility
Performance/Flexibility
Financial ratios
Handle
Fast growing situation
New strategy initiative
Major investment risk
Focus
Better Management
Core Functions
Strategy

…world we living in…
Hell, there are no rules here - we're trying to accomplish something.
Thomas A. Edison
Business focus
Creating value
Managing uncertainty
Aligns with strategic
goals
Fashioning partnerships
Operational focus
Centered on cutting
costs
Establishing controls
Unchanged business
processes
Higher performances
Traditional
Outsourcing
Transformational
Outsourcing

Client outsourcing risks or
Vendor opportunities
commitment from executive management
outsourcing communication plan
recognize outsourcing risks
impact of cultural differences
acknowledge what it will take to ensure vendor
productivity
formal outsourcing governance program
There are no facts, only interpretations.
Friedrich Nietzsche

Client outsourcing risks or
Vendor opportunities
There are no facts, only interpretations.
Friedrich Nietzsche
commitment from executive management
outsourcing communication plan
recognize outsourcing risks
impact of cultural differences
acknowledge what it will take to ensure vendor
productivity
formal outsourcing governance program

A goal is a dream with a deadline.
Napoleon Hill
…and one nicely defined
project…

People who become proficient at using a hammer begin to see everything
around them as a nail. Abraham Maslow
…things about stuff in Agile…

 Miscommunication
 Culture problems
 Time zones
 Accepting “mistake”
 Allowing to have error
 Understanding
...let’s play Humans…
Anyone who has never made a mistake has never tried anything new.
Albert Einstein

…and a typical Freakshow
project…
Vendor
Client
Board
Architect
Dev Lead
User
PM
Boss
Team
Ghost
Ghost
"What can I do to help you do your best work?"
Scott Berkun
PM TL

…and a typical Freakshow
project…
Project Team
Board
Architect
Dev Lead
User
PM
Boss
Team
Ghost
Ghost
"What can I do to help you do your best work?"
Scott Berkun
PM TL

Plans are of little importance, but planning is essential.
Winston Churchill

…one tool to rule them all…
It's simple, if it jiggles, it's fat.
Arnold Schwarzenegger

…and to wrap up.
Synergy is better than my way or your way. It's our way.
Stephen Covey
Partnership
Collaboration Trust

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When we say experiments, a classroom or a laboratory may be the first association, or possibly work (especially if you’re in tech or product). However, there’s a lot of universal value in experimentation, testing assumptions, and learning. The famous 'Inspect & Adapt' is not reserved for Scrum teams only, and it can be an important and positive approach to your life. Agile experiments are important in our private life because they provide a framework for trying new things, learning from them, and making continuous improvements. We’re not living in a vacuum, and our realities are simply too complex for driving on ‘auto pilot’. By setting goals, measuring results, and adapting based on regular feedback, we can make positive changes in our personal lives. On top, agile experimentation helps us overcome the fear of failure, since experiments are seen as an opportunity to learn and grow, rather than a test of our abilities (and value). In this talk, I will share first-hand experiences, tips, and pitfalls for applying agile experimentation to our private life, fostering a growth mindset, improving problem-solving skills, and ultimately living a more interesting life.

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Picture a world where every stakeholder within your organization effortlessly grasps and contributes to your Product Roadmaps. It may seem like an ideal scenario, but trust me, there are techniques available that can turn this vision into reality. Operational Value Streams provide a structured pathway for organizations to optimize their workflows, fostering collaboration and simplifying the visualization of your product roadmap. Operational Value Streams, as delineated in the Scaled Agile Framework (SAFe), offer a systematic approach to understanding and enhancing workflow across the organization. They play a pivotal role in aligning business objectives with the delivery of value to customers, enabling everyone involved to see the big picture and contribute to its realization. A notable advantage of Operational Value Streams is their ability to offer end-to-end visibility into the product development lifecycle. By mapping out every stage and activity involved in bringing a product from concept to delivery, teams gain a comprehensive understanding of value generation and delivery. This visibility empowers stakeholders at all levels to identify bottlenecks, inefficiencies, and areas for improvement within the value stream. By analyzing these insights, teams can streamline processes, minimize waste, and optimize resource allocation. This collaborative effort ensures that the Product Roadmap reflects the collective priorities of the organization and drives success. We've witnessed the transformative power of Operational Value Streams firsthand. Whether it's for existing products or brand-new ventures, we've created operational value stream maps that have revolutionized the way organizations visualize and execute their product strategies. Embracing this approach has not only streamlined our workflows but has also fueled innovation and growth across the board. Join me on this journey toward simplified, attainable, and impactful Product Roadmaps.

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1. How to visualize .nc data in R using RNCEP library Exempli Gratia: Mean Precipitation and Temperature Regime Map for European Countries in 2019 (w/o rasterizing) Technical part: this part will briefly explain the importance of proper data visualization of meteorological/climatological data, especially in NWP (numerical weather prediction). The brief, comprehensive hierarchy of .nc data will be enlisted within the presentation and clarified for the audience. As an alternative, GRIB2 type will be also mentioned. Practical part: once the technical part is clear, the programmable code will be briefly shown to audience on how to visualize the precipitation and temperature map. This will be achieved using variety of libraries and corresponding methods under CRAN repository, such as sf, lubridate, tidyverse and the most pivotal - RNCEP. 2. Our own developed NWP (numerical weather prediction) model: NOTHAS NWP Logic: the algorithmic approach behind NOTHAS will be briefly explained as part of visualizing and parametrizing the .nc and GRIB2 data within the integrated WRF domain inside the Southeastern Europe Domain using ICON-EU, GFS, ECMWF and/or ICON-EU model data as initial parameters. The algorithm itself will be shown and onwards briefly explained for parameterized data to the audience. Final result will include the results of visualized parameters for specific scenarios. 3. Why Stripes? Logic: a simple, yet effective way of showing the importance of global/local temperature rise caused by effects of climate change. Three colors and bunch of stripes inside one simple piece of R code will be demonstrated on the example of our country. 4. OpenGrADS Technical part: as a software tool that has been widely used in the meteorological circles, we will briefly explain the logic behind OpenGrADS. Exempla Gratia: show both results: the existing visual, and code our visual for 500 hPa altitude pressure anomaly using CFS data.

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The production of software is a complex, collaborative process that stretches our ability as human beings to cope with its demands. Many people working in software development spend their careers without seeing what good really looks like. Our history is littered with inefficient processes creating poor quality output, too late to capitalise on the expected business value. How have we got into this state? How do we get past it? What does good really look like? Continuous Delivery changes the economics of software development for some of the biggest companies in the world, whatever the nature of their software development, find out how and why.

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We all want to believe we’re just about to reach it — our eureka moment. That moment when light breaks, clouds part, and all those torturous months of thinking, planning, re-thinking, and re-planning finally pay off in the form of the perfect solution to our problem. Except that day never comes. And back to countless meetings, we go. Perspiring towards perfection has a certain romantic appeal, but ultimately it robs us of the thing we want most: progress. This lecture is designed to give perfectionists in every form — product designers, marketers, business leaders, product, and project managers their first introduction to a better method for getting things done: the Design Sprint. During this presentation, it will be explained: * From thinking to doing: the origin of the Design Sprint * What is the Design Sprint? * Why the Design Sprint is the hero you need? - * Sprints — what are they good for? - How exactly does the Design Sprint work?

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Agile Vendor Management

1. SARAJEVO, 27.10.2014 IGOR PARAC Agile Vendor Management

3. Do what you can do the best and outsource the rest. Tom Peters …but why? Acquire New skills Knowledge Additional resources Enhance Credibility Performance/Flexibility Financial ratios Handle Fast growing situation New strategy initiative Major investment risk Focus Better Management Core Functions Strategy

4. …world we living in… Hell, there are no rules here - we're trying to accomplish something. Thomas A. Edison Business focus Creating value Managing uncertainty Aligns with strategic goals Fashioning partnerships Operational focus Centered on cutting costs Establishing controls Unchanged business processes Higher performances Traditional Outsourcing Transformational Outsourcing

5. Client outsourcing risks or Vendor opportunities commitment from executive management outsourcing communication plan recognize outsourcing risks impact of cultural differences acknowledge what it will take to ensure vendor productivity formal outsourcing governance program There are no facts, only interpretations. Friedrich Nietzsche

6. Client outsourcing risks or Vendor opportunities There are no facts, only interpretations. Friedrich Nietzsche commitment from executive management outsourcing communication plan recognize outsourcing risks impact of cultural differences acknowledge what it will take to ensure vendor productivity formal outsourcing governance program

7. A goal is a dream with a deadline. Napoleon Hill …and one nicely defined project…

8. People who become proficient at using a hammer begin to see everything around them as a nail. Abraham Maslow …things about stuff in Agile…

9.  Miscommunication  Culture problems  Time zones  Accepting “mistake”  Allowing to have error  Understanding ...let’s play Humans… Anyone who has never made a mistake has never tried anything new. Albert Einstein

10. …and a typical Freakshow project… Vendor Client Board Architect Dev Lead User PM Boss Team Ghost Ghost "What can I do to help you do your best work?" Scott Berkun PM TL

11. …and a typical Freakshow project… Project Team Board Architect Dev Lead User PM Boss Team Ghost Ghost "What can I do to help you do your best work?" Scott Berkun PM TL

12. Plans are of little importance, but planning is essential. Winston Churchill

13. …one tool to rule them all… It's simple, if it jiggles, it's fat. Arnold Schwarzenegger

14. …and to wrap up. Synergy is better than my way or your way. It's our way. Stephen Covey Partnership Collaboration Trust

15. Thank You!

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