This document discusses why companies need to work agilely. Traditional project management approaches often fail to deliver value on time and on budget. Working agilely focuses on delivering value in small, frequent iterations through self-organizing teams. This allows companies to adapt quickly, reduce waste, and gain revenue earlier by delivering valuable features more predictably. Agile approaches help mitigate risks through inspection and adaptation at frequent intervals to validate assumptions and make rapid course corrections when needed. Coaching from Agile Arena can help organizations change their mindset and culture to work agilely through training, coaching services, and helping teams build high performance.
The document discusses an agile transformation process with three key ingredients: adopting practices and evolving them, building teams to model new behaviors, and finding tools to improve cooperation. It states that after agile transformations, project success rates increased to 80% and profitability increased. The transformation involves internalizing agile principles, building an open culture, and continuous improvement. Pilot projects are used to test changes through workshops, trainings and retrospectives. Barriers to enterprise-wide transformations include organizational behavior problems and a lack of transformational leadership. Benefits include increased agility, faster development cycles, higher customer satisfaction, and increased business value and employee happiness.
Talk given by Nick McDuffie, Senior Product Manager at Salesforce, at Music City Agile on August 2016
Salesforce has one of the best at scale agile transformations in enterprise history with over 400+ agile teams. With an organization this large, Salesforce has built the model enterprise agile coaching practice. Large organizations from all over the world who are undergoing an agile transformation or are in the middle of one, reach out to Salesforce on how to setup an enterprise agile coaching practice. In this talk you will understand the role of an agile coaching practice, discover what makes a great agile coaching practice and identify 5 key elements in making your agile coaching practice successful.
Agile Lessons Learned From the TrenchesBrendan Flynn
Brendan Flynn presented on lessons learned from implementing Agile practices at Pointroll. Key lessons included: creating visibility into development processes and metrics; gaining executive support; making data-driven decisions; focusing on business value over features; ensuring proper training; optimizing across teams; and rigorously inspecting and adapting practices over time. While hard work, adopting Agile frameworks improved delivery, quality, and alignment between business and technology teams at Pointroll.
Agile Network India | Data driven approach to Retrospectives | Sandhya BhayanaAgileNetwork
This document discusses how to make sprint retrospectives more data-driven and effective. It recommends collecting both objective metrics like burn down charts and velocity, as well as subjective feedback from the team. The data should be presented using tools like Jira to surface insights and guide the retrospective discussion. Setting clear expectations for the retrospective, tracking action items, and adapting based on learnings are emphasized as keys to success. Data-driven retrospectives can help teams continuously inspect and adapt their processes.
1. Agile coaches can provide 7 things to teams, including agile assessments, help setting up new teams, story mapping to visualize products, implementing kanban practices, achieving goals using the GROW model, facilitating efficient meetings, and boosting scrum practices beyond basics.
2. Agile coaches want to collaborate better with teams by working towards shared goals in either a "keep the lights on" support mode or more proactively.
3. Additional ways agile coaches can support teams include providing training, publishing a monthly newsletter on techniques and case studies, and maintaining a Confluence page for resources.
This document discusses why companies need to work agilely. Traditional project management approaches often fail to deliver value on time and on budget. Working agilely focuses on delivering value in small, frequent iterations through self-organizing teams. This allows companies to adapt quickly, reduce waste, and gain revenue earlier by delivering valuable features more predictably. Agile approaches help mitigate risks through inspection and adaptation at frequent intervals to validate assumptions and make rapid course corrections when needed. Coaching from Agile Arena can help organizations change their mindset and culture to work agilely through training, coaching services, and helping teams build high performance.
The document discusses an agile transformation process with three key ingredients: adopting practices and evolving them, building teams to model new behaviors, and finding tools to improve cooperation. It states that after agile transformations, project success rates increased to 80% and profitability increased. The transformation involves internalizing agile principles, building an open culture, and continuous improvement. Pilot projects are used to test changes through workshops, trainings and retrospectives. Barriers to enterprise-wide transformations include organizational behavior problems and a lack of transformational leadership. Benefits include increased agility, faster development cycles, higher customer satisfaction, and increased business value and employee happiness.
Talk given by Nick McDuffie, Senior Product Manager at Salesforce, at Music City Agile on August 2016
Salesforce has one of the best at scale agile transformations in enterprise history with over 400+ agile teams. With an organization this large, Salesforce has built the model enterprise agile coaching practice. Large organizations from all over the world who are undergoing an agile transformation or are in the middle of one, reach out to Salesforce on how to setup an enterprise agile coaching practice. In this talk you will understand the role of an agile coaching practice, discover what makes a great agile coaching practice and identify 5 key elements in making your agile coaching practice successful.
Agile Lessons Learned From the TrenchesBrendan Flynn
Brendan Flynn presented on lessons learned from implementing Agile practices at Pointroll. Key lessons included: creating visibility into development processes and metrics; gaining executive support; making data-driven decisions; focusing on business value over features; ensuring proper training; optimizing across teams; and rigorously inspecting and adapting practices over time. While hard work, adopting Agile frameworks improved delivery, quality, and alignment between business and technology teams at Pointroll.
Agile Network India | Data driven approach to Retrospectives | Sandhya BhayanaAgileNetwork
This document discusses how to make sprint retrospectives more data-driven and effective. It recommends collecting both objective metrics like burn down charts and velocity, as well as subjective feedback from the team. The data should be presented using tools like Jira to surface insights and guide the retrospective discussion. Setting clear expectations for the retrospective, tracking action items, and adapting based on learnings are emphasized as keys to success. Data-driven retrospectives can help teams continuously inspect and adapt their processes.
1. Agile coaches can provide 7 things to teams, including agile assessments, help setting up new teams, story mapping to visualize products, implementing kanban practices, achieving goals using the GROW model, facilitating efficient meetings, and boosting scrum practices beyond basics.
2. Agile coaches want to collaborate better with teams by working towards shared goals in either a "keep the lights on" support mode or more proactively.
3. Additional ways agile coaches can support teams include providing training, publishing a monthly newsletter on techniques and case studies, and maintaining a Confluence page for resources.
The document discusses enabling agile working programs to improve services and workplaces without boundaries. It outlines benefits of agile working including releasing £200m in gross benefits, new workspace design and consolidation. Challenges of agile working like ICT literacy levels are addressed with training. Agile working in practice allows remote access to information, quick customer response and excellent customer service. Benefits to teams include better time management, quicker response time and improved work-life balance.
The document discusses an alternative to traditional project management called "#noprojects". It argues that projects focus on the wrong metrics, are temporary by nature, and often fail. Instead, it promotes continuous delivery of value through outcomes-focused teams. Key aspects of the #noprojects approach include aligning activities to measurable outcomes, using guiding principles to constrain work, and leveraging technologies like automated testing for continuous delivery.
Kirstin Donaldson is an Agile Coach at Powershop, an online electricity retailer with 62 developers working in 12 teams.
When Kirstin first started a year ago, Powershop used centralized control and meetings without outcomes which led to delays and disengagement. Kirstin made several changes including observing sprint ceremonies, devolving technical approval, and ongoing training for new employees to improve engagement and reduce delays.
Powershop now assesses team behaviors and health using a model based on assessing engagement, collaboration, autonomy and learning. Initial assessments showed issues which improved after two months as Kirstin helped the teams adopt best Agile practices. Current work includes faster releases, more education, and strategic road
Chris Merriman - Building a Sustainable Innovation Culture in Globally Disper...MarkLeeson
This document outlines Unisys' efforts to build a sustainable innovation culture across its globally dispersed teams. It discusses establishing core values of focusing on clients, integrity, collaboration, respect for individuals, and proactivity. These values were developed by a core team, socialized internally and validated by top clients. Unisys is using tools like an Applied Innovation Community on social media to engage employees, share best practices and success stories. Early signs are positive but more work is needed to fully align policies, systems and other initiatives with the new culture. The goal is to unleash the potential of employees to continuously deliver enhanced value and innovation for clients.
10 steps to better outcomes by using metricsDerek Huether
The document outlines 10 steps for using metrics to achieve better outcomes. It discusses defining goals and key performance indicators, identifying lagging and leading metrics, data sources, and methods for collecting metrics. The presentation provides examples and questions to help attendees understand each step in selecting and using metrics to monitor goals and systems performance.
Comparing Agile transformation approaches at Twitter and SalesforceSteve Greene
This document discusses strategies for transforming a large organization to an agile methodology. It recommends starting with a "big bang" approach, where all teams transition together using Scrum. The transformation is driven from the top down but implemented bottom up. Teams are reorganized into self-organizing cross-functional teams with dedicated resources. The transformation focuses on iterative development, continuous delivery, and establishing core values like transparency. Coaching and training help drive adoption. Initial results include improved productivity, predictability, and executive buy-in. Advice includes focusing on principles over mechanics and getting early engineer involvement.
The document discusses the role of a Scrum Master. It begins by summarizing the author's experience with Agile frameworks like Scrum and eXtreme Programming over the past 20 years. It then discusses how the role of a Scrum Master is often misunderstood as administrative or focused on velocity, when in reality the Scrum Master is accountable for the team's effectiveness and acts as a leader, servant, facilitator and coach. The document emphasizes that a Scrum Master spends most of their time on impediment removal and improving the team's flow, transparency and ability to self-manage. It concludes by encouraging Scrum Masters to continuously upgrade their skills in areas like facilitation, coaching and organizational change in order to better educate
This document discusses investing in agile transformation to help ensure enterprise survivability. It provides background on agile methods like Scrum and scaled frameworks. Adopting an agile mindset requires aligning strategy, culture, and structure. Investing in the "levers" of people, processes, and technology can help drive agile transformation. The 12 principles of agile emphasize customer focus, frequent delivery, collaboration, technical excellence, and continuous improvement. Making these changes can help organizations adapt to changing needs and survive in the future.
Agile at OPM: the USAJOBS Product Owner PerspectiveExcella
This document discusses the adoption of Agile practices at the United States Office of Personnel Management (OPM) for the development of USAJOBS, the federal government's job board. It provides background on Richard Cheng and Alesia Booth, the authors and experts in Agile and federal hiring who helped implement Agile at OPM. Some key benefits of adopting Agile included delivering new features frequently using short iterations to better satisfy customer needs and respond rapidly to changes. The document outlines challenges faced and lessons learned in transitioning a large government agency to Agile.
The document discusses an IT quality assurance organization that meets monthly in San Fernando Valley to share information and promote quality practices. It also provides an overview of an IT services company called Kaizentek that has won several business awards. The rest of the document summarizes Agile and Scrum frameworks for software development, including defining roles, meetings, and processes in a Scrum project.
The Snowman - visualising Agile project roles & responsibilities Abdul Ghafoor
Based on the DSDM team model and also known as the "Alien Baby", I have summarised the different Agile Project roles and responsibilities which may be useful for those who want a better understanding of Agile or who if you're planning on sitting the Foundation or Practitioner exams.
Software Project Success Through Value AssuranceValueware
Valueware Technologies provides project efficiency improvement and technology services including project reviews, deployment support, and mentoring. With over 50 years of combined experience, they help clients increase project success rates, improve developer efficiency, and ensure budget compliance. Their services involve assessing projects for challenges early and providing recommendations based on proven industry best practices to supplement internal teams.
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...Yuval Yeret
SAFe’s home turf is product/systems/applications development. Let’s talk about challenging this comfort zone by applying it in one of the core business functions – Marketing. Why? Because the marketing operating system is being disrupted and the larger the marketing organization the more it struggles to maintain relevancy and impact. More and more marketing organizations are seeing the impact of Agile and want to benefit as well. How should an organization using SAFe in R&D/IT look at Agile in Marketing? Is SAFe the right choice? Does it work “as is”? Are there any changes needed to support this new context? What are some lessons learned from trying this in the field?
Learning Objectives and Key Takeaways:
At some point in your enterprise transformation you should consider applying SAFe outside of Product Development/IT. Marketing is a great candidate for a next Value Stream to implement SAFe in.
Agile Marketing is possible not just for small nimble companies but also for large organizations with hundreds of marketers and several legacy silos. SAFe provides a blueprint for how to achieve this.
Understand the differences in applying SAFe outside of Product Development/IT and how to adjust the Big Picture / Implementation Roadmap to accommodate these differences.
The ideal “Business Agility” state is actually to bring together Marketing, Product Management/Development, Sales into one Value Stream.
This talk was delivered in the global SAFe Summit in DC in October 2018
This document discusses adopting the Scrum framework in software development companies in Bangladesh. It outlines some key opportunities for adopting Scrum, such as helping interested companies transition to Scrum and educating the industry about Scrum practices. It also describes several challenges to Scrum adoption in Bangladesh, including a lack of experience with Agile methods, cultural issues with self-managing teams, and limited formal education on Scrum. The document then provides recommendations for how to address these challenges, such as educating management, starting small pilot projects, and empowering teams to transition to Scrum practices over time.
This document discusses how IT services organizations can adopt agile methods for outsourced software projects. It acknowledges that while agile is increasingly popular for software development, outsourcing projects presents unique challenges. The document proposes customizing standard agile frameworks with additional "building blocks" to address gaps like distributed teams, large projects, and contract requirements. A sample framework is presented with guidance on the development lifecycle, tools, governance, contracts, and managing distributed teams at scale. The presentation aims to demonstrate how IT services organizations can successfully deliver agile projects.
The document discusses agile methodology and its principles. Some key points:
- Agile focuses on cross-functional teams, iterative "sprints" to develop minimum viable products, rapid cadence and transparency, prioritization and adaptability, empowered product owners and teams, and constant customer feedback.
- Agile is a fundamental transformation for an organization, changing how it structures itself, hires and manages people, interacts with customers, prioritizes work, and more.
- Agile uses continuous planning, testing, integration, and is designed to be adaptable. It emphasizes collaboration, quick decision making, and value over process.
Going Beyond ‘What Success Looks Like’ – Using Data to Achieve Successful Pro...Jamie Clouting (CSPO)
Delivering value is at the heart of the Business Analyst role, but how easy is it to identify tangible value and prove the success of a project or program?
In agile projects we’ll often define a “definition of done” or ask the question “what does success look like”. At LateRooms.com, we’ve developed a toolkit for our Business Analysts to support the business in using data to define what success looks like, and track it throughout the project lifecycle.
This presentation will look at the ways LateRooms.com collects, analyses and uses data to better define the problem space, setup up KPI driven Critical Success Factors and present Benefits Realisation.
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
This presentations answers the question of why your company needs to work agile .
to be able to cope with changing markets and grow through organizational learning to explore new markets
The document discusses the evolving role of business analysts from a past focus on requirements elicitation, analysis and documentation to a current and future focus on enterprise analysis, strategic planning and ensuring business value throughout the project lifecycle. It notes that business analysts now help organizations improve processes, reduce costs and better support customers. The role requires skills in both business and technical domains to effectively communicate between teams.
This document discusses challenges with agile transformation and provides advice. It outlines four common issues that make transformation difficult: not understanding the problem being solved; applying one-size-fits-all solutions without understanding organizational context; underestimating the challenge of changing culture and mindsets; and expecting a clear end point to transformation. The document advises focusing on outcomes over outputs, using agile principles to guide the transformation, and continually adapting as contexts change. The overarching goal of reaching agility is to create an environment where teams can joyfully deliver customer value.
The document discusses enabling agile working programs to improve services and workplaces without boundaries. It outlines benefits of agile working including releasing £200m in gross benefits, new workspace design and consolidation. Challenges of agile working like ICT literacy levels are addressed with training. Agile working in practice allows remote access to information, quick customer response and excellent customer service. Benefits to teams include better time management, quicker response time and improved work-life balance.
The document discusses an alternative to traditional project management called "#noprojects". It argues that projects focus on the wrong metrics, are temporary by nature, and often fail. Instead, it promotes continuous delivery of value through outcomes-focused teams. Key aspects of the #noprojects approach include aligning activities to measurable outcomes, using guiding principles to constrain work, and leveraging technologies like automated testing for continuous delivery.
Kirstin Donaldson is an Agile Coach at Powershop, an online electricity retailer with 62 developers working in 12 teams.
When Kirstin first started a year ago, Powershop used centralized control and meetings without outcomes which led to delays and disengagement. Kirstin made several changes including observing sprint ceremonies, devolving technical approval, and ongoing training for new employees to improve engagement and reduce delays.
Powershop now assesses team behaviors and health using a model based on assessing engagement, collaboration, autonomy and learning. Initial assessments showed issues which improved after two months as Kirstin helped the teams adopt best Agile practices. Current work includes faster releases, more education, and strategic road
Chris Merriman - Building a Sustainable Innovation Culture in Globally Disper...MarkLeeson
This document outlines Unisys' efforts to build a sustainable innovation culture across its globally dispersed teams. It discusses establishing core values of focusing on clients, integrity, collaboration, respect for individuals, and proactivity. These values were developed by a core team, socialized internally and validated by top clients. Unisys is using tools like an Applied Innovation Community on social media to engage employees, share best practices and success stories. Early signs are positive but more work is needed to fully align policies, systems and other initiatives with the new culture. The goal is to unleash the potential of employees to continuously deliver enhanced value and innovation for clients.
10 steps to better outcomes by using metricsDerek Huether
The document outlines 10 steps for using metrics to achieve better outcomes. It discusses defining goals and key performance indicators, identifying lagging and leading metrics, data sources, and methods for collecting metrics. The presentation provides examples and questions to help attendees understand each step in selecting and using metrics to monitor goals and systems performance.
Comparing Agile transformation approaches at Twitter and SalesforceSteve Greene
This document discusses strategies for transforming a large organization to an agile methodology. It recommends starting with a "big bang" approach, where all teams transition together using Scrum. The transformation is driven from the top down but implemented bottom up. Teams are reorganized into self-organizing cross-functional teams with dedicated resources. The transformation focuses on iterative development, continuous delivery, and establishing core values like transparency. Coaching and training help drive adoption. Initial results include improved productivity, predictability, and executive buy-in. Advice includes focusing on principles over mechanics and getting early engineer involvement.
The document discusses the role of a Scrum Master. It begins by summarizing the author's experience with Agile frameworks like Scrum and eXtreme Programming over the past 20 years. It then discusses how the role of a Scrum Master is often misunderstood as administrative or focused on velocity, when in reality the Scrum Master is accountable for the team's effectiveness and acts as a leader, servant, facilitator and coach. The document emphasizes that a Scrum Master spends most of their time on impediment removal and improving the team's flow, transparency and ability to self-manage. It concludes by encouraging Scrum Masters to continuously upgrade their skills in areas like facilitation, coaching and organizational change in order to better educate
This document discusses investing in agile transformation to help ensure enterprise survivability. It provides background on agile methods like Scrum and scaled frameworks. Adopting an agile mindset requires aligning strategy, culture, and structure. Investing in the "levers" of people, processes, and technology can help drive agile transformation. The 12 principles of agile emphasize customer focus, frequent delivery, collaboration, technical excellence, and continuous improvement. Making these changes can help organizations adapt to changing needs and survive in the future.
Agile at OPM: the USAJOBS Product Owner PerspectiveExcella
This document discusses the adoption of Agile practices at the United States Office of Personnel Management (OPM) for the development of USAJOBS, the federal government's job board. It provides background on Richard Cheng and Alesia Booth, the authors and experts in Agile and federal hiring who helped implement Agile at OPM. Some key benefits of adopting Agile included delivering new features frequently using short iterations to better satisfy customer needs and respond rapidly to changes. The document outlines challenges faced and lessons learned in transitioning a large government agency to Agile.
The document discusses an IT quality assurance organization that meets monthly in San Fernando Valley to share information and promote quality practices. It also provides an overview of an IT services company called Kaizentek that has won several business awards. The rest of the document summarizes Agile and Scrum frameworks for software development, including defining roles, meetings, and processes in a Scrum project.
The Snowman - visualising Agile project roles & responsibilities Abdul Ghafoor
Based on the DSDM team model and also known as the "Alien Baby", I have summarised the different Agile Project roles and responsibilities which may be useful for those who want a better understanding of Agile or who if you're planning on sitting the Foundation or Practitioner exams.
Software Project Success Through Value AssuranceValueware
Valueware Technologies provides project efficiency improvement and technology services including project reviews, deployment support, and mentoring. With over 50 years of combined experience, they help clients increase project success rates, improve developer efficiency, and ensure budget compliance. Their services involve assessing projects for challenges early and providing recommendations based on proven industry best practices to supplement internal teams.
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...Yuval Yeret
SAFe’s home turf is product/systems/applications development. Let’s talk about challenging this comfort zone by applying it in one of the core business functions – Marketing. Why? Because the marketing operating system is being disrupted and the larger the marketing organization the more it struggles to maintain relevancy and impact. More and more marketing organizations are seeing the impact of Agile and want to benefit as well. How should an organization using SAFe in R&D/IT look at Agile in Marketing? Is SAFe the right choice? Does it work “as is”? Are there any changes needed to support this new context? What are some lessons learned from trying this in the field?
Learning Objectives and Key Takeaways:
At some point in your enterprise transformation you should consider applying SAFe outside of Product Development/IT. Marketing is a great candidate for a next Value Stream to implement SAFe in.
Agile Marketing is possible not just for small nimble companies but also for large organizations with hundreds of marketers and several legacy silos. SAFe provides a blueprint for how to achieve this.
Understand the differences in applying SAFe outside of Product Development/IT and how to adjust the Big Picture / Implementation Roadmap to accommodate these differences.
The ideal “Business Agility” state is actually to bring together Marketing, Product Management/Development, Sales into one Value Stream.
This talk was delivered in the global SAFe Summit in DC in October 2018
This document discusses adopting the Scrum framework in software development companies in Bangladesh. It outlines some key opportunities for adopting Scrum, such as helping interested companies transition to Scrum and educating the industry about Scrum practices. It also describes several challenges to Scrum adoption in Bangladesh, including a lack of experience with Agile methods, cultural issues with self-managing teams, and limited formal education on Scrum. The document then provides recommendations for how to address these challenges, such as educating management, starting small pilot projects, and empowering teams to transition to Scrum practices over time.
This document discusses how IT services organizations can adopt agile methods for outsourced software projects. It acknowledges that while agile is increasingly popular for software development, outsourcing projects presents unique challenges. The document proposes customizing standard agile frameworks with additional "building blocks" to address gaps like distributed teams, large projects, and contract requirements. A sample framework is presented with guidance on the development lifecycle, tools, governance, contracts, and managing distributed teams at scale. The presentation aims to demonstrate how IT services organizations can successfully deliver agile projects.
The document discusses agile methodology and its principles. Some key points:
- Agile focuses on cross-functional teams, iterative "sprints" to develop minimum viable products, rapid cadence and transparency, prioritization and adaptability, empowered product owners and teams, and constant customer feedback.
- Agile is a fundamental transformation for an organization, changing how it structures itself, hires and manages people, interacts with customers, prioritizes work, and more.
- Agile uses continuous planning, testing, integration, and is designed to be adaptable. It emphasizes collaboration, quick decision making, and value over process.
Going Beyond ‘What Success Looks Like’ – Using Data to Achieve Successful Pro...Jamie Clouting (CSPO)
Delivering value is at the heart of the Business Analyst role, but how easy is it to identify tangible value and prove the success of a project or program?
In agile projects we’ll often define a “definition of done” or ask the question “what does success look like”. At LateRooms.com, we’ve developed a toolkit for our Business Analysts to support the business in using data to define what success looks like, and track it throughout the project lifecycle.
This presentation will look at the ways LateRooms.com collects, analyses and uses data to better define the problem space, setup up KPI driven Critical Success Factors and present Benefits Realisation.
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
This presentations answers the question of why your company needs to work agile .
to be able to cope with changing markets and grow through organizational learning to explore new markets
The document discusses the evolving role of business analysts from a past focus on requirements elicitation, analysis and documentation to a current and future focus on enterprise analysis, strategic planning and ensuring business value throughout the project lifecycle. It notes that business analysts now help organizations improve processes, reduce costs and better support customers. The role requires skills in both business and technical domains to effectively communicate between teams.
This document discusses challenges with agile transformation and provides advice. It outlines four common issues that make transformation difficult: not understanding the problem being solved; applying one-size-fits-all solutions without understanding organizational context; underestimating the challenge of changing culture and mindsets; and expecting a clear end point to transformation. The document advises focusing on outcomes over outputs, using agile principles to guide the transformation, and continually adapting as contexts change. The overarching goal of reaching agility is to create an environment where teams can joyfully deliver customer value.
The document discusses conducting a post-implementation review (PIR) of an ERP system implementation. It provides details on what a PIR aims to assess, including how well the project met its objectives, timelines and budgets. It also lists common challenges organizations face with ERP implementations such as lack of stakeholder involvement, inadequate testing and training. Sample PIR questions are given to evaluate project performance, management and lessons learned.
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
Business Agility And Software Development Alan ChedalawadaValtech UK
This document discusses business agility and lean thinking applied to software development. It introduces Alan Chedalawada and his background working with lean systems and agile software development. The document discusses focusing on business value and speed of delivery over other factors like cost and quality. It also discusses challenges with traditional software development approaches and emphasizes discovering customer value, prioritizing based on business needs, and delivering value in small increments.
The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
Dennis Stevens - Using Agile and Lean to Lead Business TransformationSFA
The Beam Team case study describes an organizational transformation at a $100 million retail service provider. The company was facing economic and regulatory challenges and had acquired another company. The assistant helped by getting development under control using Kanban, identifying high-value business capabilities, and facilitating the creation of a clear strategy and execution plan using A3 reports and a Kanban board. This approach helped achieve focus, deliver rapid results, and establish trust between business and technology to execute the strategy.
Improved Business Performance Through Effective Portfolio ManagementStephanie Milne
The document discusses improving business performance through effective portfolio management. It outlines some common business challenges around resource management, project prioritization, and process management. It then discusses addressing these challenges by doing the right projects aligned with strategy and goals, and doing projects right through effective processes, governance, and information systems. Finally, it contrasts characteristics of businesses with poor versus high performing portfolio management practices.
The document summarizes the consulting services of Empowered Performance, which helps companies implement continuous improvement strategies through a hands-on "Practical Lean" methodology. Their approach involves thoroughly assessing clients' operations, developing and executing tailored transformation plans, and training clients to sustain improvements. Typical results for clients include doubled profits, reduced costs and defects, and improved productivity, cash flow, and customer delivery.
Did you know? Over the years, enterprises have achieved 65% of higher project savings by adhering to Six Sigma methodology.
Leadership is a critical element in the success of both implementing and using Six Sigma Techniques and Tool to support process change and delivering value in conducting Six Sigma Projects. Having the role of Leadership defined and the necessary knowledge of the methods that will set the expectation of change within processes can inspire teams to stay focused and deliver timely results.
Areas covered in the webinar
- The WHO in Leadership supporting Six Sigma
- The WHY as it relates to the Business Goals and Objectives
- The EXPECTATION or VISION for change to deliver value
- The INVOLVEMENT and participation of leadership
- The SUPPORT and resources needed
- The AUTHORITY to make change happen
- The RECOGNITION of all who contributed to delivering the value
- The MOMENTUM to build on success and continuous improvement
For more details click here - https://www.invensislearning.com/webinar/leading-the-way-in-six-sigma
#sixsigma #leansixsigma #sixsigmablackbelt #sixsigmayellowbelt #sixsigmagreenbelt #sixsigmamethodlogy #sixsigmaprocess #sixsigmacourse #sixsigmavideo #sixsigmamanagement #leansixsigmamethod #SixSigmaTraining
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
Addressing Labor Shortage: How to Increase Uptime While Empowering EmployeesSafetyChain Software
How to pass the labor shortage crisis through better capacity visibility, clear processes, building the right automation, and retaining trained workers.
The document provides an agenda for a two-day Lean consulting event focused on value stream mapping for a home healthcare services client. Day one will involve Lean education, understanding the current state process, building the current state map, and prioritizing improvement areas. Day two will review identified wastes, brainstorm the future state, design the future state process, and develop an action plan for implementation. The event aims to streamline the process, eliminate wastes, and create an action plan to implement improvements within 30-60 days.
The document summarizes an upcoming value stream mapping event for a home healthcare services company. The 2-day agenda includes lean education, creating a current state map to understand existing processes, identifying improvement opportunities, designing an improved future state map, and developing an action plan. The goal is to streamline processes, eliminate waste, and improve customer satisfaction through applying lean principles like value stream mapping.
3D – CHOOSING YOUR ACCOUNTING SOFTWARE PROVIDERCFG
This document provides guidance on choosing an accounting software provider. It discusses understanding the goals of a project, selecting a provider through a scoring methodology, managing costs by phasing work, and developing an ongoing relationship. Key steps include understanding user needs, producing a supplier brief, demonstrating software, reviewing costs for each implementation phase, and ongoing communication and reviews to ensure goals are met.
The document discusses lean transformation and provides guidance on implementing lean principles at the enterprise level. It begins with the origins and basis of lean thinking. It then outlines lean principles and challenges of implementation. The remainder of the document provides examples and templates for developing an enterprise-level roadmap, assessing lean progress, and implementing specific lean initiatives and principles throughout the organization.
This resume summary provides information about Senthil Kumar, an IT professional based in Coimbatore, India. He has over 5 years of experience in roles such as Technical Lead and Infrastructure Technology Specialist at Cognizant Technology Solutions. Senthil has certifications in ITIL, Six Sigma Green Belt, and Project Management and has successfully led several process improvement projects. He is seeking a leadership role where he can apply his knowledge and skills in project management, process design, and team leadership.
2008 Business Analystthe Pivotal Role Of The Future 2 1214327785520885 9DOUGGOLDBERG
The document summarizes the key role of business analysts in ensuring project success. It discusses how historically many projects have failed due to poor requirements gathering and management. It outlines the changing role of BAs to focus on strategic alignment and business value. BAs need a variety of skills related to both business and technical domains. With the right skills development and organizational support, BAs can help drive more successful projects and strategy execution.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
5. Challenges
Technology became involved in all
business fields which introduced
complexity to our work
Technologies change rapidly
and evolve to be in the
hands on any one
7. Need to Grow & Evolve
Organizations need to adapt to
change effectively otherwise they
will lose markets
Organizations need to learn a lot
of skills without losing focus of
their market and needs and with
harmony with the existing
functions
9. Does our mindset and culture help us to
do so ?
30 - 40% of systems projects fail prior to completion
Half of all systems projects overrun their budgets and
schedules by 200% or more
From:
B.P. Lientz and K.P. Rea, Breakthrough Technology Project Management
Standish Group Study Report, 2002
10. Problems in traditional mindset
Less flexibility to adapt to market changes
Late Revenue
Reduced performance
Locked in waste
Increased time to market
Decreased likelihood of meeting the business or market needs
Includes a lot of risk due to uncertainty and change
11. Project challenges
Having an unvalidated vision, thus building the wrong thing
Lack of information in the beginning of the project
Inaccurate estimates and plans
Unplanned changes
12. Risk mitigation in traditional way
Buffering
Huge Upfront cash
Excess planning activities
Focus on idle workers not
idle work (increase work
in process WIP)
13. Result
Big and Long investment
Less flexible to adapt to changes
Less accurate to meet client needs
Wasteful risk mitigation
Increased probability of failure
14.
15. Better way - Working Agile
Focus on working effectively in small chunks which allows the
organization to provide value early and get revenue early
Help to validate assumptions early and manage uncertainty by learning
from feedback .
Focus on having a mature process and team through project lifetime
which eliminates waste and reduce risk
Resulting in increased ROI for the project
16. How ? Value driven approach
Finish the most valuable work early ? 80% of value in 20% of work done
Get value early , so income early
17. How ? Work in chunks
Buffering
Huge Upfront cash
Excess planning activities
Focus on idle workers not
idle work (increase work
in process WIP)
18. How ? Inspect and Adapt
Build a mature process which suits
your teams by frequent inspecting
for problems and challenges and
adapting to solve them .
Build a self organizing teams
through continuous learning and
improvement and effective
communication.
Validate your assumptions early
and often through valuable output
and reliable feedback process
19. Increase ROI
Waste Reduction
Get Value early , get income
early
Get Value with less effort and
time , so less cost
Value and expenses with the
same present value
Ability to invest in high value
features more with less cost of
changing plans
Traditional
Agile
Income
Expenses
20. Management Flexibility
Real Value measurement
Fail Fast or stop early
Create options
Rapid course correction
Decide to stop on invest more in certain projects
21. Traditional vs. Agile Approach
• Big and Long
• Less Accurate
• Less Flexible
• Increases risk of failure
• Less management control
• Wasteful
• Small and short
• More predictable
• Iterate every 2-4 weeks
• Increases probability of success
• Active management control and
influence
• Eliminate overhead and
unnecessary features