This document discusses 11 steps for high-performing teams: 1) Purpose 2) Vision 3) Values 4) DNA 5) Strategic Drivers 6) Roadmap 7) Objectives 8) Visual Management 9) Operating Rhythm 10) Continuous Improvement 11) Metrics. It provides details on each step and emphasizes the importance of alignment, direction, rhythm and review for teams to perform at their best. Examples are given for how different organizations have implemented various steps like visual management and continuous improvement.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
If you work in Scrum environment or you’re just a team member who is trying to guide a conversation – then these interactive facilitation techniques are for you. In this session focus will be on games which you could use in virtual environment.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Making Work Better for Everyone - An introduction to organisational agilityEduardo Nofuentes
This is the pack used by Eduardo Nofuentes and Bia Affonso from The Agile Eleven during our talk on Thursday 13th of June 2019 as part of our Eleven Nights Series event in Hobart.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
If you work in Scrum environment or you’re just a team member who is trying to guide a conversation – then these interactive facilitation techniques are for you. In this session focus will be on games which you could use in virtual environment.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Making Work Better for Everyone - An introduction to organisational agilityEduardo Nofuentes
This is the pack used by Eduardo Nofuentes and Bia Affonso from The Agile Eleven during our talk on Thursday 13th of June 2019 as part of our Eleven Nights Series event in Hobart.
Presentation at Scrum Gathering in San Diego 2017 by Maurizio Mancini of http://www.exempio.com and Martin Lapointe of http://www.agileklix.com/. See how to reboot any Agile team that is struggling in just 5 sprints. Includes the M&M Transformation Canvas 2.0.
SMART LEADERSHIP (Situational Leadership) TrainingKanaidi ken
Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id
HP. 08122353284
PIN bb : 27CBC148
Facebook : Kanaidi Ken & Kanaidi Ken Part II
Leadership 101: What Successful Leaders Do—and How They Do ItHRDQ-U
Ask any leader and they can probably name a favorite teacher they would choose to emulate. That’s because great leaders are born through experience and mentoring. But to become great, leaders need more than a positive role model. They need training. And with all of the complex leadership theories, models, and trends swirling around today, sometimes we forget to start at square one. Until now.
Join us for Leadership 101: What Successful Leaders Do—And How They Do It, the back-to-basics webinar that focuses on the what—and the how—of effective leadership. From recognizing the characteristics of effective leadership to behaviors that undermine performance and leading with impact, you’ll leave with a solid understanding of how best to develop both aspiring leaders and seasoned veterans.
dr Bea Carson - How do Wial and Action Learning sessions develop agile leaders Certes
» Kim jest zwinny lider (agile leader)?
» Jak członkowie sesji Action Learning ćwiczą zwinność w przywództwie?
» W jaki sposób coach Action Learning jest modelem zwinnego lidera?
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
10. @theagileeleven
Agile is a mindset
From the article “What is Agile “by Steve Denning – Image inspired by Ahmed Sidky
Agile is a
MINDSET
Described by
4 VALUES
Defined by
12
PRINCIPLES
Manifested through an
UNLIMITED NUMBER OF
PRACTICES
16. @theagileeleven
Alignment
Have you ever worked with a team that
‘gets it’? They are coherent in their
understanding of themselves, their
work and where they are heading
together. 1. Purpose
2. Vision
3. Values
4. DNA
17. @theagileeleven
1. Purpose
• The motivational force
that drives the team
• Why?
• Meaningful &
long-lasting
• Drives behaviours &
actions
• Align work to the
purpose
23. @theagileeleven
4. DNA
• A team’s collective
traits
• How a team wants to be
known externally
• Inherent in their being
• Helps guide team
decisions
THE
AGILE
ELEVEN
WE ARE
REAL
PEOPLE
WE KNOW
BUSINESS
WE ARE
PROGRESSIVE
THNKERS
WE ARE
OBSESSED
WITH
CUSTOMER
VALUE
27. @theagileeleven
Direction
5. Strategic Drivers
6. Roadmap
7. Objectives
Once there is an inspiring
vision, the team needs
clear direction on where
to focus their energy.
Shared understanding
promotes better outcomes
given there is clarity for
the team.
28. @theagileeleven
5. Strategic drivers
• Based on the vision for
the team
• Support the team’s path
• Inform initiatives
• Question work that
doesn’t align to
strategic drivers
30. @theagileeleven
7. Roadmap
• The intention for the
future
• Not planning the entire
path
• 3 – 5 year view
• Understand
opportunities for the
future
• Must be a willingness to
adapt as new pathways
are uncovered &
markets change
33. @theagileeleven
Rhythm
8. Visual Management
9. Operating Rhythm
Teams that take advantage of visual management tools to foster
meaningful conversations will stay ahead, self-adjust and get the right
work done
34. @theagileeleven
8. Visual management
• What gets visualised
gets talked about, what
gets talked about gets
done
• Transparency in the
work
• Greater collaboration &
communication
• True ownership of work
• There is no one best way
to visualise the work
41. @theagileeleven
9. Operating rhythm
• How often teams talk
about the visual work
• The value is in the
conversation
• Closer to the customer –
higher frequency
• More strategic teams –
less often
45. @theagileeleven
10. Continuous improvement
• Often talked about but
takes a back seat to the
actual work
• Prioritising reflection
helps teams learn what
needs improving & take
action
• Regular reflection is a
trademark of
high-performing teams
47. @theagileeleven
10. Continuous improvement
The Improvement Kata in action
• What is the ideal
condition?
• What is the current
condition?
• What is the next target
condition?
• What are your actions?
48. @theagileeleven
11. Metrics
• Created in alignment
with team objectives
• Understand how the
team is going in
achieving objectives &
ultimately vision
• Leading indicators
inform decision making
• Lagging indicators help
understand
achievement of results
• Shouldn’t be used as
performance indicators
51. @theagileeleven
The keys to success
• Take a bottom up approach with
support from leadership
• Create space where everyone is
able to contribute their
thoughts
• Work in teams to bring together
the ideas
• Value the power of conversation
• Focus on outcomes over outputs
• Think about the here & now
AND the future
• Review the work & learn from it