This document discusses alternatives to simply scaling up agile processes. It argues that organizations should focus on continuously improving outcomes rather than just increasing output or volume. Some key points made include:
- Agile is about mindset and values, not processes, and scaling up risks losing those. Organizations should fix weaknesses before scaling.
- True scaling happens incrementally based on measuring business impacts, not just adopting more processes. Teams should regularly inspect and adapt.
- There are many ways to improve value, quality and productivity within existing teams, like improving technical practices and skills, before considering larger scale changes.
- Scaling is primarily a "people problem" - organizations should focus on building networks between self-organ
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Agile From the Top Down: Executives & Leadership Living Agile by Jon StahlLeanDog
I believe that executives must practice what they preach. If they want teams to be transparent and agile, they need to practice themselves and lead by example. This talk will share some Agile & Lean techniques, applied in a new way, to help organizations understand their constraints so they can transparently carry forward their journey to becoming Agile. “Seeing the Whole” includes customers, projects, applications, people, leadership, financials and Standard Work. We will propose creating a BVR (Big (I mean big) Visual Room), refactoring the PMO and suggest some practices to help support this journey. Executives are challenged to lead by example and be transparent. - Jon Stahl
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Agile From the Top Down: Executives & Leadership Living Agile by Jon StahlLeanDog
I believe that executives must practice what they preach. If they want teams to be transparent and agile, they need to practice themselves and lead by example. This talk will share some Agile & Lean techniques, applied in a new way, to help organizations understand their constraints so they can transparently carry forward their journey to becoming Agile. “Seeing the Whole” includes customers, projects, applications, people, leadership, financials and Standard Work. We will propose creating a BVR (Big (I mean big) Visual Room), refactoring the PMO and suggest some practices to help support this journey. Executives are challenged to lead by example and be transparent. - Jon Stahl
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
Sharing how we build Agile teams at Agile Organization Development (https://agile-od.com). Now you know why the Agile teams we coach are built to last and sticky!
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
During the Agile Austria Conference 2017.
Speaker: Wolfgang Richter
This case study reflects on the Scrum journey of an Austrian insurance company. For the audience it illustrates how to apply Large Scale Scrum in a stalled environment which is not used to change quickly. Challenges and incidents typical for adopting the agile mindset in such an environment at larger scale are addressed. It shows, that the journey continues and the difficulties when setting expected dates or milestones for the adoption.
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
Sharing how we build Agile teams at Agile Organization Development (https://agile-od.com). Now you know why the Agile teams we coach are built to last and sticky!
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
During the Agile Austria Conference 2017.
Speaker: Wolfgang Richter
This case study reflects on the Scrum journey of an Austrian insurance company. For the audience it illustrates how to apply Large Scale Scrum in a stalled environment which is not used to change quickly. Challenges and incidents typical for adopting the agile mindset in such an environment at larger scale are addressed. It shows, that the journey continues and the difficulties when setting expected dates or milestones for the adoption.
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
Maybe I'm being pedantic, but if you don't understand the difference between a process output and an outcome, how can you manage and continuously improve performance?
This presentation involves the values and culture of every Filipinos. Which taken place during prehistoric time with prehistoric people also taken place nowadays in our modern world. :)
This ppt is a part of an assignment done at The Assam Kaziranga University in Jorhat. Human Behavior in Organizations is the subject dealing with this topic.
If you don't know where you're going it doesn't matter how fast you get thereNicole Forsgren
The best-performing organizations have the highest quality, throughput, and reliability while also delivering value. They are able to achieve this by focusing on a few key measurement principles, which Nicole and Jez will outline in this talk. These include knowing your outcome measuring it, capturing metrics in tension, and collecting complementary measures… along with a few others. Nicole and Jez explain the importance of knowing how (and what) to measure—ensuring you catch successes and failures when they first show up, not just when they’re epic, so you can course correct rapidly. Measuring progress lets you focus on what’s important and helps you communicate this progress to peers, leaders, and stakeholders, and arms you for important conversations around targets such as SLOs. Great outcomes don’t realize themselves, after all, and having the right metrics gives us the data we need to be great SREs and move performance in the right direction.
Overview and explanation of the 12 Principles contained in the Agile Manifesto.
For more - and a complete implementation of Agile for $1.90 - go to Agile201.com.
Revolutionise your team through lean and agile thinkingEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
What needs to be true? Patterns of engineering agilityAndy Norton
What practices help us to scale in a sustainable way for the people behind the process? What capabilities do we need to be intentional about, and what techniques can we leverage? - what needs to be true?
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
As companies evolve to adopt, integrate and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. This Session will give you guidelines on how to start an innovative business lean and fast by using design thinking, lean and agile approaches and how to build high-performing digital product teams. The session will finish with discussing Lean Agile meets Design Thinking to give a meaningful conclusion.
Acceleration & Focus - A Simple Approach to Faster ExecutionProjectCon
#projectcon #agilecon
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
Presenter: Michael Hannan
Acceleration & Focus - A Simple Approach to Faster Execution
Many articles & books emphasize the importance of focus to getting more done, but not many offer proven techniques to achieve big jumps in focus for entire teams—and thus accelerate the speed of execution dramatically. This session will provide a simple, common-sense method to achieve such acceleration for teams of any size, and at any scale.
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
ProjectCon AgileCon Project Management
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
The Future of Agile | Closing keynote at the 2019 Agile for Business Forum Edwin Dando
I was asked to present on The Future of Agile - a reasonably dubious topic at the best of times. I only had 30 minutes so it was a very quick-fire presentation. In essence, my message was the future is bright, but "agile" has become highly fragmented and means many things to many people. The word "agile" is tainted and meaningless, as it has been twisted and bent by Johnny-come-lately's intent of cashing in on the latest trend, without actually understanding it.
Future of Agile - Keynote at Agile for Business Conference Nov 2019 Edwin Dando
I was asked to deliver a keynote on my views of the future of Agile. I see agile organisations using a decentralized model, empowering teams to work directly with customers and in this talk reference the Haier micro-enterprises model as a successful implementation of this.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Buy Verified PayPal Account | Buy Google 5 Star Reviews
Alternatives to scaling your agile process: valuing outcomes over output
1. Alternatives to scaling your agile process:
valuing outcomes over output
Edwin Dando
Assurity
Your pic
2.
3. There is a management revolution underway
“Tomorrow’s business imperatives
lie outside the performance
envelope of today’s bureaucracy-infused
management practices…
Equipping organizations to tackle
the future would require a
management revolution no less
momentous than the one that
spawned modern industry.”
Gary Hamel - the landmark HBR
article Moon Shots For Management,
4. What is changing?
To focusing on customer value
To exploiting variability for competitive advantage
To providing a vision to a self-organised, cross-functional
team and getting out of the way.
To measuring results on outcomes
To regular delivery of customer value via
economies of flow
To focus on building wonderful workplaces
and strong employee engagement
To a strategy that is about deep customer
engagement, rapid manoeuvrability, fast
feedback and regular pivots
From focusing on maximizing shareholder $
From avoiding variability
From telling employees what to do
From controlling performance through rules,
roles, plans and reports
From efficiency through economies of scale
From focus on lowering costs through offshoring
From a “coping with competition” strategy
through regulation and monopoly behaviour
6. Large scale and agile – a clash of cultures?
• Agile is a mind-set and set of values, not a process
• Agility is earned, not installed
• For a long time many people have worked hard to help shift
thinking, adopt new values and change…
Yet…
• Agile is now mainstream
• Markets forcing businesses to become more responsive
• Insatiable demand to “be agile” – especially from large
companies, often who have come to the game late
And so,
• Market responded with “buy and install” agile @ scale
• Approach viewed as disrespectful to core values
7. The scaling dilemma
• The desire ‘to scale’ is a reflection of the demand to develop more
software, faster (rather than better outcomes with same/less effort).
• Existing internal structures make it difficult to increase capacity
• So we add new structures to manage this and increase our efforts.
• But investment to achieve more goes mostly to the additional
structures, and is often much higher than the gains expected.
• We enter a vicious cycle.
Gunther Verheyen - Maximizing Scrum, http://blog.scrum.org/maximizing-scrum/
8. In an organisation near you…
• An organization starts adopting Scrum
• Soon they ask ‘how do we scale?’
• Very few stop and investigate this desire
prior to exploring scaling.
• What do we hope to obtain from scaling?
• How does this fit with our strategy?
• What are the risks?
• How will we know scaling is helping us?
• How will we measure this?
9. Humans love simple assumptions
The logic of induction teaches us that
• If n is true (it works for one)
• and n+1 is true (it works for the next)
• then n must always be true….. Right?
So lets test this hypothesis: 1 + 2 + 3 + … + n = ½n(n+1)
1 + 2 + 3 = ½ x 3 x 4 = 6
1 + 2 + 3 + 4 = ½ x 4 x 5 = 10
1 + 2 + 3 + 4 + 5 + 6 + …. + 7823
= ½ x 7823 x 7824
= 30603576
10. And we carry that logic into business contexts
• Agile works for one team and gives us
great benefits
• and it works for two teams and gives
us more great benefits
• Therefore it must work for many
teams and make us world beaters,
right?
11. Add to this the fact that knowledge work is highly creative
• Good Agile managers create environments where
people can flourish and grow.
• Much like the role of the gardener…
Get your hands dirty and
create an environment where
people can flourish.
FHeeelpd And our raenmd garden owvaet ethr itnhgesm grows th raetg and
sutloaprl y
rewards them succeeding
us
12. But does the same thinking apply on a large scale?
Value is very, very different from volume
Outcomes are very different to output
13. Shoe-horning agile
• Over time, many organizations have grown very
complicated with interdependent internal structures.
• The implementation of Scrum is expected to fit into
these existing structures.
• Within these structures, ‘scaling’ is synonymous to
increasing volume and quantity, to larger numbers.
• The expectation is that Scrum must be expanded with
additional processes, roles, phases, etc.
• At which point we have missed the point
• The entire point of Scrum is to highlight your
weaknesses – so you can fix them
Gunther Verheyen - Maximizing Scrum, http://blog.scrum.org/maximizing-scrum/
14. What sort of weaknesses?
On the whole, [our survey results are] not exactly a
reassuring picture for those who depend on the software they build.
Develop Landscape - Forrester Research 2013
15. Some clear areas for attention
• Basics of Agile – we’ve only adopted the basics
“Organizations claim that they’ve ‘gone Agile,’ but when one probes on specific Agile practices,
the reality is that they’ve only adopted a few basic ones and stalled out in the scaling process.“
• Quality software development
“Only 12% of the developers we surveyed spend more than an hour a day writing test cases.
Developers spend more time on email than writing tests”
Develop Landscape - Forrester Research 2013
17. Some clear areas for attention
• Small Teams
“Developers who work in small, collocated teams understand the applications they build fare
better. Most development teams are not collocated. Our takeaway: Organizations are trading
understanding and efficiency for an efficient cost structure”.
“We see the inverse relationship between development team size and the level of project
understanding/transparency. Our recommendation? Lose the industrial metaphor forever and
think more along the lines of a talent management from or a Broadway production.”
18. Focus on getting more out of what you already have
Why would you want to
scale this?
Fix these first.
19. Why would you want to scale this?
Used with permission – Scrum.org
20. No evidence
“What is the business impact of agile?
The reality is, we have no idea. We have no real evidence.
If we start measuring by evidentiary outcomes, then we will have firm grounding when we assess its
value to the organization, and the value of our investments and initiatives.”
Ken Schwaber, Scrum co-creator
Maybe we would want to fix
this before we scale?
21. Scaling, finally
So, lets assume we get good at developing software and get to the
point of “scaling up”, how do we scale?
1. Start with reality – there is no recipe, only patterns
2. Start small and iterate.
a) Try some of the known scaling patterns
b) Inspect how it has worked in your context. Hint – you
should find a way to measure the business impact.
c) Adapt as required.
d) Repeat
22. Incremental scaling
with evidence
Single team starts doing Scrum
They identify things that need improvement
and capture these in an organisational
improvement backlog
Review
Retrospective
OAG makes next round of
decisions on evidence:
Are customers happier? Is quality improving?
Are we innovating faster?
Is staff morale better?
Are we more agile?
Organisational
Agility Group
selects items and
implements
transparently
Evidence
based
planning
Measure
business
impact
Organisational learning
Organisational
Improvement
backlog
How can we improve quality?
Should we start another team? Are we working
well together?
Do we have interdependency problems?
What does the evidence tell us?
How’s our culture?
Teams inspect and adapt collectively,
using evidence
Change
Increment
Is revenue improving?
May decide to add
another team…
Change
Owner
What is true for us?
Meets regularly
to track progress
and re-plan
Are we getting to done every iteration?
23. Evidence
• Over 85% of senior international executives* say organisational agility is critical to success.
• Yet few can demonstrate tangible business benefits to their boards
• This is a tragedy, given the investment involved in agile.
Even more important, how do we
• know the risk and disruption involved in this agile transformation is working?
• continually tweak the approach to our organisation’s unique needs?
Unfortunately, most organisations don't. They measure output, not outcomes.
And then they want to scale...
*Organisational agility: How business can survive and thrive
in turbulent times
The Economist Intelligence Unit
25. Focus on evidence based business decision making
• How has the ability to release fortnightly helped?
• Are our staff happier doing agile?
• Are we seeing value from our technical debt repayment?
• Has our investment in test automation improved quality and
customer satisfaction?
• Maybe, if we are getting these right, then we should consider
scaling
26. There are many ways to “scale” before you “scale Scrum”
• Quality software development
– a good developer can be 20 times more productive than an average one. Grow them.
– pair programming - instant feedback loops, higher quality.
– continuous delivery – regular delivery of value and regular product learning cycles
• Technical debt
– prevents agility and is extremely expensive. Slow down, write good code, write less code - only on
features customers value.
– only 29% developers time spent working on value. 53% spent on complexity/technical debt*. Your
teams want to fix this. Given them the opportunity and double/triple productivity.
*Source: Forrester, October 2010 “2011 IT
Budget Planning Guide For CIOs”)
27. There are many ways to “scale” before you “scale Scrum”
• Value
– ~ 65% of features aren’t valued by customers. Use validated learning to find out what they don’t
value and stop delivering it.
– Deliver products that make a market impact, not just ship more features… Impact Mapping
• Team
– Developers are intrinsically motivated & creative*. Create environments in which they can flourish.
– #1 reason for software project failure is a lack of shared understanding. Specification by Example
helps resolve this.
– Agile isn’t just about Scrum Masters and Product Owners. Testers, developers and analysts need
training too.
*Source: Forrester, October 2010 “2011 IT
Budget Planning Guide For CIOs”)
28. There are many ways to “scale” before you “scale Scrum”
*Source: Forrester, October 2010 “2011 IT
Budget Planning Guide For CIOs”)
• Evidence
– Measure and track the business impact of agile.
– Make evidence based decisions.
– If the evidence shows something isn't working, change it.
• Test automation
• Product Ownership
• Team behaviours & collaboration
• …
In other words, walk before you run
29. Scaling is a people problem, not a process problem
.
30. Thinking about the people – networks versus hierarchies
• Hierarchies can be an effective way to
organise, but they don’t tend to be an
effective way to communicate
• Typically, coordination responsibility likes
with individuals
• But when people are busy, they pass their
problems to the coordinator to pass to
someone who can fix it.
• Why? Because people are busy getting their
features to done. It’s human nature. We
push problems up a hierarchy for someone
else to remove if that’s how it’s supposed to
be.
Joanna Rothman, Organizing an Agile Program: Networks for Managing Agile Programs
http://bit.ly/1l7EcjZ
31. Networks
• Don’t have to have everyone interconnected
with everyone else – just some connected
individuals.
• Don’t need the Scrum Masters to do it.
• E.g. Bob and Alice have a question, they ask
each other. If that doesn’t resolve it they ask
someone else who might know (not
necessarily a manager).
• The question doesn’t go up the hierarchy.
It goes across the network.
Joanna Rothman, Organizing an Agile Program: Networks for Managing Agile Programs
http://bit.ly/1l7EcjZ
32. Communities of Practice help build networks and coordinate work
• Testers talking to other testers
• Developers talking to other developers
• Ability to solve common problems and
coordinate common activities
• Ability to inspect and adapt our common
work and approach
Joanna Rothman, Organizing an Agile Program: Networks for Managing Agile Programs
http://bit.ly/1l7EcjZ
33. Benefits of a network model
• Communication flows quickly through networks.
Puts the inherent rumour mill to work for you.
• Networks are connected by humans who are
more prone to connecting/communicating
• A network engages people in a way that
hierarchy does not
• A network decreases the transaction cost of just
about everything.
• No waiting on meetings to address problems,
issues, or risks. People on teams solve problems
when they have the problem.
• No need for a “master” or a “chief” to
intervene.
Joanna Rothman, Organizing an Agile Program: Networks for Managing Agile Programs
http://bit.ly/1l7EcjZ
34. In summary
• Use Scrum to highlight your weaknesses
• Systematically fix them
• Then consider scaling, if it makes sense
• If so, start small and iterate
• Measure the business impact of each change
35. If the definition of insanity is
“doing the same thing and expecting different results”,
then what is the definition of insanity at scale?