The document discusses how principles of Lean IT can be applied to IT service management in large established organizations. It explains that Lean IT has two aspects: supporting continuous improvement of business processes, and improving performance of internal IT processes. The key is to identify all steps across the entire value stream, make the actions that create value flow continuously, and remove waste. Visual tools are important for problem-solving and guiding continuous improvement efforts.
The document discusses how principles of Lean IT can be applied to IT service management in large established organizations. It explains that Lean IT has two aspects: supporting continuous improvement of business processes, and improving performance of internal IT processes. The key is to identify all steps across the entire value stream, make the actions that create value flow continuously, and remove waste. Visual tools are important for problem-solving and guiding continuous improvement efforts.
EVOLUTION not Revolution - Matt Harasymczuk @ Agile Management 2014 PolandFundacja Governica
The document discusses an enterprise agile transformation at an organization. It describes adopting agile practices like Scrum and Kanban as a communication framework, reorganizing into a project-oriented structure, and emphasizing business values, quality practices and an evolutionary rather than revolutionary approach. The transformation focused on increasing flexibility, visibility and quality while decreasing costs and time to market through practices like test-driven development, continuous integration and frequent releases.
This document discusses servant leadership and provides information about Agnieszka Gasperini, who is a coach, mentor, and facilitator for servant leadership training. It outlines her experience and qualifications, including over 15 years working in project management across multiple industries. The document then defines 10 key characteristics of servant leaders, such as listening, empathy, and commitment to others' growth. It encourages assessing one's own demonstration of these characteristics and provides contact information for Agnieszka Gasperini.
Conversation patterns for software professionals - Michał Bartyzel @ Agile Ma...Fundacja Governica
The document discusses techniques for having effective conversations with clients to understand their needs. It provides questions to ask clients to understand the problem being solved or benefit desired, alternatives to address the problem or achieve the benefit, and criteria for evaluating the alternatives. The goal is to move beyond generalities to specifics so the right solution can be identified.
EVOLUTION not Revolution - Matt Harasymczuk @ Agile Management 2014 PolandFundacja Governica
The document discusses an enterprise agile transformation at an organization. It describes adopting agile practices like Scrum and Kanban as a communication framework, reorganizing into a project-oriented structure, and emphasizing business values, quality practices and an evolutionary rather than revolutionary approach. The transformation focused on increasing flexibility, visibility and quality while decreasing costs and time to market through practices like test-driven development, continuous integration and frequent releases.
This document discusses servant leadership and provides information about Agnieszka Gasperini, who is a coach, mentor, and facilitator for servant leadership training. It outlines her experience and qualifications, including over 15 years working in project management across multiple industries. The document then defines 10 key characteristics of servant leaders, such as listening, empathy, and commitment to others' growth. It encourages assessing one's own demonstration of these characteristics and provides contact information for Agnieszka Gasperini.
Conversation patterns for software professionals - Michał Bartyzel @ Agile Ma...Fundacja Governica
The document discusses techniques for having effective conversations with clients to understand their needs. It provides questions to ask clients to understand the problem being solved or benefit desired, alternatives to address the problem or achieve the benefit, and criteria for evaluating the alternatives. The goal is to move beyond generalities to specifics so the right solution can be identified.
4. 4 (20)
Conversation Patterns for Software Professionals
Agile leader, mózg i inteligencja emocjonalna
17 pierwiastków (al)chemii zespołowej
5. 5 (20)
•Podejmowanie decyzji
•Kreatywność
•Motywacja
•Dynamika grupowa, asertywność
•Zarządzanie czasem i stres
•Modele uczenia się
•Komunikacja
Psychologia określania celu i wymagań