change management with agility
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This document summarizes an online session about organizational change management with agility hosted by Cathelijne de Vries on June 18, 2020. The session included polls and a question and answer period for attendees. De Vries discussed key aspects of change management including the current state, transition state, and future state. She also reviewed the Prosci ADKAR model and how it can be applied at both the project level and sprint level in agile approaches. De Vries provided an example of a change management implementation approach for an organization undergoing a restructuring with 1 division and 4 departments.
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Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
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Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Change-Management-Workshop-Presentation.pptx
The document provides information and templates for managing organizational change. It discusses change enablement as the process of changing individual behaviors to increase readiness for process, technology, or organizational changes. It outlines a change strategy with components to plan for change, discover impact and barriers, and build communication, training, and action plans. Templates include defining success metrics, managing expectations at 30, 90, 180, and 365 days, and addressing the four fundamental needs of knowledge, motivation, structure, and skills to drive successful change.
What is the business value of my project?
Most projects do not meet their expected business goals even if they are completed on time and on budget. The presentation argues that project teams need to focus more on strategic alignment and delivering business value rather than just meeting schedules and budgets. It recommends that project managers develop a clear problem statement and value proposition upfront, and define project outcomes and benefits in a business case to better link project work to organizational strategy and goals. Taking a more strategic approach will help ensure projects are delivering the expected value and benefits to stakeholders.
Change Management Takes Change Management Webinar
The document provides an overview of applying change management principles to managing the change of implementing change management itself ("CM takes CM"). It discusses the foundation of defining what change is being managed, the why of change management, and who the key roles are. It then examines how specific change management principles like sponsorship, communication, and reinforcement can be applied to onboarding those roles. Finally, it presents a template for analyzing each key role through the lenses of how they adopt and use change management, how their jobs are impacted, an ADKAR analysis, and keys to success. The goal is to help individuals and organizations build change management competencies.
Slides from PreSeed Academy StartupTalk #25 - Anders Kjær (Speaker 2 of 3)
This document summarizes a presentation about preparing startups for international scaling. It discusses:
1) Identifying the right metrics and validating the business model in target markets before scaling.
2) Developing an expansion playbook to plan entry into new countries or regions.
3) Ensuring proper fundraising preparation as serious expansion demands substantial planning.
4) PreSeed Ventures' role in strengthening Denmark's startup ecosystem through education and their investment process focuses on building relationships, execution, and moving quickly.
Change Management Fundamentals - 4/12/19
The document discusses change management fundamentals and frameworks. It defines change management, outlines why it is important for project success, and describes common challenges of change initiatives. It then details Navigate's change management framework, which includes leadership alignment, communications, organizational alignment, training, and change readiness activities to deliver sustainable outcomes. The framework focuses on understanding unique business needs, designing customized solutions, and delivering long-term impacts.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Aj USA Inc
AJ USA Inc is a US-based company registered in Illinois that provides various engineering, IT, finance, and human resources services globally. It is considering partnerships with subsidiaries in Saudi Arabia and India. The company aims to deliver high-quality solutions and world-class services to help clients increase revenue through strategies in oil/gas, IT, finance, mergers and acquisitions, risk management, project management, and detailed engineering. AJ USA Inc values deploying talented people with the right tools to execute projects innovatively using technology.
Demystifying Change Management: Prosci Change Management Certification Program
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Éviter les pièges du waterfall dans un contexte de livraison de projet agile:...
L'agile Testing commence par la mise en place d'outils et événements agiles au sein des "équipes de tests" (scrum, retro, sprints, etc.), mais cela ne suffit pas à faire de l'agile : la composition et l'organisation des équipes est cruciale. Dans un contexte agile, il est impératif que la collaboration entre les testeurs et développeurs soit quasi symbiotique afin d'éviter de retomber dans des pratiques waterfall (en séquence) au sein de l'agile.
Rattanak Biv
Strategy leaders: Prof. Robert Kaplan and Jeroen De Flander
Brochure for the Strategy Leaders November event in Qatar with Prof. Robert Kaplan and Jeroen De Flander
System of Delivery: An Intro to Our Governance Model
Our governance model and team design may look a little complicated at first glance. However, there's a lot of intentionality within our system of delivery to ensure that you're solving the right problems, at the right time, to maximize throughput and the value delivered to your customers.
In this video, our Chief Methodologist, Dennis Stevens will remove the noise and walk you through our governance model and team design to help you better understand the LeadingAgile system of delivery.
For more information on our approach to Transformation, check out our latest white paper:
www.leadingagile.com/whitepaper
If you're interested in helping other organizations achieve their Agility goals within a system such as this, check out our careers page:
www.leadingagile.com/careers
Business and project changing the paradigm
The document provides an overview of key trends and considerations for project management and business in 2015. It discusses the need for agile project management approaches to keep up with rapid technological changes. Business will require unified project management and business forces to stay ahead in a competitive market. Success will depend on getting products and services to market quickly while maintaining quality. The role of the project manager will expand beyond projects to take on more entrepreneurial responsibilities.
Practical Implementation Tips For Implementing a Financial Planning - QueBIT ...
We’re driven to help organizations improve their agility to make intelligent decisions that create value.
This is why we’re committed to excellence in analytics strategy, implementation, and training.
Defining ‘Disruptional Engineering’: Is being “disruptional” more important t...
Defining ‘Disruptional Engineering’: Is being “disruptional” more important than being disruptive?
By SSF
Thinking Outside To Achieve Operational Excellence
This document summarizes Logical Heuristics, a strategy design and delivery company focused on digital innovation. They deliver value to clients in operational excellence, experience design, and innovation using proprietary frameworks and methodologies. The result for clients is increased success in digital growth initiatives and innovation journeys.
2017 | E-Brochure | Impactful PMO | Project Management Training - Dcolearning...
Impactful PMO (IPMO) training program from Dcolearning - Accoladia Group. Jakarta. Indonesia
Aligning strategic objectives to the actual projects implementations that deliver results and benefits is a journey of its own. It is something that businesses strive for. Ensuring that all of the organization’s many projects, resources and teams are working together and achieve its strategic goal.
It is a journey that PMO is supposed to help and to deliver. It can help the organization aligns projects to its chosen strategy. Making sure that the organization creates a symphony of collaboration of the entire organization.
Impactful PMO workshop program is specifically designed to help project PMO, Program Management, and Project Management professionals or practitioners in learning how to build and manage their PMO. Giving them a clear pathway to create impact through their PMO operation.
For more info check our website www.dcolearning.com or contact our training team lia.octovina@dcolearning.com
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System of Delivery: An Intro to Our Governance Model
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More from itSMF Belgium
XLA – ANOTHER SHINY NEW THING THAT REALLY HELPS?
1. The document describes a Belgian XLA Party event to discuss the concept of Experience Level Agreements (XLA), which aims to improve how IT services affect people and businesses by focusing on better agreements, metrics, and interactions centered around user experience.
2. It provides an overview of the key topics to be covered at the event, including introductions, expert commentary, and a Q&A session.
3. The document also includes excerpts from a book on XLA that describe how XLA can be integrated into regular IT service management practices and processes to holistically manage the user experience of IT services.
itSMF - OMNITRACKER GRCC.pdf
By integrating governance, risk, and compliance (GRC) practices into service management, organizations can establish clear governance structures, ensure service compliance with regulations, implement robust security controls, and adopt a culture of ongoing improvement to enhance the customer experience over time. This leads to more stable, reliable, and consistent services, as well as an overall improved and positive service value experience for customers.
Open Work
This document discusses the concept of "Open Work" in the 21st century. It argues that adaptability, not efficiency, must become our central competence in today's constantly shifting environment. Open Work means having open architecture, communication, leadership, and innovation. It involves opening up the organization transparently while inviting others in to create possibilities and allow value to flow. Open Management takes an invitational, inclusive, and inverted approach to better enable ways of working. Applying these open principles to IT creates Open IT, focusing on improving work over doing work and navigating uncertainty through failure in complex systems.
IT4IT - Manage the Digital Enterprise.pdf
The document discusses managing the digital ecosystem using the IT4IT standard version 3.0. It highlights key challenges in managing today's complex IT landscape with many tools, technologies, vendors and silos. The IT4IT standard addresses these challenges by providing an integrated digital management system and capabilities to manage the full digital lifecycle from strategy to operations. It aims to optimize value streams, automate workflows, and provide transparency across the multi-vendor ecosystem.
TO OMTRTA OR NOT TO OMTRTA, THAT IS THE QUESTION
This document discusses key performance indicators (KPIs), objectives and key results (OKRs), and metrics. It provides definitions and principles for developing effective KPIs and OKRs, including that they should measure customer or user behavior, focus on outcomes rather than outputs, and influence positive behavior. The document also emphasizes keeping metrics simple, agreed upon, and limited in number. Tips are provided such as looking at measures end-to-end and making people feel safe creating their own measures.
ITIL 4 Drive Stakeholder Value – When service marketing finally met ITIL
This document discusses the evolution of service marketing and science concepts that influenced the development of ITIL 4 Drive Stakeholder Value (DSV). It covers the rise of the Nordic service school in the 1950s-1990s focusing on service as co-creation. The 2000s saw the development of service-dominant logic and service science, defining service as applying resources for others. Service science views organizations as service systems that co-create value through interactions. The Adaptive Service Model informed DSV, which structures value co-creation through phases from exploring needs to realizing outcomes.
THE ROLE OF SOFTWARE TESTING IN THE ORGANIZATION’S VALUE ASSURANCE
The document discusses the role of testing in ensuring an organization's product and service value. It covers the history of software testing and how the focus has shifted from quality assurance to value assurance. The presentation examines different value drivers for testing like user experience testing, testing in production, crowd testing and more. It acknowledges challenges in measuring value and discusses moving from objective to more subjective metrics to better understand user perception of value.
The ABC of motivating without controlling.pdf
The document is a presentation on motivation and increasing high-quality (HQ) motivation in the workplace. It discusses motivation and the importance of motivation for movement and perseverance. It then covers self-determination theory and the different types of motivation according to this theory, including intrinsic motivation and extrinsic motivation. The presentation emphasizes that fulfilling the basic psychological needs of autonomy, competence and belonging is important for increasing HQ motivation and motivation that comes from an internal sense of purpose. It provides tips and strategies for meeting these needs through leadership, job design, language used and creating a supportive environment.
7 steps to demystify Demand & Portfolio Management
The document outlines a 7-step approach to demystifying demand and portfolio management. It discusses establishing an enterprise service management architecture with standardized processes, definitions, and routines. This includes using service management building blocks like workflows and classification systems to funnel customer wishes and internal ideas. It also recommends aligning tools and practices with the ITIL framework, creating standardized routines, and using capacity planning to prioritize initiatives for portfolio releases. The overall goal is to establish a coherent approach to demand management across the enterprise.
Devoteam itsmf 2021 - from business automation to continuous value-driven i...
The race for enterprise business process digitalization is raging. IT is often left behind as enterprise budgets for innovation are shifting towards business teams.
During this session, we will present the challenges and our field-tested approaches to catch-up and how to take this opportunity to create new app factories. All the while using low-code and RPA platforms.
You will discover how to capture business demands, and create an operating model for your IT department to stay in control of the applications being deployed, while bringing value at speed.
2021 09-30 service cost tracking and internal chargeback
The document discusses tracking the full costs of IT services, including time spent, assets used, and underlying infrastructure costs to enable accurate internal chargeback across departments. It provides an example methodology for attributing total costs to specific services and customers based on their usage and consumption. The goal is to improve transparency around IT costs and budgets while strengthening relationships with business stakeholders.
Marriage of dev ops + itsm blend
The document discusses the similarities and differences between two families (or groups) in technology - one focused on IT service management and one focused on agile/DevOps. Both groups have their own languages, processes, and ways of working. However, they also have two things in common - a desire to provide value to businesses from technology and a love for technology. In the end, the document suggests that the two groups have more similarities than differences and should work to blend their approaches and find common ground in order to have a successful relationship.
ITIL4 – 26.11.2020
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
itSMF Belgium - Abc Workshop
1) The workshop aims to understand why service management struggles and share experiences on best practices. Participants will provide feedback and work to develop actionable outcomes.
2) Key topics that will be discussed include attitude, behavior, culture and how focusing on changing attitude and behavior can lead to changes in culture over time.
3) Survey results identified some "worse case practices" that still exist, such as different stakeholders having siloed views. The group will discuss why these issues still occur and how to address them through collaborative processes and clear roles, responsibilities, and objectives.
Lean and value by christa mulders january 2020
This document discusses various lean concepts and tools, including:
- The 5 Whys technique for root cause analysis.
- Edward de Bono's 6 Thinking Hats creative thinking model.
- The 5S methodology of sorting, setting in order, shining, standardizing, and sustaining.
- Value-stream mapping for analyzing and improving processes.
- The eight types of waste (muda) targeted by lean: defects, overproduction, waiting, non-utilized talent, transportation, inventory, unnecessary motion, and extra processing.
- Other lean tools like visual management boards (Kanban), problem solving methods (fishbone diagrams, FMEAs), and continuous improvement cycles
itSMF 2020 - Business Analyzis
Thank you for the feedback. I'm an AI assistant created by Anthropic to be helpful, harmless, and honest.
2 grips itsmfbe - siam the future of outsourcing - 12112019
WHY DO WE HEAR SO MUCH ABOUT “CUSTOMER JOURNEYS”?
MORE IMPORTANTLY, WHAT CAN WE DO WITH IT?
FROM A PRACTICAL POINT OF VIEW, HOW CAN WE BUILD A CUSTOMER JOURNEY USING CUSTOMER EMOTIONS AND TOUCHPOINTS?
AN ENTIRE ECOSYSTEM REVOLVES AROUND CUSTOMER JOURNEYS TO BETTER UNDERSTAND CUSTOMER AS WELL AS USER AND EMPLOYEE EXPERIENCE. HAVING A CLEAR VIEW OF HOW PEOPLE FEEL AND REACT GIVES YOU A REAL ADVANTAGE TO ADDRESS CHANGES AND KNOW WHICH DIRECTION TO TAKE TO MAKE YOUR BUSINESS GROW.
LET’S GET AWAY FROM OPERATIONAL AND FOCUS ON HUMAN BEINGS FOR THE TIME OF THIS EVENT….
WELCOME TO THE JOURNEY!
DELPHINE IS A YOUNG WOMAN CERTIFIED IN CUSTOMER EXPERIENCE MANAGEMENT.
SHE HAS MADE CUSTOMER, USER AND EMPLOYEE EXPERIENCE HER CAREER LEITMOTIV.
FOR THE PAST FIVE YEARS, SHE HAS BEEN INTRODUCING BEST PRACTICES IN DIFFERENT COMPANIES, OPENING MINDS TO ALTERNATIVE WAYS TO MAKE CUSTOMERS, USERS AND EMPLOYEES HAPPY TO DRIVE BUSINESS RESULTS.
AS A CERTIFIED CUSTOMER IMMERSION EXPERIENCE INSTRUCTOR FOR MICROSOFT OFFICE 365, SHE IS ALSO A BIG FAN OF “NEW WAYS OF WORKING”.
Itil4 itsmf
The launch of ITIL4 revived Axelos presence in the Service Management scene. Although it is only the foundation material, it gives a good indication of the direction the latest framework version wants to guide you on your service management journey.
In this session, we will review how ITIL positioned itself in the new Service Management world. Both the new and renewed concepts will be analysed. What is that SVS all about? Will the SVC be supportive enough in your daily practice? And what about the openness towards other models? Does agile really fit in? Can ITIL and DevOps connect
VersiSM Martijn Adams
VeriSM was received with great enthusiasm because it gave a concept how different frameworks, approaches, resources, etc. can be combined and applied, not just for IT but for every service provider in the organisation. With ‘VeriSM: unwrapped and applied' organizations and professionals get practical guidance in making digital transformation a reality.
VeriSM 2019
VeriSM helps organisations to embrace "digital" and provides organisations with practical guidance on how to digitally optimise or digitally transform. Although the subject is a digital world, VeriSM is about business and not only IT. It’s about how an organisation in its totality can survive and thrive in a brave new "digital" world!
VeriSM was received with great enthusiasm because it gave a concept how different frameworks, approaches, resources, etc. can be combined and applied, not just for IT but for every service provider in the organisation. With ‘VeriSM: unwrapped and applied' organizations and professionals get practical guidance in making digital transformation a reality.
More from itSMF Belgium (20)
ITIL 4 Drive Stakeholder Value – When service marketing finally met ITIL
ITIL 4 Drive Stakeholder Value – When service marketing finally met ITIL
THE ROLE OF SOFTWARE TESTING IN THE ORGANIZATION’S VALUE ASSURANCE
THE ROLE OF SOFTWARE TESTING IN THE ORGANIZATION’S VALUE ASSURANCE
7 steps to demystify Demand & Portfolio Management
7 steps to demystify Demand & Portfolio Management
Devoteam itsmf 2021 - from business automation to continuous value-driven i...
Devoteam itsmf 2021 - from business automation to continuous value-driven i...
2021 09-30 service cost tracking and internal chargeback
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原版制作贝德福特大学毕业证（bedfordhire毕业证）硕士文凭原版一模一样
原版一模一样【微信：741003700 】【贝德福特大学毕业证（bedfordhire毕业证）硕士文凭】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
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1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
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6:个人职称评审加20分
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The Intersection between Competition and Data Privacy – OECD – June 2024 OECD...
The Intersection between Competition and Data Privacy – OECD – June 2024 OECD...OECD Directorate for Financial and Enterprise Affairs
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
IEEE CIS Webinar Sustainable futures.pdf
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
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Proposal: The Ark Project and The BEEP Inc
1.) Introduction
Our Movement is not new; it is the same as it was for Freedom, Justice, and Equality since we were labeled as slaves. However, this movement at its core must entail economics.
2.) Historical Context
This is the same movement because none of the previous movements, such as boycotts, were ever completed. For some, maybe, but for the most part, it’s just a place to keep your stable until you’re ready to assimilate them into your system. The rest of the crabs are left in the world’s worst parts, begging for scraps.
3.) Economic Empowerment
Our Movement aims to show that it is indeed possible for the less fortunate to establish their economic system. Everyone else – Caucasian, Asian, Mexican, Israeli, Jews, etc. – has their systems, and they all set up and usurp money from the less fortunate. So, the less fortunate buy from every one of them, yet none of them buy from the less fortunate. Moreover, the less fortunate really don’t have anything to sell.
4.) Collaboration with Organizations
Our Movement will demonstrate how organizations such as the National Association for the Advancement of Colored People, National Urban League, Black Lives Matter, and others can assist in creating a much more indestructible Black Wall Street.
5.) Vision for the Future
Our Movement will not settle for less than those who came before us and stopped before the rights were equal. The economy, jobs, healthcare, education, housing, incarceration – everything is unfair, and what isn’t is rigged for the less fortunate to fail, as evidenced in society.
6.) Call to Action
Our movement has started and implemented everything needed for the advancement of the economic system. There are positions for only those who understand the importance of this movement, as failure to address it will continue the degradation of the people deemed less fortunate.
No, this isn’t Noah’s Ark, nor am I a Prophet. I’m just a man who wrote a couple of books, created a magnificent website: http://www.thearkproject.llc, and who truly hopes to try and initiate a truly sustainable economic system for deprived people. We may not all have the same beliefs, but if our methods are tried, tested, and proven, we can come together and help others. My website: http://www.thearkproject.llc is very informative and considerably controversial. Please check it out, and if you are afraid, leave immediately; it’s no place for cowards. The last Prophet said: “Whoever among you sees an evil action, then let him change it with his hand [by taking action]; if he cannot, then with his tongue [by speaking out]; and if he cannot, then, with his heart – and that is the weakest of faith.” [Sahih Muslim] If we all, or even some of us, did this, there would be significant change. We are able to witness it on small and grand scales, for example, from climate control to business partnerships. I encourage, invite, and challenge you all to support me by visiting my website.
Gamify it until you make it Improving Agile Development and Operations with ...
So many challenges, so little time. While we’re busy developing software and keeping it operational, we also need to sharpen the saw, but how? Gamification can be a way to look at how you’re doing and find out where to improve. It’s a great way to have everyone involved and get the best out of people.
In this presentation, Ben Linders will show how playing games with the DevOps coaching cards can help to explore your current development and deployment (DevOps) practices and decide as a team what to improve or experiment with.
The games that we play are based on an engagement model. Instead of imposing change, the games enable people to pull in ideas for change and apply those in a way that best suits their collective needs.
By playing games, you can learn from each other. Teams can use games, exercises, and coaching cards to discuss values, principles, and practices, and share their experiences and learnings.
Different game formats can be used to share experiences on DevOps principles and practices and explore how they can be applied effectively. This presentation provides an overview of playing formats and will inspire you to come up with your own formats.
The Intersection between Competition and Data Privacy – KEMP – June 2024 OECD...
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change management with agility
- 1. Meetup Organisational Change with Agility Cathelijne de Vries 18th June 2020 – 18:30 Online Session Hosted by
- 2. Interactive session ✔Slido: ✔ go to slido.com and enter the event code #75447 ✔ Scan QR code ✔Polls - Q&A -Open questions
- 3. ⓘ Start presenting to display the poll results on this slide. What is your area of expertise?
- 4. Nice to meet you!
- 5. ⓘ Start presenting to display the poll results on this slide. What do you think about Change management?
- 7. Current state Transition state Future state Technical Side People Side Results Outcomes Success Design Deliver Develop Embrace Use Adopt Why Change management
- 10. Sponsor Roadmap Outlines the actions required by senior leaders to fulfill their roles and responsibilities Communication Plan Right message; Right audience; Right time; Right sender; Right channel Coaching Plan Outlines middle manager engagement with direct reports to fulfill their role Training Plan Build skills during the change, after the change, in order to change Resistance Management Plan Preventative, Proactive, Reactive approaches to mitigate resistance impact Enablers of Change management
- 11. Prosci® ADKAR® A Awareness Of the need to change D Desire To participate and support the change K Knowledge On how to change A Ability To implement required skills and behaviors R Reinforcement To sustain the change
- 13. Plan Design DevelopDiscover Deploy Sustain Communication plan Sponsor roadmap Coaching plan Training plan Resistance mgt plan 5 Enablers Applied to Waterfall approach
- 14. Plan Design DevelopDiscover Deploy Sustain ADKAR® Applied to Waterfall approach A KD A R
- 15. 5 Enablers Applied to Agile approach Comm plan Sponsor Sponsor Resistance mgt Project level Sprint level Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms
- 16. Project level Sprint level A KD A R A KD A R A KD A R A D R ADKAR® Applied to Agile approach
- 17. ⓘ Start presenting to display the poll results on this slide.
- 20. 1 Division 4 Departments 11 Sections 550 employees Scope
- 22. Project level Sprint level A KD A R A KD A R A KD A R A D R Project start
- 23. Project start 07/04/2020Steerco WOS 23 A
- 24. Project start 07/04/2020Steerco WOS 24 A
- 25. D
- 26. Comm plan Sponsor Sponsor Resistance mgt Project level Sprint level Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms Project start
- 28. Sponsor roadmap A D Project start
- 29. RELEASE RELEASE RELEASE Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms Coaching Training Resist mgt Comms Comm plan Sponsor Sponsor Resistance mgt Sustain Sustain WOS Implementation approach
- 30. Project level Sponsor roadmap A D R
- 31. Sponsor roadmap A D RK A Project level
- 33. A D RK A “Sprint” level
- 34. Resistance management Resistance A D RK A 1. Listen & understand objections 6. Show benefits in a real and tangible way 2. Focus on ‘what’, let go of ‘how’ (outcomes) 7. Make a personal appeal 3. Remove barriers 8. Convert the strongest dissenters 4. Provide simple, clear choices and consequences 9. Demonstrate consequences 5. Create hope 10. Provide incentives
- 35. Where are we now?
- 38. Lessons learned
- 42. Up to you!
- 43. ⓘ Start presenting to display the poll results on this slide.
- 44. ⓘ Start presenting to display the poll results on this slide.
- 45. ⓘ Start presenting to display the audience questions on this slide. Audience Q&A Session
- 46. Want to exchange more experiences? https://www.linkedin.com/in/cathelijnedevries/ cathelijne.devries@sugar-me.be Feel free to connect!