The document discusses an agile improvement method for process improvement projects. It summarizes that traditional improvement projects often fail to meet the needs of agile teams. It then proposes adapting agile principles to improvement projects, such as focusing on rapidly delivering useful improvements, deploying improvements frequently in small batches rather than large projects, and using face-to-face communication. The presentation then outlines how an agile improvement method may look by dividing it into initiation, mobilization, and delivery phases with examples of activities for each phase like understanding needs, prioritizing improvements, and packaging improvements to address specific pain points or deliver outcomes.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
Shared services secret 7: Don't be defeated by ERP and ERP Complicationssharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
Project management is a special skill or a common sense? most imp is to track,b alert, reviews & mitigate risks
"
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
"
Toyota maneja un concepto llamado Kata (patrón, secuencia de pasos que deben practicarse) para establecer una práctica de mejora continua por parte de cada persona (Improvement Kata) que es apoyada por un coach que ayuda a la persona a alcanzar su objetivo (Coaching Kata)
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
Shared services secret 7: Don't be defeated by ERP and ERP Complicationssharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
Project management is a special skill or a common sense? most imp is to track,b alert, reviews & mitigate risks
"
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
"
Toyota maneja un concepto llamado Kata (patrón, secuencia de pasos que deben practicarse) para establecer una práctica de mejora continua por parte de cada persona (Improvement Kata) que es apoyada por un coach que ayuda a la persona a alcanzar su objetivo (Coaching Kata)
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
What does it mean by scaling Agile? Is it just applying scrum principles to a large team or simply adopting an industry available scaling framework? Find out how to make Agile at Scale work for you!
The basic purpose of Improving Quality is to change the way we do things.
Emphasis is on prevention, not inspection
My message is that quality does not happen by accident – it must be planned in
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
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.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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.
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.
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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.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Agile Improvement Method - Andrew Griffits (Lamri)
1. Portugal
Agile Improvement Method
Andrew Griffiths
Managing Director
Lamri Ltd
3rd October 2011
2. Agile and Lamri
• We have a strong heritage of application
• We help organizations scale Agile practices
• We have four service lines we provide to clients
– Agility Profiling Framework
– Agile Integration Governance
– Agile Process Deployment
– Agile Improvement Method
3. This presentation is about how to apply agile
thinking and techniques to process
improvement.
4. Why do we need an agile
improvement method?
Improvement deployment is often delivered
sequentially – failing to meet the needs of
agile teams
Agile puts people ahead of process but
making a way of working stick requires
behavior and organizational change this
creates an alignment challenge
5. On average only 3 out of 20
improvement projects
succeed!
What are the most common
failure points for process
improvement projects?
6. Failure to demonstrate
rapid progress towards
addressing improvement
needs
Failure to recognize
how progress is really
achieved
Failure to deploy
frequently losing
opportunities to obtain
feedback
7. Sound familiar?
Challenges Agile Manifesto
Failure to demonstrate rapid Our highest priority is to satisfy the
progress to addressing customer through early and
improvement needs continuous delivery of valuable
software
Failure to recognize Working software is the primary
how progress is really achieved measure of progress
Failure to deploy frequently losing Deliver working software frequently,
opportunities to obtain feedback from a couple of weeks to a couple
of months, with a preference to the
shorter timescale
8. How might the agile improvement
manifesto read? - 1
Agile Improvement Manifesto Agile Manifesto
Our highest priority is to satisfy the Our highest priority is to satisfy the
organizations improvement needs customer through early and
by rapid delivery of useful and continuous delivery of valuable
deployed processes. software.
Deployed processes that improve Working software is the primary
performance are the primary measure of progress.
measure of progress.
Frequently deliver improvements, Deliver working software frequently,
partition the improvements to from a couple of weeks to a couple
deliver in days or weeks rather than of months, with a preference to the
months. shorter timescale.
9. How might the agile improvement
manifesto read? - 2
Agile Improvement Manifesto Agile Manifesto
The most efficient and effective The most efficient and effective
method of conveying information to method of conveying information to
and within the improvement team is and within a development team is
face to face conversation. face to face conversation.
Early and rapid response to Continuous attention to technical
continuous direct feedback from the excellence and good design
organization enhances agility. enhances agility.
The organization and the Business people and developers
improvement team must work must work together daily
together daily throughout the throughout the project.
improvement project.
.
10. Agile Improvement
How might it look?
Initiate Mobilize Deliver
Co-ordination &
Assurance
Team 1
Team 2
Team 3
11. Portugal
Initiate Phase
Getting off to the Right Start
Andrew Griffiths
Managing Director
Lamri Ltd
3rd October 2011
12. Start at the top – initiate
Our highest priority is to satisfy the
organizations improvement needs by rapid = Benefit
delivery of useful and deployed processes delivery
• Diagnose
– Understand the real need for the improvement
– Establish the “instinctive” case for change
– Demonstrate strategic alignment
• Charter the improvement project correctly
– Agile improvement project, adapting to needs
– A joint improvement team will be established
– We will address needs in order of priority and deliver often
– We will continuously re-align with the needs of the business
• Seek investment for a relatively contained scope with active sponsorship
13. Initiate
Demonstrating strategic alignment - example
•Increase profitable sales
Benefits •Operational cost reduction
•Perception of the brand, “squeaky clean” etc
Desired Deliver IT projects reliably to enable the business strategy to
outcomes launch XXX services in XXX timeframe
High level Deployed improved working practices, base
deliverable on agile supporting incremental delivery
• Early benefit delivery
Measures •Cost transparency
•Customer satisfaction
Agree the measures early and follow through
14. Active Sponsorship
What can you do to enhance engagement?
Budget
AS AS AS
Co-ordination &
Assurance
Team 1
Team 2
Team 3
15. Portugal
Mobilise
Setting Up for Success
Andrew Griffiths
Managing Director
Lamri Ltd
3rd October 2011
16. Mobilize
The challenge
CEO
Customer
Sales Finance HR CIO
Operations
Service Head of Head of Head of
Call Centre
Centre Development Operations Improvement
Improvement
Front End Back Office Off Shore
Project
Third Parties
By definition the scope of an improvement project is complex – multiple
stakeholders, different political agendas and possible cost reduction objectives!
Transparency, Effective Communication and Focus are all challenged in this
environment.
17. Mobilize
Establish Single Gap Backlog Pipeline
Improvement Project
Team Team
Single
Backlog
Pipeline Team Team
Co-ordination, Assurance,
reporting
18. Mobilise
Get the improvement “gaps” the right size
Frequently deliver improvements, partition the
improvements to deliver in days or weeks
rather than months
• This is critical!
– Improvement gaps that are too large will
• Tend to delivery iterations that are too large
• Make it too easy for organization staff to never finish
• Make estimation impossible!
– Split the “intellectual” side of improvement from the deployment side of
improvement
• Decompose deployment into appropriate “chunks”
– Draft assurance criteria for each gap
• CMMI does offer an advantage here, improvement gaps are atomic as an
output of an appraisal
– But even here deployment decomposition is essential
19. Mobilise
Beware…
Atomic gaps make tracking easier, however keep in
mind the end to end
• Empowered improvement teams are critical!
– Where empowerment is weak the end to end is often lost
• When improvements are focused on improving the
CMMI-SVC
organization the risk of poor end to end integration increases
• Centrally controlled process architecture can be used as a
counterpoint – preferably within the project
– This risks diluting agility
– If at corporate level can become a “dead hand”
20. Mobilize
Establish your outcomes
• Engage with your sponsor
– Establish key pain points
– Establish route map for outcomes with dates
– Establish regular review principle with sponsor
• “Releasing funding” as rationale to ensure engagement
• Define what you will report
• Plan for the delivery of benefits
– Focus initially on visible pain points
– Establish measures to ensure improvements can be
visualized
21. Mobilise
Package gaps
Package gaps to deliver a business outcome or
address a pain point
Packages that do not include any deployment
actions do not deliver business outcomes or
benefits
BO1-Increase End User Satisfaction with Development Group
CMMI-SVC
Enhancement
G1-Develop end user support materials
G2-Develop end user training materials
Deployment
G3- Integrate EU onto XXX project support
via coaching
22. Mobilize
What is the gap lifecycle?
& Assurance
Co-Ordination
Allocate to Mark as
Allocate to Assure
Team & Assured
BO Closed
Sprint Closed
Assure closed
Team
Confirm
Check &
assurance Do
Mark Closed
criteria
Organization
Project &
Deploy
23. Mobilize
Remember the team is wider
The organization and the improvement team
must work together daily throughout the
improvement project
Team
SM responsible for
improvement
SME
End user
End user
End user
24. Mobilize
Leverage power of time boxes
• Define initial sprints for each team using the single gap
backlog pipeline
– Ensure they are small enough to be delivered in a tight timebox
(less than 2 weeks preferably no more than 4 weeks)
– Sprints do not need to be the same length!
– Focus on business priorities
• Establish tracking system to enable transparent reporting
– Measure closed gaps from the team perspective
– Measure gaps verified from improvement project perspective
25. Portugal
Deliver Phase
Managing the Heavy Lift
Andrew Griffiths
Managing Director
Lamri Ltd
3rd October 2011
26. Deliver
Doing the heavy lift
Co-ordination, Assurance,
Single reporting
Backlog
Pipeline
Team Team Team
Delivering Business Project
Project
Value Project
Project
Project / Organization
27. Deliver
Managing the overall improvement
Co-ordination, Backlog Next Sprint In Action Assured
Assurance and Complete
reporting BO – 1 Team 1 Team 1 G1
G1, G2, G3, DG1 G2
DG1
BO – 2 Team 2 Team 2
G4, G5, DG2 G4 G3
28. Deliver
At the team level
Next Sprint In Action Complete
Team 1 DG1 G2 G1
Next Sprint In Action Complete
Team 2 G4 G3
32. Deliver
Management Reporting – Team Level
RAG GAPS HIGHLIGHT ASSURANCE HIGHLIGHT
AMBER • Seven gaps closed this week (eight gaps due). • Good start to green evidence collection.
Team 1 • FOUR LATE GAPS. • 15% green evidences CHECKED successfully.
Sprint 3 • Eight gaps must be closed by xxxxx. • 20 % green evidences collected but not yet checked.
AMBER • Three gaps closed this week (seven gaps due). • Green evidence collection started.
Team 2 • FOUR LATE GAPS. • No green evidences yet checked.
Sprint 1 • 11 gaps must be closed by xxxxx • 22% green evidences collected but not yet checked.
•
AMBER • Six gaps closed this week (eight gaps due). • Green evidence collection started.
Team 3 • TWO LATE GAPS. • No green evidences yet checked.
Sprint 1 • 11 gaps must be closed by xxxx • 44% green evidences collected but not yet checked.
Status improved from last week’s report
Red: Problems in need of urgent action
Amber: Potential or current problems in recovery Status unchanged from last week’s report
Green: All is well
Blue: Plan complete Status worsened from last week’s report
33. Deliver
Ensuring cross team co-ordination
Every team presents it’s results and status at combined sprint
reviews. These provide intra-team co-ordination points.
34. In summary
Backlog Next Sprint In Action Assured
Complete
BO – 1 Team 1 Team 1 G1
G1, G2, G3, DG1 DG1 G2
BO – 2
Team 2 Team 2
G4, G5, DG2
G4 G3
Initiate Mobilize Deliver
Co-ordination
& Assurance
Team 1
Team 2
Team 3
Management, Assurance, co-ordination, reporting
Team
Single Backlog
Pipeline
SM responsible for
improvement
Tea
m
Tea
m
Tea
m
SME
End user
End user
End user
Project
Project
Delivering Business Value
Project
Project
Project / Organization
35. Results CMMI Journey
The Hornbill
Driving Improvement Faster
‘Closed’ practices for CMMI Maturity Level 2
Initial Approach PEP Approach
New Approach
Feb 2010 Oct 2010 Apr 2011
Scampi C Change Scampi B
Approach
36. Results Benefits – HTL
Making improvements visible
• Measurements provide CTO with project
visibility
– Quality/Cost of product
– Quality/Cost of process
• Input for Board meetings
37. Only 3 out of 20
improvement projects
succeed
Adopting agile principles for
your improvement project will
help ensure you succeed