This document discusses communicating change during Agile transformations. It begins with an introduction of the author and their experience. It then discusses why companies adopt Agile methods like faster feedback and changing priorities. An Agile transformation is defined as embracing lean, collaborative and fast-changing environments through implementing Scrum and the Agile Manifesto. Unsuccessful transformations are said to lack alignment, experimentation, iteration and stakeholder treatment. Scrum Masters engage stakeholders as active participants to avoid feeling changes are being done to them. The Lean Canvas tool is presented as a way to get ideas out of heads and shared in a concise format. It is filled out using problem, customers, unique value proposition, solution, channels, revenue streams, costs
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
This document discusses investing in agile transformation to help ensure enterprise survivability. It provides background on agile methods like Scrum and scaled frameworks. Adopting an agile mindset requires aligning strategy, culture, and structure. Investing in the "levers" of people, processes, and technology can help drive agile transformation. The 12 principles of agile emphasize customer focus, frequent delivery, collaboration, technical excellence, and continuous improvement. Making these changes can help organizations adapt to changing needs and survive in the future.
Agile Transformation - An Industry Perspective , Agile Talk @ RBSDeepak Sharma
This document discusses an agile transformation perspective from an industry point of view. It covers agile concepts like agile in a nutshell, enterprise friction, agile transformation, and agile enablers. The presentation aims to explain why companies are moving towards agile, how agile transformation can be achieved, and the expected business outcomes of adopting an agile approach. It also includes information about the presenter who is a catalyst for change and enterprise agile transformation at their company.
The document discusses an agile transformation process with three key ingredients: adopting practices and evolving them, building teams to model new behaviors, and finding tools to improve cooperation. It states that after agile transformations, project success rates increased to 80% and profitability increased. The transformation involves internalizing agile principles, building an open culture, and continuous improvement. Pilot projects are used to test changes through workshops, trainings and retrospectives. Barriers to enterprise-wide transformations include organizational behavior problems and a lack of transformational leadership. Benefits include increased agility, faster development cycles, higher customer satisfaction, and increased business value and employee happiness.
Chris Merriman - Building a Sustainable Innovation Culture in Globally Disper...MarkLeeson
This document outlines Unisys' efforts to build a sustainable innovation culture across its globally dispersed teams. It discusses establishing core values of focusing on clients, integrity, collaboration, respect for individuals, and proactivity. These values were developed by a core team, socialized internally and validated by top clients. Unisys is using tools like an Applied Innovation Community on social media to engage employees, share best practices and success stories. Early signs are positive but more work is needed to fully align policies, systems and other initiatives with the new culture. The goal is to unleash the potential of employees to continuously deliver enhanced value and innovation for clients.
The document presents the Agile Transition Framework, a structured approach for introducing Agile methods in organizations. It discusses the need for change from traditional approaches that are no longer effective. The framework consists of 4 sequential steps - Orientation, Intervention, Expansion, and Normalization - that individual teams and organizations go through when transitioning to Agile. Key aspects of the framework include developing skills and guidelines, setting up teams, training, coaching, and establishing processes to make the transition stick. Transitioning successfully requires balancing top-down and bottom-up approaches over time as organizations evolve.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
This document discusses investing in agile transformation to help ensure enterprise survivability. It provides background on agile methods like Scrum and scaled frameworks. Adopting an agile mindset requires aligning strategy, culture, and structure. Investing in the "levers" of people, processes, and technology can help drive agile transformation. The 12 principles of agile emphasize customer focus, frequent delivery, collaboration, technical excellence, and continuous improvement. Making these changes can help organizations adapt to changing needs and survive in the future.
Agile Transformation - An Industry Perspective , Agile Talk @ RBSDeepak Sharma
This document discusses an agile transformation perspective from an industry point of view. It covers agile concepts like agile in a nutshell, enterprise friction, agile transformation, and agile enablers. The presentation aims to explain why companies are moving towards agile, how agile transformation can be achieved, and the expected business outcomes of adopting an agile approach. It also includes information about the presenter who is a catalyst for change and enterprise agile transformation at their company.
The document discusses an agile transformation process with three key ingredients: adopting practices and evolving them, building teams to model new behaviors, and finding tools to improve cooperation. It states that after agile transformations, project success rates increased to 80% and profitability increased. The transformation involves internalizing agile principles, building an open culture, and continuous improvement. Pilot projects are used to test changes through workshops, trainings and retrospectives. Barriers to enterprise-wide transformations include organizational behavior problems and a lack of transformational leadership. Benefits include increased agility, faster development cycles, higher customer satisfaction, and increased business value and employee happiness.
Chris Merriman - Building a Sustainable Innovation Culture in Globally Disper...MarkLeeson
This document outlines Unisys' efforts to build a sustainable innovation culture across its globally dispersed teams. It discusses establishing core values of focusing on clients, integrity, collaboration, respect for individuals, and proactivity. These values were developed by a core team, socialized internally and validated by top clients. Unisys is using tools like an Applied Innovation Community on social media to engage employees, share best practices and success stories. Early signs are positive but more work is needed to fully align policies, systems and other initiatives with the new culture. The goal is to unleash the potential of employees to continuously deliver enhanced value and innovation for clients.
The document presents the Agile Transition Framework, a structured approach for introducing Agile methods in organizations. It discusses the need for change from traditional approaches that are no longer effective. The framework consists of 4 sequential steps - Orientation, Intervention, Expansion, and Normalization - that individual teams and organizations go through when transitioning to Agile. Key aspects of the framework include developing skills and guidelines, setting up teams, training, coaching, and establishing processes to make the transition stick. Transitioning successfully requires balancing top-down and bottom-up approaches over time as organizations evolve.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
This document discusses the differences between Agile adoption and Agile transformation. Agile adoption focuses on practices, tools and ceremonies while Agile transformation requires changing organizational culture through changes to structures and behaviors. It provides steps for organizations to undergo Agile transformation including answering why transformation is needed, communicating vision, training, workshops to define needs, and implementing lessons while receiving coaching support. The transformation journey requires continuous review and adaptation of roles, processes and mindsets over time.
The document discusses various frameworks for scaling agile development in large organizations. It introduces Disciplined Agile Delivery (DAD), the Scaling Agile Framework (SAFe), Agility Path, Continuous Improvement Framework (CIF), and Large Scale Scrum. DAD is described as a decision-oriented framework, while SAFe is presented as more prescriptive. The document emphasizes that principles are more important than practices and that adopting an agile mindset is key to successful scaling.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Agile Eastern Europe 2011 Large Scale Agile Transformationpskapa
The document describes a large scale agile transformation at a global retailer. It discusses why the transformation was undertaken due to issues like long development times and quality problems. It then details how the transformation was implemented over several phases, including piloting agile practices, establishing agile roles and processes, and ongoing improvements. The transformation was considered successful, leading to benefits like reduced time to market, increased innovation, and becoming an employer of choice. The lesson learned is that organizations should understand their reasons for transforming before embarking on the journey.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
This document discusses using lean startup principles and agile tools to drive organizational change. It introduces the lean change cycle of preparing, introducing, reviewing changes and collecting insights. Key aspects covered include collecting insights through various tools, generating options for change experiments, prioritizing those options. The document also discusses minimum viable change (MVC) experiments, preparing and introducing changes, and reviewing outcomes. Overall it provides a framework for planning and executing organizational change initiatives using agile and lean startup principles.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
1. Agile coaches can provide 7 things to teams, including agile assessments, help setting up new teams, story mapping to visualize products, implementing kanban practices, achieving goals using the GROW model, facilitating efficient meetings, and boosting scrum practices beyond basics.
2. Agile coaches want to collaborate better with teams by working towards shared goals in either a "keep the lights on" support mode or more proactively.
3. Additional ways agile coaches can support teams include providing training, publishing a monthly newsletter on techniques and case studies, and maintaining a Confluence page for resources.
cPrime provides enterprise agile transformation services including training, coaching, and consulting. They have experience transforming over 50 Fortune 100 companies to agile. cPrime has a large team of certified agile experts and thought leaders with experience across industries. They use assessments, planning, training, and coaching to drive organizational transformations through changing mindsets and processes one team at a time.
Path to Agile Leadership with David Hawks - Utah Women in AgileAgile Velocity
The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention. In this session at Utah Women in Agile, David Hawks discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
The document discusses Lean-Agile maturity assessment (LAMA) framework. It provides an overview of LAMA and describes it as an integrated framework that combines proven Agile and Lean principles with a focus on leadership mindset and behavior. LAMA is presented as a methodology to assess teams' agility through methods and practices. The summary also outlines LAMA implementation steps and how teams can use results from assessments to identify focus areas and take action to continuously improve their agility.
The document discusses enterprise agile and how to adopt agile practices at scale within large organizations. It explains that adopting agile rituals and processes is different than transforming an organization to be agile. True transformation requires aligning structures, processes, technologies and tools to focus on business outcomes. It also emphasizes that agile at the enterprise level means extending agile concepts throughout the business, which requires a significant change effort approached with care. The conclusion reiterates that agile is about better business results, not just adopting practices, and knowing how agile teams interface with traditional organizations is key to a less threatening initial approach.
This document discusses strategies for enabling cultural change and user adoption of new technologies and processes. It identifies different types of users and the phases of adoption. A variety of techniques are presented for each phase, from generating awareness through ongoing adoption. These include promotional videos, online training, communities of early adopters and super users, virtual coaching, and incentives. Case studies demonstrate how poor change management can increase costs, while effective programs improve project success rates and returns on investment.
Organizational change management is one of the most overlooked and under-planned parts of many SharePoint implementations. You simply cannot afford to ignore the importance of this topic. Successful organizational change management is a critical component to ensuring the success of any SharePoint initiative.
In this session, we will discuss field-proven tactics to help your users make sense of the change that your SharePoint solution will inevitably bring into their daily work lives. You will learn a user adoption framework and some factors you should consider when planning your next SharePoint initiative. We will challenge the mindset that adoption can be driven, and embrace the concept of designing change for long-term sustainable cultural acceptance. By attending this session, you will be able to:
Design your own organizational change-management strategy
Understand how to foster user adoption
Understand how to engage and build solution champions
Build a communication plan
Apply field-tested strategies in your organization
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
This document discusses the differences between Agile adoption and Agile transformation. Agile adoption focuses on practices, tools and ceremonies while Agile transformation requires changing organizational culture through changes to structures and behaviors. It provides steps for organizations to undergo Agile transformation including answering why transformation is needed, communicating vision, training, workshops to define needs, and implementing lessons while receiving coaching support. The transformation journey requires continuous review and adaptation of roles, processes and mindsets over time.
The document discusses various frameworks for scaling agile development in large organizations. It introduces Disciplined Agile Delivery (DAD), the Scaling Agile Framework (SAFe), Agility Path, Continuous Improvement Framework (CIF), and Large Scale Scrum. DAD is described as a decision-oriented framework, while SAFe is presented as more prescriptive. The document emphasizes that principles are more important than practices and that adopting an agile mindset is key to successful scaling.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Agile Eastern Europe 2011 Large Scale Agile Transformationpskapa
The document describes a large scale agile transformation at a global retailer. It discusses why the transformation was undertaken due to issues like long development times and quality problems. It then details how the transformation was implemented over several phases, including piloting agile practices, establishing agile roles and processes, and ongoing improvements. The transformation was considered successful, leading to benefits like reduced time to market, increased innovation, and becoming an employer of choice. The lesson learned is that organizations should understand their reasons for transforming before embarking on the journey.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
This document discusses using lean startup principles and agile tools to drive organizational change. It introduces the lean change cycle of preparing, introducing, reviewing changes and collecting insights. Key aspects covered include collecting insights through various tools, generating options for change experiments, prioritizing those options. The document also discusses minimum viable change (MVC) experiments, preparing and introducing changes, and reviewing outcomes. Overall it provides a framework for planning and executing organizational change initiatives using agile and lean startup principles.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
1. Agile coaches can provide 7 things to teams, including agile assessments, help setting up new teams, story mapping to visualize products, implementing kanban practices, achieving goals using the GROW model, facilitating efficient meetings, and boosting scrum practices beyond basics.
2. Agile coaches want to collaborate better with teams by working towards shared goals in either a "keep the lights on" support mode or more proactively.
3. Additional ways agile coaches can support teams include providing training, publishing a monthly newsletter on techniques and case studies, and maintaining a Confluence page for resources.
cPrime provides enterprise agile transformation services including training, coaching, and consulting. They have experience transforming over 50 Fortune 100 companies to agile. cPrime has a large team of certified agile experts and thought leaders with experience across industries. They use assessments, planning, training, and coaching to drive organizational transformations through changing mindsets and processes one team at a time.
Path to Agile Leadership with David Hawks - Utah Women in AgileAgile Velocity
The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention. In this session at Utah Women in Agile, David Hawks discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
The document discusses Lean-Agile maturity assessment (LAMA) framework. It provides an overview of LAMA and describes it as an integrated framework that combines proven Agile and Lean principles with a focus on leadership mindset and behavior. LAMA is presented as a methodology to assess teams' agility through methods and practices. The summary also outlines LAMA implementation steps and how teams can use results from assessments to identify focus areas and take action to continuously improve their agility.
The document discusses enterprise agile and how to adopt agile practices at scale within large organizations. It explains that adopting agile rituals and processes is different than transforming an organization to be agile. True transformation requires aligning structures, processes, technologies and tools to focus on business outcomes. It also emphasizes that agile at the enterprise level means extending agile concepts throughout the business, which requires a significant change effort approached with care. The conclusion reiterates that agile is about better business results, not just adopting practices, and knowing how agile teams interface with traditional organizations is key to a less threatening initial approach.
This document discusses strategies for enabling cultural change and user adoption of new technologies and processes. It identifies different types of users and the phases of adoption. A variety of techniques are presented for each phase, from generating awareness through ongoing adoption. These include promotional videos, online training, communities of early adopters and super users, virtual coaching, and incentives. Case studies demonstrate how poor change management can increase costs, while effective programs improve project success rates and returns on investment.
Organizational change management is one of the most overlooked and under-planned parts of many SharePoint implementations. You simply cannot afford to ignore the importance of this topic. Successful organizational change management is a critical component to ensuring the success of any SharePoint initiative.
In this session, we will discuss field-proven tactics to help your users make sense of the change that your SharePoint solution will inevitably bring into their daily work lives. You will learn a user adoption framework and some factors you should consider when planning your next SharePoint initiative. We will challenge the mindset that adoption can be driven, and embrace the concept of designing change for long-term sustainable cultural acceptance. By attending this session, you will be able to:
Design your own organizational change-management strategy
Understand how to foster user adoption
Understand how to engage and build solution champions
Build a communication plan
Apply field-tested strategies in your organization
This document provides guidance on creating a product vision. It discusses why a product vision is useful, including to get buy-in, compare initiatives, and serve as a decision-making standard. It provides a template for the product vision board with categories for the user, their needs, key features, and business goals. These elements should align and deliver on the overall vision statement. The document also covers how to develop a product vision, including preparing for a workshop, facilitating the session, and next steps after the vision is created. It discusses how to manage multiple visions using a Lean Value Tree to focus on value outcomes and connect initiatives to organizational goals and strategies. Finally, it addresses using OKRs and PIRATE metrics together to measure
This document provides an overview of customer service and support (SAS). It defines SAS as assisting customers in using a product effectively and discusses how SAS differs from general customer service. The document also outlines best practices for SAS including following standards like ITIL, collecting feedback, and continuously improving based on customer input. Challenges of SAS like technology selection and meeting service levels are also addressed.
This document provides an overview of agile versus traditional project management approaches. It begins with a metaphor comparing rafters who need to maneuver quickly based on conditions ahead versus those who need a pre-planned route. It then discusses the iterative model and agile methodology compared to the traditional waterfall model. Key differences highlighted between agile and traditional approaches include the emphasis on individuals and interactions over processes, working software over documentation, and responding to change over following a strict plan. The document also discusses configuration management and how handling requirements and designs can be easier with agile development. Overall, it presents agile and traditional methods as having some shared goals around delivering valuable products, but differing in aspects like how much control and documentation is valued during the
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
The document discusses building and launching products. It provides three case studies of product failures and analyzes what caused each failure. It then discusses the importance of building product intuition by immersing oneself in the industry and shipping products. It introduces several paradigms for building the right product, such as starting with "no", focusing on the problem, using an "acid test" for new features, and setting goals for each release. The document emphasizes spending time understanding the problem before development and applying lessons to ensure new products solve user needs.
Session 1 - The Agile vs Non agile divide.pptxWatchDogs6
This document provides an overview of agile versus traditional project management approaches. It begins with a visual depicting rafters needing either fast maneuverability based on immediate conditions or a pre-planned design. It then discusses the iterative model versus waterfall model and asks whether the reader prefers a collaborative or directive manager. Key differences in the agile manifesto are outlined, such as valuing individuals/interactions over processes. The document notes configuration management is easier with agile due to focusing work and discusses advantages even if other documents need maintained. It provides examples of project types better suited to each approach and emphasizes that resistance to change can occur even after studies prove certain steps don't improve quality.
This document provides 7 tips for better requirements management when developing products for clients. It recommends fully capturing all requirements from all sources, verifying requirements for clarity, ensuring requirements are complete, prioritizing requirements, communicating requirements across teams in real-time, tracing dependencies between requirements, and tracking any changes made to requirements. Following a few of these tips can improve project communication and client relationships.
The document discusses the principles and processes of lean global startups. It describes the lean startup methodology which aims to shorten product development cycles and validate business models through an iterative process of building minimum viable products, measuring customer feedback, and continuously improving based on lessons learned. Key aspects covered include the lean canvas for documenting business models, establishing an MVP to test hypotheses, conducting A/B testing and continuous deployment of improvements, using metrics to drive decision making and pivoting when needed. The goal is rapid, low-cost experimentation to de-risk ideas and ensure products meet customer needs.
Product Management Playbook product inception to launchjhassemer
The document outlines a Lean Canvas for a product release called TruReport 4.0 MVP. It describes problems the business and clients are facing that the product aims to address, such as a lack of efficient and scalable reporting. The Lean Canvas provides the strategic rationale for the release, with the goal of creating a standardized reporting tool that streamlines processes, showcases the business' value proposition, and inspires users to optimize their media spending. Key information to be included on the Lean Canvas is described, such as the company vision, MVP goal, unique value proposition, and solution overview.
Breakout session at MERL Tech 2018.
Agile - commonly used in the tech community - offers a number of sticky ideas and principles we can adapt in international development and MERL to improve how we work and support adaptive management.
In this breakout, we focus on three sticky ideas: creating and being guided by user stories, prioritization, and limiting WIP.
FXD 2018: Jen Cardello, Fidelity InvestmentsMad*Pow
This document discusses how to ensure successful business transformation by keeping the user experience at the center. It acknowledges common challenges that teams face when adopting new frameworks like agile, such as not adding up to big value, solving the wrong problems, and lack of user insights. It then proposes several solutions to address these challenges, such as designing at multiple levels of the organization, making user problem identification a core competence, ideating broadly and measuring perceived usefulness, establishing a standard product development lifecycle, connecting design to business outcomes, and building a structured research engagement model to democratize research. The key message is that user experience is not just the responsibility of one department, but of the entire organization, and transforming mindsets is required to empower
The document provides an overview of agile project management concepts. It discusses key agile principles like iterative development, prioritizing customer feedback, and responding quickly to changes. The document contrasts the agile methodology with traditional waterfall approaches. It also defines common agile terms like user stories, product backlog, burn down charts, and minimum viable product. The goal of agile is to deliver working software frequently in short cycles to obtain early customer feedback.
The document introduces agile development methodologies and provides an overview of how to implement them in an organization. It discusses benefits like increased productivity and faster time to market. However, it also notes challenges like difficulties with estimation and working with non-agile teams. The document recommends leveraging agile best practices where possible and understanding that implementation requires requests of management and teams to change roles and processes.
This document provides guidance on measuring the business value of social/enterprise social networks. It begins by outlining 6 potential areas where social networks can provide value: safety and sustainability, shareholder value, production/volume and costs, agility, workforce effectiveness, and people engagement. Example use cases and metrics for measuring value are then presented. The document concludes by discussing measuring network maturity and tying metrics to different maturity stages from experimenting to established. The overall message is that social networks can provide business value, and that value should be measured both quantitatively and qualitatively as networks mature.
Organisational principles for digital collaboration - keynote at Enterprise 2...David Terrar
Explaining the current digital landscape as the Digital Enterprise Wave, ride it or go under. Stop thinking business as usual. Start thinking digitally - design thinking, business model innovation, digital inside and out. Any org structure will work, but you need to change the culture, empower your people and encourage the right behaviours. Then some recommendations of how to do it, where and how to start.
This document discusses process innovation tools. It outlines the benefits of TRIZ, breaking assumptions, and SCAMPER for process excellence. Process excellence is often unsuccessful due to a failure to understand entire processes. Using process innovation tools can improve success rates by focusing on innovating, not just improving, processes. TRIZ helps solve problems by understanding conflicts and resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, and modifying existing processes.
This document discusses various aspects of DevOps practices and culture. It provides definitions of DevOps, discusses how organizations have implemented DevOps to significantly improve performance metrics like deployment frequency and lead times. It also addresses challenges like change approval boards, security and compliance, adopting an agile mindset, and shifting to see work as developing products rather than projects to better manage risk. Throughout, it emphasizes automating processes, reducing waste, collaborating across teams, and focusing on business outcomes over documentation and processes.
Similar to Communicating Change During Agile Transformation (20)
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Presentation of the OECD Artificial Intelligence Review of Germany
Communicating Change During Agile Transformation
1. 1excella.com | @excellaco 1
Communicating Change
during Agile Transformation
Craig Steinberg
July 18, 2019
2. 2excella.com | @excellaco 2
• Craig Steinberg
• Scrum Master at Excella
• 6+ years experience as a Scrum Master
• 12+ years experience in Consulting
• Agile Transformation and SaaS projects in
Commercial and Government
• Fun Facts:
• Super awesome Dog Dad
• Daily NY Times Crossword Puzzle solver
Craig.Steinberg@excella.com
Hey it’s me!
3. 3excella.com | @excellaco 3
• Faster feedback cycles and time to market
• Enhance ability to manage changing priorities
• Reduce risk of failure
• Increase Productivity
• Change culture and morale
• Because someone said so
Why are companies and teams adopting Agile?
4. 4excella.com | @excellaco 4
• Agile Transformation is an organization’s or team’s
evolution to embrace and thrive in a lean, collaborative,
self-organizing, and fast-changing environment
• Usually an iterative process that includes:
• Implementing the Scrum Framework
• Enforcing the Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
• Enabling and empowering Leadership to make decisions
• Incremental product delivery
What is Agile Transformation?
5. 5excella.com | @excellaco 5
• Not aligning your values and aspirations amongst leadership
• Unwilling to experiment
• Unwilling to iterate the transformation
• Poor treatment of team members
• No plan to measure and monitor team-level improvements
Why don’t Agile Transformations succeed?
7. 7excella.com | @excellaco 7
What is the role of a Scrum Master?
• Ensures the team lives agile values and
principles and follows the processes and
practices that the team agreed they would use
• Removes any impediments that obstruct a
team’s pursuit of its sprint goals (servant
leadership)
• Establishes an environment where the team
can be effective
• Ensures a good relationship between the
team, the product owner and other outside the
team
9. 9excella.com | @excellaco 9
• As a Scrum Master in an organization going through an Agile
Transformation, it is critical to engage key stakeholders as active
change participants and avoid common missteps that
unsuccessful projects take
• Instead of “This change is happening to me” it becomes a “How
can I make this change work for me?”
• Change Management needs to start early and happen often
How do Scrum Masters engage change?
10. 10excella.com | @excellaco 10
• Everyone thinks they have the best idea,
but often it doesn’t materialize quite how
it’s envisioned
• Only true for very few things (mandates)
• Not true for most other products
• Issues are customer acceptance and
market adoption
If you build it, will they come?
11. 11excella.com | @excellaco 11
• One of the most important tasks that Leadership can perform for
new products is getting their idea out of their head and into a
tangible format so that it can be communicated with others
• Traditionally, people will produce an elaborate business plan.
They’re extremely useful but most people don’t like writing them,
they take too long to complete and and there’s so much
unknowable at this stage
• Agile projects place a low value on comprehensive documentation,
so a Scrum Master needs a more lean, agile way to do this
What’s the Big Idea?
12. 12excella.com | @excellaco 12
• A lean canvas is a 1-page business model template created by Ash Maurya
that helps get ideas out of your head and down on paper.
• It was originally intended for entrepreneurs, but it easily adaptable to agile
projects
• Deconstructs your idea or product into its key assumptions using 9 basic
building blocks
• The lean canvas then becomes a reference for future change requests that
the Product Owner can use to prioritize and manage changes.
The Lean Canvas
13. 13excella.com | @excellaco 13
• A lean canvas is:
Fast – as compared to writing a business plan
Portable – it’s only one page!
Concise – it’s only the essence of your product.
You may only have 30 seconds to grab the
attention of a stakeholder!
Effective – it’s a ready-made presentation tool!
What makes a lean canvas so useful for
Change Management?
15. 15excella.com | @excellaco 15
• There’s no wrong way to complete the canvas
• Complete the canvas in one session
• It’s okay to leave sections blank
• Think in the present
• Use a customer-centric approach
Filling out the Lean Canvas
17. 17excella.com | @excellaco 17
1. Problem
• Without a problem, you don’t have a product to offer!
• Each customer segment you are thinking to work will have a set
of problems that they need solving
• List the 1-3 problems that your customers are facing and
describe them briefly
• Properly assess the problems at hand. Inventing nonexistent
problems will cause bigger headaches down the road
18. 18excella.com | @excellaco 18
2. Customer Segments
• The Problem and the Customer Segment are intrinsically
connected. Without a segment in mind, you probably can't think
of their problems and vice-versa
• These are the customer groups who will actually use the
solution
• If there are a lot of individual customer segments, define who
your early adopters will be, as those will be your first-to-market
and you depend on their adoption
19. 19excella.com | @excellaco 19
3. Unique Value Proposition
• This is in the middle of the canvas for a reason – it’s the
promise of value to be delivered
• A single, clear compelling message that states
• How your product solves customers’ problems or improves their
situation (relevancy)
• Delivers specific benefits (quantifiable value)
• Tells the ideal customer why they should buy from you and not
competition (unique differentiation)
• Usually focused on your user’s first interaction with your product
and it’s one of the things that will either make or break that
relationship
20. 20excella.com | @excellaco 20
4. Solution
• The solution should be the top 3 features of your product as it
currently stands
• Finding the perfect solution to a problem is not an easy task.
There’s a good chance you’re not going to get it just right.
• Your users will ultimately determine which aspects of your
product they’re most eager to use and will subsequently find
most beneficial.
21. 21excella.com | @excellaco 21
5. Channels
• Channels are the most important ways you reach your customer
segments
• Email
• Social Media
• Radio Ads
• TV Commercials
• LinkedIn
• Etc
22. 22excella.com | @excellaco 22
6. Revenue Stream
• All of the different ways you will be collecting revenue for the
product
• i.e. monthly subscription tiers
• Free introduction period
• One-time fee
23. 23excella.com | @excellaco 23
7. Cost Structure
• The cost structure includes all operational costs to get the
product to market and will help determine a break-even point
• Burn rate
• Market Research
• Overhead
• Etc
24. 24excella.com | @excellaco 24
8. Key Metrics
• The most critical key performance indicators for the product
• Even the smallest changes can be disruptive, so what are the
key metrics that can be measured to see if you are successful
• The most useful metrics provide a great deal of insight and
spur short-term, low-cost action.
25. 25excella.com | @excellaco 25
9. Unfair Advantage
• Often the most difficult block to answer
• Anything that gives your business the upper hand
• Unfair advantage is anything that cannot be copied or bought
• Insider information (i.e. data trends that your company has determined)
• Endorsements
• Existing loyal customer base
• What is not an unfair advantage?
• Commitment
• Passion
• Love
26. 26excella.com | @excellaco 26
Buy-in &
Support
Beneficiaries
Deployment
Mission AchievementMission Budget
Product Mission
Mission
Model
Canvas
27. 27excella.com | @excellaco 27
2. Beneficiaries (Customer Segments)
• All the layers in the agency that will get value from the product
28. 28excella.com | @excellaco 28
5. Deployment (Channels)
• What it will take to deploy the product or service to the people
who need it
• What architecture components are needed?
• What constitutes a successful deployment?
• How will we get end users to adopt our product?
29. 29excella.com | @excellaco 29
6. Mission Achievement (Revenue Streams)
• Mission Achievement is the value you are creating for the sum
of all the beneficiaries
• Usually not measured in dollars and cents
• Can be measured in a variety of ways
• Number of cyberattacks prevented
• Soldiers lives saved
• Manhours saved
30. 30excella.com | @excellaco 30
7. Mission Budget (Cost Structure)
• The costs associated with getting the product through its
deployment.
• Will help determine if the model is sustainable and cost-
effective
31. 31excella.com | @excellaco 31
9. Buy-In and Support (Unfair Advantage)
• How does your team keep relations with each product
beneficiary?
• The support or relationship you are going to have with your
target group to ensure that they get interested in your message
and vision
• Other avenues
• Legal
• Policy Changes
• Mandates
32. 32excella.com | @excellaco 32
Lean Canvas as a Change Agent
• Gets the right people in the room early in
the process
• Builds initial relationships and team
collaboration. Makes the business active
change participants
• Involving the business early will help
provide a clearer view into customer
needs
• Can help with long-term planning
• Helps make sure that development
activities are linked to change activities
33. 33excella.com | @excellaco 33
It’s done … now what?
• Use it as an information radiator
• Revisit the canvas periodically
• Bring it to all your meetings!
34. 34excella.com | @excellaco 34
Agile Metrics
• Prior to beginning an Agile Transformation, you should have metrics in
place to measure progress. Otherwise, your may have no way of
knowing whether the transformation is having the desired results.
• Metrics forms the vital role in quantitative assessment of a developing
product. This helps to recognize the problems, supports in adapting
changes, analyzing the features and measuring the productivity.
36. 36excella.com | @excellaco 36
Sprint Velocity
• Velocity is the go-to metric for
forecasting a Scrum team’s
performance
• It is the measure of the
amount of work a team can
complete during a single sprint
and is calculated at the end of
a sprint by totaling the points
for all fully completed stories
Sprint Story Points Completed
1 52
2 60
3 52
4 64
5 60
6 54
7 58
8 56
Average Velocity 57
38. 38excella.com | @excellaco 38
The Flaw of Averages
• Taking the average velocity and
forecasting out is a common
practice
• Plans based on averages only
tend to misestimate because
they do not address statistical
uncertainties
• The Scrum Master must protect
the team and their long-term
interests and forecast better
39. 39excella.com | @excellaco 39
Other Forecasting Options
• Use the Median
• Set Confidence Intervals
• Sort low to high
• Discard outliers
• Determine the 80%, 90% or other confidence level
the team deems appropriate
• “Based on historical data, we are 90% confidence that velocity for the remaining iterations will be
50 story points”
• Monte Carlo Forecasting
• Computerized mathematical technique that allows people to account for risk in forecasting and
decision making
• Uses random sampling of existing data to predict an unknown result
40. 40excella.com | @excellaco 40
The Human Aspect
• The first value in the Agile Manifesto is Individuals and
Interactions over processes and tools
• A highly motivated, happy team will likely be more efficient,
cohesive and ready for the task at hand
• When properly applied, human metrics are a terrific way to
influence behavior, highlight areas of improvement and
eliminate waste.
41. 41excella.com | @excellaco 41
The Happiness Index
• Ask the team to rate it’s happiness
on a routine basis on a scale of 1-5.
• This can be done as part of daily
stand-ups or at any regular interval
• The purpose of this exercise is to
draw a graphic representation of
team members´ emotions during
sprints, connecting their emotions to
sprint events. With this kind of
information, the team can identify
what exactly affects its performance
and then work to improve
42. 42excella.com | @excellaco 42
The Happiness Index
Cons
• Subjective
• People may self-censor
themselves to conform to the
group
• Not necessarily team-oriented.
Someone may be having a
“happy” day even if the team
is not performing well
Pros
• Something “elusive” becomes
quantifiable
• Employees feel recognized
• Can be used as discussion
points in retrospectives
43. 43excella.com | @excellaco 43
Team Morale
• In addition to individual happiness, it’s important to measure the
team’s level of engagement with the project.
• Teams with High Morale often are willing to help each other out,
are proud of their work and will persist in high pressure
situations.
• Teams with Low morale will withdrawal from team activities, be
unwilling to experiment, and give up easily.
44. 44excella.com | @excellaco 44
Measuring Team Morale
• Using the Happiness Index method, ask the following questions
to your team at regular intervals.
• I am enthusiastic about the work that I do for my team
• I find the work that I do for my team has meaning and purpose
• I am proud of the work that I do for my team
• To me, the work that I do for my team is challenging
• In my team, I feel bursting with energy
• In my team, I feel fit and strong
• In my team, I quickly recover from setbacks
• In my team, I can keep going for a long time
45. 45excella.com | @excellaco 45
Return on Time Invested (ROTI)
• More than ever, there is a focus on value and waste elimination as
organizations’ highest priorities : lean thinking must drive our projects.
And it starts by your meetings
• ROTI (Return on Time Invested) is a quick and easy method to
gauge the time spent on meetings or workshops, and to improve their
effectiveness.
• 1 – Useless – I lost time. No Value
• 2 – Useful. But it could’ve been more effective
• 3 – Average. I gained enough to justify the time spent
• 4 – Very Good. I gained more than the time I spent
• 5 – Excellent. A useful meeting that was worth more than the time spent on it
• This will provide immediate, transparent feedback that can be used to
help continuously improve the team