Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
๏ปฟ
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
๏ปฟ
CONTENTS:
๏ปฟ
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Visual elements in a workplace have a tremendous impact on education, morale, and productivity.
A visually dynamic workplace energizes employees, builds pride and ownership, and conveys the strength and currency of the organization.
Visual control areย means, devices, or mechanismsย that were designed to manage or control our operations (processes) so as to meet the following purposes:
Make the problems, abnormalities, or deviation from standards visible to everyone and thus corrective action can be taken immediately (Identification).
Display the operating or progress status in a easy to see format (Informative).
Provide instruction (Instructional).
Helps formulate and proliferate plans (Planning).
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
Understand the ideas, goals of Lean Visual Management & 5S. The 4 Phases to Visual Management explained by Nilesh Arora, a founder of AddValue Consulting Inc.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
๏ปฟ
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
๏ปฟ
CONTENTS:
๏ปฟ
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Visual elements in a workplace have a tremendous impact on education, morale, and productivity.
A visually dynamic workplace energizes employees, builds pride and ownership, and conveys the strength and currency of the organization.
Visual control areย means, devices, or mechanismsย that were designed to manage or control our operations (processes) so as to meet the following purposes:
Make the problems, abnormalities, or deviation from standards visible to everyone and thus corrective action can be taken immediately (Identification).
Display the operating or progress status in a easy to see format (Informative).
Provide instruction (Instructional).
Helps formulate and proliferate plans (Planning).
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
Understand the ideas, goals of Lean Visual Management & 5S. The 4 Phases to Visual Management explained by Nilesh Arora, a founder of AddValue Consulting Inc.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
ย
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
5S - A step-by-step approach to implement 5S at your workplaceAnanth Palaniappan
ย
This document "A step-by-step approach to implement 5S at your workplace" is a part of the training material we provide to our clients. This is specifically about the implementation of 5S at your workplace.
Training slides for 5S Awareness & Implementation. (NOT for Practical 5S: Uplift Company Image by Increasing Quality & Productivity Training).
This is one day training. Normally conducted on Saturday. To join the training, please send email to training@myanuar.com
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
ย
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
5S - A step-by-step approach to implement 5S at your workplaceAnanth Palaniappan
ย
This document "A step-by-step approach to implement 5S at your workplace" is a part of the training material we provide to our clients. This is specifically about the implementation of 5S at your workplace.
Training slides for 5S Awareness & Implementation. (NOT for Practical 5S: Uplift Company Image by Increasing Quality & Productivity Training).
This is one day training. Normally conducted on Saturday. To join the training, please send email to training@myanuar.com
5S Implementation - The first step to continuous improvementAdrian Oprea
ย
Implementing 5S results in obvious improvements within the application area, plus, or even more importantly, in the change of peopleโs attitude towards their work and towards what they are doing.
5S implementation is the first steps to increase the efficiency in your company and the base for the future improvements.
5S is one of the basic tools in lean, six sigma, continuous improvement and operational excellence. It works everywhere and applies to all kinds of industries. This presentation is one of many presentations that we are working on. These will be helpful for any organization looking to leverage its resources and taking the journey of operational excellence.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
By the end of the module, one can:
1.) Define and understand the importance of the 5s method
2.) Identify and overcome the barriers to productivity
3.) Improve QUALITY of work
4.) Practice efficiency at all times
The 5S workplace organization system applies a set of basic management principles that many companies widely adopt to maximize productivity and organization. As a cornerstone of Lean management, 5S improves workplace morale, safety and efficiency.
๏ปฟ
In this training presentation, you will learn how to mobilize and align your management team to launch or improve a 5S and Visual Management implementation in your organization. The presentation covers 5S and Visual Management best practices, step-by-step implementation guidance, and the best ways to integrate lean 5S into the organization's culture to achieve sustainable world-class excellence.
LEARNING OBJECTIVES
๏ปฟ
1. Understand the benefits of working in a clean and neat environment
2. Define the 5S principles, and identify visual tools
3. Explain how to apply the 5S principles and visual tools to enhance workplace organization
4. Learn how to kick start and launch a 5S initiative
5. Define the critical success factors for 5S implementation
๏ปฟ
CONTENTS
๏ปฟ
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Establishes a Baseline for Kaizen Activities
5S as a Cornerstone of Employee Engagement
5S Helps to Eliminate Waste
What is 5S?
What is the Purpose of 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
5S Visual Management
5S Applications
5S Implementation
Starting & Launching 5S
5S Audit System & Maturity Levels
Supporting Lean Tools for 5S
Critical Success Factorsโ
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Visual Management: Leading With What You Can SeeCraig Smith
ย
Presentation by Craig Smith and Renee Troughton delivered at Agile Australia 2013 on 20 June 2013. Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Visual Management: Leading With What You Can SeeCraig Smith
ย
Presentation by Craig Smith delivered at Agile Encore 2013 in Melbourne on 14 November 2013. Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
A quick overview of 3D printing product and services releases and displays at CES 2014.
These slides were presented at the first event of "South Bay 3D Printing Lab" meetup group.
This presentation was provided by Caroline Desrosiers of Scribely, during the NISO hot topic virtual conference "Accessibility." The event was held on March 29, 2023.
Data Visualisation Design Workshop #UXbneCam Taylor
ย
In this workshop weโll explore both the art and science of communicating information graphically in the digital world.
With lots of great examples and a hands-on team exercise, the session is intended to make us think about how we can convey information more clearly and efficiently in our apps, presentations, reports, emails and other forms of communication.
Mirko Lorenz Data Driven Journalism Overview Seminar Ordine dei Giornalisti d...Massimiliano Crosato
ย
A seminar by Mirko Lorenz @MIRKOLORENZ (EJC European Journalism Center) on Data Driven Journalism topics at Ordine dei Giornalisti del Veneto, Venezia. 14 April 2015 #DDJ
This entire assignment is due before 1159 pm on Monday, Sept. 13.GrazynaBroyles24
ย
This entire assignment is due before 11:59 pm on Monday, Sept. 13. Submit your work as a single zip file. While you can discuss homework among yourself, the work must be individual. There must be no sharing of code.
PART I
We will explore a basic issue that arises often in analytics, namely whether to use a one-sided vs. two-sided studentโs t-test, and also whether the test should be paired. You may want to review Studentโs t-test either from your old statistics text or from Wikipedia (it is accurate in this case). You will be using the data below. Assume that โstatistical significanceโ means a confidence level of 95%. To do the analysis in the questions, you may use any tool you wish (I will not ask for evidence), including excel, Python, R etc. I do recommend that you use a tool because it would not do to lose points on manual calculation errors.
My primary goal in giving you this exercise is to reinforce the importance of basic statistics and significance testing. Feel free to look up any and every resource on the Web to brush up on what you need to know. Weโre aiming for conceptual clarity and application, not memorization.
Test subject (โstudentโ)
GPA (Fall 2018)
GPA (Spring 2019)
1
2
3
4
5
6
7
8
9
10
3.44481587332
3.40753716919
3.67967040671
3.49235971237
3.35806029563
3.59876412408
3.20857956506
3.49077194424
3.4864916754
3.39281679695
3.63235695644
3.2735320054
3.47597264719
3.45727477966
3.20981902735
3.56866681634
3.15388226146
3.56383533036
3.62542408166
3.00151409103
1. [10 points] The Dean wants to know if the average GPA of the students is at least 3.5, the default in previous semesters being that it was below 3.5. Using g to represent the sample GPA mean for fall and G to represent the population GPA mean, write down the Deanโs null (H0) and alternate (Ha) hypothesis.
2. [10 points] Assuming the population variance of the two semesters above are equal (but unknown), individually conduct the Studentโs t-test for each semester. In either semester can you (individually) reject the null hypothesis?
3. [15 points] You are asked to determine if the average GPA has changed over the two semesters. You decide to conduct a paired t-test, assuming (as we will see, unwisely) that the same test subjects were sampled for their GPAs in both fall and spring. What do you find? Is the difference between the average GPAs statistically significant?
4. [15 points] In a conversation with the person who sampled the data, you now discover that the ten subjects in the fall semester are not the same as the subjects in the spring semester (however, you are told that you can still make the equal variance assumption about both semesters). Should you still go with the results above, or conduct a different t-test? If you do, what do you now find?
PART II
See hw-1.py
๏ช Assignment โ 5DVP - Part A
This document is for guidance only โ to be used in the classroom workshop. Your actual assignment must
be completed on the electronic template ...
Benzne webinar - Velocity, Story Points and Other Mess!SwatiKapoor43
ย
As per a popular maxim, if you travel across India there is visible culture, food, clothing & language change every 100 kms. Likewise, when we observe teams practicing story points estimation & using velocity for prediction, we find inconsistency of usage in every alternate team. In this webinar we will attempt to clear the fuss around these two topics and understand the fundamentals of points estimation, velocity and other related factors.
Weโre agile, so we donโt have to estimate and have no deadlines, right? Wrong! This session will review the problem with estimations in projects today and then give an overview of the concept of agile estimation and the notion of re-estimation. Weโll learn about user stories, story points, team velocity, and how to apply them all to estimation and iterative re-estimation. We will take a look at the cone of uncertainty and how to use it to your advantage. Weโll then take a look at the tools we will use for Agile Estimation, including planning poker, Visual Studio TFS and much more.
Speak To The Business! Agile Metrics That Inform Rather Confuse the Businesstroytuttle
ย
Given to PMI KC Professional Development Days 2014 Conference.
In this session, we will investigate the challenges with the popular Agile planning and reporting concepts like story points, planning poker, and average velocity. We will explore some practical alternative planning and reporting practices that the business can understand. And we will look at metrics that are less of an abstraction from reality and more actionable by teams and management.
Know thyself using introspection to find your inner edgeRenee Troughton
ย
What does introspection have to do with Agile? If Agile is about individuals and interactions over processes and tools then you need to learn introspection! This presentation covers three introspection techniques - the Responsibility Process, Non-violent communication and Byron Katie's "The Work". These techniques will lead to deep personal insights and discovery for a better workplace and homelife.
Scaling tricks: practical tips for Scaling in AgileRenee Troughton
ย
With so many approaches out there on how to Scale, this presentation looks less at what is there in the marketplace, but instead takes a look at techniques and tricks that people are using that have not yet been codified. When Agile first started we spent many years refining and getting better at it, this is the start of refining how we scale and begin to integrate design thinking into our approach, whilst always looking for smarter ways to work.
Ceremonies are the 5% of Agile, so that is the 95%?Renee Troughton
ย
This presentation takes a deep dive into solving systemic waste as a mechanism to forward propel an agile transformation. Sure you can do Scrum ceremonies perfectly, but what is the point unless you tackle removing the waste that made the system so slow in the first place. What is outside of the team's control that needs improvement?
A brief 1 hr talk provided at the Sydney Agile @ Scale Meetup group in October 2016 to cover the basics of Kanban and Enterprise Services Planning (ESP), talking concepts from DJA's slideshare content and adding in games for people to discover what Kanban and ESP is about.
Agile Washington 2015 Creating a Learning CultureRenee Troughton
ย
Presented in August 2015 at Agile 2015 in Washington DC this is a presentation about a structured 10 week program to grow your own Agile champions and coaches through a series of activities and collaborate learning. This presentation highlights the activities and the learning problem.
Run at the Agile Games 2015 conference, Puppet Mastery is a blend of two games and additional content to focus on two key learnings - Build the right thing and build the thing right.
It encompasses Scrum, Lean Startup and Design Thinking all into one game.
Run at Agile Games 2015 in Boston, this is a joint pack to run in an hour and a half two games - Sudokuban (a game about learning how to do Kanban) and the Agile Values game (which utilizes the Marshmallow Challenge).
More information on Sudokuban can be found at: http://www.unbounddna.com/resources/agile-games/sudokuban-a-kanban-in-action-puzzle-game/
Introducing the Enterprise Transformation Meta ModelRenee Troughton
ย
Finally there is a meta model out there to be able to simply and easily compare and contrast not only Agile methods but any type of change that you may be introducing into an organisation.
This presentation lightly covers the model, but importantly goes through over fifty Agile and edgy Agile related methods and movements, highlighting where they sit in the model.
For more information about the Enterprise Transformation Meta Model refer to:
http://www.enterprisetransformationmetamodel.com
Darthvaderless Daily Scrums - Scrum Australia 2014Renee Troughton
ย
Presented at Scrum Australia 2014 in Sydney on the 22nd of October, this presentation focuses on Daily Scrums that are being heavily command and controlled and seeks to provide solutions to both resolving Darth Vader like behaviour but also having a really effective scrum that is not a progress report.
For more details of the game referred to within (scrumheads) see: http://tastycupcakes.org/2014/07/scrumheads-the-daily-scrum-game/
Non violent communication and Agile: Individuals and Interactions over proces...Renee Troughton
ย
A general introduction into non violent communication and with a lead in on how it relates to Agile.
This pack goes through the basics of NVC - the intent, the framework (observation, feeling, need, request), strategies, example questions and general ethos of NVC.
Content is taken from my foundation training course and Dr Rosenberg's book.
Content presented at the open space session at Agile Tour 2013 with the assistance of Shari Elle.
Sudokuban is a Kanban in practice example activity that takes about 20-25 minutes to run. This is the slidepack that goes with the game to briefly introduce Kanban before the game and then give some more in depth information afterwards.
The benefit of a Sudoku based game is that it mimics the software development process more closely - ie requires in depth, concentrated effort, where pairing could hamper the concentration.
The sudoku game pack comprises of 12 sudoku puzzles, setup partly in progress in flow with low WIP limits. Quality issues are embedded into the pack to ensure that failure occurs immediately and WIP constraints get met to force the change in behaviour.
Expedites are added part way in (two closely together) to form behaviour around handling them.
Team will generally learn:
1) How to use WIP limits
2) How to swarm to remove blockers
3) How to handle expedites
4) To re-prioritise according to value
5) The value of someone still looking out for the team's flow
Conducted at Sydney's AgileTour 2013.
Presented in August 2013 at the Sydney Project Managers meetup group, this was a presentation to highlight the key differences between these two roles and the place that Project Managers may have in the future of Agile organisations.
Presented at the Lean and Agile Systems Thinking Conference in Melbourne 2012 this presentation covers what games are, what the key elements of a game are, how these relate to our day to day lives and importantly what can we learn or utilise more of from game for Agile Software Development.
A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011Renee Troughton
ย
This is my presentation from Agile Australia 2011 with a metaphoric view of large scale Agile transformations. This presentation reveals the five stages of transformation and discusses three of the key implementation models or large organisations.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
ย
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.๐คฏ
We will dig deeper into:
1. How to capture video testimonials that convert from your audience ๐ฅ
2. How to leverage your testimonials to boost your sales ๐ฒ
3. How you can capture more CRM data to understand your audience better through video testimonials. ๐
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.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
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Kyiv PMDay 2024 Summer
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5. โฆinformation is
communicated by
using visual signals
instead of texts or
other written
instructions.
The design is
deliberate in allowing
quick recognition of
the information being
communicated, in
order to increase
efficiency and clarity.
What Is Visual Management?
โ
Image: ยฉ Charles M. Schulz / Universal UClick http://4.bp.blogspot.com/_FYLeQ4ABYTA/TP5pZEWX29I/AAAAAAAAH_Q/167AW75OrHE/s1600/a_charlie_brown_christmas_13.jpg
http://www.thebestodds.com.au/wp-content/uploads/2010/07/hawks.jpg http://blog.toyota.co.uk/wp-content/uploads/2013/05/Kanban.jpg
Everyday
Visual
Management
C
6. Why It Is Important
Effective
retention
3 days after
a meeting
Spoken word only
Visual + Oral
Visual
Hearing
Smell Taste Touch
Human Learning Retention
C
9. To Do Analysis Develop Test Done
The Basic Flow
Agile
101 tells
us to
build a
wall like
this
C
10. Clear Instructions
Development Done:
โข Code complete & reviewed
โข Unit Tests pass & complete
โข Acceptance Tests pass &
complete
โข Checked in & build success
โข Documentation updated
Instructions
for adding a
card
Instructions
for pushing
a card to
next queueR
23. LEGO Portfolio Board
DUPLO colour = Business
domain
DUPLO holes = Expected size
(people)
LEGO
colour =
Skill
type
Lower level =
Number of
people
needed
Upper level =
Number of
people
allocated
Divider
height =
control
level for
gate
DUPLO height = Expected
value/ROI
R/C
24. Lego Portfolio ManagementLEGO Portfolio Board
Why
Are
Doing
This?
Why
Are
Doing
This?
Idle
People
High
Depend,
High Risk
Under
Resource
R
25. Back At
Work?
Build boards to
visualise problems
that you have
Image: ยฉ Thunderbox Films http://image.guardian.co.uk/sys-images/Film/Pix/pictures/2007/09/27/kenny460.jpg
Keep it simple, but
visual
Keep
experimenting (or
refine your
awesomeness)
C
28. The Team
The Customer
Management
What do I need to
work on now?
Where is my work at?
Which teams need my
support to remove
blockers and waste?
Who Cares About
Transparency?
R
38. Back At
Work?
Seek
forgiveness, rathe
r than permission
Image: ยฉ Paramount Pictures http://www.ruthlessreviews.com/wp-content/uploads/2006/03/schoolofrock.jpg
Visual
management isnโt
just a flow board
Your key artefacts
should be visible
in the zone
R
43. La Marzocco
โข Predictable
โข Expert
Required
Complicated
Is Visual Management needed?
To Do Doing Done
Large Latte
2 sugars
Macchiato
1 Sugar
Flat White
Large Latte
2 sugars
Cappuccino
2 Sugars
Expresso
Coffee At A Coffee Shop
Variability
is Small
R
44. To Do Doing Done
Large Latte
2 sugars
Macchiato
1 Sugar
Flat White
Large Latte
2 sugars
Cappuccino
2 Sugars
Expresso
Coffee At A Coffee Shop
Variability
is Small
R
45. Is Visual Management needed?
To Do Doing Done
Get
tablecloth
Order
cups
Test new
roast (day
7)
Test
Kenyan
Roast
Test new
roast (day
8)
Test new
roast (day
9)
Diffuser
delivery
Waiting
World Barista
Championships
โข Unpredictable
โข Expert
Required
Complex
Stop
Championship Coffee
Dependency
Management
Events Block
Flow
Significant
Variability
Extended
Flow
R
47. Back At
Work?
Choose the
complexity of your
work to determine
the complexity of
your board
Image: ยฉ Warner Bros. Pictures http://filmjournal.net/100films/files/2010/08/2010_inception_014-1.jpg
Some work may
cross over
complexity
boundaries
R
48. Visual Management:
Usability
Image: ยฉ 20th Century Fox http://www.ropewalksliverpool.com/images/made/uploads/images/6432-minorityreport_600_super_725_340_90_s_c1.jpgC
49. Visual Management:
Usability
Why do we
care about
usability for
software?
Why donโt we
care about
usability in
visual
management?
Image: ยฉ 20th Century Fox http://www.tomcruise.com/blog/wp-content/uploads/2010/04/tom-cruise-minority-report2.jpgC
51. As a creator of user stories
I want to use the right coloured
pen
So that it is quicker for the
brain to read
As a creator of user stories
I want to use the right coloured
pen
So that it is quicker for the
brain to read
Colour Contrast
Use a strong
contrast of pen to
index colour
Use a pen that
works!
C
52. As a creator of user stories
I want to write neatly
So that it is quicker for the
brain to read and recognise the
work
Asa creatorofuser stories
Iwant towrite neatly
Sothat it is quickerfor thebrainto
readandrecognise thework
Writing Style
Write neatly or print
cards.
Size does matter!
Althoughโฆ
Research shows
hard to read fonts
promote better
recall.
Go figureโฆ
R
53. Avatars
Use real photos not
characters or
images
Although, balance
this with fun or
team theme.
Renee T
Tokens to
determine status
R
54. As Craig
I want my picture used for my persona
So that it is quicker to recognise all the
work for me
In order for it to be quicker to recognise
all the work for me
As Craig
I want my picture used for my persona
User Story Templates
Use pictures / graphics
for personas
Use bold / underline to
emphasise quick searching
Be consistent with layout
and template
Think different
Put the value first
Donโt write two words or
the solution!C
55. Board Size
Can you stand back and
see the whole flow?
Can you zoom in on an
area of interest?
Continuous Delivery
is looking left and
right!
Avoid Water-Scrum-
Fall
C
56. Board Contrast
Ensure that flow lines
are not higher in
contrast than the work
items
Have a strong contrast
between the work
items and the surface
behind them
Painters tape
R
58. Back At
Work?
Think about
design when
initiating a team
Find solutions that
are quick but
effective
Image: ยฉ 20th Century Fox http://www.zuguide.com/images/10654/10654.0.570.359.jpg
Good design ==
faster response ==
faster delivery
C
61. Achievements Wall
.
.
I donโt mind a good game
of blackjack too
All cards on the teamโs flow
board have estimates
against them
The only way is up!
The Cumulative Flow
Diagram has been
consistently updated
each day for four weeks
RR
63. Back At
Work?
Make work fun!
Image: http://www.agent-x.com.au/wp-content/uploads/2010/01/Pacman_on_twitter-0723634-218bc0c.jpg
Choose your
gaming to the
environment and
the people
Intrinsic
motivation trumps
extrinsic driven
goals
R
65. Is my
wall
telling
me the
whole
story?
Probably not!
Start by mapping the
flow
Keep adjusting
Image: http://ctparentingclass.com/wp-content/uploads/2012/12/lets-talk-post-it-notes-300x199.jpgC
66. Reinforce
the
zone
Always go back to the
zone for discussions
about work
Lead others by
example and take all
meetings or status
updates to the wall
Image: http://www.romanpichler.com/blog/wp-content/uploads/2011/02/iStock_000014624446Medium.jpg
R
67. But my team is distributedโฆ
Like distributed
Agile, it takes
more work!
You need an
electronic zone
The default tool
dashboards are
average
Image: http://ezylearn.com.au/wordpress/wp-content/uploads/2013/04/Lonely-office-man-003.jpgC
68. Spend your effort wiselyโฆ
Image: ยฉ Bays & Thomas Productions http://3.bp.blogspot.com/-sLp9UDsboyU/TWExLggxICI/AAAAAAAAAp4/53_rS2PrzPM/s1600/Barney+Stinson+Quotes.jpg
C
69. Our
ultimate
goal is to
deliver
value &
good
quality!
Image: ยฉ Miller-Milkis Productions http://www.cointalk.com/attachments/194954d1344827742-fonzie_add.jpgC
Q&A 5 minsIntro โ 2 minsFlow Management โ 8 minsThe Zone โ 8 mins Usability โ 5 minsComplexity thinking โ 5 minsGamification โ 3 minsOther โ 4 mins
Moststorywalls look like this...
Which is really this
HorizonQueue columns - why
Feature Map one too?Craigs story map
A real example of a Value Tree at play. In this particular instance it is representing just a single feature. The bottom of the tree is the foundation and it needs to be worked on bottom up. Parallel processing or lack of time dependencies are the branches going out from the sides. The feature is shippable when the saw point is reached.
Employed in situations where a team has multiple Product Owners, a flow for managing and organising priority is critical. How do you go about this?New items (from anyone in the organisation) gets added to the new column. The card colour represents the type of work. Owners are designated for the types of work โ if anyone wants their work to be made higher in priority they know who they need to appeal to. The type of work owners prioritise their own queue. Before the teamโs stand-up there is a Product Owner Standup where collectively the Product Owners agree to what the next top 5 items are to be done. This means that the team doesnโt need to worry about competing priorities and that the risk of one person holding up priority across the whole organisation is also mitigated. It also has the additional benefit of a shared understanding across the Product Owners about what is occurring within the organisation and enables greater tolerance.
In some ways this is a Gantt chart wall, but length of task is not represented visually. When cards are done they are crossed off. The line represents โnowโ. Elements near the line are discussed if they are not done.
Normal done column
First will likely finish, second will not. Note that there is also more variability when things get โdoneโ in the second example โ this makes it more difficult to be able to accurately predict whether all the work will be finished by the end of the Sprint.
Winner ofThoughtworks Studioโs 2013 Best Card Wall, this visual management flow zone, created by @CraigStrongBacklog up the top, then task ready, task work in progress, task done and user story done. Note there is no distinction between โdeveloperโ and โtesterโ roles within this model. And Craig Strongโs actual board in play based on a four developers and 2/3 tester team. Note that because they had only three hourglass lanes it meant that the fourth developer was forced to help out where needed within the whole flow. This resulted in getting work done quicker and enabling knowledge sharing.
Another Craig Strong, this was a predecessor to the Hourglass board. Potentially a little less functional in implementation based on your team size (there is quite a bit of wall space waste in it), but this particular configuration allows for eight items to be in progress in the flow at any point in time. And it in action. Note the backlog to the left and it looks like deployment flow to the right (confirmation in progress atm).
Inspired by Rodrigo Yoshimaโs work overflow demonstration where for each task you have on you blow up a balloon, this trades cards for balloons. There are two great upsides and one bad downside to this approach: you can use the size of the balloon to represent a element of the work โ such as its value, you also have the added fun of being able to blow up the balloon when done. The downside is being able to attach them to a wall ๏
Kenny and Pawel never addressed the problem ofBig systems (>100+ systems)Services (eg networking, telephony, etc)Risk by resource visibilityHow much do big organisations spend on tooling?Why not spend it on Lego?Skill type example โ red could be business analysts, blue are developers, white are quality assurance and yellow is infrastructure support. This doesnโt mean that t-shaped skills are not desirable. If you had well balanced teams then it would just be one colour.
What we can see here:Low value work is still on the boardDependencies can be visualised as a single line of workThe biggest set of work has the first project under resourced โ this should be the most important focus of the organisation as the whole program provides the greatest value and has the highest risk. Idle people are displayed at the bottom, why arenโt they helping out in the top high value project in delivery. Overall there are too few Developers and Infrastructure people (compared to the levels of other roles)Easy to visually see weaknesses in resourcing โ both incorrect allocations based on risk and in not enough people on deck. Easy to see risk areas by dependenciesEasy to see low value work that should be stopped
Visual Management zone is not just about a task board, in fact the terms โtask boardโ, โstory wallโ, โkanban boardโ may be counter productive to vismgmt as work items may not be called tasks or user stories or cardsโฆ could be called ticketsIf you are going to call it anything โ call it a Flow Board.Additional elements may include metrics, environmental availability, design elements eg state transition diagramsReally wonder whether it should be called โVisual Management Systemโ of which the Flow Board is one element in the system.Leader: But what is in a Visual Management Zone?
But who is this transparency for?Where are โstakeholdersโ โ they could be in any of these three areas.
Flow Status = the work the team is doingMetrics = the work, the people, the environmentPeople status = Niko-niko board or mood chart, capability plans, leave plans, rainbow slider (confidence)Environment status = status of the area where work is being done โ eg traffic light environments, could be the latest health inspection resultsKnowledge artifacts = information that is important to be transparent โ eg design thinking, statusWant to flash through a series of slides here of examplesLeader:Its all about transparency.
Stress charts, capability and development plan, leave calendars and important date events.
Client mood chart. Environment status chart (manually done vs automatec CRAIG).
Knowledge artifacts = information that is important to be transparent โ eg design thinking, status
Or corflute or shower curtain card wall.
Letโs go through some Visual Management Heuristics associated with complexity thinkingโฆ
Leader: so what about our Complicated example?
Leader: So what about our complex example?
In a very literal sense this is what happens within a cafรฉ.Here is Kelsey. Kelsey works at one of the busiest and most prestigous coffee brew bars in Brisbane โ Dandelion and Driftwood.
Could also need to visualise dates, blockersNotice that the example has been limited to only one or two people involved. Do you think if a larger team was using Visual Management that it would impact their Cynefin category?
Plug Matthew.As a community we are realising the benefit of good usability design. Visual Management is just an extention of this โ lets ensure that the way in which we visualise our work is designed well.
To ease pattern recognition* The brain will automatically attempt to cluster shapes that are similar and intuit the rationale for the differences, even if there is none.Lip Service ๏Contrast to good design
It is not just size but also consistency. The key lesson is, we probably all write user stories in haste, but there is value in ensuring you take the time to write neatly or re-write later when time is less imperative.
It is not just size but also consistency. The key lesson is, we probably all write user stories in haste, but there is value in ensuring you take the time to write neatly or re-write later when time is less imperitive. Size matters because the cards will be read at about a meter away, not 30cm (book reading distance).http://hbr.org/2012/03/hard-to-read-fonts-promote-better-recall/ar/1
We are hard wired to recognise faces. By using a photo over a symbolic image we are allowing for faster recognition of card ownership and potentially easier Daily Standups.But the difficulty here can be balancing this with โfunโ. Self appointed avatars are fun, Coach afflicted photos can potentially not be.
We look for patterns.
Your eye is immediately drawn to the visual disparity of the blue line. As most system cards are light pastel in colour this means that blue painters tape isnโt ideal. Join the bandwagon for better Visual Management tape other than what is available at hardware stores.
Colour can also create relatedness just as proximity does.Passive vs active zones - In this example, the shading/colour creates hot zones for the eye so that will create a specific visual flow (shading spots first then other colours) that is counterintuitive to the visual hierarchy (left to right).
Balance time spent vs value delived โ you can waste a lot of time on this for not much gain
Donโt forget, we are here to deliver valuable outcomes