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Organised by:
Merlien Institute
For upcoming conferences, please visit:
http://www.merlien.org
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Why Transformations Get Stuck - Global Scrum Gathering 2019 Agile Velocity
In this world of exponentially increasing market disruption, it is more imperative than ever for organizations to not only achieve operational agility (efficiency, speed, etc.), but also organizational agility (speed to respond to market change). Many companies are embarking on an Agile Transformation, but getting “lost in the desert” and not realizing the full agile benefits promised and needed. Traditional leadership paradigms, organizational structures, and culture all get in the way, as too many companies focus on team level change and framework implementation (Scrum and SAFe).
At Global Scrum Gathering 2019, David Hawks showed leaders how they can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.
The oil and gas industry is facing a huge hurdle iin technical talent. Known in the industry as "the big crew change," the coming bubble of retiring technical professionals presents a looming challenge to the industry.
This presentation follows our work with a large international oil company to tackle that problem at the earliest stage - the newly degreed and hired technical professional.
Considerations for using personal information management (pim) software for d...Merlien Institute
Presented at the Asia-Pacific Conference on Computer-Aided Qualitative Research
24-25 February 2011, Macau SAR
Organised by:
Merlien Institute
For upcoming conferences, please visit:
http://www.merlien.org
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Web technologies for mobile engagement: navigating the entry points for engaging on-the-go customers
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James Gardner - Co-Founder and CTO - JetJaw
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Considerations for using personal information management (pim) software for d...Merlien Institute
Presented at the Asia-Pacific Conference on Computer-Aided Qualitative Research
24-25 February 2011, Macau SAR
Organised by:
Merlien Institute
For upcoming conferences, please visit:
http://www.merlien.org
Indicators of study quality in systematic reviews of qualitative research to ...Merlien Institute
Indicators of study quality in systematic reviews of qualitative research to inform public health policy making
Presented at the 2nd European Conference on Qualitative Research for Policy Making, 26-27 May 2011, Belfast, UK
Organised by Merlien Institute
Web technologies for mobile engagement: navigating the entry points for engag...Merlien Institute
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Social media metrics: in search of the holy grail
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Developing innovative qualitative research techniques for effective digital m...Merlien Institute
Developing innovative qualitative research techniques for effective digital marketing strategy
presented at QRWEBA2011 conference
organised by Merlien Institute
Choosing the right software for your research study : an overview of leading ...Merlien Institute
Choosing the right software for your research study : an overview of leading CAQDAS packages by Christina Silver. This presentation is part of the proceedings of the International workshop on Computer-Aided Qualitative Research organised by Merlien Institute. This workshop was held on the 4-5 June in Utrecht, The Netherlands
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This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
Driving successful brand strategy through customer driven innovationMerlien Institute
Driving successful brand strategy through customer driven innovation
Presented by Niki Schroeder at Merlien Institute's International conference on Qualitative Consumer Research & Insights 2011
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How and why to design your teams for modern software - Sheffield DevOps - Jul...Matthew Skelton
From a talk given at Sheffield DevOps meetup group - http://www.sheffielddevops.org.uk/
How and Why to Design your Teams for Modern Software Systems.
For effective, modern, cloud-connected software systems we need to organise our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organisation design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
WORKSHOP: Organisation Design for Effective Software Systems – Weds 25 October, London - https://ti.to/skelton-thatcher-consulting/ - use DEVOPS25 for 25% discount
BenchmarkQA Software Quality Forum on Retrospectives, March 2011BenchmarkQA
This presentation was delivered at BenchmarkQA's March 2011 Software Quality Forum by Betty Schaar, senior consultant and training practice lead for BenchmarkQA.
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes. This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
In summary, this talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible.
Takeaways:
• The implications of Conway’s Law for software teams
• Cognitive Load for teams
• Effective team topologies
• Team evolution
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
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Developing successful strategies for working effectively in teams using qda software
1. Developing successful strategies for
working effectively in teams using QDA
software
Brainstorming Workshop
25 February
1:45pm to 3:15pm
Dr. David Kirkham
CAQRA 2011
Macau
2. Team working with CAQDAS
Brainstorming Workshop
Key objective is to brainstorm in groups to derive good
practices for working effectively in teams, given a large
qualitative research project
Secondary objective is to brainstorm the potential effects of
team dynamics upon the project
“researchers ought to take a more direct approach to the study of issues
in group dynamics” (Wasser & Bresler, 1996)
Four areas for discussion
Project planning
Data collection
Data analysis
Writing up and reporting results
Five groups to address the given tasks and questions
Share the results in a 3 minute presentation
CAQRA 2011 Macau
4. Group Tasks
Project planning (Group 1/2)
Define criteria for deciding on a software
package to support the analysis
How to communicate effectively while working in
teams
Data collection
How to organize and conduct data collection in
team projects. How to set up the team project
using CAQDAS .
Data collection and analysis (Group
3/5)
Special considerations for teams when working
with multimedia data
CAQRA 2011 Macau
5. Group Tasks
Data analysis (Group 4)
How to develop a common coding system when working in
teams
Assessing the issue of inter-rater reliability:
For which purpose and aim should it be used?
How to organize the team work so that IRR can be
assessed and in what way
Writing up and reporting (Group 3/5)
How to organise the process of writing up the results of the
analysis and putting together a report
CAQRA 2011 Macau
6. Some Thoughts on Teams
Dynamics, threats and opportunities
CAQRA 2011
Macau
7. Characteristics
What defines a group as a team is the
requirement for interaction
“The crux of teamwork is for the team members to use a
collection of processes, strategies, and actions that allow
them to effectively and efficiently perform” (Stout et al., 1997: 169)
A team is a group which has a common goal, the pursuit of
which needs collaboration and coordination, but there needs
to be regular and frequent interaction, a team identity, and
the right combinations of skills, knowledge, perspectives and
interests (Kakabadse et al., 1988)
“This is the power of the team mind: to create
new and unexpected solutions, options and
interpretations, drawing on the experience of
all the team members to generate products
that are beyond the capabilities of any of the
individuals” (Klein, 1998: 245)
CAQRA 2011 Macau
8. Dialectic of collaborative research
“uniquely innovative ideas are
synthesized and fresh insights into the
world emerge”
“conflict and frustration result from
clash of wills, competing ideologies
and imperfect theoretical frameworks”
“the challenge is for the teams to stay
together long enough for the team to
grow”
(Tripp-Reimer, et al., 1997)
CAQRA 2011 Macau
10. Team membership
Homogeneity?
“Living in a shared culture will provide us a basis
of common referents” (Klein, 1998: 218)
Recruiting in one’s own image
Using traits which indicated introvert/extrovert
and stable/anxious, Belbin found that a team
composed chiefly of stable extroverts performed
better overall
Heterogeneity?
An heterogeneous group is more likely to
question members’ judgements and is likely to
be more creative (King, 2002)
CAQRA 2011 Macau
11. Belbin’s Work
Many years of behaviour analysis and
personality tests
People observed working in groups
Categories of behaviour used was recorded
People don’t use all categories equally
Behaviour falls into limited number of roles
Preferred roles linked to:
Reasoning ability
Personality characteristics
Personal values
CAQRA 2011 Macau
12. Role +ve features -ve features
Plant Creative, imaginative, unorthodox, Poor managing people
solves difficult problems and in communication
Resource Extravert, enthusiastic, Loses interest once
investigator communicative, explores initial enthusiasm has
opportunities, develops contacts passed
Coordinator Mature, confident, trusting, good Not the most clever or
chair, clarifies goals, promotes creative member
decision-making
Shaper Dynamic, outgoing, highly strung, Prone to provocation
challenges, pressurises, finds ways and short-lived burst of
round obstacles temper
Monitor- Sober, strategic, discerning, sees all Lacks drive and ability
evaluator options, judges accurately to inspire others
Team worker Social, mild, perceptive, listens, Indecisive in crunch
accommodates, builds, stops friction situations
Implementer Disciplined, reliable, conservative, Inflexible, slow
efficient, ideas > practical actions response to new ideas
Completer Painstaking, conscientious, anxious, Worries unduly,
search out E&O, delivers on time reluctant to delegate
Specialist Single-minded, self-starting, Contributes on a narrow
dedicated, provide K or special skills front
CAQRA 2011 Macau
14. Successful Teams
Not the best people to produce the best
team
All striving, ambitious, high-fliers rarely get beyond
‘storming’ stage
Trying to establish dominance
Getting own ideas accepted
A team of prima donnas – the think-tank approach –
regularly failed in Belbin’s experiments
Effective team made up of range of people
with a variety of roles
Teams have to come from who is available
Encourage people to take on a variety of
roles and be more flexible
Identify which roles the team lacks and take one of them
on
CAQRA 2011 Macau
17. Actions
Form five groups
Assign each group a topic
Each group nominates one person who will
present the outcome of the discussion in 3
minutes
Group specification:
4 or more researchers (peers rather than RAs)
Same department: same institution: same country:
different institutions in different countries
Presentation of results and discussion with
the other groups at 3:05pm
CAQRA 2011 Macau
21. Presented at the Asia-Pacific conference on
Computer-Aided Qualitative Research
24 & 25 Feb 2011, Macau SAR
For more information about our upcoming conferences
Please visit: http://www.merlien.org
CAQRA 2011 Macau