Kanplexity - a jumping-off point for Cynefin using KanbanOrderly Disruption
Kanplexity - a jumping-off point for Cynefin using Kanban, a complexity expansion pack for Kanban. Kanban is based on Kanban Guide and Cynefin, with strong influences from various communities. Kanplexity has a direction of travel, a team or crew, a guide, an orientation reference, a rhythm of interactions, and guidance for multi-team/crew patterns and agile products & projects.
The Five Phases of Agile Maturity (Part 2): Phase 3 and 4Cprime
The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at?
Explore what you should expect to see across the five phases of Agile maturity. In part 2 of this series, we will focus on Phase 3 and 4. We'll share valuable advice about negotiating the turns, avoiding roadblocks, and enjoying the ride in your agile maturity journey. Plus, we’ll talk about the optimal tools to support you—enterprise product management software, like Atlassian Jira Align.
Learn:
- Common maturity elements of Phase 3 of agile maturity (The Scaling Agile Organization) and Phase 4 of agile maturity (The Agile Enterprise)
- Challenges you may face in your agile maturity journey and how to overcome them
- How Jira Align’s features and functionality can support scaling
In agile we like to say that teams should own their own process by choosing their way of working, their “WoW.” Not only is this true of agile software development teams, it is also true for DevOps. DevOps in the enterprise is interesting because there is more to it that Dev + Ops: we also have DevSecOps, BizDevOps, and Database DevOps to take into consideration, not to mention the realities of support and release management in an established enterprise. Because every organization is different, one strategy, one “process size”, does not fit all. Worse yet, every organization faces a changing environment within which it operates, so not only does it need a WoW that meets its current needs it needs to know how to evolve that WoW as its situation evolves.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Kanplexity - a jumping-off point for Cynefin using KanbanOrderly Disruption
Kanplexity - a jumping-off point for Cynefin using Kanban, a complexity expansion pack for Kanban. Kanban is based on Kanban Guide and Cynefin, with strong influences from various communities. Kanplexity has a direction of travel, a team or crew, a guide, an orientation reference, a rhythm of interactions, and guidance for multi-team/crew patterns and agile products & projects.
The Five Phases of Agile Maturity (Part 2): Phase 3 and 4Cprime
The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at?
Explore what you should expect to see across the five phases of Agile maturity. In part 2 of this series, we will focus on Phase 3 and 4. We'll share valuable advice about negotiating the turns, avoiding roadblocks, and enjoying the ride in your agile maturity journey. Plus, we’ll talk about the optimal tools to support you—enterprise product management software, like Atlassian Jira Align.
Learn:
- Common maturity elements of Phase 3 of agile maturity (The Scaling Agile Organization) and Phase 4 of agile maturity (The Agile Enterprise)
- Challenges you may face in your agile maturity journey and how to overcome them
- How Jira Align’s features and functionality can support scaling
In agile we like to say that teams should own their own process by choosing their way of working, their “WoW.” Not only is this true of agile software development teams, it is also true for DevOps. DevOps in the enterprise is interesting because there is more to it that Dev + Ops: we also have DevSecOps, BizDevOps, and Database DevOps to take into consideration, not to mention the realities of support and release management in an established enterprise. Because every organization is different, one strategy, one “process size”, does not fit all. Worse yet, every organization faces a changing environment within which it operates, so not only does it need a WoW that meets its current needs it needs to know how to evolve that WoW as its situation evolves.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Backlog refinement is not a Scrum event, but instead is an ongoing activity during the Sprint required to decompose, describe, estimate, and order backlog items in the Product Backlog.
This material is divided into two sections. The first section reviews the basics of backlog refinement, covering various options for conducting the activity. The second section covers tips for maintaining a healthy backlog and potential anti-patterns.
This material was presented at Agile New England in July and August 2022 as "101" introduction and "202" advanced sessions.
Cada vez escuchamos y vemos con más frecuencia el término "agile" en diferentes contextos, generalmente asociando su uso a lograr resultados rápidos o realizar actividades llenas de post-its; sin embargo agile es mucho más que eso! Más que un conjunto de prácticas y herramientas, esta relacionado a una mentalidad (mindset).
"Mindset agile" hace referencia a algo nebuloso e intangible que describe un valor o comportamiento necesario para el éxito de una transformación, metodología, proceso o práctica ágil. Por lo tanto debemos hacer mayor énfasis en "SER AGILE" en lugar de "HACER AGILE".
En este Workshop compartimos una serie de actividades y dinámicas que nos permitirán conocer con más a detalle los Valores y Principios del "Manifiesto por el Desarrollo Ágil de Software", que serán nuestro punto de partida para el desarrollo de una mentalidad ágil como individuo, equipo u organización.
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
When prioritizing requirements in a project, have you ever been in a situation in which virtually all requirements are High Priority or Critical? As you can imagine, ALL requirements being High priority is as "good" as NO requirements having ANY priority at all. Hmm, not very helpful, isn't it? Is there anything we can do about that?
In this presentation/workshop we'll go through some ideas and practices on how to improve the requirements prioritization process.
Agenda topics:
- Why are we talking about Requirements Prioritization?
- What are we talking about?
- Who cares? Why?
- When do (should) we do it?
- How do we do it? Some useful techniques...
- Pitfalls & "Best" Practices
The workshop goes beyond the knowledge presented in this document, working as team with a faster and better Prioritization Process. The outcomes of that experiment in a future presentation.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
20220607 Introduction to Flight LevelsCraeg Strong
The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
Scrum Prioritization Techniques PowerPoint Presentation Slides help you represent the division of large projects into achievable tasks. Use this PPT deck to represent your agile software development approach. Communicate the agile project details and scrum team composition with the visual aid of a well-structured diagram. Demonstrate the goals and phases of your agile project delivery. Explain waterfall technique, scrum-fall, lean, or other methodology for agile application development. The data visualizations featured in this PowerPoint slideshow simplify the translation of agile architecture, and agile automation process. Educate the audience about the project prioritization techniques like MoSCoW, Kano model, and the relative weighting method. Use this PPT presentation to highlight the key priority areas in agile project management. Another important aspect of managing projects is cost. Showcase the agile software project cost using a neat tabular format. You will also get access to the agile program management dashboard diagram to track development. So, smash the download icon and begin instant personalization. Our Scrum Prioritization Techniques PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/2IHexRe
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Slides as presented at the Lean Agile London / Lean Agile Global meetup, Oct. 20, 2022 (https://www.linkedin.com/feed/update/urn:li:activity:6989216827318882304/)
Have you ever wondered how much value you add as an Agile Coach or Scrum Master? Would your organisation get more value from a different approach? Does following other Organisations and Scaling Frameworks lead to long-term success?
During this session, I will explain how I helped IAG Loyalty explore what agile meant for them, leading to experiments such as no Agile Coaches, outcome-based thinking, flight levels and a unique flavour of agile that took over a year to define.
The journey might sound easy in one paragraph, but it was far from it. I will share the highs and lows of working with an airline during a pandemic and the trials and tribulations of having no set framework to follow.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Backlog refinement is not a Scrum event, but instead is an ongoing activity during the Sprint required to decompose, describe, estimate, and order backlog items in the Product Backlog.
This material is divided into two sections. The first section reviews the basics of backlog refinement, covering various options for conducting the activity. The second section covers tips for maintaining a healthy backlog and potential anti-patterns.
This material was presented at Agile New England in July and August 2022 as "101" introduction and "202" advanced sessions.
Cada vez escuchamos y vemos con más frecuencia el término "agile" en diferentes contextos, generalmente asociando su uso a lograr resultados rápidos o realizar actividades llenas de post-its; sin embargo agile es mucho más que eso! Más que un conjunto de prácticas y herramientas, esta relacionado a una mentalidad (mindset).
"Mindset agile" hace referencia a algo nebuloso e intangible que describe un valor o comportamiento necesario para el éxito de una transformación, metodología, proceso o práctica ágil. Por lo tanto debemos hacer mayor énfasis en "SER AGILE" en lugar de "HACER AGILE".
En este Workshop compartimos una serie de actividades y dinámicas que nos permitirán conocer con más a detalle los Valores y Principios del "Manifiesto por el Desarrollo Ágil de Software", que serán nuestro punto de partida para el desarrollo de una mentalidad ágil como individuo, equipo u organización.
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
When prioritizing requirements in a project, have you ever been in a situation in which virtually all requirements are High Priority or Critical? As you can imagine, ALL requirements being High priority is as "good" as NO requirements having ANY priority at all. Hmm, not very helpful, isn't it? Is there anything we can do about that?
In this presentation/workshop we'll go through some ideas and practices on how to improve the requirements prioritization process.
Agenda topics:
- Why are we talking about Requirements Prioritization?
- What are we talking about?
- Who cares? Why?
- When do (should) we do it?
- How do we do it? Some useful techniques...
- Pitfalls & "Best" Practices
The workshop goes beyond the knowledge presented in this document, working as team with a faster and better Prioritization Process. The outcomes of that experiment in a future presentation.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
20220607 Introduction to Flight LevelsCraeg Strong
The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
Scrum Prioritization Techniques PowerPoint Presentation Slides help you represent the division of large projects into achievable tasks. Use this PPT deck to represent your agile software development approach. Communicate the agile project details and scrum team composition with the visual aid of a well-structured diagram. Demonstrate the goals and phases of your agile project delivery. Explain waterfall technique, scrum-fall, lean, or other methodology for agile application development. The data visualizations featured in this PowerPoint slideshow simplify the translation of agile architecture, and agile automation process. Educate the audience about the project prioritization techniques like MoSCoW, Kano model, and the relative weighting method. Use this PPT presentation to highlight the key priority areas in agile project management. Another important aspect of managing projects is cost. Showcase the agile software project cost using a neat tabular format. You will also get access to the agile program management dashboard diagram to track development. So, smash the download icon and begin instant personalization. Our Scrum Prioritization Techniques PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/2IHexRe
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Slides as presented at the Lean Agile London / Lean Agile Global meetup, Oct. 20, 2022 (https://www.linkedin.com/feed/update/urn:li:activity:6989216827318882304/)
Have you ever wondered how much value you add as an Agile Coach or Scrum Master? Would your organisation get more value from a different approach? Does following other Organisations and Scaling Frameworks lead to long-term success?
During this session, I will explain how I helped IAG Loyalty explore what agile meant for them, leading to experiments such as no Agile Coaches, outcome-based thinking, flight levels and a unique flavour of agile that took over a year to define.
The journey might sound easy in one paragraph, but it was far from it. I will share the highs and lows of working with an airline during a pandemic and the trials and tribulations of having no set framework to follow.
Becoming agile with Peapod Labs Sr. Product OwnerPromotable
What is Agile and what does it have to do with Product Management? We always hear companies use jargon like Agile. We know it's important, however many people don't understand what it is, when or why to use it and how to get started implementing Agile into your company's processes.
Takeways:
What is Agile? A mindset, not just a process
How to get started?
Development Cycle: From Project to Backlog
Agile Product Development Live cycle
Building an Agile Mindset into a Company’s Transformation.
About the Instructor: Rodrigue Carneiro is a Senior Product Manager at Peapod Digital Labs. He was previously a Sr. Product Manager at Ahold Delhaize, a large European company with a total of 21 brands with 6500 stores. Including Peapod Digital Labs, Food Lion, and Giant grocery stores.
Myth & Fact Of SICER
Agile SICER Framework is a Silver Bullet for Agile Transformation :-
I wish this is True - but it isn't. You can fail just as spectacularly on an Agile transformation project if we don’t follow the principles. But here You'll fail faster as you will be using Agile (due to the transparency and visibility it brings) but unfortunately it's not a silver bullet or an excuse to stop thinking.
Avanza Case Study - Agile Transformation with Customer Focus Mia Kolmodin
Avanza is a tech company with bank licence (you can call them a bank) here in Stockholm. A few years back they started their journey from a traditional silos based organization to a cross functional product organization organized around the customer journey - IT, Product, Marketing and Operations working as one. Here we want to share their story with you that we also had the pleasure to be a small part of.
Background
“Avanza's development organization has grown from 7 to 16 teams during the last 4 years. Great fun, of course, but it also required some prerequisites.
In the fall of 2016, our lead times increased significantly, we had many cross-dependencies between the teams; and, we began to see early signs that our team's motivation was suffering. We were not sure why this was because we had been working in an agile way for over 10 years. We needed to take the next step.
During the past year we have learned a great deal. Based on that, we have created a new team structure that follows our customer's journey and value streams. This new structure includes 16 autonomous teams with end-to-end responsibilities, with clear missions; and, that are linked to our vision. The teams also have responsibility for all channels and have the skills required to deliver on their missions.”
The Avanza product organization is about 200 people (IT/Product/Marketing/Operations)
RESULTS
- Decreased Time to Market, from 5,9 teams involved in a delivery to 1,2 in average
- Increased Strategic Flexibility, Team Missions connected to Customer Journey and
- Feature Teams enable strategic and tactical adjustments along the way
- Happy & Empowered Employees - Teams feeling like a startup. Owns the budget, learning about customer needs, delivering on all touch points and optimizing towards the business strategy.
- Happier Stakeholders - Involved with the teams work & understand the structure of the org
Want to find out how you can do the same? Reach out to Dandy People.
The 4 Components of an Employee-Led Lean InitiativeKaiNexus
Presented by Simon Murray and Benny Ausmus of Big Change Agency
In this KaiNexus webinar, you will learn four elements of Lean transformation, including how to:
Create the environment / culture
Bring in structure and systems
Implement and measure the results
Develop the people
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
The Version One Annual State of Agile survey indicates that 94% of organizations are practicing Agile in one way, shape, or form.
But what might this investment yield besides an Agile label? In many cases, it appears that organization leaders cannot produce concrete data to meet this ask, or articulate the gain clearly using measures that count and impact the bottom line.
One solution is to begin with the desired outcomes driving the adoption and identify both leading and lagging indicators to gauge whether the change initiative is moving the needle and impacting the bottom line. This approach has been successful because it creates alignment and accountability.
Join Michael McCalla, technology leader, transformation specialist, avid agile practitioner and founder of Lean Agile Intelligence, for this interactive session, and learn how this outcome measurement model can help you start changing the conversation!
David Bogaerts, ING Bank | Agile Turkey Summit 2013Agile Turkey
Building a Lean Agile Enterprise
The first Agile pilot at the domestic bank of ING Netherlands started at the end of 2010. Since that moment agility said foot in our IT department. Now we find ourselves in the middle of a transition we didn’t dare to think of in our wildest dreams. We are scaling up to more than 100 Agile teams with all the challenges but also all the advantages this brings.
In this session we will explore the Agile transition through the eyes of a Lean Agile coach. This session will cover:
• some of the interventions that brought us this far, but also
• the many mistakes we made on our way, and of course
• the challenges that are still ahead of us in our constant strive for agility
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
Wspieranie skuteczności liderów w czasach szybkiej zmiany organizacyjnej – studium przypadku
» Ludzka strona fuzji i przejęć
» Rozwój przywództwa w fuzjach i przejęciach
» Action Learning jako kluczowy komponent rozwiązania
Here are the slides from the Kanban Coaching Exchange talk from Daidree Tofano. In this talk she talks about coaching leaders. Please see the you tube channel if you wish to watch the video.
Metaphors for Retrospectives Agile Leicester Meet up talk 2018Helen Meek
A talk that covers diferent types of retrospectives and how to run effective ones focusing on tools and behaviours. This talk also looks at the use of metaphors to add a different dynamics to these sessions.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
4. The IAGL Why
Customer First
Approach
Speed to Market
IAGL Strategic
Ambitions and Growth
Expansion of Digital &
Data Capabilities
Colleagues Feel
Empowered to do their
Best Work
5. The Approach
An evolutionary and inclusive
process, starting from the current
context
One of our key success criteria is
that IAG Loyalty will be able to
self-sustain continuous
improvement widely through the
organisation after I disengage
Internal 5
7. What happened during the first three weeks?
7
28 discovery
meetings, with
over 80
attendees
120 survey
participants
4 LT meetings-
an investment
of 6.5 hours
per LT
member
25+
participants on
the floorplate
mural
Additional 1:1
time with LT,
POs, CCC (by
request)
Patterns and themes started to emerge Week 1 of Discovery
DR and Open sessions used to explore these themes
LT given visibility weekly as these emerged
Themes informed the four pillars
Infographic produced to summarise what we heard
8. 8
Outcome 1
Our way of working
Our way of working is
embedded in our culture. It
shows up in how we do things
and is a critical part of who we
are. New hires and candidates
understand what life is like at
IAG Loyalty.
Confidential - People Team Update 8
Outcome 2
Clear prioritisation
IAG Loyalty colleagues have
a clear understanding of our
strategic priorities and how
they support the delivery of
our strategy. Teams
cross-collaborate to deliver
the value.
Outcome 3
Seamless workflow
Work is flowing through IAG
Loyalty transparently and
efficiently.
We are able to respond
swiftly to changes and can
monitor our capacity to
ensure we focus on the right
priorities.
Outcome 4
Skilled & engaged colleagues
Our colleagues are engaged
and have developed the
capabilities they need to
embed Agile into our culture
and ways of working.
“I know what it means to be
part of IAG Loyalty and how
things are done around here.”
“I am clear on our priorities
and why they are the right
focuses – it helps me decide
where to invest my time.”
“We deliver work effectively,
navigate obstacles and
re-organise ourselves quickly
to find solutions."
“I have the skills I need to do
my job and am clear on our
progress.”
By fully embracing and adopting Agile ways of working, we will power our growth and deliver
greater value to our stakeholders, partners & customers.
11. The Agile Coaching Community is a group of
enthusiastic individuals across IAG Loyalty
whom have been upskilled in agile
coaching, practices, facilitation & more.
The Agile Coaching Community have been
core to the delivery of our Agile Outcomes.
The Success of our Agile Coaching Community
Confidentiality grading goes here
Clear prioritisation, Seamless Workflow and Skilled & Engaged Colleagues
11
Advocacy & Building
Engagement
Workshops that make a
Difference
1 to 1 Support to develop
Agile Capabilities
Making the Strategic
Priority Stream Rollout
Stick
Agile Training for New &
Existing Colleagues
Providing Tooling
Expertise
15. Level 3 - Strategy board
15
Linked to
strategic
priorities with
clear outcomes
WIP limits (Red=Bad)
Explicit Policies
Filters instead
of swimlanes
16. Driven by Data
Delivery Time
We expect this to
increase before it
decreases
If we can decrease arrival
rate so it is equal to
throughput, we can
deliver sustainably
17. In the last 9 months our WIP has decreased from 25 items to 14 items.
This shows us that the Portfolio Kanban is driving the right conversations and behaviours around prioritisation.
WIP – In Delivery
17
18. 18
TAP sync weekly
LT sync fortnightly
SLT use in team meetings…?
Organisation monthly walk the board
Strategy Board Cadences
Cadences
24. 24
Confidential - People Team Update 24
How do we know if we’ve been successful?
Colleagues Engagement
Attrition OHI Survey
Business metrics Efficiencies
Avios
Earned/
Redeemed
Delivery Time
Waste
reduction
Profit
Arrival rate
meeting
throughput*
* Finishing as much work as we start
25. We focus on agility We excel at delivery
We keep learning and
stay curious
We bring passion to
work
We have the courage to
reimagine
Revenue streams
Partners
Customer
Agile embedded
Long term success
Sustainable success
Core business
We’re loyalty pioneers, creating the world’s most rewarding experiences
Our vision
Our values
We take belonging
seriously
Our strategy
Enablers
Measuring success
1 2 3
28. Cycle time
Delivery Time
We expect this to
increase before it
decreases
If we can decrease arrival
rate so it is equal to
throughput, we can
deliver sustainably
29. A Colleague Perspective on the Last Year
Having the whole
company on board has
helped tremendously.
You are able to learn off
of other colleagues and
adapt new ways of
working that they have
tried and tested
I love all of the Kanban
Boards & Jira's including
the portfolio boards, it
makes my work life
more organised and
transparent with my
line manager.
The JIRA boards are great for
visibility of work and assigning
priorities within the team.
The transparency of having a
list of tasks visible to me and
the wider team
motivates/pressures me to
work through tasks and
demonstrate delivery to the
business.
Too much time was spent
talking about what Agile was
and it lacked tangible
vision/application in day to
day work.
Shorter more intense
workshops with practical
application would have
engaged teams faster and
with more enthusiasm.
It doesn't feel like a
'phase', it feels like its
here to stay!
Many areas of work are
dependent on OpCo
engagement and pace.
We should share/brief our
ways of working with OpCos
so they better understand
what we are trying to
achieve and support us in
this journey.
…it's evident to see that
agile application has
much greater utility in
project-based work than
non project-based
work/partner relations.
30. 30
Our Big Learnings
The Portfolio Board is
driving the right
conversations around
prioritisation & capacity
management
Our biggest challenge with
achieving our Agile
ambitions is our interface
with partners and opcos
who don’t work in the same
way
By engaging frequently with
our SLT we achieved higher
levels of engagement and
positively impact our teams
Evolving our own IAG
Loyalty flavour of agile to
meet the unique needs of
our people and our
business is non-negotiable
We could only take the
Agile Evolution so far until
we had the right structure
in place, which was
achieved through the
People realignment
We lacked a baseline in Y1, which
made value demonstration
challenging. We now have this in
place which enables us to
measure the efficiencies the
Evolution has driven through the
organisation
Consistent upskill and
development is key – not
just in the theory but in
practical application
Year 1 focused on putting
the right infrastructure in
place to drive efficiencies
and deliver greater value in
Year 2