Using Scrum as a Pattern Language for Enterprise Transformation
How Scrum Patterns can be used also to introduce Scrum itself into a company. After many years of experience and many attempts to systematically make Scrum introduction into medium and large Enterprises, agile42 shares with you tools and methods used in some of the most successful agile transition.
Why Scrum can\'t fail? A very challenging question that I have been asked to answer at the House of Open Scrum in Munich, a free and open event to propagate Scrum to the masses :-) That\'s my answer... I hope you enjoy it ;-)
Keynote stop scaling... start growing an agile organization!Andrea Tomasini
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.
Application Lifecycle Management and Agile, friends... or foes? (Andrea Toma...Andrea Tomasini
The whole idea of ALM stems from the need to manage in an integrated manner the relationship between business processes and engineering processes. Attempting to integrate practices, information and tools for disciplines such as Requirement Engineering, Project Management, Configuration Management has long been a driver, with the important goal of achieving more transparency, and also more control. Centralization of information into a single authoritative repository moved many original ALM initiatives, but how does that fit with more modern Agile approaches? Is it really possible to have Agile ALM? What would we keep of ALM and what of Agile? Are ALM and Agile friends... or foes? This keynote will offer an agile and pragmatic perspective to Application Lifecycle Management, pinning down the needs, the trade-offs and the reasons to use, or not to use supporting tools
How to get everything right... by doing everything wrong? (Andrea Tomasini, a...Andrea Tomasini
a critical view on business changes in our age, and the impact they are having on structures and organizations which were defined in another century and are not anymore suited for today purposes. Who has the courage to challenge those structure and fully embrace change and uncertainty? How can an agile approach help to better support those changes?
Why practices are not as important as principles?Andrea Tomasini
You might wonder why is not that easy to adopt agile engineering practices and achieve technical excellence. When we think at practices we tend to think at simple things: pinning on the fridge with a magnet the list of shopping items to buy, having a clear prioritised list of things to do, and work that in order… why is then that with Agile practices is not working that easy? What is that Teams are not getting right? Is it that we don’t have the right Software tools? Or we are not collocated? The Agile dilemma is: “To effectively apply practices, you need to understand the principle, to understand the principles you need to practice!”, simply… complicated!
Agile Embedded Software Development, what's wrong with it?Andrea Tomasini
We are in 2014 and still someone is challenging the fact that you can't use an Agile approach to develop embedded systems, why? What's wrong with embedded software development? Well, there are somethings which makes it harder than needed: Dependencies with hardware releases, fixed delivery dates, inadequate software tools, limited adaptation possibility due to hardware costs... and yes, one more thing, really special: culture!
We would like to focus this keynote in analyzing some example cases that include the “limitations” listed above and also give you some hints on how to solve them. Finally we will also attack the “culture” issue. This is especially important for companies which grew out of hardware development and do not have a solid culture that include software, and therefore are stuck with waterfall development process and a traditional view on professional barriers for their employees. These companies are usually the ones not understanding that the complexity for years gone away from pure hardware, and landed in integrated product development. Without more focus in increasing quality of the process and the techniques to build - especially mission critical - functionality, the cost of failure are going to be very high, as the amount of bugs exposed to the users will rise and the competition sharpens at the same time.
Agility and Compliance (Andrea Tomasini, agile42)Andrea Tomasini
Implementing agility in a strongly Regulated environment is sometimes a challenge. Many teams and company do find ways, but most of these are against the agile principles or are turning out to be big impediments. Mostly the problem being that from compliance authorities we get told HOW to do things and not WHAT they will measure to prove quality and compliance. Can we do better? Sure we can, transparency is the key...
The agile reading glasses: foundation principles and history being agile appr...Andrea Tomasini
A quick journey through the foundation of agile and the history behind it. Starting from the process control theory, moving forward through iterative and incremental approach, and the pull principle. Moving on to the continuous improvement focus, stemming from the Lean Thinking and the work done by the fore runners of the Toyota Production System (TPS). Finally discussing how agile thinking can help establishing self-organization and focus on customer value, motivating both the workers and the clients, by establishing healthier short-feedback cycle, with collaboration focused on learning faster together.
Why Scrum can\'t fail? A very challenging question that I have been asked to answer at the House of Open Scrum in Munich, a free and open event to propagate Scrum to the masses :-) That\'s my answer... I hope you enjoy it ;-)
Keynote stop scaling... start growing an agile organization!Andrea Tomasini
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.
Application Lifecycle Management and Agile, friends... or foes? (Andrea Toma...Andrea Tomasini
The whole idea of ALM stems from the need to manage in an integrated manner the relationship between business processes and engineering processes. Attempting to integrate practices, information and tools for disciplines such as Requirement Engineering, Project Management, Configuration Management has long been a driver, with the important goal of achieving more transparency, and also more control. Centralization of information into a single authoritative repository moved many original ALM initiatives, but how does that fit with more modern Agile approaches? Is it really possible to have Agile ALM? What would we keep of ALM and what of Agile? Are ALM and Agile friends... or foes? This keynote will offer an agile and pragmatic perspective to Application Lifecycle Management, pinning down the needs, the trade-offs and the reasons to use, or not to use supporting tools
How to get everything right... by doing everything wrong? (Andrea Tomasini, a...Andrea Tomasini
a critical view on business changes in our age, and the impact they are having on structures and organizations which were defined in another century and are not anymore suited for today purposes. Who has the courage to challenge those structure and fully embrace change and uncertainty? How can an agile approach help to better support those changes?
Why practices are not as important as principles?Andrea Tomasini
You might wonder why is not that easy to adopt agile engineering practices and achieve technical excellence. When we think at practices we tend to think at simple things: pinning on the fridge with a magnet the list of shopping items to buy, having a clear prioritised list of things to do, and work that in order… why is then that with Agile practices is not working that easy? What is that Teams are not getting right? Is it that we don’t have the right Software tools? Or we are not collocated? The Agile dilemma is: “To effectively apply practices, you need to understand the principle, to understand the principles you need to practice!”, simply… complicated!
Agile Embedded Software Development, what's wrong with it?Andrea Tomasini
We are in 2014 and still someone is challenging the fact that you can't use an Agile approach to develop embedded systems, why? What's wrong with embedded software development? Well, there are somethings which makes it harder than needed: Dependencies with hardware releases, fixed delivery dates, inadequate software tools, limited adaptation possibility due to hardware costs... and yes, one more thing, really special: culture!
We would like to focus this keynote in analyzing some example cases that include the “limitations” listed above and also give you some hints on how to solve them. Finally we will also attack the “culture” issue. This is especially important for companies which grew out of hardware development and do not have a solid culture that include software, and therefore are stuck with waterfall development process and a traditional view on professional barriers for their employees. These companies are usually the ones not understanding that the complexity for years gone away from pure hardware, and landed in integrated product development. Without more focus in increasing quality of the process and the techniques to build - especially mission critical - functionality, the cost of failure are going to be very high, as the amount of bugs exposed to the users will rise and the competition sharpens at the same time.
Agility and Compliance (Andrea Tomasini, agile42)Andrea Tomasini
Implementing agility in a strongly Regulated environment is sometimes a challenge. Many teams and company do find ways, but most of these are against the agile principles or are turning out to be big impediments. Mostly the problem being that from compliance authorities we get told HOW to do things and not WHAT they will measure to prove quality and compliance. Can we do better? Sure we can, transparency is the key...
The agile reading glasses: foundation principles and history being agile appr...Andrea Tomasini
A quick journey through the foundation of agile and the history behind it. Starting from the process control theory, moving forward through iterative and incremental approach, and the pull principle. Moving on to the continuous improvement focus, stemming from the Lean Thinking and the work done by the fore runners of the Toyota Production System (TPS). Finally discussing how agile thinking can help establishing self-organization and focus on customer value, motivating both the workers and the clients, by establishing healthier short-feedback cycle, with collaboration focused on learning faster together.
From a Product Vision to a running software... and back again, and agile coac...Andrea Tomasini
Eliciting Requirements and breaking them down into actionable tasks is a challenge that requires both creativity and a systematic and analytical approach. Applying agility to Requirement Engineering, means much more than focusing on full bandwidth communication instead of documentation... Discovering a more empirical approach to Requirement Engineering - an approach that allows you to focus systematically on what needs to be done, as well as allowing creative tension to emerge and find the simplest and more concrete solutions for your Requirements engineering
How to grow your organization resilience and anti-fragilityAndrea Tomasini
Bringing agility to an organizational level requires a set of new skills and practices to emerge. While we have plenty of example on how agility can impact teams performance, by adopting well proven practices, there is still a lot of uncertainty in what to bring to an organizational level. Inspecting and adapting as an organization requires different structures and a more strategic approach, if we want to maximize the learning effect. Chaotic and uncontrolled experimentation and local adaptations can rapidly tear an organization apart. Focus on value and customers are important to set a common direction, but to roll out a shared strategy we need a solid and coherent cultural context, or the strategy will fail. Explicitly measuring and designing culture is a key enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change and enabling people to participate in creating rapid value, is the one thing that might save your company in the rough waters of today's market... Are you ready for the challenge?
Why self-organization might not work, and what has that to do with the compan...Andrea Tomasini
On the way toward becoming more agile, we often stumble on issues which are sometimes simple in hindsight, but when we are at it, they seem impossible challenges. We might start with an agile team, probably following the Scrum framework and having quite some fun while learning and delivering more value with our colleagues. At a certain point though the expected “hyper productivity” that some folks in the agile world are talking about doesn’t seem to be something achievable at all, and we comfortably think, that must be just marketing, or even the effect of the Chinese Whispers. But if we reflect ourselves on it, and have the courage to look deep and understand why things aren’t going the way they should, we often come to learn a lot. Question such as: “By the way, why do we still have Team Leader in a self-organizing team?” or “What is the role of a Tech Lead in a Scrum team?” up to “Why are we still estimating and planning upfront if we are doing agile development?” inevitably pop up. Is it a trust issue? is it a cultural problem? or is it an organizational design issue? Maybe the answer, as many times happen in complex situation is a mixture or neither of those.
Explore together with me what implications these dimensions have on the way teams will develop further or not develop. Also how do other companies around the world relate to this challenges, and maybe you can learn something from that…
How can we reconcile the light touch approach of agile development teams to the governance and information security requirements such as Data Privacy and Regulatory Compliance? I discuss how to bring together the apparently conflicting needs of information security and agile, and show by example how agile teams actually approach tough regulatory requirements and good governance.
Improve the chances of success of your organization with Resilience and Antif...Andrea Tomasini
Explicitly measuring and designing culture is an enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change is the one thing that might save your company in the rough waters of todays market. Are you ready for the challenge?
Herding cats, or the art of scaling agile teamsDave Sharrock
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an agile world, and discuss how to move from a handful of teams to many teams and many product lines.
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...Dave Sharrock
Agile organizations move work to dedicated teams, rather than move people to projects. In order to succeed, the Business Analyst needs to continually compare the value of different projects or work requirements to make sure that the teams are working on the most valuable items at any one time. But how can you compare new features that increase your profitability with platform migrations that increase your system stability or administrative features that reduce operational overhead? Where do BAs spend their time and how do stakeholders get their critical projects done?
The Experience Canvas provides a one-page requirement definition that allows stakeholders to effectively discuss and estimate the value of each requirement.
Using the Experience Canvas, we show how:
Stakeholders can compare and contrast the value of very different requirements with very different objectives,
Business Analysts can estimate return-on-investment using effort estimates from the team (investment) and value estimates from the stakeholders (return).
Out of Sight, Out of Mind: Survival tricks and tools for remote developersAlessio Bragadini
Presented at PycCon 8, Florence 7 April 2017 – Remote working and “smart working” is very much in fashion these days, but what does it entail for the daily routing of a distributed development team? We will talk about tools, the disputed use of email, Skype, Slack but more specifically about time management, what you can expect from yourself and from other members of the remote team. Is your company “remote-friendly” or rather “remote-first”? When it’s time to spend a few days in physical proximity with your colleagues? We will share some examples out of the experience of a distributed team actively working with Python and Django on a daily basis, and show how you can make it all work, if you work on it.
What the presentation is not about:
- Explaining why self-organized teams
- Explaining what a self-organized team is
- Explaining what a team is
- Explaining the boundaries and conditions to make self-organization to happen
What the presentation is about:
- Show an structured way of supporting self-organization throw my personal experience.
Giving Teams the Roots to Grow and Wings to FlyDave Sharrock
We introduce useful and proven practices that increase the sticking power of new agile teams, allowing them to stay agile long into the future. To create sustainable change, agile teams have to overcome organizational gravity that pulls them back into the old, comfortable ways of working. New agile teams are especially at risk of falling back after the coaches leave or the agile transition is declared ‘over’. By helping the team set expectations early, the +15 practices provide support just when the team is most vulnerable, and increases the chance of creating lasting change.
We introduce two concepts, the +15 Team and the +15 Flightplan, that support teams not just at the beginning of a transformation, when management attention and resources are focused on the effort, but much later on as the teams begin unlocking some of the more challenging engineering practices, such as continuous integration or continual refactoring which take time and repeated practice to achieve. You will learn how to work with a new team to apply these concepts, and how the team can use these to guide growth over time.
Successful Agile transformations are built on successful Agile teams; achieving sustainable success depends on helping those teams grow and evolve over time. But in order to be self-organized and self-directed, newly formed agile teams need an example to follow; they need to have a glimpse of where a team can get to after 3, 6 or 12 months of continual retrospection, learning and improvement. Unfortunately, in many cases, there are few examples of such success around them. In a large organization, the inertia of existing cultural norms is likely to weigh down on any visions of excellent execution, diluting the vision and ultimately limiting the success of the teams and the transition.
The +15 Team is a simple exercise to focus the team on developing good agile behaviors that provide the roots from which a team can grow. The +15 Flightplan is a workshop or game that delivers a long-term plan for agile maturity created by the team that allows the team to soar over time. Participants will be introduced to this technique as a way to better guide the team’s development over time as well as learn how and when to respond. Spending just minutes at every retrospective using these artifacts can make the difference between a team returning to old habits and performance levels or striding forward to become self-directed, high-performing agile teams.
Stop scaling... Start growing an Agile Organization!Andrea Tomasini
Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different.
Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for.
In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally.
The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms.
The complexity of scaling agile in a large organization
Fundamental principles on “growing”
Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees)
The principles are simple, but they must apply to the organization, not the product or the system architecture.
The heartbeat of a growing organization.
The Good Shepherd - the Role of BAs in AgileDave Sharrock
Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to deliver work requests? Or should the BA take on the role of Product Owner, working with the business to define the work requests and ranking them to maximize value delivery? Is the BA best suited to the ScrumMaster, guiding the team to predictable delivery? Or is there some other role we've not talked about? The answer, of course, is 'it depends'. We will discuss the different roles on an agile team, and investigate how the traditional responsibilities of a BA role fit within the agile context. What we want to understand is how the BA fits into the agile development process, considering how the agile team works, and how the responsibilities of the BA are addressed in an agile environment.
For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences.
An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value.
ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.
Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)
How shifting thinking about an organisation as a biological, natural systems, opens significant options about how to design a better organisation. Using Nassim Taleb Antifragility concept, combined with the Cynefin Framework from Dave Snowden, it is possible to identify principles which will allow to design a better and more Resilient, possibly Antifragile organisation. In this presentation I am sharing the 6 Design Principles for an agile organisation that are at the core of the agile42 Enterprise Transition Framework (ETF). There are concrete examples from some of the companies that allowed us to share pictures.
Agile teams form the building blocks for agility. Having strong agile teams allows an organization to overcome systemic issues and adapt the product development process to the needs of the business. Agile teams that are not self-organizing and continually learning can quickly become subsumed by the challenges around them. So what does it mean for a team to be agile? We look at the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.
The rise of the Lean Startup has led to a deeper understanding of the importance of validating business ideas, from new features to new business models. But many tools available to the Product Owner aren't adapted to rapid validation. Starting from the principles and practices of agile product management, from defining the product vision to creating story maps and refining the product backlog, you will learn about key practices that incorporate the lean startup principles, allowing a Product Owner to bring the build-measure-learn cycle alive and ultimately earn more value more quickly.
Valtech - Connecting Product Vision to Everyday Agile WorkValtech
Connecting Product Vision to Everyday Agile Work.
Kelly R. Looney, Principal Process Engineer, Valtech US
Kelly.Looney@valtech.com
Agile Day 2012
Valtech
From a Product Vision to a running software... and back again, and agile coac...Andrea Tomasini
Eliciting Requirements and breaking them down into actionable tasks is a challenge that requires both creativity and a systematic and analytical approach. Applying agility to Requirement Engineering, means much more than focusing on full bandwidth communication instead of documentation... Discovering a more empirical approach to Requirement Engineering - an approach that allows you to focus systematically on what needs to be done, as well as allowing creative tension to emerge and find the simplest and more concrete solutions for your Requirements engineering
How to grow your organization resilience and anti-fragilityAndrea Tomasini
Bringing agility to an organizational level requires a set of new skills and practices to emerge. While we have plenty of example on how agility can impact teams performance, by adopting well proven practices, there is still a lot of uncertainty in what to bring to an organizational level. Inspecting and adapting as an organization requires different structures and a more strategic approach, if we want to maximize the learning effect. Chaotic and uncontrolled experimentation and local adaptations can rapidly tear an organization apart. Focus on value and customers are important to set a common direction, but to roll out a shared strategy we need a solid and coherent cultural context, or the strategy will fail. Explicitly measuring and designing culture is a key enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change and enabling people to participate in creating rapid value, is the one thing that might save your company in the rough waters of today's market... Are you ready for the challenge?
Why self-organization might not work, and what has that to do with the compan...Andrea Tomasini
On the way toward becoming more agile, we often stumble on issues which are sometimes simple in hindsight, but when we are at it, they seem impossible challenges. We might start with an agile team, probably following the Scrum framework and having quite some fun while learning and delivering more value with our colleagues. At a certain point though the expected “hyper productivity” that some folks in the agile world are talking about doesn’t seem to be something achievable at all, and we comfortably think, that must be just marketing, or even the effect of the Chinese Whispers. But if we reflect ourselves on it, and have the courage to look deep and understand why things aren’t going the way they should, we often come to learn a lot. Question such as: “By the way, why do we still have Team Leader in a self-organizing team?” or “What is the role of a Tech Lead in a Scrum team?” up to “Why are we still estimating and planning upfront if we are doing agile development?” inevitably pop up. Is it a trust issue? is it a cultural problem? or is it an organizational design issue? Maybe the answer, as many times happen in complex situation is a mixture or neither of those.
Explore together with me what implications these dimensions have on the way teams will develop further or not develop. Also how do other companies around the world relate to this challenges, and maybe you can learn something from that…
How can we reconcile the light touch approach of agile development teams to the governance and information security requirements such as Data Privacy and Regulatory Compliance? I discuss how to bring together the apparently conflicting needs of information security and agile, and show by example how agile teams actually approach tough regulatory requirements and good governance.
Improve the chances of success of your organization with Resilience and Antif...Andrea Tomasini
Explicitly measuring and designing culture is an enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change is the one thing that might save your company in the rough waters of todays market. Are you ready for the challenge?
Herding cats, or the art of scaling agile teamsDave Sharrock
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an agile world, and discuss how to move from a handful of teams to many teams and many product lines.
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...Dave Sharrock
Agile organizations move work to dedicated teams, rather than move people to projects. In order to succeed, the Business Analyst needs to continually compare the value of different projects or work requirements to make sure that the teams are working on the most valuable items at any one time. But how can you compare new features that increase your profitability with platform migrations that increase your system stability or administrative features that reduce operational overhead? Where do BAs spend their time and how do stakeholders get their critical projects done?
The Experience Canvas provides a one-page requirement definition that allows stakeholders to effectively discuss and estimate the value of each requirement.
Using the Experience Canvas, we show how:
Stakeholders can compare and contrast the value of very different requirements with very different objectives,
Business Analysts can estimate return-on-investment using effort estimates from the team (investment) and value estimates from the stakeholders (return).
Out of Sight, Out of Mind: Survival tricks and tools for remote developersAlessio Bragadini
Presented at PycCon 8, Florence 7 April 2017 – Remote working and “smart working” is very much in fashion these days, but what does it entail for the daily routing of a distributed development team? We will talk about tools, the disputed use of email, Skype, Slack but more specifically about time management, what you can expect from yourself and from other members of the remote team. Is your company “remote-friendly” or rather “remote-first”? When it’s time to spend a few days in physical proximity with your colleagues? We will share some examples out of the experience of a distributed team actively working with Python and Django on a daily basis, and show how you can make it all work, if you work on it.
What the presentation is not about:
- Explaining why self-organized teams
- Explaining what a self-organized team is
- Explaining what a team is
- Explaining the boundaries and conditions to make self-organization to happen
What the presentation is about:
- Show an structured way of supporting self-organization throw my personal experience.
Giving Teams the Roots to Grow and Wings to FlyDave Sharrock
We introduce useful and proven practices that increase the sticking power of new agile teams, allowing them to stay agile long into the future. To create sustainable change, agile teams have to overcome organizational gravity that pulls them back into the old, comfortable ways of working. New agile teams are especially at risk of falling back after the coaches leave or the agile transition is declared ‘over’. By helping the team set expectations early, the +15 practices provide support just when the team is most vulnerable, and increases the chance of creating lasting change.
We introduce two concepts, the +15 Team and the +15 Flightplan, that support teams not just at the beginning of a transformation, when management attention and resources are focused on the effort, but much later on as the teams begin unlocking some of the more challenging engineering practices, such as continuous integration or continual refactoring which take time and repeated practice to achieve. You will learn how to work with a new team to apply these concepts, and how the team can use these to guide growth over time.
Successful Agile transformations are built on successful Agile teams; achieving sustainable success depends on helping those teams grow and evolve over time. But in order to be self-organized and self-directed, newly formed agile teams need an example to follow; they need to have a glimpse of where a team can get to after 3, 6 or 12 months of continual retrospection, learning and improvement. Unfortunately, in many cases, there are few examples of such success around them. In a large organization, the inertia of existing cultural norms is likely to weigh down on any visions of excellent execution, diluting the vision and ultimately limiting the success of the teams and the transition.
The +15 Team is a simple exercise to focus the team on developing good agile behaviors that provide the roots from which a team can grow. The +15 Flightplan is a workshop or game that delivers a long-term plan for agile maturity created by the team that allows the team to soar over time. Participants will be introduced to this technique as a way to better guide the team’s development over time as well as learn how and when to respond. Spending just minutes at every retrospective using these artifacts can make the difference between a team returning to old habits and performance levels or striding forward to become self-directed, high-performing agile teams.
Stop scaling... Start growing an Agile Organization!Andrea Tomasini
Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different.
Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for.
In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally.
The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms.
The complexity of scaling agile in a large organization
Fundamental principles on “growing”
Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees)
The principles are simple, but they must apply to the organization, not the product or the system architecture.
The heartbeat of a growing organization.
The Good Shepherd - the Role of BAs in AgileDave Sharrock
Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to deliver work requests? Or should the BA take on the role of Product Owner, working with the business to define the work requests and ranking them to maximize value delivery? Is the BA best suited to the ScrumMaster, guiding the team to predictable delivery? Or is there some other role we've not talked about? The answer, of course, is 'it depends'. We will discuss the different roles on an agile team, and investigate how the traditional responsibilities of a BA role fit within the agile context. What we want to understand is how the BA fits into the agile development process, considering how the agile team works, and how the responsibilities of the BA are addressed in an agile environment.
For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences.
An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value.
ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.
Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)
How shifting thinking about an organisation as a biological, natural systems, opens significant options about how to design a better organisation. Using Nassim Taleb Antifragility concept, combined with the Cynefin Framework from Dave Snowden, it is possible to identify principles which will allow to design a better and more Resilient, possibly Antifragile organisation. In this presentation I am sharing the 6 Design Principles for an agile organisation that are at the core of the agile42 Enterprise Transition Framework (ETF). There are concrete examples from some of the companies that allowed us to share pictures.
Agile teams form the building blocks for agility. Having strong agile teams allows an organization to overcome systemic issues and adapt the product development process to the needs of the business. Agile teams that are not self-organizing and continually learning can quickly become subsumed by the challenges around them. So what does it mean for a team to be agile? We look at the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.
The rise of the Lean Startup has led to a deeper understanding of the importance of validating business ideas, from new features to new business models. But many tools available to the Product Owner aren't adapted to rapid validation. Starting from the principles and practices of agile product management, from defining the product vision to creating story maps and refining the product backlog, you will learn about key practices that incorporate the lean startup principles, allowing a Product Owner to bring the build-measure-learn cycle alive and ultimately earn more value more quickly.
Valtech - Connecting Product Vision to Everyday Agile WorkValtech
Connecting Product Vision to Everyday Agile Work.
Kelly R. Looney, Principal Process Engineer, Valtech US
Kelly.Looney@valtech.com
Agile Day 2012
Valtech
K8 2014 - Product Vision and Client Success Kenshoo
Presentation from Kenshoo CRO, Ted Krantz, SVP of Product, Will Martin-Gill, and MD of Client Excellence, Susane Berger, shared at Kenshoo's K8 Summit on September 16th, 2014.
"SCRUM allows us to create better products, more suited to the users' needs. ...Anna Zarudzka
General approach and widely available knowledge make us think that Scrum allows us to create better products. We can make better ones than while using Waterfall approach. It's hard to argue with that.
The question is: Does the iterativeness itself guarantee products that are better for the users?
Is a good Scrum team, presence of the Product Owner and more intense contact with stakeholders enough to form a theoretically better path for the product?
Do we remember about Product Vision? Do we emphasise it enough?
Product Vision is not something additional, it’s not only one high-level sentence of one person. It’s the package of crucial knowledge and THE TOOL OF COMMUNICATION: Target User, Values, Competitors and more.
Agile Testing is nonsense, because Agile is about testing!Andrea Tomasini
Testing is an attitude which brings us to trust results based on the fact that we can validate them. Testing is an approach which allows us to think about how to verify we did the right thing even before starting. Testing is a practice which allows us to write effective tests that can be repeated indefinitely while systematically producing consistent results.
Agile is built around the idea of managing complex projects, recognizing the importance of emerging results and verifying in a very disciplined way the assumptions and hypothesis we make as often and as thoroughly as possible. This means testing everything we do, every day ... So if you are truly Agile, you are living testing in every second of your life!
Mike acaba de completar un entrenamiento de Scrum y siente que ha entendido las bases de Scrum así que está convencido que será beneficioso aplicarlo en su próximo proyecto.
Semanas más tarde, le dan luz verde al proyecto y Mike, entusiasmado, convoca a la primer Sprint Planning. Dado que ha pasado un poco de tiempo desde que revisó por última vez los conceptos de Scrum, Mike revisas sus apuntes, y recuerda que tiene que tener un Product Backlog granulado, una visión compartida, un roadmap, etc.
Mike entra en pánico, puesto que no tiene estas cosas listas, y siente que le ha faltado hacer cosas antes del sprint 1.
La presente charla será una explicación para Mike, de qué cosas podría hacer (un workflow y unas prácticas) antes del primer sprint para iniciarlo de la mejor forma.
From an Idea to a Vision you can implement - Vision workshopVasco Duarte
You've been there. You are tasked with implementing a product that someone else cooked up. What do do next? Follow the spec you say? Wrong!
Developing a product without this Vision is not just waste, it is bad business for you and for your customer.
Before we start implementing any product we must explore it's reason to exist, what customers it benefits and ultimately how it can help your customers (not you!) make money.
In this workshop we will take an example and go through a simple process that helps us explore a product idea to the point that a spec is just a reference, but the product comes alive in the minds of the team members.
Thoughts on Lean Product Development at CAMUG, YYC Nov 2014Dave Sharrock
The rise of the Lean Startup has led to a deeper understanding of the importance of validating business ideas, from new features to new business models. But many tools available to the Product Owner aren't adapted to rapid validation. Starting from the principles and practices of agile product management, from defining the product vision to creating story maps and refining the product backlog, you will learn about key practices that incorporate the lean startup principles, allowing a Product Owner to bring the build-measure-learn cycle alive and ultimately earn more value more quickly.
IBM Innovate2014 - Is Agile Compliance an Oxymoron? Dave Sharrock
Agile software development is a light framework that focusses more on early value delivery and incremental improvement than traditional tasks like detailed up-front planning, comprehensive specifications and technical documentation. But from the perspective of regulatory compliance, this planning and documentation serve a purpose. How can we reconcile agile approaches that value a working product over documentation with the need to meet regulatory requirements for, e.g. medical devices or telecommunications? I will discuss how to bring together the apparently conflicting needs of regulatory compliance and agile, and show by example how agile teams actually approach tough regulatory requirements in finance, healthcare and telecommunications.
Learning Objectives
- How to use agile in a highly-regulated environment
- How to incorporate strict regulatory requirements within an agile development approach
- The power of agile as a risk-limiting software development approach
Team Member to Mgr: “Now I’m in a self-organized team, what do you do exactly?” Mgr: “Um, good question. Come to the talk and find out.”
Learning Objectives:
* Be able to answer the question “What do you do as a manager of an Agile team?”
* Understand the difference between line management, functional management and program management.
* Learn how to influence behavior through visible progress and expectations management rather than telling teams what to do.
* Discover why a focus on flow and value delivery is critical to Agile leadership.
* Bring Dilbert cartoons into your management style without everyone calling you “the pointy haired boss.”
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination, it is not about implementing a model or another…
It feels like someone presented scaling as the ultimate solution to solve every problem… and now everybody wants to buy it, it really feels like an old story. Way to often the focus about scaling agile lands on the delivery of projects, and explicitly on the operational model behind that. Every true Agilist would know that agility is about continuous improvement and excellence as much as it is about delivery of value. The real challenge lays in how to make an organization learn continuous improvement and embed it into its own culture.
Agile Tour Brussels 2014 - Empirical Management ExploredGunther Verheyen
One of the core objectives of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; to be preferred over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Such evidence is primarily found in the outcome of the work. Enter the need of evidence-based decision-making. Evidence thereby becomes the primary source for inspections, which connects to the application of the Scrum Stance in the managerial domain. Enter a new management culture, Empirical Management.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
How to form agile teams talks about the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.
Will Agile work in my embedded development environment?bmyllerup
Agile approaches like Scrum is designed for software development, but will it also work when we add electronics development and mechanical construction to the practices? Come and get insights from the experiences of a Certified Scrum Trainer who actually did the work himself. You will learn about how to setup teams that have the combined skill-set of software, electronics and mechanical engineers...
Slides from today talk at the Digital World NRW, in Düsseldorf. The story of sipgate agile journey and the importance of aligning the culture to make sure the practices stick and evolve. Self-management is something which requires continuous attention, and leadership support.
Herding cats or flocking birds - agile portfolio managementDave Sharrock
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, once the teams have established a predictable velocity, the product roadmap becomes relatively easy to visualize, whether by timeframe or feature set. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, with the risk that the coordination cost becomes higher and efficiency falls. In this talk, we consider some ground rules for visualizing work across multiple teams and discuss how dependencies are coordinated across different teams and product lines.
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Enter the need of evidence-based decision-making, which is a great start in bringing the Scrum Stance to the managerial domain, leading to a new management culture, Empirical Management.
Gunther Verheyen uses ‘Evidence-Based Management’ to go into an exploration of empirical management as the best fit for the age of agile.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
This is my talk about agile governance from Tampere Goes Agile 2012. This is also my first public presentation on the topic and the slides will be improved in the future.
Governance issues happen in all but the most trivial agile transitions. For example, an organization that is starting to use Scrum introduces the Product Owner role and a twice-weekly sync meeting for all POs. The established Project Management Office however continues to run the monthly project pipeline meeting where projects are given permission to start or close down. So there are now two different groups that are formally responsible for making resource investment decisions. (This particular situation is reflected in the title of my talk.)
Agile governance is a broad topic. Mainly, it's a sensemaking method that brings out the actual governance structures in the organization, which may differ from the planned or desired governance structures. Through this we can study how governance is set up in agile organizations, and also what happens in organizations that are going through a transition. Eventually, we may arrive at some governance guidelines or perhaps even a ready-to-roll governance model for agile organizations.
The topic is important and we hope that it will eventually be addressed in all sensible agile transition methods and frameworks. :-)
We all know the engineering practices we should be using, and many teams I meet say that they have plans to start unit testing or test automation, ‘in the next 6 months’. But for a variety of reasons familiar to all of us, like time pressure and ever increasing demands from the customer, these worthy plans rarely come to pass. Using experiences from starting agile teams, I’ll throw out some proven strategies for getting a toe hold in adopting great agile practices, as well as looking at real examples from the audience and how we might accelerate the adoption of good practices.
Is your organisation reaping the possible benefits of scaling agile? Ralf Kruse
Many organisations introduce agile and do not get what was promised: customers delighted by frequent releases of value, passionate employees, happily swarming on challenging problems... What is missing?
This provocative talk will enable you to ask the right questions to find the right answers for your organisation. You won't get to the top by copying others.
Agile, especially at scale, is a huge chance for your organisation and its people to thrive. Does this sound like your company?
http://www.scrum-day.de/vortraege/isyourorganisationreapingthepossiblebenefits.html
http://www.agile42.com/en/blog/2013/06/11/your-organization-reaping-possible-benefits-scaling-agile-12june-2013-scrum-day-berlin/
This is the talk I am doing at the 2010 SQE Better Software/Agile Development Practices Conference in Vegas this week. Not much new, but this is a combination of several ideas from many of my existing presentations.
Similar to Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42) (20)
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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