Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The Art of the Retrospective: How to run an awesome retrospective meetingChris Smith
The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
* Structuring the meeting to succeed
* Setting the right tone
* Activities to gather data
* Activities to generate insights
* How to decide what to do
* How to manage retrospective actions
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The Art of the Retrospective: How to run an awesome retrospective meetingChris Smith
The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
* Structuring the meeting to succeed
* Setting the right tone
* Activities to gather data
* Activities to generate insights
* How to decide what to do
* How to manage retrospective actions
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
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.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
Prioritization Techniques for Agile TeamsTarang Baxi
Have you ever been in a prioritization discussion where the only priorities are High, Higher, and Highest? Or tried using MoSCoW to prioritize user stories only to find
that 80% of the cards are 'Must Have'?
In this tutorial, we introduce a gamut of different prioritization methods, ranging from simple techniques like stacked ranking or MoSCoW that classify items along a single dimension to multi-dimensional techniques like priority quadrants, Story Maps, and Innovation Games®. We cover pruning feature trees, spending fake currency, and using visual metaphors, while truly identifying what the most important stuff really is. This was most recently presented at the Agile India 2013 conference in Bangalore.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Evidence Based Management - Measuring value to enable improvement and agilityScrum Australia Pty Ltd
by Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market, and how these contribute to an organisation’s ability to deliver business value.
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.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
Prioritization Techniques for Agile TeamsTarang Baxi
Have you ever been in a prioritization discussion where the only priorities are High, Higher, and Highest? Or tried using MoSCoW to prioritize user stories only to find
that 80% of the cards are 'Must Have'?
In this tutorial, we introduce a gamut of different prioritization methods, ranging from simple techniques like stacked ranking or MoSCoW that classify items along a single dimension to multi-dimensional techniques like priority quadrants, Story Maps, and Innovation Games®. We cover pruning feature trees, spending fake currency, and using visual metaphors, while truly identifying what the most important stuff really is. This was most recently presented at the Agile India 2013 conference in Bangalore.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Evidence Based Management - Measuring value to enable improvement and agilityScrum Australia Pty Ltd
by Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market, and how these contribute to an organisation’s ability to deliver business value.
Gaining benefit at the Enterprise level is all about betting on the risk of success. We breakdown the needs for a winning architecture technique with a template example based approach. Feel free to reach out to and if more details are required or you have an opportunity to explore
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
What Is Product Value Realization by former EE Product ManagerProduct School
In the context of the product management holy trinity of desirability, feasibility and viability this discussion will zoom in on the latter aspect.
This session was about how as Product Managers and organizations we can ensure we realize value from the creation of products and services. As Product Managers we aim to deliver value to our customers, clients and stakeholders and spend a lot of time convincing them that we will be able to do this.
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Performance Metric PowerPoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of nineteen slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/30vqr7C
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
Semi Standard Structured Report PowerPoint Presentation SlidesSlideTeam
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Semi Standard Structured Report PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of twenty slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. https://bit.ly/3gfJIi5
Oded Tamir. To Measure What Matters – Evidence Based Management (EBM) & KPIBrainRain
Oded Tamir, a Lead Coach and Trainer at Agilesparks, shared his thoughts on "What" and "How" organizations measure. The EBM Model, Evidence Based Management Model, which is presented combines an empirical process with KPI’s and measurements which indicate the business value delivered.
Empowering retention strategiesin the age of the customer
This white paper addresses:
– Why measurement programs need to change
– Six proven steps for a successful measurement program
– Using customer intelligence to predict and drive change
Summary about the approach "A Lean Way to Customer Experience" and about the key success factors for applying it. It is about the value of the combination of Customer Experience Management and Lean Management.
Why Your Customer HealthScore is Useless and How to Overcome ItBoaz S. Maor
Customer Health Score (CHS) is a common and helpful metric for Customer Success Managers (CSM). But, it is insufficient to address opportunities and challenges with your customers. Why? Because it focuses on the vendor-customer relationship and fails to assess the maturity of the customer in running their business.
This is why Ralf Wiggten and I recently coined the term Customer Maturity Index (CMI) and developed a methodology for its calculation. Combining CMI with CHS provides the clarity needed for effective playbooks to maximize both the customer’s success and yours from the relationship.
This presentation explores the short-comings of common Customer Health Scores, provides the case for Customer Maturity Index, details a suggested methodology for CMI development within a company and provides practical tools for such development.
Agile2022 What parkrun has taught me 2022-07-18.pdfMia Horrigan
’ve been doing Parkrun for a year now. Yes, I’m one of those crazy people that get up early every saturday morning and run 5 Kms with 166490 parkrunners across 20 countries and 1637 locations. After a while, something interesting happened, I was asked to explain estimation to a group of people new to agile ways of working and found that I could explain relative estimation by using my Parkrun experience with my friends.
The requirement is the same – run a distance of 5 kms. However, the time taken will vary widely between runners. Even though the parkrun is a set 5kms, it takes our whole group to finish anywhere between 20 – 55 mins. So why don’t we all finish at the same time? Well, there are a number of factors to consider including our fitness, age, equipment and expertise at running as well as the complexity of the course. The same is true with estimations for work products. There is natural variability between estimates by people based on context, team members capability and so forth.
As a Professional Scrum Trainer (PST), I have found Parkrun anecdotes a relatable way to explain some complex concepts such as velocity, pairing, relative estimation, sprinting, sustainable pace and more. This presentation is for people wanting to understand agile principles as it will share these and other training tips and techniques that you can use with your teams.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
Activating improvements through retrospectives Mia Horrigan
had been sitting in a few team retrospectives and hearing the same old tired pattern of "what went well, what didn't, what can we improve". The teams were bored, I was bored, they were just doing mechanical Scrum. Retrospectives are such a powerful tool to drive continuous improvement, but what i was seeing was a stagnation and the true value of this event was being lost.
End of the Sprint was coming up so as the enterprise agile coach, I thought I'd provide some of my favourite patterns and ended up providing my 20 Scrum Masters with a playbook to accelerate and reinvigorate learning and improvement, retrospectives and ideas as well as links to where to find more.
Would love to share these patterns with you, discuss the pain points we were experiencing and how we were able to reinvigorate this event and improve overall quality of our delivery. It will be a workshop so would also love to hear your favourite patterns so we can share them with the group in this workshop and help inspire our teams to strive for activating real improvements.
Strategic planning for agile leaders - AgileAUs 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
When scaling Agile at an enterprise level, coordination and alignment across multiple teams is challenging as whilst Agile teams are self-organising and empowered, someone needs to steer the train to keep it on the tracks to facilitate program level processes and execution, escalate impediment, manage risk, and drive program-level continuous improvement. In this presentation I share my experiences of being a Release Train Engineer on a transformational project across a large government enterprise and explore the challenges and lessons learnt. In particular, I will focus on the Scrum of Scrums and how the RTE is essentially the Master Scrum Master of the Release Train and how to ensure you have Scrum Masters working together towards achieving the goals for the Train's Product Increment.
Confessions of a scrum mom Scrum Australia 2016Mia Horrigan
How to evolve from the Scrum Mom who runs around trying to fix everything to a Scrum Master Sensei that guides the team towards self organisation
In this session Mia draws upon her experiences running a Release train of 85 team members and how at an enterprise level, the Scrum Mom pattern isn't scalable.
Mia will explain that whilst the team may be successful in the short term due to the heroic efforts of the Scrum Mom and a few good individuals, this pattern will not allow facilitation of program level processes and execution and will ultimately prevent the team from becoming a self organised, empowered team.
Mia will present a Scrum Master Maturity model and elaborate on how to apply the model based on the Scrum Master's level of maturity as well as the capability and maturity of the team and the organisation.
Scrummdiddlyumpious and the Killjoys. Two teams , same product but Oh so diff...Mia Horrigan
What makes one team Scrumdiddlyumptious whilst another the Killjoys? At LAST Conference this week, I discussed a tale of two new agile teams within the same branch working on a large scale transformation across the enterprise. These were two of 18 teams now working on this program and in the same 12 month period, one team soared and exemplified the Agile mindset and were empowered, self-organizing, high performing and continuously improving whilst the other team struggled all the way and felt "Agile" was being imposed on them and "killing all their joy".
This was an exploration of the impact of leadership and culture. Whilst these teams were in the same branch and working on the same product, they had different middle level management. The difference in respective leadership style and approach was discussed and we explored how with the right agile leadership mindset, middle managers can make or break a team. Whilst Scrumdiddlyumptious was high performing, the Killjoys was plagued with vested interests, and a lack of agile mindset meant they were given permission not to change. As a results lots of anti-patterns emerged.
Agile product onwership and the business analystMia Horrigan
Business Analysts play an important role: In traditional waterfall projects they usually act as the link between the business units and IT, helping to discover the user needs and the solution to address them. In Agile Teams however, there is no business analyst role. So what happens to the Business Analysts in Scrum teams?
Like other specialist roles, the work of a Business Analyst changes in Scrum. Mia outlines the options for Business Analysts working in a Scrum team and how their knowledge and skills present and opportunity to play a vital role in product ownership. Mia will highlight that Business Analysts tend to have an intimate knowledge of the product plus strong communication skills, and this lends itself to a shift into product ownership.
Growing pains scaling agile in service delivery LAST Conf 2014Mia Horrigan
The team I was working with had a “great problem” – more work than we could deliver. However this success brought mixed blessings as the strain of growing so quickly was starting to show. We had a backlog of work, process issues, resourcing and quality issues and a lot of knowledge residing with one or two of the original start-up team who were now single points of failure.
The innovative, "can do" attitude of the start-up company was still there but we were having growing pains. We knew that what we were experiencing in our market (Australia) would eventually be seen in our USA market if we didn’t find a solution to our growing pains.
We looked to Lean and Agile as a multidisciplinary approach to achieving an effective product strategy, development and delivery capability that could be scaled to the whole organization.
Lean Coffee is an structured but agenda less meeting that allows participants to gather, build and talk.
Our implementation of Lean coffee was a way to informally discuss what was important to the team and look at ways to improve our efficiency, effectiveness and processes within the service delivery team
ACS Presentation : How to teach your team Agile in 3 monthsMia Horrigan
presentation given to ACS Agile Special interest group. Outlines my experiences as an Agile coach introducing Scrum to the team.
By using psychology based approach to implementing Scrum we were able to guide them through the learning process over a three month period
The power to Say NO - Using Scrum in a BAU TeamMia Horrigan
Using Scrum to empower your team during BAU (business as usual) development and maintenance. presentation at the #LAST Conference Melbourne 27 Jul 2012
#LAST (Lean, Agile, Systems Thinking)
Presentation we did to a group of project managers who had not had any exposure to using Agile methodologies. Gives a basic overview of Agile with a User Centered design approach.
As an industry based lobby group we were faced with Legislation to reduce government funding by $1.9B. We needed to respond quickly and adopted an Agile approach to our digital campaign strategy in order to have a skinny version of the website up and running as soon as possible. We used a mix of Scrum and Kanban methods to prioritize widgets we required on the website and ensure our campaign remained responsive to stakeholders and built iterative changes to the site in order to respond to stakeholders and the political debate.
Process/Mechanics
The session will be a short 10min talk focusing on how a mix of Agile approaches, namely Kanban and Scrum were used as a management tool to coordinate the development of a new website for the campaign. The presenter will explain how the adoption of Scrum allowed the team to iteratively build features based on weekly sprint cycles and ensured weekly collaboration and communication between product owner, designers and developers of the website.
The presenter will demnonstrate how the introduction of a Kanban board to the Scrum process helped to manage the backlog of work packages and help focus the team on the ranked priorities for the current sprint. This provided a process to manage Workflow and allowed the team to remain flexible and responsive to the changing environment and stakeholder needs when changes were required mid sprint
Learning outcomes
• The blend of Scrum and Kanban helped to focus the team on the priorities and remain flexible and responsive to the changing environment and stakeholder needs
These Agile methods are an effective management tool and can aid coordination of work effort to deliver a campaign strategy
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.
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
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
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Leadership Ethics and Change, Purpose to Impact Plan
Evidence based management – Measuring value to enable improvement and business agility
1. Evidence Based Management (EBM)
for Business Agility
Scrum Australia 24 October 2018
Mia Horrigan
Partner ZXM and Enterprise Agile Coach
page
01
Mia Horrigan@zenexmachina.com
Blog – www.zenexmachina.wordpress.com
Twitter - @miahorri
www.zenexmachina.com
2. page
02
Has our investment in Agile been
worth it?
2
Organisations invest in
agile processes, tools,
training, and coaching,
but how much are they
getting back?
Has product delivery
improved?
How much happier are
users and the business
customers?
Are employees
empowered and
enabled?
3. page
03
Successful Project ? Success =
• All requirements
delivered…
• By agreed-upon
date…
• For an agreed-
upon cost
“On track” = project
follows plan, hits
milestones
4. page
04
Traditional MeasuresActivity: reflect actions
taken e.g. No. of meetings,
No. of projects, No. people
in team, or cost per period
Output: reflect things that
were produced, No. of
releases, No. of defects
fixed, No. of features
delivered, or even velocity
Using progress as main
guide can be misleading
and misalign business and
delivery organisations
Activity Output
5. page
05
Waterfall Triangle Traditional Iron
Triangle assumes
Minimal change
“Plan — Do”
Problem: focus on
activity and output, not
outcomes and value
Measuring activity just
tells where time was
spent, not whether
value was produced
7. page
07
How is Value Measured?Success = value is
maximised
Quality and capability
are sustainable
Focus on outcomes,
not activity and output
Focus on Business
Value, improvements
and helps
accountability
Only 20% Useful 64% Rarely or Never Used
Chaos Report 2015 Standish Group
8. page
08
Agile Measures
Outcome: measures
that reflect the change
to customers or users.
Impact: Affect on the
company itself
Be value maximisers
What value did we
deliver and what was
the behaviour change
or increased outcome?
Outcome Impact
9. page
09
Evidenced Based Management
(EBM) Key Value Areas (KVAs)
Market Value
(Customer Value)
Organisational
Capability
EBM is an empirical
approach that measures
value delivered as evidence
of organisational agility
Gives organisations the
ability to measure the value
they deliver to customers
and the means by which
they deliver that value,
and to use those measures
to guide improvements in
both
Unrealised
Value
(UV)
Current
Value
(CV)
Ability to
Innovate
(A2I)
Time to
Market
(T2M)
Agility
Business Value
Source Evidenced Based Management Guide
https://www.scrum.org/resources/evidence-based-management
10. page
010
Use of a practice’s effectiveness
does mean we are delivering value
10
Organisations adopting agile product
delivery practices can easily lose
sight of their real goal of improving
the value, by focusing on improving
activities and outputs instead of
business outcomes
Agile is a means to an end, not the
end itself
The whole point of adopting agile
practices is to improve business
performance
When organisations lose sight of
this, managers ask questions that
seem sensible, but might create
unintended and undesirable
consequences
Is build automation
present?
Are code standards
being met?
Are test first practices
being used?
Is the team velocity
increasing? Are developers integrating
code frequently? How
frequently?What is the quality of
the code?
Source Evidenced Based Management Guide
https://www.scrum.org/resources/evidence-based-management
11. page
011
What we Measure is Important
What you measure
translates into what we
think is important
Typically teams are used
to metrics being used
against them
Velocity is data to help aid
team’s own forecasting
not a measure to compare
teams
Counting lines of code is
easy but doesn’t tell
anything about quality, the
functionality provided or
even the effectiveness
Simply
observing a
situation
necessarily
changes
that
situation
Human
tendency to
look for
answers
where it’s
easy to look
12. page
012
Measurement is Strategic
Without measuring
value, the success of any
agile initiative is based
on nothing more than
intuition and assumption
Helps us know if we are
moving closer to the
goals of the organisation
Understand what
actually will be valuable
that we’re not currently
delivering
13. page
013
EBM Approach to Improving Value
13
Evidence Based
Decision-Making is a
process for making
decisions about a
program, practice, or policy
based on Evidence and
informed by experiential
evidence
EBM approach suggests
four phases that enable
organisations to constantly
learn and improve the
value derived from software
investments
1. Measure KVMs
(Key Value Metrics)
2. Select KVAs
(Key Value Areas)
to Improve
3. Conduct
Experiments to
Improve Value
4. Evaluate
Outcome Results
14. page
014
If you had one wish:
What is one measure/s you would
want to improve?
page
014
16. page
016
Reveals the value that the
organisation delivers to
customers, today
Goal: to maximise the value
an organisation delivers at
the present time; it considers
only what exists right now,
not what it might do in the
future
Reveals organisation’s
actual value in the
marketplace but has no
relevance on an
organisation’s ability to
sustain value in the future
Current Value (CV)
17. page
017
How happy are our stakeholders?• How happy are
customers today? Is
their happiness
improving or declining?
•
• How happy are
employees? Is their
happiness improving or
declining?
• How happy are
investors and other
stakeholders? Is their
happiness improving or
declining?
Leading indicators Lagging indicators
• Employee
Satisfaction
• Customer
Satisfaction
• Usage Index
• Revenue per
Employee
• Product Cost
Ratio
18. page
018
Personas
• Who are our
customers?
• What is their story?
• What are their goals,
motivations and pain
points?
• Why do they want to
work with us?
• What outcomes do
they want from our
products?
How would we measure
that!
Understand our Customers
19. page
019
Customers ValueWhat is the
Organisations Value
Proposition?
Why do our customers
work with us?
What outcomes do they
want from our
products?
How would we measure
that!
20. page
020
Current Value and Goal Driven
Prioritisation
Use Impact Mapping to:
• Be goal driven when
coming up with and
prioritising features
• Prioritise features
based on impacts
• Show progress towards
impacts. E.g. how
many features are
finished relate to each
impact? Guides
measurements of
impacts being realised
• Validate an existing list
of features back to a
goal to see if they are
relevant
21. page
021
Visualise goal driven
prioritisation for your
customer
Think Outcome rather
than Deliverable
Helps User
Stories/PBIs to be
outcome focused
Modified Impact Map
Goal – Persona – Impact – Outcome – PBI
22. page
022
Hypothesis Driven Delivery - Express Hypotheses
Adapted from Gothelf and Seiden: Lean UX
We believe [doing this] for [these people] will
achieve [this outcome] We will know that this
is true when we see [this measurement]
changed
Feature
Persona
Outcome
Measure
23. page
023
Current Value – Key Value Measures
KVM Measuring:
Revenue per Employee
The ratio (gross revenue / # of employees) is a key competitive
indicator within an industry. This varies significantly by industry.
Product Cost Ratio
Total expenses and costs for the product(s)/system(s) being measured,
including operational costs compared to revenue.
Employee Satisfaction
Some form of sentiment analysis to help gauge employee
engagement, energy, and enthusiasm.
Customer Satisfaction
Some form of sentiment analysis to help gauge customer engagement
and happiness with the product.
Usage Index
Measurement of usage, by feature, to help infer the degree to which
customers find the product useful and whether actual usage meets
expectations on how long users should be taking with a feature.
25. page
025
The potential future value
that could be realised if
the organization was able
to perfectly meet the
needs of all potential
customers.
Goal: to maximise the
value that the organization
realises from a product
over time
Unrealised Value (UV)
26. page
026
What potential is to be gained?Can any additional money
be made in this market?
Is it worth the effort and
risk to pursue further
returns in this market?
Should further investments
be made to capture
additional Unrealised
Value?
Leading indicators Lagging indicators
• Competitor
strength/weakness
• Customer
acquisition or
defection
• Market share trends
• Overall market
growth/decline
relative to market
share trends
27. page
027
Balance of Current and Future
Benefits
Decision to invest in
one product means not
investing in others
Considering both CV
and UV provides a way
to balance present and
possible future benefits
Current Value
UnrealisedValue
Early version used to test
the market, but there is
great market potential so
investment warranted
High
HighLow
Low
Current “Cash
Cow” with limited
competitors may
not warrant new
investment unless
reinventing
28. page
028
When you test a hypothesis, what is success?
How long would it take for you to know whether
you’ve actually achieved..
• the outcome you wanted to achieve, and
• the impact you wanted to create?
29. page
029
Unrealised Value – Key Value Measures
KVM Measuring:
Market Share The relative percentage of the market controlled by the product.
Customer or user
satisfaction gap
The difference between a customer or user’s desired experience and
their current experience.
31. page
031
Time to Market Organisation’s ability to
quickly deliver new
capabilities, services, or
products
Goal: to minimise the
amount of time it takes for
the organisation to deliver
value
Without actively
managing T2M, the ability
to sustain delivering value
in the future remains
uncertain
• How fast can the organisation learn from
new experiments?
• How fast can we learn from new
information and adapt?
• How fast can we deliver new value to
customers?
32. page
032
What does it take to go from idea
to value and improvement
opportunities?
How can you improve your
time to market and reduce
the time it takes you to get
feedback?
What are the steps needed
from forming an idea to
delivering value to
customers?
33. page
033
Visualise the delivery process
Create a value stream
map that represents your
delivery process
Start with the idea and
end with when the
customer or user realises
value
• What is the current time to
market?
• What bottlenecks are there?
• Identify areas to improve
delivery pipeline
automation, improve
maintainability or remove
technical debt to reduce
waste
34. page
034
T2M MeasuresHow long would it take
for to know whether
we’ve actually
achieved the outcome
we wanted to achieve
and the impact we
wanted to achieve?
Leading indicators Lagging indicators
• Frequency of Build
Success
• Build pass/fail
trends
• Release
Stabilisation trends
• MTTR – mean time
to Repair
• Cycle Time
• Release
Frequency
• Lead Time
• Time to Learn
35. page
035
T2M – Key Value Measures
KVM Measuring:
Build and integration
frequency
The number of integrated and tested builds per time period. For a team that is
releasing frequently or continuously, this measure is superseded by actual
release measures.
Release Frequency
The number of releases per time period, e.g. continuously, daily, weekly, monthly,
quarterly, etc. This helps reflect the time needed to satisfy the customer with new
and competitive products.
Release Stabilization
Period
The time spent correcting product problems between the point the developers say it
is ready to release and the point where it is actually released to customers. This
helps represent the impact of poor development practices and underlying design
and code base.
Mean Time to Repair
The average amount of time it takes from when an error is detected and when it is
fixed. This helps reveal the efficiency of an organization to fix an error.
Cycle Time
The amount of time from when work starts on a release until the point where it is
actually released. This measure helps reflect an organization’s ability to reach its
customer.
Lead Time
The amount of time from when an idea is proposed or a hypothesis is formed until
a customer can benefit from that idea. This measure may vary based on customer
and product. It is a contributing factor for
customer satisfaction.
Time-to-Learn
The total time needed to sketch an idea or improvement, build it, deliver it to users,
and learn from their usage.
37. page
037
Ability to Innovate (A2I)Ability of a organisation
to deliver new
capabilities that might
better meet customer
needs
Goal: to maximise ability
to deliver new products
and innovative solutions
Ability to Innovate helps
avoid software that is
overloaded by low value
features
Continually Re-evaluate A2I by asking:
• What prevents the organisation from
delivering new value?
• What prevents customers or users from
benefiting from that innovation?
38. page
038
Impediments to delivering value
Reduces A2I
As low-value features
accumulate, more of the
budget and time is
consumed maintaining the
product, not increasing
capacity to innovate
Anything that prevents
users from benefitting from
innovation, such as hard to
install software or lack of
capabilities, will also
reduce A2I
Maintaining
multiple code
branches or
product
versions
Complex or
monolithic
application
architecture
Insufficient
product-like
environments
to test on
Lack of
operational
excellence
Lack of
decentralised
decision-
making
Spending too
much time
fixing defects
or reducing
technical debt
Inability to hire
and inspire
talented,
passionate
team-members
39. page
039
A2I MeasuresHow long would it take
for to know whether
we’ve actually
achieved the outcome
we wanted to achieve
and the impact we
wanted to achieve?
Leading indicators Lagging indicators
• Technical Debt trends
• Architectural Coupling
• Defect trends
• Production incident
trends
• Downtime trends
• Number of active
branches, time spent
merging
• Time spent context
switching
• Velocity trends
• Innovation Rate
• Installed Version
Index
• Usage Index
40. page
040
Innovation RateWhat percentage of
your product budget is
spent on:
• Innovation and
building new
functionality
vs.
• Incremental
business change to
expand capacity?
vs.
• Maintaining
business
operations?
Source: Forrester, October 2010, 2011 IT Budget Planning Guide For CIOs Source: 2016-2017 Global CIO Survey N=1081
29%
Incremental business change
Business innovation
18%
58%
2010 2016-17
41. page
041
Innovation rate – Which is Better?
52%
Business innovation
10%
Incremental business change
38%
Business Operations
29%
Business innovation
53%
Incremental business change
18%
Business Operations
What is good depends
on:
• What stage of
Product Development
Life Cycle
• What type of Industry
• Pace of change and
competition for users
• Risk appetite vs
Opportunity
Enablement value
29% is the cross-industry average
across products and systems, roughly
the same for SMB and Enterprise
42. page
042
What can we do to Improve? Support your Scrum Team
in creating great products,
with no defects, that
people actually use
The lower the cost of
supporting your products,
the more resources there
will be for satisfying your
customer’s needs
Building software is largely
a one time cost, support
and maintenance goes on
forever
43. page
043
A2I – Key Value Measures
KVM Measuring:
Usage Index
Measurement of features in the product that are frequently used. This helps capture features
that are rarely or never used.
Innovation Rate
The percentage of effort or cost spent on new product capabilities, divided by total product
effort or cost. This provides insight into the capacity of the organization to deliver new product
capabilities.
Defect trends
Measurement of change in defects since last measurement. A defect is anything that reduces
the value of the product to a customer, user, or to the organization itself. Defects are
generally things that don’t work as intended.
On-Product Index The percentage of the total user base that is using the current version of the product.
Installed Version Index
The number of versions of a product that are currently being supported. This reflects the effort
the organization spends supporting and maintaining older versions of software.
Technical Debt
A concept in programming that reflects the extra development and testing work that arises
when “quick and dirty” solutions result in later remediation.
Production Incident
Trends
The number of times the Development Team was interrupted to fix a problem in an installed
product. The number and frequency of Production Incidents can help indicate the stability of
the product.
Active code branches,
time spent merging code
between branches
These measures are similar to the Installed Version Index, since different deployed versions
usually have separate code branches.
Time spent context-
switching
Number of meetings per day per person, and the number of times a day team members are
interrupted to help people outside the team can give simple insight into the magnitude of the
problem.
46. page
046
EBM Key Value Measures
Current
Value
Revenue per Employee
Product Cost Ratio
Employee Satisfaction
Customer Satisfaction
Usage Index
Time to Market
T2M
Build and integration
frequency
Release Frequency
Release Stabilization Period
Mean Time to Repair
Cycle Time
Lead Time
Time-to-Learn
Ability to Innovate
A2I
Usage Index
Innovation Rate
Defect trends
On-Product Index
Installed Version Index
Technical Debt
Production Incident Trends
Active code branches, time
spent merging code
between branches
Time spent context- switching
Unrealised
Value
Market Share
Customer or user
satisfaction gap
47. page
047
Inspect and AdaptMeasurement helps us
inspect so that we can
adapt and improve our
products and also the way
we work
The spirit of improvement
helps creates innovation
Understanding the changes
of the KVMs prepares the
organization for its next
learning loop and track
changes across time learn
from patterns that emerge Incremental changes performed in small learning loops are
the most effective method for increasing an organisation’s
overall agility
48. page
048
Experiment and Constantly Learn to
Improve Value Derived
Visualise relative
strengths and
weaknesses
Observe the impact of
these practices to
overall organisational
value
Assess the results and
impact of an
experiment to monitor
the trend of value over
time
49. page
049
EBM provides a wholistic view of
Value to enhance Business Agility
Measure success in terms
of value and outcomes, not
output and activity
Celebrate success and
learn what helped create it
Focus on improving results
Run experiments to
understand what is valued,
to build innovative products
users will love
Maximise learning to build
knowledge and capability
Source Evidenced Based Management Guide
https://www.scrum.org/resources/evidence-based-management
50. page
050
50
“If you can't measure it, you can't improve it.” - Peter Drucker
• Current Value is most important - a product that offers no value won’t last long
• User experience is only part of the picture; sustaining and improving value to
customers requires engaged employees and happy investors
• Improving value requires frequent delivery of new value, i.e improve Time2Market
• Understanding and removing impediments to faster delivery is essential
• Measuring Ability2Innovate gives organisations insights needed to remove
barriers
• Improving organisational performance is a cyclic, iterative process
51. page
051
• Measure current conditions
• Set performance goals
• Form small improvement experiments
• Measure to gauge the effect
• Repeating, continuously
Experiment, Measure and Learn
52. page
052
Fin!
Mia Horrigan@zenexmachina.com
Blog – www.zenexmachina.wordpress.com
Twitter - @miahorri
www.zenexmachina.com
Source and Thanks to Patricia Kong- Co Author of Evidenced Based Management https://www.scrum.org/resources/evidence-
based-management