Is governance focused on the right things? Governance is set up to manage risks, resources, and productivity, and operates to assure programs get delivered to realize promised benefits. What if customers don’t buy what’s delivered? What if users hate it? What, if anything, was assured in the business case? Were the benefits guaranteed? Is governance missing an opportunity to add greater value?
There is a tension between agile teams and governance models. Governance is geared more to the things that are valued less in the Agile Manifesto – tools, plans, contracts and documentation. So why not design a governance model that embodies agile and lean principles? What if governance looked for opportunities to create value and eliminate waste instead of asking whether programs are on schedule and within budget? What would governance and portfolios need to look like to enable greater business agility? What new roles would governance take on and what would its operating principles be?
Concept to Cash - Energized Work PresentationEnergized Work
Software isn't the product. The product is the experience generated by the customer's interaction with the software running on some hardware. Viewing product development as a system, this session explores how we use short learning loops to test business assumptions, delight customers, drive profit for the business, and continuously improve how we work. It includes a look at how we create software from the outside in and test-drive operational aspects of the product such as environment management, monitoring and failover.
Historically there has been tension between governance and delivery. Governance folk are concerned with product teams running riot to the detriment of the company. Remember that 17% of innovation projects go so badly that they can threaten the very existence of the company. Product teams, on the other hand, often view governance activities as restrictive, unnecessary and burdensome, making things slow, expensive and occasionally acting as total blockers.
How do we bring these seemingly unreconcilable requirements together? What would governance look like in an ideal world for us to build great products and services, with minimum risk and maximum impact?
Agile on the beach 2014: Contracted to deliver outcomeskrislander
Last week I had the pleasure of attending Agile on the Beach 2014 where I was presenting a talk on the business talk on the business track about the evolution of our approach to delivering for our clients and how that is changing our commercial contracts.
The document discusses co-creation, which involves engaging customers to jointly create value through collaboration. It provides definitions of co-creation, examples from companies that practice co-creation, and approaches to co-creating with both internal and external stakeholders. The document also examines co-creation at BNP Paribas specifically, identifying opportunities to expand their co-creation efforts through different engagement modes, segmentation of stakeholders, and scaling successful initiatives.
Leveraging FinTech by fmr Revolut Head of Product & Expansion (US)Product School
The document discusses building successful fintech startups by reducing friction and creating on-ramps. It provides examples of how companies like Stripe, Square, Coinbase, Revolut, and Robinhood reduced friction in payments, banking, and investing to create access for more customers. These companies analyzed the problems customers were trying to solve and removed steps, simplified pricing and integration to create "highways" and "on-ramps" for users. The document also discusses challenges in building fintech products and how platforms providing modular services could help speed development and lower costs. It argues successful fintech companies have a flywheel opportunity by engaging customers frequently across products to gain better data and expand adjacently.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100 million infrastructure and focuses on delivering excellent customer service and value. The document discusses InTechnology's core values of delivering what it promises through honest, accountable, and responsive service. It then outlines InTechnology's suite of managed services that can help customers save costs while future-proofing their IT, including calls and lines, network services, SIP trunks, and hosted IP telephony.
InTechnology is defined as much by how we do things as by what we do. We don’t simply throw technology at a problem: We collaborate with users
to understand the issues, grasp the context and devise the most appropriate solution. We deliver what we promise. We won’t disappear but will
stick around for the duration. If there’s a problem we’ll get it fixed. If there’s a challenge we’ll rise to it. If you want more, we give you more. If you want less, we scale back. Honesty, accountability and responsiveness are everything.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a single source for a wide choice of proven services, including calls and lines, network services, SIP trunks, hosted IP telephony, data centers, infrastructure services, data services, and unified communications. It aims to provide strategic benefits like cost savings, improved productivity and business agility through a portfolio of fully managed services tailored for each customer's needs.
Concept to Cash - Energized Work PresentationEnergized Work
Software isn't the product. The product is the experience generated by the customer's interaction with the software running on some hardware. Viewing product development as a system, this session explores how we use short learning loops to test business assumptions, delight customers, drive profit for the business, and continuously improve how we work. It includes a look at how we create software from the outside in and test-drive operational aspects of the product such as environment management, monitoring and failover.
Historically there has been tension between governance and delivery. Governance folk are concerned with product teams running riot to the detriment of the company. Remember that 17% of innovation projects go so badly that they can threaten the very existence of the company. Product teams, on the other hand, often view governance activities as restrictive, unnecessary and burdensome, making things slow, expensive and occasionally acting as total blockers.
How do we bring these seemingly unreconcilable requirements together? What would governance look like in an ideal world for us to build great products and services, with minimum risk and maximum impact?
Agile on the beach 2014: Contracted to deliver outcomeskrislander
Last week I had the pleasure of attending Agile on the Beach 2014 where I was presenting a talk on the business talk on the business track about the evolution of our approach to delivering for our clients and how that is changing our commercial contracts.
The document discusses co-creation, which involves engaging customers to jointly create value through collaboration. It provides definitions of co-creation, examples from companies that practice co-creation, and approaches to co-creating with both internal and external stakeholders. The document also examines co-creation at BNP Paribas specifically, identifying opportunities to expand their co-creation efforts through different engagement modes, segmentation of stakeholders, and scaling successful initiatives.
Leveraging FinTech by fmr Revolut Head of Product & Expansion (US)Product School
The document discusses building successful fintech startups by reducing friction and creating on-ramps. It provides examples of how companies like Stripe, Square, Coinbase, Revolut, and Robinhood reduced friction in payments, banking, and investing to create access for more customers. These companies analyzed the problems customers were trying to solve and removed steps, simplified pricing and integration to create "highways" and "on-ramps" for users. The document also discusses challenges in building fintech products and how platforms providing modular services could help speed development and lower costs. It argues successful fintech companies have a flywheel opportunity by engaging customers frequently across products to gain better data and expand adjacently.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100 million infrastructure and focuses on delivering excellent customer service and value. The document discusses InTechnology's core values of delivering what it promises through honest, accountable, and responsive service. It then outlines InTechnology's suite of managed services that can help customers save costs while future-proofing their IT, including calls and lines, network services, SIP trunks, and hosted IP telephony.
InTechnology is defined as much by how we do things as by what we do. We don’t simply throw technology at a problem: We collaborate with users
to understand the issues, grasp the context and devise the most appropriate solution. We deliver what we promise. We won’t disappear but will
stick around for the duration. If there’s a problem we’ll get it fixed. If there’s a challenge we’ll rise to it. If you want more, we give you more. If you want less, we scale back. Honesty, accountability and responsiveness are everything.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a single source for a wide choice of proven services, including calls and lines, network services, SIP trunks, hosted IP telephony, data centers, infrastructure services, data services, and unified communications. It aims to provide strategic benefits like cost savings, improved productivity and business agility through a portfolio of fully managed services tailored for each customer's needs.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100 million infrastructure and focuses on delivering excellent customer service and value. The document discusses InTechnology's core values of delivering what it promises, being responsive to customers, and putting customers first. It then provides an overview of InTechnology's services and managed services journey, highlighting opportunities for cost savings and strategic benefits through adopting its cloud-based solutions.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a single source for a wide choice of proven services, including calls and lines, network services, SIP trunks, hosted IP telephony, data centers, infrastructure services, data services, and unified communications. It aims to provide strategic benefits like cost savings, improved productivity and business agility through its portfolio of services while upholding its values of honesty, accountability and responsiveness.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100 million infrastructure and focuses on delivering excellent customer service and value. The document discusses InTechnology's core values of delivering what it promises while prioritizing customers. It also outlines InTechnology's full suite of managed services that guide customers on their journey to the cloud, including calls and lines, network services, SIP trunks, and hosted IP telephony.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100 million infrastructure and focuses on delivering excellent customer service and value. The document discusses InTechnology's core values of delivering the best technology solutions while prioritizing customer interests. It outlines InTechnology's full suite of managed services and cloud infrastructure to help customers save costs while future-proofing their IT.
InTechnology is a leading managed service provider with over 25 years of experience. It provides a wide range of cloud-based services including hosted voice, network services, data centers, infrastructure services, data services, and unified communications. InTechnology aims to deliver cost savings, improved productivity and business agility to its customers through a customer-focused approach and proven infrastructure. It emphasizes values such as honesty, accountability and responsiveness in how it conducts business.
Startup funding options for Student EntrepreneursJohn Spindler
The document provides an overview of early stage funding options for startups. It discusses bootstrap funding, grants, loans, crowdfunding platforms, accelerators, seed funding, business angels, early stage VC funds, and specialist funds. Key milestones for proving a business model are also presented, such as achieving product/market fit, first customers, and fundraising. Funding amounts range from less than £10k needed to start, to £100k-500k from business angels and early stage VC funds.
The document provides an overview of key considerations for startups raising venture capital funding. It discusses that the founding team is the most important factor and that investors seek a large total addressable market opportunity. Investors want to see the potential for big returns, usually through acquiring a meaningful ownership stake in a very large company. Raising venture capital is just the beginning, as building a successful company is a long journey.
K3 - John Spindler (CEO of Capital Enterprise)pranavtulsian
The document provides information about early stage funding options for startups. It discusses bootstrap funding, grants, loans, crowdfunding platforms, seed funding, business angels, accelerators, venture capital funds, and specialist funds. Key milestones for proving a business model are also outlined, such as achieving product/market fit, first customers, and fundraising. Funding amounts range from less than £10k needed to start, to £100k-500k from business angels and early stage VCs.
The Clothesline Paradox and the Sharing Economy (Keynote file)Tim O'Reilly
My keynote at OSCON 2012 in Portland, July 18, 2012. Focuses on the contribution of open source software to the economy, using the metaphor of "the clothesline paradox" first articulated by Steve Baer in CoEvolution Quarterly in 1975
MEGS-KT Lecture 2 Chris Newman Parity Projects 24th October 2012Andrea Wheeler
This document discusses the creation of a "Conduit" to help small- and medium-sized enterprises (SMEs) participate in the UK's Green Deal program. The Conduit would provide SMEs with a clear route to obtaining work on Green Deal projects and allow them to compete with larger providers. It would offer customers a recognizable brand and reduce costs for SMEs through economies of scale. Key issues to resolve include the financial model, how leads will be assigned, and engaging with Green Deal providers. The next steps outlined are to complete initial legal and business planning and seek funding.
Stratified medicine - How Can We Help Each OtherSpace IDEAS Hub
Stratified Medicine – Opportunities for Business was a session that provided information to help businesses. It included presentations on how the Space IDEAS Hub can help leverage expertise from the space industry, intellectual property, and funding options. The Space IDEAS Hub helps businesses with challenges through innovative solutions, engineering expertise, and analysis. It has experience from space programs and can help spin out new technologies. Intellectual property was discussed, including patents, trademarks, registered designs, and copyright. Finally, funding through business angels and venture capital was covered, including when they provide funding, what they expect from investments, and the assessment process.
The document discusses how digital and social media teams can ensure they earn their keep during tight financial times in the public sector. It notes that budgets have been cut significantly, forcing teams to rethink their approaches. The key points made are:
1) Digital carries some dangerous myths around automatically generating profit that need addressing.
2) A new paradigm has emerged that focuses on collaboration over command and control, participation over passive citizens, and inviting users to co-create.
3) Teams must understand cost drivers like the scale of user engagement required, coordination needs, and potential staff retraining.
4) Evaluation plans should be built in from the start to monitor impact and optimize approaches.
Webinar Economics of Scrum | 29th May 2020 | XebiaIrene de Kok
Wondering why you hear more and more about Scrum? What are the economics behind it? How gives Scrum control over projects and engage your employees in your organization! Learn more how you can thrive in this dynamic world.
Would you like to learn more about how to appropriate apply Scrum? Get in touch with our consultancy or world class trainings: https://xebia.com/academy/en/
Would you like to get access to the webinar recording? Sign up at our knowledge community: https://community.xebia.academy/
Ventacy.com is a business platform that facilitates connections between entrepreneurs and investors. It aims to create a global business context where the exchange between business and financial assets can decrease transaction costs.
Open innovation in a globalized world @ IBMAnders Quitzau
Key note given at Danish Foreign Ministry's conference for the inauguration of 3 new Innovation Center Denmark, locations in Sao Paulo, New Delhi and Seoul,
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a wide range of services including calls and lines, network services, SIP trunks, hosted IP telephony, secure cloud services, data centres, infrastructure services, data services, and unified communications to help customers cut costs, increase flexibility and improve productivity.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a wide range of services including calls and lines, network services, SIP trunks, hosted IP telephony, secure cloud services, data centres, infrastructure services, data services, and unified communications to help customers cut costs, increase flexibility and improve productivity.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a wide range of services including calls and lines, network services, SIP trunks, hosted IP telephony, secure cloud services, data centres, infrastructure services, data services, and unified communications to help customers cut costs, increase flexibility and improve productivity.
Introduction to financial voodoo for startupsMichalGromek
This document provides an introduction to financial concepts for startups, including different stages of funding, pre-money and post-money valuations, and dilution of shares. It uses Uber as an example of a startup that has achieved a high valuation of over $50 billion despite not being profitable. The document outlines the agenda and provides examples to illustrate key points about how startup funding works and how valuations are determined through negotiation between founders and investors. Slides include interactive polling questions and links to additional explanatory videos on topics like convertible loans and bridge financing.
Agile Practitioners Feedback to improve teamsEnergized Work
A 15 minute fast presentation for the London Agile Practitioners meetup group introducing the concept of feedback, 360 feedback - charted over time, "Helps and Hinders feedback questions" and word clouds.
The document discusses challenges faced by a development team working within a large organization on a SOA project. Key challenges included long development cycles, separate testing teams, infrequent releases, and outdated technologies like SOAP. The team adopted practices like test-driven development, service mocking, telemetry, and exploratory testing to help improve their process under these constraints. While integration issues persisted, the team was able to keep their own defect rates low through these practices.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100 million infrastructure and focuses on delivering excellent customer service and value. The document discusses InTechnology's core values of delivering what it promises, being responsive to customers, and putting customers first. It then provides an overview of InTechnology's services and managed services journey, highlighting opportunities for cost savings and strategic benefits through adopting its cloud-based solutions.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a single source for a wide choice of proven services, including calls and lines, network services, SIP trunks, hosted IP telephony, data centers, infrastructure services, data services, and unified communications. It aims to provide strategic benefits like cost savings, improved productivity and business agility through its portfolio of services while upholding its values of honesty, accountability and responsiveness.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100 million infrastructure and focuses on delivering excellent customer service and value. The document discusses InTechnology's core values of delivering what it promises while prioritizing customers. It also outlines InTechnology's full suite of managed services that guide customers on their journey to the cloud, including calls and lines, network services, SIP trunks, and hosted IP telephony.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100 million infrastructure and focuses on delivering excellent customer service and value. The document discusses InTechnology's core values of delivering the best technology solutions while prioritizing customer interests. It outlines InTechnology's full suite of managed services and cloud infrastructure to help customers save costs while future-proofing their IT.
InTechnology is a leading managed service provider with over 25 years of experience. It provides a wide range of cloud-based services including hosted voice, network services, data centers, infrastructure services, data services, and unified communications. InTechnology aims to deliver cost savings, improved productivity and business agility to its customers through a customer-focused approach and proven infrastructure. It emphasizes values such as honesty, accountability and responsiveness in how it conducts business.
Startup funding options for Student EntrepreneursJohn Spindler
The document provides an overview of early stage funding options for startups. It discusses bootstrap funding, grants, loans, crowdfunding platforms, accelerators, seed funding, business angels, early stage VC funds, and specialist funds. Key milestones for proving a business model are also presented, such as achieving product/market fit, first customers, and fundraising. Funding amounts range from less than £10k needed to start, to £100k-500k from business angels and early stage VC funds.
The document provides an overview of key considerations for startups raising venture capital funding. It discusses that the founding team is the most important factor and that investors seek a large total addressable market opportunity. Investors want to see the potential for big returns, usually through acquiring a meaningful ownership stake in a very large company. Raising venture capital is just the beginning, as building a successful company is a long journey.
K3 - John Spindler (CEO of Capital Enterprise)pranavtulsian
The document provides information about early stage funding options for startups. It discusses bootstrap funding, grants, loans, crowdfunding platforms, seed funding, business angels, accelerators, venture capital funds, and specialist funds. Key milestones for proving a business model are also outlined, such as achieving product/market fit, first customers, and fundraising. Funding amounts range from less than £10k needed to start, to £100k-500k from business angels and early stage VCs.
The Clothesline Paradox and the Sharing Economy (Keynote file)Tim O'Reilly
My keynote at OSCON 2012 in Portland, July 18, 2012. Focuses on the contribution of open source software to the economy, using the metaphor of "the clothesline paradox" first articulated by Steve Baer in CoEvolution Quarterly in 1975
MEGS-KT Lecture 2 Chris Newman Parity Projects 24th October 2012Andrea Wheeler
This document discusses the creation of a "Conduit" to help small- and medium-sized enterprises (SMEs) participate in the UK's Green Deal program. The Conduit would provide SMEs with a clear route to obtaining work on Green Deal projects and allow them to compete with larger providers. It would offer customers a recognizable brand and reduce costs for SMEs through economies of scale. Key issues to resolve include the financial model, how leads will be assigned, and engaging with Green Deal providers. The next steps outlined are to complete initial legal and business planning and seek funding.
Stratified medicine - How Can We Help Each OtherSpace IDEAS Hub
Stratified Medicine – Opportunities for Business was a session that provided information to help businesses. It included presentations on how the Space IDEAS Hub can help leverage expertise from the space industry, intellectual property, and funding options. The Space IDEAS Hub helps businesses with challenges through innovative solutions, engineering expertise, and analysis. It has experience from space programs and can help spin out new technologies. Intellectual property was discussed, including patents, trademarks, registered designs, and copyright. Finally, funding through business angels and venture capital was covered, including when they provide funding, what they expect from investments, and the assessment process.
The document discusses how digital and social media teams can ensure they earn their keep during tight financial times in the public sector. It notes that budgets have been cut significantly, forcing teams to rethink their approaches. The key points made are:
1) Digital carries some dangerous myths around automatically generating profit that need addressing.
2) A new paradigm has emerged that focuses on collaboration over command and control, participation over passive citizens, and inviting users to co-create.
3) Teams must understand cost drivers like the scale of user engagement required, coordination needs, and potential staff retraining.
4) Evaluation plans should be built in from the start to monitor impact and optimize approaches.
Webinar Economics of Scrum | 29th May 2020 | XebiaIrene de Kok
Wondering why you hear more and more about Scrum? What are the economics behind it? How gives Scrum control over projects and engage your employees in your organization! Learn more how you can thrive in this dynamic world.
Would you like to learn more about how to appropriate apply Scrum? Get in touch with our consultancy or world class trainings: https://xebia.com/academy/en/
Would you like to get access to the webinar recording? Sign up at our knowledge community: https://community.xebia.academy/
Ventacy.com is a business platform that facilitates connections between entrepreneurs and investors. It aims to create a global business context where the exchange between business and financial assets can decrease transaction costs.
Open innovation in a globalized world @ IBMAnders Quitzau
Key note given at Danish Foreign Ministry's conference for the inauguration of 3 new Innovation Center Denmark, locations in Sao Paulo, New Delhi and Seoul,
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a wide range of services including calls and lines, network services, SIP trunks, hosted IP telephony, secure cloud services, data centres, infrastructure services, data services, and unified communications to help customers cut costs, increase flexibility and improve productivity.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a wide range of services including calls and lines, network services, SIP trunks, hosted IP telephony, secure cloud services, data centres, infrastructure services, data services, and unified communications to help customers cut costs, increase flexibility and improve productivity.
InTechnology is a leading managed service provider with over 25 years of experience. It has a £100M infrastructure and best-in-class partners. InTechnology offers a wide range of services including calls and lines, network services, SIP trunks, hosted IP telephony, secure cloud services, data centres, infrastructure services, data services, and unified communications to help customers cut costs, increase flexibility and improve productivity.
Introduction to financial voodoo for startupsMichalGromek
This document provides an introduction to financial concepts for startups, including different stages of funding, pre-money and post-money valuations, and dilution of shares. It uses Uber as an example of a startup that has achieved a high valuation of over $50 billion despite not being profitable. The document outlines the agenda and provides examples to illustrate key points about how startup funding works and how valuations are determined through negotiation between founders and investors. Slides include interactive polling questions and links to additional explanatory videos on topics like convertible loans and bridge financing.
Agile Practitioners Feedback to improve teamsEnergized Work
A 15 minute fast presentation for the London Agile Practitioners meetup group introducing the concept of feedback, 360 feedback - charted over time, "Helps and Hinders feedback questions" and word clouds.
The document discusses challenges faced by a development team working within a large organization on a SOA project. Key challenges included long development cycles, separate testing teams, infrequent releases, and outdated technologies like SOAP. The team adopted practices like test-driven development, service mocking, telemetry, and exploratory testing to help improve their process under these constraints. While integration issues persisted, the team was able to keep their own defect rates low through these practices.
Experience report on agile tools for management teamsEnergized Work
This document summarizes an experience report on using agile tools for management teams. It discusses applying agile practices like iterations, planning, and retrospectives to both development and management teams. It also covers foundations of agile like dealing with uncertainty through clarity, viewing organizations as dynamic systems, and continuous learning. The document provides examples of tools and practices that have worked well for management teams.
Business model innovation by experimentationEnergized Work
How to maximize learning and minimize risk.
All new products start as a series of unvalidated assumptions. The most critical assumptions are usually implicit and relate to the purpose of the product and the value it is intended to deliver. The more key assumptions involved, the greater the risk. It is enough to have 7 key assumptions about which you are 90% certain for the combined odds of success to be below 50%.
Contrary to popular belief, when we know very little about a situation, it only takes a small amount of new data to realise significant insights.
Unfortunately, people often underestimate the value of information and misunderstand risk. As Product Owners we are often afraid to test our assumptions. We routinely pile on additional risk without a second thought.
Do we have a death wish or are we simply masochists? Risk management is the bread and butter of the finance and insurance industries. Isn’t it time we evolved?
In this fast paced and practical session we will explore answers to the following questions:
- What is risk and how do we quantify and manage it?
- How do we assess the value of information?
- How can experimentation reduce risk and where does it fit in the product development cycle?
- What makes a good experiment?
- How to run experiments in a cost effective manner?
- What are good metrics?
- How to obtain Zen like focus and prioritisation?
New concepts will be introduced, examples will be given and we will then point out where to seek further information. Hold onto your hats.
The document discusses debugging Grails database performance issues. It notes that while GORM provides easy data access from anywhere in a Grails application, this can lead to unclear data access patterns and unintended queries. It then introduces the MVC Mini Profiler tool for tracking database queries and tying them to specific parts of the codebase. The document demonstrates this tool and outlines plans to implement more of its features for Grails and support non-SQL stores.
MTBF / MTTR - Energized Work TekTalk, Mar 2012Energized Work
The document discusses metrics for measuring system availability and reliability such as MTBF, MTTR, and various "nines" of availability. It notes that while increasing availability is important, reducing recovery time after failures through measures like redundant systems, data replication, and disaster recovery plans is also crucial. The key metrics are recovery time objective (RTO) and recovery point objective (RPO) which specify how long a system can be down and how much data can be lost respectively. The document concludes that the right approach depends on each system's specific requirements and that failures will inevitably occur, so the focus should be on rapid recovery.
Energized Work: Software that means businessEnergized Work
Energized Work is a software development lab in London that focuses on rapidly producing high-quality, useful software. They emphasize keeping business needs and goals at the forefront by having business representatives work closely with development teams. Energized Work delivers working features every week and uses an agile approach to adapt quickly to changes while maintaining quality through automated testing. Their clients praise Energized Work for their responsiveness, focus on business value, and ability to deliver working software rapidly.
Product Development in the Land of the Free - Energized Work PresentationEnergized Work
The document discusses principles for improving product development through a test-driven organization. It advocates understanding customer demand, balancing delivery priorities, and continually measuring outcomes like customer satisfaction, flow, and financial performance. The goal is to create a learning environment where teams can experiment safely to better serve customers and eliminate waste from processes.
Simon Baker gave a presentation on improving business operations through lean principles such as continuous delivery, validating ideas with customers, and removing waste. He advocated organizing around products instead of silos, delivering in short iterations to get frequent customer feedback, and using measurements to continuously improve rather than chase targets. The goal is to sustain throughput and revenue while minimizing defects and waste.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
1. GOVERNANCE
FOE?
FRIEND OR
#abcfriendorfoe
An Energized Work Production
Agile Business Conference / 11 Oct 2012
2. Simon Baker / @energizr
Gus Power / @guspower
{first name}@energizedwork.com
#abcfriendorfoe
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 2
3. ✪ GOVERNANCE – FRIEND OR FOE?
Let’s try to reimagine governance.
Get past “if only…”
Explore the “what if’s…”
Ask “why the hell not?”
Think of it as an experiment.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 3
4. ✪ AT THE END
/ Connect our experiences.
/ Explore our own situations with others.
/ Discover the right questions to ask about governance.
/ Learn new insights we can take back to our workplaces.
/ Establish links with people that last beyond this afternoon.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 4
6. ✪ THE POWER OF CONVERSATION
This is a workshop, so please talk to those around you.
The plan is to have 4 conversations on different topics.
If you think you know everything, or you just want to disagree then
it's not going to be beneficial to you. It’s not about winning or losing.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 6
7. ✪ SCHEDULE
14:55 – Introduction.
15:00 – Gambling.
15:20 – Value (discussion).
15:35 – Coffee.
15:50 – Value (rotation).
15:55 – People.
16:15 – Questions / Open discussion.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 7
8. ✪ 1. SET THE CONTEXT
/ 5 minutes.
/ We'll share our thinking on the topic, maybe pose some questions.
/ See the handout for a reminder.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 8
9. ✪ 2. BEGIN THE CONVERSATION
/ 10 minutes.
/ Doodle and discuss.
/ Build up a picture.
/ Focus on what matters.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 9
10. ✪ 3. MOVE TO ANOTHER TABLE
/ 5 minutes.
/ 1 or 2 hosts stay with the table.
/ The rest move to other tables.
/ Hosts present what was discussed.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 10
12. ✪ PURPOSE OF GOVERNANCE
The accepted purpose of governance is largely to monitor,
report on, and ensure that the specified requirements will
be delivered in the agreed timeframe and within the
agreed budget to realize the benefits stipulated in the
business case.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 12
13. ✪ PURPOSE OF GOVERNANCE
And in so doing, to ensure processes are followed correctly,
standards are adhered to, and the software is produced to
an acceptable level of quality.
Gating and approving / Ensuring compliance to processes and standards / Controlling
budgets and headcount / Auditing and quality assurance reviews / Monitoring progress /
Reporting status / Managing issues and risks / Managing stakeholders
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 13
14. ✪ UNDERSTAND THE GAMBLE
Capital investments are made in IT £
projects on the merits of business cases
built on assumptions.
t
When we build a feature and delay
validating it with customers we’re
making a bet that it’s “right”. What if
we’re wrong?
Every feature done this way ups the ante
Increasing inventory
until we’re betting the budget on a Increasing investment
big-bang release.
Bigger and bigger bet
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 14
15. ✪ MORE CONTROL DOESN’T REDUCE THE BET
Optimizing productivity so that projects aren’t late or over budget doesn’t
address the big risks in the following assumptions:
/ The requirements define the right solution.
/ All requirements must be delivered before any value can be realized
(all or nothing).
/ If all requirements are delivered, the value will be realized.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 15
16. ✪ SMALL BETS
Can we deliver less without delivering too little?
Why not make smaller bets and find out?
Bet what we can afford to lose
£
and get faster feedback to
prove earlier what’s valuable
and what’s not valuable.
t
Let’s be a bit more scientific.
Less inventory; regular releases
Series of small investments
Small bets
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 16
17. ✪ INCREMENTAL INVESTMENTS
Why not make smaller incremental capital and operational
investments based on business measurements?
/ Business service cash flows.
£
/ Portfolio performance.
/ Risk exposure.
/ Impending obsolescence.
Profitable
/ Cost of delay.
t
Use fast actuals, flash forecasts
Break-even
and moving averages in a rolling
review to inform continuous
re-evaluation and prioritization.
Self-funding
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 17
18. ✪ MORE BENEFICIAL GOVERNANCE
The compelling opportunity for governance is to help business
investors make investments that maximize business performance.
The portfolio is of business services and not IT projects.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 18
19. ✪ BLOWING YOURSELF UP
1.
No edge.
2.
No planning.
3.
Wrong bet size.
4.
No risk management.
5.
Mistiming exits.
6.
Out of control.
7.
Not in tune with the market.
8.
Running before walking.
9.
Emotionally unstable.
10.
Not taking responsibility.
Source: The Financial Spread Betting Handbook by Malcolm Pryor.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 19
20. ✪ VALUE
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 20
21. ✪ TIME, COST, SCOPE, QUALITY. VALUE?
The word ‘value’ is used extensively. And
Scope
ambiguously.
Value needs to be defined, quantified
and measured. When it’s not we’re left in Compromise
Quality
a subjective argument about scope and
cost – “delivery should be quicker, Cost
Time
cheaper; more features should be
Vary Scope
delivered in the same time-frame for the
same cost.”
Backlogs have become the new functional
Quality
specification.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 21
22. ✪ FIT FOR PURPOSE AND FIT FOR USE
The focus is on functionality but how well are the functions performed?
Condition
Condition
Resource
FUNCTION Performance
Design
(Architecture)
Source: Competitive Engineering, Tom Gilb
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 22
23. ✪ QUALITY CAN ONLY TAKE SO MUCH ABUSE
To meet unrealistic time and Availability
cost constraints corners are Workload
cut, especially on those Capacity
Resilience
qualities not being measured
or easily determined.
Resource
Flexibility
Saving
Usability
Interoperability
Upgradeability
Expected
Actual
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 23
24. ✪ KNOWLEDGE WORKER PRODUCTIVITY
A commonly held assumption is that to get the most out of your
investment utilization needs to be at or as near to 100% as possible.
Idle resources, equipment or people are wasted investment.
Effort is often confused with progress. Progress is often confused
with value.
Knowledge workers are described as people who “think for a living”.
How do you measure thinking?
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 24
25. ✪ KEEP THE PORTFOLIO RELEVANT
Governance must ensure the portfolio stays relevant.
We have to innovate to stay relevant – to continue to solve problems
that people will pay to have solved.
If the medium and long terms are 18 months and 5 years we face a
problem when the typical employee tenure is less than this.
Not only does our knowledge become obsolete as markets and
technologies change, but knowledge literally walks out the door.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 25
27. ✪ CREATING REALITY MISMATCHES
Governance attempts to manage the portfolio day-to-day and balance
business investors’ perceptions and situations in the delivery teams.
With the best will in the world, trying to protect both sides, we can end
up creating a mismatch. When we do so we become over-responsible.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 27
28. ✪ RESPONSIBLE FOR WHAT?
/ Responsible for the successful delivery of the projects in the portfolio?
/ Answerable to business investors and stakeholders for the actual value
realized?
/ Accountable to delivery teams for providing sufficient resources to
enable them to be successful?
/ Responsible for risk management and mitigation?
Can we design ways to equitably share the risk and responsibility
between governance, stakeholders and delivery teams?
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 28
29. ✪ COMPLEXITY IS NOISY
Getting a clear view and tangible
Stakeholder
measures of what’s happening perception
across a portfolio is hard.
Time to
market
Team
Just getting the mechanics done, Adherence
Stakeholders
like forecasting, budgeting and to plan
Morale
staffing, is a full-time job. And the Objectives
Plans
Requirements
Production
amount of data generated with incidents
Budget /
varying quality can get burn rate
overwhelming.
Designs
Defects
Technology
Operating cost
Can governance help reduce the Dependencies
noise?
Legacy
integrations
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 29
30. ✪ CLASH OR GAPS?
/ Trust people to get the job done.
/ Working software is the primary measure of progress.
/ The best means of communication is via face-to-face conversations.
/ The best architectures and designs emerge from self-organizing teams.
Are agile principles practical, even applicable for governance?
How practical is it to value “individuals and interactions over processes
and tools” when the portfolio ‘employs’ 10,000 people?
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 30
31. ✪ OPERATING AT SCALE
An individual can only handle so many interactions. In a portfolio that
‘employs’ 10,000 people, we have to limit the number of people we
work with day-to-day.
We end up relying on activity reports and assurances from individuals
representing groups of people, like project managers representing
delivery teams.
Scale pushes governance further away from the work.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 31
32. ✪ CONTINUOUSLY IMPROVING GOVERNANCE
How can we measure the value and effectiveness of governance?
How do we improve it?
This is expected of operational and delivery teams. Why are the same
standards not applied to governance?
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 32
33. ✪ DISCUSSION
Questions?
Share your thoughts.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 33
34. Thank you for participating.
If you’d be interested in a second café workshop
looking at the financial and risk elements of governance
please leave your business card or name and email address.
#abcfriendorfoe
@energizr / @guspower
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 34
35. Limited
Governance – Friend or Foe by Energized Work Limited is licensed under
a Creative Commons Attribution-ShareAlike 3.0 Unported License
License.
You are free:
To share – to copy, distribute and transmit the work
To remix – to adapt the work
Under the following conditions:
Attribution – You must attribute the work in the
manner specified by Energized Work (but not in any
way that suggests that Energized Work endorse
you or your use of the work).
Share Alike – If you alter, transform, or build upon
this work, you may distribute the resulting work only
under the same or similar license to this one.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 35
36. ✪ WELCOME TO THE WORLD CAFE
1
SET THE CONTEXT
3
MOVE TO ANOTHER TABLE
/ 5 minutes.
/ 5 minutes.
/ Speakers share their thinking
/ 1 or 2 hosts stay with the table.
on a topic and ask questions.
/ The rest move to other tables.
/ See handout for a reminder.
/ Hosts present what was
discussed.
2
BEGIN THE CONVERSATION
/ 10 minutes.
/ Doodle and discuss.
/ Build up a picture.
/ Focus on what matters.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 36
37. ✪ GAMBLING
PURPOSE OF GOVERNANCE
UNDERSTAND THE GAMBLE
SMALL BETS
INCREMENTAL INVESTMENTS
The accepted purpose of Capital investments are made Betting the budget on a big- / Business service cash flows.
governance is largely to monitor, in IT projects on the merits of bang release is like betting all / Portfolio performance.
report on, and ensure that the business cases built on our money on hitting a hole-in- / Risk exposure.
specified requirements will be assumptions. When we build a one. Can we do less without / Impending obsolescence.
delivered in the agreed feature and delay validating it doing too little?
/ Cost of delay.
timeframe and within the agreed with customers we’re making a
budget to realize the benefits bet that the feature is “right”.
£
stipulated in the business case.
What if we’re wrong?
£
£
t
And in so doing, to ensure
processes are followed correctly,
Profitable
t
standards are adhered to, and
the software is produced to an
Less inventory; regular releases
t
Series of small investments
acceptable level of quality.
Small bets
Break-even
MORE BENEFICIAL
GOVERANCE
Make small bets based on what
Self-funding
The compelling opportunity for
Increasing inventory
we can afford to lose to prove
governance is to help business
Increasing investment
earlier what’s valuable and Use fast actuals, flash forecasts
Bigger and bigger bet
investors make investments that
what’s not valuable.
and moving averages in a rolling
maximize business
review to inform continuous re-
performance. This requires the Every feature done this way ups evaluation and prioritization.
portfolio to be of business the ante until we’re betting the
services and not IT projects.
budget on a big-bang
release.
COMMON SPREAD BETTING ERRORS
CONTROL DOESN’T GUARANTEE VALUE
Optimizing productivity so that projects aren’t late or over budget doesn’t
6. Out of control.
1. No edge.
address the big risks in these assumptions:
2. No planning.
7. Not in tune with the market.
/ The requirements define the right solution.
3. Wrong bet size.
8. Running before walking.
/ All requirements must be delivered before any value can be realized
4. No risk management.
9. Emotionally unstable.
(all or nothing).
5. Mistiming exits.
10. Not taking responsibility.
/ If all requirements are delivered, the value will be realized.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 37
38. ✪ VALUE
TIME, COST, SCOPE, QUALITY. FIT FOR PURPOSE. FIT FOR USE
KNOWLEDGE WORKER
VALUE?
The focus is on functionality but how well are the functions performed?
PRODUCTIVITY
The word ‘value’ is used
A commonly held assumption is
extensively. And ambiguously.
that to get the most out of your
investment utilization needs to be
Condition
Condition
Value needs to be defined, at or as near to 100% as possible.
quantified and measured. When Resource
FUNCTION Performance
Idle resources, equipment or
it’s not we’re left in a subjective people are wasted investment.
argument about scope and cost – Effort is often confused with
“delivery should be quicker, p ro g re s s . P ro g re s s i s o f t e n
cheaper; more features should be Design confused with value.
delivered in the same time-frame (Architecture)
for the same cost.”
Source: Competitive Engineering, Tom Gilb Knowledge workers are described
as people who “think for a living”.
Backlogs have become the new How can you tell if someone is
functional specification.
QUALITY CAN ONLY TAKE SO MUCH ABUSE
thinking? How do you measure it?
To meet unrealistic time and cost constraints corners are cut,
especially on those qualities not being measured or easily
KEEP THE PORTFOLIO
Scope
determined.
RELEVANT
Governance must ensure the
Availability
Expected
portfolio stays relevant. We have to
Workload
innovate to stay relevant – to
Resilience
Actual
Compromise Capacity
continue to solve problems that
Quality
people will pay to have solved.
Cost
Time
If the medium and long terms are
Resource
Flexibility
Saving
18 months and 5 years we face a
Vary Scope
problem when the typical employee
tenure is less than this. Not only
does our knowledge become
Usability
Interoperability
obsolete as markets and
technologies change, but
Upgradeability
knowledge literally walks out
Quality
the door.
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 38
39. ✪ PEOPLE
CREATING REALITY COMPLEXITY IS NOISY
Stakeholder
MISMATCHES
Getting a clear view and tangible perception
Governance attempts to measures of what’s happening Time to
market
manage the portfolio day-to-day across a portfolio is hard. Just Team
and balance business investors’ getting the mechanics done, like Adherence
Stakeholders
perceptions and situations in the forecasting, budgeting and to plan
Morale
delivery teams.
staffing, is a full-time job. And
the amount of data generated Objectives
Plans
Requirements
Production
With the best will in the world, with varying quality can get incidents
trying to protect both sides, we overwhelming.
Budget /
burn rate
can end up creating a mismatch.
Defects
When we do so we become Can governance help reduce the Technology
Designs
over-responsible.
noise?
Operating cost
Dependencies
RESPONSIBLE FOR WHAT?
CLASH OR GAPS?
Legacy
/ Responsible for the successful / Trust people to get the job integrations
delivery of the projects in the done.
portfolio?
/ Working software is the primary
OPERATING AT SCALE
/ Answerable to business measure of progress.
An individual can only handle so many interactions. In a portfolio
investors and stakeholders for / The best means of
the actual value realized?
communication is via face-to- that ‘employs’ 10,000 people, we have to limit the number of
/ Accountable to delivery teams face conversations.
people we work with day-to-day. We end up relying on activity
for providing sufficient resources / The best architectures and reports and assurances from individuals representing groups of
to enable them to be designs emerge from self- people, like project managers representing delivery teams.
successful?
organizing teams.
/ Responsible for risk
Scale pushes governance further away from the work.
management and mitigation?
Are agile principles practical,
even applicable for governance?
Can we design ways to
CONTINUOUSLY IMPROVING GOVERNANCE
equitably share the risk and How practical is it to value How can we measure the value and effectiveness of governance?
responsibility between “individuals and interactions over How do we improve it?
governance, stakeholders and processes and tools” when the
delivery teams?
portfolio ‘employs’ 10,000 This is expected of operational and delivery teams. Why are the
people?
same standards not applied to governance?
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 39
40. Energized Work Ltd
HMS President
Victoria Embankment
London EC4Y 0HJ
www.energizedwork.com
LICENSED UNDER CREATIVE COMMONS BY ENERGIZED WORK LIMITED | HMS PRESIDENT, VICTORIA EMBANKMENT, LONDON, EC4 0HJ | WWW.ENERGIZEDWORK.COM 40
Editor's Notes
For each conversation …
Senior managers often have stronger psychological attachment to bigger projects .They’re assumed to have a bigger payback over the long term.Unfortunately, the bigger the investment, the less likely it will be questioned. Business cases get treated as statements of fact by those responsible for delivery.People get carried away on the expectations of gains.Governance should be should be asking what can we afford to lose?
How can we truly know?We can find that the ideas made sense, technology was great and the plans were well executed, but the project still failed.There’s no way to reliably predict what will be valuable and what won’t.It feels like governance has become more concerned with maintaining control than delivering value. It has become about doing the wrong things righter, to use John Seddon’s words.
By making small bets we create multiple, repeating opportunities to test for value. We’re enabling massive flexibility to achieve business objectives. We’re building capability through learning about customers.We’re folding innovation into delivery through creative discovery and experimentation.Making small bets doesn’t mean there’s no bold ambition.
Extending the idea of small bets, why not make incremental investments based on concrete and measured performance of business services.With this information we can stop investing early when enough value has been realized. This way we don’t waste money on features that won’t be used.We can continue investing, making small bets to test for further value.Or we can exit.We can stop investing in punts that aren’t delivering any value.We can stop investing in systems approaching their sell-by date.By sensing impending obsolescence, letting something become a legacy can be made an explicit portfolio decision based on risk, rather than it just happening in the background.Today’s projects are tomorrow’s legacies.
To do this we need end-to-end cross-functional IT capabilities on the front-line in business services. Lean calls this product-orientation.
NO EDGEA method, repeated over time, that’s expected to net a profit./ Superior market entry./ Superior market exit./ Superior money./ Risk management./ Stand aside – don't enter the market.NO PLANNINGWinners don't rely on tips or hunches. Tips and hunches only suggest a market entry. What about the exit, money management and risk management?Winners usually have:/ An annual plan./ A detailed short-term plan – next week, next day./ A written method and rules.WRONG BET SIZEThe amount you stand to lose should not exceed 2% of your account.Beware overtrading – having too many bets, one bet too big, betting too frequently.NO RISK MANAGEMENTManage the downside as well as the upside. Stop a single loss getting out of control. Keep the total exposure in the portfolio under control./ Where you will enter the market?/ Where you will get out if taking a loss?/ How much will you bet?/ Where is your initial profit target?MISTIMING EXITSRide your wins and cut your losses. People have the tendency to get out too early on winners and hold their losses.OUT OF CONTROLYou can either win, lose or break even, and you can't know the outcome in advance. If you’re running on gut feel and don't frequently recheck your positions against what you expect, then you're out of control.NOT IN TUNE WITH THE MARKETMost people have a bias to the long side (increase in value) but markets go up and down. A lot of people lose money because they don't adjust their approach to the change in market conditions and direction.RUNNING BEFORE WALKINGIt can take a year to become proficient. There's no substitute for experience and practice. In the end the real teacher is the market.EMOTIONALLY UNSTABLEYou can do everything right and still lose. Your idea can be well thought through, executed exactly as planned but the market moves against you and you lose. If you can't handle this or it takes too much of a toll on your life, do something else.NOT TAKING RESPONSIBILITYExcuses and blame cover up the real issue – how can we improve based on the failures experienced? The result is down to you.
Kent Beck describes the four key variables for software development as being time, scope, cost and quality.The idea behind much of the agile ethos is to avoid fixed time fixed scope fixed cost endeavours as the only remaining free variable is quality - a variable that can only take so much abuse (to which much of the history of software development can attest).Instead the approach is to fix the time, cost and quality (i.e. don't cut corners) and, using a 'backlog' of items broken down to a manageable size and prioritized by value, deliver the maximum value possible in the allotted time by delivering the highest value items first.There's an implicit link between scope items and value.If the value of something is unknown or difficult to determine (i.e. it takes a long time to find out) - if the link between value and the work is missing or severed - then we are on treacherous ground. Why is this work happening? Why should we continue to invest in it? Without being able to clearly demonstrate the value we are delivering, we are left with a subjective argument around why delivery should be quicker, cheaper, or why more should be delivered in the same time-frame for the same cost.
Quality levels drop - especially on those qualities that are not being measured or easily determined (e.g. usability, security) - as corners are cut to meet unrealistic time and cost constraints. The result is a product that maybe fit for purpose but certainly not fit for use.Should a role of governance be to ensure that this doesn't happen?
Does governance try to create measures to ensure that people are productive? Could this possibly work?/ If someone isn't skilled enough, they will remain so./ If someone isn't committed, would these measures make them so?Approaches to this can take a variety of forms - timesheet tracking, cost code allocation.Using what was specified (often by someone else) to determine what gets done rather than what the people doing the work think the right thing is to do in the given circumstances. Function takes precedence over quality.
Ideas are free and timeless != Opportunities are hard to seize, perishable and resource dependent. Opportunities come from:/ Large scale trends/ Experience or observation/ Research and development/ Adapt, replicate, modifyInnovation has different levels: / Brand new / Semi-radical / Rework or extend
It's easy for people in governance to become over-responsible. The uncertain nature of software development can make us feel like we need to improve our control over the current situation. There can be a lot at stake and we tend make more errors when we are time pressured and feel forced to make decisions. There are numerous pitfalls and potential conflicts of interest in the realm of governance. Consider two major fears you may have if you work in governance:1) The delivery teams are not able to deliver what was expected to the business (for whatever reason)2) The business has unrealistic expectations of what will be delivered, for how much and whenIn the first instance we really want the delivery teams to be successful. We've built a good working relationship with them and, of course, their performance reflects on us. Therefore we might adopt the strategy to play down any bad news and try to intervene and sort things out ourselves. We create a reality mismatch between the investors and those doing the work.In the second instance - that of unrealistic expectations - we may have the unpleasant job of curbing the enthusiasm of senior executives. We don't want to appear like typical IT departments do: too slow, too expensive, black box, out of touch and business inhibiting. We want to come across as competitive and competent. Maybe we choose to leave some ambiguity in the discussion. Again, we create a reality mismatch between the investors and those doing the work.Local concerns usually outweigh programme or portfolio needs - it can be difficult to get stakeholders and delivery teams to adjust so that other stakeholder needs - needs beyond their immediate business area - are also satisfied.
Much of the language around governance relates to the concept of responsibility. What should governance be responsible for? -Should governance be responsible for the successful delivery of the projects in the portfolio? - Should governance be answerable to senior business stakeholders concerning the actual value delivered? - Should governance be accountable to delivery teams for providing sufficient resources to enable them to deliver successfully?- Should governance be responsible for risk management and be able to decide how those risks are mitigated?It's worth noting that responsibility doesn't have to be all or nothing. The book "The Responsibility Virus" describes a tool called the "responsibility ladder" with which people can agree to take one of six levels of responsibility in a given situation:1. consider options and make decision, inform superior afterwards2. provide options to superior with own recommendation3. generate options for superior and ask superior to make choice4. describe problem to superior and ask for help in structuring it5. give problem to superior, watch and learn for next time6. drop problem on superior's desk and indicate helplessnessCan we design ways to equitably share the risk and responsibility between governance, stakeholders and delivery teams?
Governance people can view agile delivery teams as "gung-ho", reckless or worse. Agile delivery teams can view governance as a bureaucracy, inhibiting and out-of-touch.We're looking at a clash of approaches and a gap in understanding. Let's take a closer look.The Agile manifesto asks people to value "individuals and interactions over processes and tools". If you're governing a portfolio which comprises of 10,000 people, how are you supposed to apply this? It's no surprise the topic of how to "scale agile" continuously crops up at conferences, on blogs and LinkedIn groups. Along with that is a lot of widely recognized experience and wisdom that strongly recommends avoiding big team sizes. If we followed this advice while maintaining the same level of investment, a major part of which went towards labor costs, we would end up with lots of small teams. Do we now have a different problem? How would these numerous smaller teams work together and not work against each other? According to the world academy online, the reason for management is to handle the situation whereby people find that they couldn't perform all the work personally and need to delegate to others. However if you have a large portfolio, you can't manage all the projects personally either - the reason for governance. If we can only handle so many interactions we can reduce our exposure to the number of individuals involved through use of representatives (e.g. project managers) or reduce the number of interactions required by introducing some other mechanism (e.g. numerical measure, report). Can this reality and approach remain consistent with "individuals and interactions over processes and tools"?
Many governance processes may be legacy and of little or no value – they could be waste.