This document outlines principles and practices for an Agile organization, including:
1. Using a "push-pull" model where work is either pushed from central management or pulled by autonomous teams and individuals.
2. Emphasizing frequent feedback loops, collaboration, shared accountability, and team performance over individual goals.
3. Implementing strong engineering practices like continuous integration, automated testing, collective code ownership, and reducing technical debt.
4. Empowering self-organizing teams to manage their own work through daily stand-ups and choosing tasks to pull based on their capacity.
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
The Lesson Learned from Implementation of ERP in Project-Based HoldingsMASOUD ZAKERMOSHFEGH
Represented at the 10th International Project Management Conference.
During the presentation we will discus about the following outlines:
- Enterprise Influences on ERP
- Pre Implementation Processes
- During Implementation Processes
- Post Implementation Processes
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
The Lesson Learned from Implementation of ERP in Project-Based HoldingsMASOUD ZAKERMOSHFEGH
Represented at the 10th International Project Management Conference.
During the presentation we will discus about the following outlines:
- Enterprise Influences on ERP
- Pre Implementation Processes
- During Implementation Processes
- Post Implementation Processes
Between Scrum and Kanban - define test process for Agile methodologiessuwalki24.pl
Presented on Testwarez 2012 (the biggest Polish conference about testing and quality).
If you are interested, please read my article on the same topic: http://pl.coremag.eu/fileadmin/user_upload/redaktion/coremag_pl/Downloads/Core_magazineTestWarez_2012.pdf
This is a practical guide for sprint development based on the OutSystems Delivery Method.
It helps you focus some of the main challenges found when using Agile in the field:
- Your sprints often start not being ready?
- Delivering at sprint end is always struggle?
Then you should take a look!
Target audience: Agile Project Managers (including Engagement and Delivery Managers)
Personally designed, Professional Scrum Product Owner (PSPO-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
The presentation is guide for the New Project managers and Scrum Masters .It has been prepared considering the basics of Projects and Project Management upto the fine detailing of the Scrum Agile Framework.
Ofcourse the contents are the guiding material and not exhaustive in nature.The contents shall help the Scrum Masters & Project Managers to have deep understanding for the Scrum Framework and adopt in day to day practise in order to successfully deliver the project within the given constrains
The Personal Software Process (PSP) and the Team Software Process (TSP) are process improvement frameworks tailored to produce virtually defect free software and deliver it on time.
The main focus of this speed talk is to state some of the similarities and differences between TSP/PSP and Scrum methodologies as well as some Agile practices. Why was there a need to blend these methods (TSP and Agile)? What were we trying to accomplish, or what was the goal here? The goal was to get the best of the TSP and Agile methods/models so that we could develop high quality products in a predictable and repeatable way to successfully tackle projects that are highly unpredictable, rapidly changing, with unknown final client, among others.
There are a few similarities between both management methods (TSP and SCRUM), as well as some differences. There also seems to be a lot of misunderstandings regarding TSP and this presentation will try to debunk some of them. TSP can be Agile too! – Incremental, iterative and adaptive.
Agile Portugal 2012
23 June 2012
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
Between Scrum and Kanban - define test process for Agile methodologiessuwalki24.pl
Presented on Testwarez 2012 (the biggest Polish conference about testing and quality).
If you are interested, please read my article on the same topic: http://pl.coremag.eu/fileadmin/user_upload/redaktion/coremag_pl/Downloads/Core_magazineTestWarez_2012.pdf
This is a practical guide for sprint development based on the OutSystems Delivery Method.
It helps you focus some of the main challenges found when using Agile in the field:
- Your sprints often start not being ready?
- Delivering at sprint end is always struggle?
Then you should take a look!
Target audience: Agile Project Managers (including Engagement and Delivery Managers)
Personally designed, Professional Scrum Product Owner (PSPO-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
The presentation is guide for the New Project managers and Scrum Masters .It has been prepared considering the basics of Projects and Project Management upto the fine detailing of the Scrum Agile Framework.
Ofcourse the contents are the guiding material and not exhaustive in nature.The contents shall help the Scrum Masters & Project Managers to have deep understanding for the Scrum Framework and adopt in day to day practise in order to successfully deliver the project within the given constrains
The Personal Software Process (PSP) and the Team Software Process (TSP) are process improvement frameworks tailored to produce virtually defect free software and deliver it on time.
The main focus of this speed talk is to state some of the similarities and differences between TSP/PSP and Scrum methodologies as well as some Agile practices. Why was there a need to blend these methods (TSP and Agile)? What were we trying to accomplish, or what was the goal here? The goal was to get the best of the TSP and Agile methods/models so that we could develop high quality products in a predictable and repeatable way to successfully tackle projects that are highly unpredictable, rapidly changing, with unknown final client, among others.
There are a few similarities between both management methods (TSP and SCRUM), as well as some differences. There also seems to be a lot of misunderstandings regarding TSP and this presentation will try to debunk some of them. TSP can be Agile too! – Incremental, iterative and adaptive.
Agile Portugal 2012
23 June 2012
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
Project management chapter_04 for MSBTEKalyan Ingole
This presentation is about the project management that contains project management spectrum,Risk management,change management,configuration management and clean room strategy
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...Yuval Yeret
Objectives and Key Results (OKRs) are considered a “Modern operating system” by many companies and investors. But the typical implementation doesn’t deal well with the uncertainty and complexity involved in achieving the typical strategic objective whether it requires building a product, innovating a business model, or creating a new cross-functional company capability. In this talk, we will look at common anti-patterns involved in the typical OKR implementation and how the Scrum spirit can help OKR practitioners bring empiricism, empowerment, and continuous improvement to their OKR operating system. This talk is especially relevant to Scrum and Agile practitioners who are looking for creative ways to bring Scrum’s goodness we are so grateful for to the wider organization.
Fixing Your OKRs With Agility – Agile HartfordYuval Yeret
Presentation by Yuval Yeret, 'OKRs & Agile Sitting in a Tree' at the Agile Hartford Meetup Group - September 2023
Struggling to create a healthy synergy between OKRs and Agile/Scrum/SAFe? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest improvements leveraging Lean/Agile principles and practices. You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum/SAFe elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism. By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, SAFe, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
Who should attend? Agile Leaders, Coaches, Scrum Masters, team members, and anyone else who cares about sharing Agile mindset and practices to improve the way their organization works.
Fixing Your OKRs With Agility – Agile Indy 2023Yuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum? You're not alone. OKRs (Objectives and Key Results) have become the latest management framework to suffer the fate of becoming popular too quickly, to the point where in many organizations, OKRs are a theater/charade with little valuable substance or benefits. That’s a shame because OKRs have enormous potential if used effectively. This talk will teach you how to leverage agility principles to fix your OKRs or implement OKRs in an agile way from day 1.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
OKRs and Agile Sitting on a Tree - Agile Austin.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum/SAFe? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest improvements leveraging Lean/Agile principles and practices. You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum/SAFe elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism. By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, SAFe, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
OKRs and Scrum - SMs of the Universe Webinar.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest some improvements leveraging Lean/Agile principles and practices.
You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism.
By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...Yuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/SAFe? You're not alone. In this session, we will identify some OKR anti-patterns and suggest alternative approaches more aligned with SAFe Lean/Agile principles. You will learn how to organize around value through an OKR lens as well as how to improve portfolio focus through economic prioritization and flow management of OKRs. We will understand the connection between OKRs, KPIs, Operational and Development Value Streams, and what that means for leveraging OKRs in the different SAFe elements. By the end of this session, you will have an understanding of the relationship between OKRs and SAFe and concrete ideas for how to help your organization leverage them in synergy.
OKRs for SAFe Summit 2022 - 20220705.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/SAFe? You're not alone. In this session, we will identify some OKR anti-patterns and suggest alternative approaches that are more aligned with SAFe Lean/Agile principles. You will learn how to organize around value through an OKR lens as well as how to improve portfolio focus through economic prioritization and flow management of OKRs. We will understand the connection between OKRs, KPIs, Operational and Development Value Streams, and what that means for leveraging OKRs in the different SAFe elements. By the end of this session, you will have an understanding of the relationship between OKRs and SAFe and concrete ideas for how to help your organization leverage them in synergy.
In this session, you will learn to:
Understand the relationship between OVS/DVS through KPIs and OKRs and using it to reorganize around value through the OKR lens
Focusing at the strategic level by combining OKRs, Epics, WSJF and the Portfolio Kanban
Using SAFe's PIP PI Objectives approach to set more aligned and realistic OKRs. Using OKRs thinking in PIP to move from output to outcomes on the DVS/ART
Are you a leader in an organization that’s leveraging Scrum? In this webinar, Professional Scrum Trainer Yuval Yeret, co-author of the Scrum Guide Companion for Leaders, looks at the different elements of Scrum and reflects on an effective way for leaders to engage with them. Throughout the session, Yuval explores topics in this new guide, shares stories from the trenches and discusses:
-What Scrum means for you as a leader
-How to create the conditions in which Scrum can thrive
-How leaders can support the Scrum accountabilities, artifacts and events
-How leaders can leverage Scrum to help them lead their teams
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...Yuval Yeret
In this session, I shared how Gillette is using Scrum applied at Scale to improve agility in a CPG non-software context. We had to make some bold choices that might make classic agile practitioners cringe but we believe are appropriate and support the Scrum spirit. We will talk about our experience using Scaled Scrum inspired by Nexus to design technical and commercial Increments of the Gillette Labs Exfoliating Razor and how it helped us achieve value creation goals in an aggressive timeline. We will share how we use Scrum principles and practices to accelerate innovation and team empowerment in the non-agile-native CPG world.
Validating Delivered Business Value – Going Beyond “Actual Business Value”Yuval Yeret
Actual is a relative term when it comes to business value delivered by a SAFe PI Objective. In this talk we will explore techniques for validating the actual value delivered by SAFe Teams and ARTs based on real-world outcomes that can be evaluated post-release. RTEs, Product Management and Lean/Agile Leaders will be able to assess their current ability to validate value and learn specific practices they could add to their artifacts and events. Finally, we will take a deeper look at optionality and hypothesis-driven thinking in SAFe and challenge the comfort zone on how to properly use some of SAFe’s essential elements in this context.
Learning Objectives:
Assess their competency level of their ART/Program when it comes to ability to validate value
Evolve their Inspect and Adapt events to enable validation value based on real outcomes
Extend their Program and Portfolio Kanbans to help manage the flow of learning and validation.
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
eBook by AgileSparks - curated blog posts, guidance articles, implementation approaches - all based on AgileSparks and specifically Yuval Yeret's experience implementing SAFe in the trenches.
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...Yuval Yeret
SAFe’s home turf is product/systems/applications development. Let’s talk about challenging this comfort zone by applying it in one of the core business functions – Marketing. Why? Because the marketing operating system is being disrupted and the larger the marketing organization the more it struggles to maintain relevancy and impact. More and more marketing organizations are seeing the impact of Agile and want to benefit as well. How should an organization using SAFe in R&D/IT look at Agile in Marketing? Is SAFe the right choice? Does it work “as is”? Are there any changes needed to support this new context? What are some lessons learned from trying this in the field?
Learning Objectives and Key Takeaways:
At some point in your enterprise transformation you should consider applying SAFe outside of Product Development/IT. Marketing is a great candidate for a next Value Stream to implement SAFe in.
Agile Marketing is possible not just for small nimble companies but also for large organizations with hundreds of marketers and several legacy silos. SAFe provides a blueprint for how to achieve this.
Understand the differences in applying SAFe outside of Product Development/IT and how to adjust the Big Picture / Implementation Roadmap to accommodate these differences.
The ideal “Business Agility” state is actually to bring together Marketing, Product Management/Development, Sales into one Value Stream.
This talk was delivered in the global SAFe Summit in DC in October 2018
Building Quality In in SAFe – The Testing Organization’s Perspective Yuval Yeret
SAFe emphasizes Building Quality In. We will take a deep dive into how this looks from a testing organization’s perspective and what does a SAFe implementation mean for Testing/QA professionals. We will map SAFe’s approach to best practices in the “”Agile Testing”” world. We will look at examples from the real world of how traditional testing organizations shift left and evolve towards continuous testing.
Learning Objectives and Key Takeaways:
Understand how best practices from the “”Agile Testing”” world map to SAFe’s context
Learn ideas and patterns for evolving Testing/QA’s role during a SAFe implementation
Understand how Test-Driven looks like and how techniques like Acceptance-Test-Driven-Design/Behavior-Driven
Development can empower testers as well as improve the flow on SAFe agile teams.
See how SAFe’s principles can be used to guide the evolution towards a lean/agile testing organization
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...Yuval Yeret
Should you use Scrum, Kanban, or DevOps? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and at the higher-level picture of a DevOps culture and process.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
Scaling agile can be overwhelming. In this tutorial, Yuval will provide an overview of the ten essential SAFe patterns, and highlight the diagnostic symptoms that appear when the patterns aren’t in place. Attendees will develop a personal “flash assessment” of their current work context and will be able to identify to “inspect and adapt” areas for improvement. They will also learn how to use this sort of assessment/patterns during their scaled agile journey.
(This includes the Essential SAFe assessment toolkit provided by ScaledAgile)
Scrum 4 marketing - Give Thanks to Scrum 2017Yuval Yeret
Scrum in Marketing
What does Scrum in Marketing look like? Why are more and more marketers using Scrum? How is it different than Scrum in software development? What are some challenges that marketers are facing when using Scrum – Are those Scrum deficiencies? Does Scrum mean giving up on the marketer artsy creative spirit? Where/how to start? This talk is based on Yuval’s work with real-world marketing teams/organizations.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
2. Enterprise
Journey
Board
ImproveBacklog
F
H
E
C
A
I
DecideProspects Recharge
G
D
B
Initiate
&
Plan
Kickoff Stabilize
J
KL
M
N
O
Q
R
Each LOB Pulls
Market/Sell the change to LOBs Market/Sell more depth
5. Push
Pull
–
applies
at
several
levels…
Central
Management
PMO
Change/
Coaching
team
LOB/Group
A
Management
Team1 Lead
Team2 Lead
Team3 Lead
David Karl Mike Daniel
LOB/Group
B
Management
6.
7.
8. 5.
Build
&
Deployment
1. Con&nuous
Integra&on
–
automa&c
build
running
at
least
nightly
2. All
code
and
ar&facts
are
versioned
using
a
single
scheme
3. Build
is
trigged
automaFcally
upon
code
checked
in
4. Automated
regression
tests
run
as
part
of
build
and
give
a
green/red
binary
answer
(no
need
for
analysis
to
determine
success/failure)
5. Frequent
check-‐ins
to
common
branch
6. Build
failures
are
addressed
immediately.
Repeated
build
failures
trigger
a
stop
the
line
event
3.
Individuals
&
Interac9ons
Feedback
Loops
1. All
people
involved
in
a
work
item
work
on
it
more
or
less
in
the
same
&me
period
(Developers,
Testers,
Func&onal/Product)
minimizing
the
overhead/waste
from
context
switching/recalling
past
work.
2. All
people
involved
in
a
work
item
(even
across
silos)
can
collaborate
directly
with
each
other
without
third
parFes
like
team
leads
in
every
coordinaFon/communicaFon
loop
enabling
faster
decisions
and
more
scalable
operaFon.
3. People
working
together
act
as
a
team
with
shared
accountability
to
end
to
end
delivery
thereby
decisions
are
more
value
than
silo-‐
focused
4. Significant
aspects
of
goals
and
rewards
are
oriented
towards
team
performance/goals
(rather
than
individual
performance)
driving
collaboraAon
not
just
individualism.
5. Team
environment
is
as
collaboraAon
friendly
as
possible
6. Individuals
are
involved
in
performance
feedback
of
the
people
they
are
working
with,
to
encourage
teamwork
4.
Engineering
Prac9ces
1. There
is
a
clear
defini&on
of
what
"Coding
Done"
means
and
people
are
working
according
to
it
2. People
are
expected
to
write
SOLID/CLEAN
code
and
es&ma&ons
reflect
it
3. Automa&on
coverage
is
planned
and
implemented
as
an
integral
part
of
produc&on
code
implementa&on
4. Defects
created
as
part
of
new
development
are
fixed
as
early
as
possible
and
in
any
case
before
considering
that
work
item
as
done
5. There
is
a
Test
AutomaFon
Pyramid
strategy
guiding
AutomaFon
coverage
decisions
(Preference
to
Unit
Tests>>API
tests>>UI
tests)
6. People
are
expected
to
refactor
smelly
code
as
part
of
"Coding
Done“
and
esFmaFons
reflect
it
7. FuncFonal
Design
is
specified
Test-‐Driven
(ATDD/BDD)
8. Sustained
or
improved
code
coverage
is
verified
at
build
Fme
using
code
coverage
analysis
tools
(e.g.
Sonar)
9. Team
is
pro-‐acFvely
and
methodically
improving
collecFve
ownership
10. All
code
is
reviewed
in
small
batches,
gaps
are
closed
within
hours
11. People
have
access
to
the
tools
they
need
to
do
effecFve
SW
engineering
12. A
prioriAzed
backlog
of
Technical
Debt
(ugly
code,
missing
tests,
etc.)
is
available
and
capacity
is
allocated
to
reducing
it
13. Team
maintains
a
high
level
of
CollecAve
ownership
-‐
most
tasks
can
be
pulled
by
many
members
of
the
team
without
a
major
effect
on
efficiency
14. Technical
Code
Design
is
Test-‐Driven
(TDD)
15. Regression
cycle
costs
days
at
most
(due
to
high
level
of
automaAon)
6.
Empowered
Teams
and
Individuals
1. Daily
planning
mee&ngs
(a.k.a.
Standups)
are
used
by
people
to
manage
their
day
to
day
work
(instead
of
work
scheduled
by
supervisors
and
pushed
onto
them)
2. Autonomy
-‐
People
have
a
high
degree
of
control
over
the
project
day
2
day
execuFon
-‐
Choose
tasks
to
pull,
where
to
focus
3. Reason/Intent
is
communicated
as
part
of
every
requirement/work
item,
to
increase
moFvaFon
as
well
as
empower
people
to
do
the
right
thing
for
the
context
rather
than
blindly
follow
a
plan
4. People
pull
to
capacity
-‐
by
using
Team
EsFmaFon
approaches
or
just
pull
to
WIP
5. Autonomy
-‐
People
have
a
high
degree
of
control
over
their
personal
&
professional
desFny
6. The
behavior
that
is
incenFvized
(formally
and
informally)
is
aligned
with
lean/agile
thinking
-‐
Flow,
Improvement,
Trust,
Whole
Team,
Low
WIP,
Safe
to
fail
experiments,
etc.
7. People
work
in
small
teams
(not
more
than
10,
ideally
around
5-‐7)
enabling
good
communicaFon
and
direct
collaboraFon
as
well
as
effecFve
meeFngs
and
interacFon
8. Managers
are
pro-‐acFvely
and
methodically
seeking
ways
to
improve
autonomy
of
teams
and
individuals
as
a
way
to
enable
faster
decisions
as
well
as
higher
engagement/moFvaFon
9. People
are
given
opportunity
to
improve
their
mastery
of
areas
which
interest
them
10. People
can
shape
their
work
environment
–
technologies,
faciliFes,
etc.
2.
Business
Value
Driven
Development
1. Product
owner
sees
working
soTware
frequently
and
uses
the
feedback
to
adapt
the
scope/&meline
plan
2. Work
items
are
integra&ve
and
testable
cross-‐cuXng
across
the
architecture
if
necessary
(e.g.
User
Stories).
Done
=
Deployable
and
Performant/Secure,
enabling
real
feedback/
learning.
3. Work
items
are
integraFve
testable
&
SMALL
-‐
can
be
delivered
in
days
thereby
Fghtening
the
internal
team
level
feedback
loop
4. frequent
feedback
from
stakeholders/users
is
used
to
adapt
the
scope/Fmeline
closing
a
real
feedback
beyond
the
product
owner.
5. Escaping
Defects
and
other
kinds
of
Failure
Demand
(Waste)
are
analyzed
using
Five
Whys
or
another
kind
of
root
cause
analysis
process
in
order
to
determine
reasons
for
missing
them
earlier
in
the
process.
6. Value
is
delivered
in
iteraFve
chunks
using
Minimally
Marketable
Features
(MMFs)
thereby
achieving
business
agility
–
faster
Fme
to
market
and
keeping
more
opFons
open
to
what
will
be
delivered
aier
the
current
MMFs.
7. Requirements
that
are
Hypothesis
are
validated
Using
MVP/MVF
in
a
fast
learning
loop
that
includes
Beta/Early
Access
programs
or
ConAnuous
Delivery,
in
order
to
enable
safe/cheap-‐
to-‐fail
experiments
about
risky
but
worthy
ideas.
8. Feature
Usefulness
and
Successfulness
is
evaluated
as
part
of
the
development
lifecycle.
Learning
is
applied
to
improve
the
feature
and
future
ideas.
9. Frequent
Delivery
to
real
users
-‐
up
to
8
weeks
apart
10. ConAnuous
Delivery
-‐
work
items
are
deployed/acAvated/validated
as
part
of
the
work
life
cycle
-‐
in
a
ma`er
of
hours/days
thereby
minimizing
the
work
done
without
feedback
that
it
is
in
the
right
direcAon
1.
Visualize
&
Manage
the
Flow
1. Visualize
main
Work
types
(using
Kanban
Board
or
similar)
to
create
flow
awareness
2. Defini&on
of
what
Done
(Working
Tested
SoTware)
means
is
clear
and
adhered
to
(“DoD”)
so
real
flow
is
measured
and
so
excep&ons
drive
discussion/improvement.
3. Visualize
who
is
working
on
what
in
order
to
be
aware
of
level
of
mul&
tasking
and
dependency
on
specific
people.
4. Commitment
to
finishing
work
over
star&ng
new
(eventually
reaching
a
WIP
level
that
“feels
OK”
for
the
team)
to
start
to
“weakly”
constrain
and
improve
flow.
5. Use
flow
diagrams/charts
(e.g.
CFDs)
to
provide
predictability
and
insight
into
flow
6. Visualize
and
focus
on
blocked
work
so
major
flow
efficiency
issues
are
addressed
7. Visualize
work
that
is
queued/waiFng
between
people/workflow
states
to
start
raise
to
awareness
reasons
for
queuing
and
idenFfy
opFons
for
reducing
8. Awareness
of
Work
Types
and
Work
Items
and
differences
in
handling,
in
order
to
enable
expectaFon
sekng
with
different
stakeholders
for
different
needs
&
allow
people
to
make
intelligent
flow
decisions
according
to
the
context
9. Some
areas
in
the
flow
have
local
work
in
process
(WIP)
limits
-‐
leading
to
lower
WIP
and
cycle
Fmes
and
more
explicit
opportuniFes
to
learn
from
the
(lack
of)
flow
10. Visualize
work
variability
and
seek
to
reduce
it
(e.g.
using
Cycle
Time
Control
Charts)
so
that
overall
average
cycle
Fme
is
improved
and
there
is
less
uncertainty
about
velocity/
cycle
Fmes
enabling
more
aggressive
planning
11. Explicit
WIP
limit
at
workflow
level
-‐
Single
workflow
full
pull
–
catching
more
flow
problems
and
driving
WIP/cycle
Fme
even
lower.
12. Next
is
re-‐prioriFzed
conFnuously
(no
commitment
in
Next)-‐
Deferred
Pull
decisions
(dynamic
prioriFzaFon)
in
order
to
enable
business
agility.
13. DefiniFon
of
what
“Ready
for
work”
means
is
clear
and
adhered
to
in
order
to
minimize
rework
or
blocks
due
to
unready
work
occupying
the
WIP.
14. Guidelines
for
how
to
pull
work
(selecAon
from
‘Next’/prioriAzaAon
of
WIP)
are
clear
to
everyone
and
adhered
to
so
that
most
decisions
can
be
decentralized
and
made
faster
as
well
as
driving
discussion
about
how
to
work
and
resulAng
in
experiments/
improvements
15. Capacity
is
allocated
to
Investment
Themes
using
work
in
process
limits
so
that
it
is
possible
to
ensure
certain
investment
in
each
theme.
7.
Improve
1. Regular
Lessons
Learned
events
(frequency
of
no
less
than
every
1-‐4
weeks)
with
ac&onable
outcomes
(e.g.
Retrospec&ves/Kaizen)
2. People
at
all
levels
are
highly
aware
and
involved
in
improvement
acFvity
3. AcFonable
Improvement
Work
is
visualized
and
managed
using
“Stop
starFng
start
finishing”
4. Leaders
are
aware
of
the
current
operaFonal
capabiliFes
(may
require
metrics)
5. Leaders
have
an
operaFonal
capabiliFes
goal
6. Team/Group
knows
the
current
process
challenge
they
are
targeAng
7. Team/Group
knows
what
obstacles
are
prevenAng
them
from
overcoming
the
current
process
challenge,
what
is
currently
being
addressed
and
how
8. Team/Group
allocates
capacity/Ame
slots
for
improvement
work
9. Team/Group
uses
models
to
look
at
their
condiAon
and
suggest
experiments
Agile
Depth
Team:
Date:
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
2
3
4
5
6
7
1
9. Further
Reading
h1p://www.infoq.com/arFcles/open-‐agile-‐adopFon-‐2
h1p://www.slideshare.net/yyeret/leanagile-‐
depth-‐assessment
h1p://bit.ly/LKUK13-‐Yuval
h1p://www.infoq.com/arFcles/kanban-‐Sandvik-‐IT-‐2
More
at
h1ps://www.diigo.com/list/yyeret/Lean-‐Agile-‐Change-‐Management
&
h1p://www.agilesparks.com/learn-‐your-‐own-‐using-‐our-‐resources
StarFng
w/
Managers
Kanban
h1p://bit.ly/DARE13-‐Yuval