HelixPLAN was used by a mutual insurance company to develop a strategic planning process to reduce their reliance on soon-to-change healthcare products. It was also used by an automaker to develop a program to instill a continuous improvement culture. Additionally, it supported a task force in defining the strategy and plan to rollout a corporate culture change initiative.
Dokumen tersebut berisi daftar 15 perjanjian kerjasama yang telah dibuat oleh Balai Pengkajian Teknologi Pertanian (BPTP) Sumatera Selatan dengan berbagai mitra sejak tahun 2011 hingga 2021. Perjanjian-perjanjian tersebut meliputi kerjasama penempatan magang siswa SMK, pemberitaan di media, penelitian pupuk, hingga pengembangan teknologi pertanian di beberapa daerah di Sumatera Selatan.
The document discusses experiential marketing, which aims to connect brands with consumers through emotional experiences that appeal to the senses. It provides examples of common experiential marketing tactics like flash mobs, sticker bombs, outdoor exhibits, and digital scavenger hunts. The document also discusses considerations for whether experiential marketing is right for a particular business and provides case studies of campaigns by brands like Sprite, Coca-Cola, and Nike.
Media terminology & basic calculations 1.16.13Cassie Stox
I do not have enough information to calculate the GRPs for each medium without knowing the universe size. To determine GRPs, I need the total impressions as well as the universe size in order to calculate (impressions/universe) x 100. With just the cost and impressions provided, I cannot fully calculate the CPP for each medium or the overall campaign.
Upgrading PeopleSoft Financials from 8.9 to 9.2 – Advice You Need to Know fro...NERUG
Founded in 1893, the Visiting Nurse Service of New York (VNSNY) is the largest not-for-profit home and community-based health care organization in the United States, serving the five boroughs of New York City and Nassau, Suffolk, and Westchester Counties, as well as parts of upstate New York. As an early adopter, VNSNY will present a case study of how they were able to successfully upgrade from 8.9 to 9.2 in a limited time frame with limited resources and provide tips and advice on how others can achieve similar success. VNSNY was able to successfully upgrade GL, AM, AP, PO, and ePro from PeopleSoft 8.9/PeopleTools 8.49 to 9.2/PeopleTools 8.53 in just 7.5 months using Oracle’s newly released 8.9 to 9.2 path. VNSNY had only a very lean team of internal and external functional/technical resources. VNSNY was also able to successfully maximize the use of a non-full time external PeopleSoft Admin/Upgrader resource.
This document provides an overview of Philips' transformation to Agile. It discusses the starting vision to adopt Agile, the journey over time from 2012-2015, establishing an Agile Center of Excellence, key performance indicators, an Agile delivery model including scaled Agile framework implementation, the concept of delivery centers, case studies, lessons learned, and the road ahead. The presentation aims to provide insight into Philips' Agile transformation program.
The document discusses five things to do before implementing Agile practices: 1) Identify the reasons for adopting Agile, 2) Inform and educate teams and the organization about Agile ways of working, 3) Define engineering practices to use, 4) Define a product backlog, and 5) Set a definition of done. It emphasizes understanding why an organization wants to adopt Agile and how Agile will benefit the organization. It also discusses communicating changes to working styles and focusing on developing working software iteratively.
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
The Lean Learning Academy (LLA) is a 10-day immersive training program designed to teach lean thinking and practices. It aims to immediately apply learning to business projects through a 4-step process: select delegates and projects, engage in training, develop skills during a 100-day project, and sustain results. Learning is done through simulations, activities, and coaching. Evaluation uses the Kirkpatrick model to assess reaction, learning, behavior change, and organizational performance impact. The goal is for delegates to deliver tangible benefits through lean tools while developing internal coaching capabilities.
Dokumen tersebut berisi daftar 15 perjanjian kerjasama yang telah dibuat oleh Balai Pengkajian Teknologi Pertanian (BPTP) Sumatera Selatan dengan berbagai mitra sejak tahun 2011 hingga 2021. Perjanjian-perjanjian tersebut meliputi kerjasama penempatan magang siswa SMK, pemberitaan di media, penelitian pupuk, hingga pengembangan teknologi pertanian di beberapa daerah di Sumatera Selatan.
The document discusses experiential marketing, which aims to connect brands with consumers through emotional experiences that appeal to the senses. It provides examples of common experiential marketing tactics like flash mobs, sticker bombs, outdoor exhibits, and digital scavenger hunts. The document also discusses considerations for whether experiential marketing is right for a particular business and provides case studies of campaigns by brands like Sprite, Coca-Cola, and Nike.
Media terminology & basic calculations 1.16.13Cassie Stox
I do not have enough information to calculate the GRPs for each medium without knowing the universe size. To determine GRPs, I need the total impressions as well as the universe size in order to calculate (impressions/universe) x 100. With just the cost and impressions provided, I cannot fully calculate the CPP for each medium or the overall campaign.
Upgrading PeopleSoft Financials from 8.9 to 9.2 – Advice You Need to Know fro...NERUG
Founded in 1893, the Visiting Nurse Service of New York (VNSNY) is the largest not-for-profit home and community-based health care organization in the United States, serving the five boroughs of New York City and Nassau, Suffolk, and Westchester Counties, as well as parts of upstate New York. As an early adopter, VNSNY will present a case study of how they were able to successfully upgrade from 8.9 to 9.2 in a limited time frame with limited resources and provide tips and advice on how others can achieve similar success. VNSNY was able to successfully upgrade GL, AM, AP, PO, and ePro from PeopleSoft 8.9/PeopleTools 8.49 to 9.2/PeopleTools 8.53 in just 7.5 months using Oracle’s newly released 8.9 to 9.2 path. VNSNY had only a very lean team of internal and external functional/technical resources. VNSNY was also able to successfully maximize the use of a non-full time external PeopleSoft Admin/Upgrader resource.
This document provides an overview of Philips' transformation to Agile. It discusses the starting vision to adopt Agile, the journey over time from 2012-2015, establishing an Agile Center of Excellence, key performance indicators, an Agile delivery model including scaled Agile framework implementation, the concept of delivery centers, case studies, lessons learned, and the road ahead. The presentation aims to provide insight into Philips' Agile transformation program.
The document discusses five things to do before implementing Agile practices: 1) Identify the reasons for adopting Agile, 2) Inform and educate teams and the organization about Agile ways of working, 3) Define engineering practices to use, 4) Define a product backlog, and 5) Set a definition of done. It emphasizes understanding why an organization wants to adopt Agile and how Agile will benefit the organization. It also discusses communicating changes to working styles and focusing on developing working software iteratively.
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
The Lean Learning Academy (LLA) is a 10-day immersive training program designed to teach lean thinking and practices. It aims to immediately apply learning to business projects through a 4-step process: select delegates and projects, engage in training, develop skills during a 100-day project, and sustain results. Learning is done through simulations, activities, and coaching. Evaluation uses the Kirkpatrick model to assess reaction, learning, behavior change, and organizational performance impact. The goal is for delegates to deliver tangible benefits through lean tools while developing internal coaching capabilities.
This document discusses the mindset needed for a project leader to effectively blend Lean and Agile principles. It begins by exploring the historical linkage between Lean and Agile, noting they share a focus on identifying value and eliminating waste. The ideal mindset is a growth mindset that maximizes value and minimizes waste. A LeAgile leader employs traits like establishing a culture of continuous improvement, enabling safe failures, and achieving measurable results early. By balancing flexibility with stability, maintaining a value-driven approach, and keeping stakeholders engaged, a LeAgile mindset can help project leaders effectively mix Lean and Agile for project success.
The document discusses facilitating innovation, leadership, and strategy through agile practices. It summarizes that companies must constantly adjust to volatility, uncertainty, complexity and ambiguity pressures from their environment. It then describes how technologies can disrupt business models and the five domains they impact. The rest of the document outlines the speaker's services which include workshops and coaching to help organizations and individuals improve performance in innovation, leadership and strategy through agile principles.
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The document discusses how Agile development methods and AGILE instructional design can be used together to improve training programs. It describes how Agile was created to make software development more flexible and rapid, and how AGILE was created for the same reasons for instructional design. While they have different focuses, Agile on software tactics and AGILE on comprehensive learning, they are complementary. The document advocates using Agile values, Scrum framework, and iterative development with AGILE instructional design and the ADDIE model to create both formal training and structured performance support. This holistic approach aims to better link learning to job performance.
The document provides an overview of material for an Agile Scrum Master training. It includes an introduction to Agile concepts and frameworks, an explanation of the Agile way of thinking focusing on iterative development, self-organizing teams, and the Agile manifesto. It also discusses how Agility brings predictability and flexibility through awareness of problems and the desire for change. The training schedule, objectives, exam format and literature are outlined.
The document provides information about continuous improvement in Agile processes. It discusses using an iterative transition process with small continuous changes to adopt an Agile development process. An improvement backlog should track items to improve the organization's use of Scrum, similar to a product backlog. An Enterprise Transition Community supports the organization's effort to introduce and improve Scrum use through an iterative process.
This document provides a summary of Lean Enterprise Institute's qualifications and approach to enterprise transformations. It states that LEI is a partnership of experienced practitioners focused on using Lean, Six Sigma, TQM and BPR to drive customized, global transformations. It highlights LEI's pioneering work in developing and applying Lean approaches and its track record of significant financial results for clients. LEI promotes a "Capability Led" model to build internal improvement capabilities and deliver both short-term wins and long-term culture change over 5-10 years, as opposed to short-term "Event Led" approaches.
Agile is a mindset and approach to project management that values individuals, collaboration, adaptability and delivering working software. It originated from the 2001 Agile Manifesto signed by 17 software developers. Common Agile frameworks include Scrum, which focuses on empirical process control and values commitment, courage and respect, and Kanban, which limits work-in-progress and visualizes workflow using boards. Agile principles emphasize valuing individuals, customer collaboration, responding to change, and continuous improvement over following static plans and processes.
Scaling Agile is easily misunderstood. Scaling is the term we often hear used to describe using Agile methods with large enterprises. Larger enterprises often deal with bigger and more complex problems than small ones. They have more employees, subcontracting companies, different business units, more processes and a strong culture that defines how things are done. At the same time, they need to be able to deliver results in an ever-changing business environment. They need to be Agile but the bigger the company, the bigger the challenges are for scaling Agile.
Scaling frameworks available in the market today are maturing quickly and provide a variety of choices. Like the Agile Manifesto, these frameworks are based on principles, and they vary widely in the specificity of the recommended approach.
In this session, we will compare how two scaling frameworks, LeSS and SAFe, address the challenges of agility at scale. We will talk about how these two frameworks align, coordinate, and manage dependencies across multiple teams to maintain consistency and agility at scale.
Agile lean workshop for teams, managers & exec leadershipRavi Tadwalkar
This Agile-Lean workshop covers topics related to adopting Agile and Lean principles for teams, managers, and executive leadership. It discusses key concepts like Agile versus Lean, Scrum versus Kanban, roles and responsibilities in Agile, and metrics for measuring Agile and Lean performance. The workshop also provides examples and models to help participants understand concepts like daily stand-up meetings, team rooms, and leadership assessments to support the transition to Agile and Lean approaches.
SDLC Transformation: How Paychex Began Adopting Rational CLM (+ Agile) & Adap...Tom Sylvester
This presentation was given by Tom Sylvester at IBM Innovate 2014 in Orlando, Florida. This presentation is essentially a case study/lessons learned as Paychex has worked on transforming to Agile and implemented Rational Jazz tools (ex. Rational Team Concert) to support the process and teams.
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_SharmaScrum Bangalore
The document provides an introduction to the Scaled Agile Framework (SAFe) for applying agile practices at an enterprise scale. It discusses challenges organizations face with scaling agile and how SAFe addresses these challenges through its three layers (Portfolio, Program, Team). SAFe draws from Scrum, Extreme Programming, Kanban, lean principles and flows to provide transparency, alignment and program execution capabilities. It emphasizes continuous delivery through Agile Release Trains, empowered self-organizing teams, and roles like the Product Owner and Release Train Engineer. An example case study shows how a financial services company rapidly adopted SAFe to deliver more value faster by aligning their portfolio and programs.
This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
Scrum Bangalore 14th MeetUp 05 September 2015 - Scaling Agile - Saikat Das - ...Scrum Bangalore
This document summarizes an approach to scaling Agile in a mid-size enterprise eCommerce company. It discusses the motivation to scale Agile, provides an overview of common scaling frameworks, and describes the company's journey to scaling Agile across multiple teams and locations. Key aspects of the scaling model include establishing a cadence of sprints and releases, implementing feature-driven teams, adopting Scrum of Scrums, and establishing communities of practice. Outcomes of scaling included improved team performance, increased customer satisfaction, reduced delivery cycle times, and lower costs. Challenges included coordinating distributed teams and maintaining synchronization across teams.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
This document provides an overview of approaches to scaling agile practices in large organizations. It discusses common challenges in scaling teams and popular scaling frameworks including Scrum of Scrums, Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), Spotify model, Scrum at Scale, and Disciplined Agile Delivery (DAD). The document also provides case studies of organizations that have implemented agile transformations at scale and suggests metrics for measuring agile success.
Agile
SCRUM
SAFe
IBM approach to SAFe
Why Scale Agile?
IBM’s Point of ViewScaling Agile –The Recipe
SAFe® Overview
IBM’s Support for SAFe
5 Simple Value Propositions
Evolving to SAFe
How IBM uses SAFe to deliver ALM tooling
Summary
Ewan developing the agile mindset for organizational agilityMagneta AI
The document discusses the concept of Agile as a mindset rather than just practices. It explains that Agile is established through four values, grounded by twelve principles, and manifested through many practices. True adoption of Agile requires internalizing the mindset and being able to tailor practices appropriately based on situations, rather than just doing the practices without understanding the underlying philosophy.
IIT Academy: Agile.
Let's learn the foundations. Covers the Copernican shift between agile and other approaches. This course outlines the agile philosophy, manifesto, and a survey of the field. This lesson is an important foundational component for those intending to continue the Lean and Scrum courses.
7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 b...Dipesh Pala
One of the keys to a successful enterprise Agile transformation is the support of executive leadership, which is more than simply providing approval. The Agile executive enables, empowers and engages rather than controls.
According to one recent survey, more than one in three organisations claim that the lack of leadership engagement within their businesses is plaguing their journey towards sustainable organisational agility.
With a special focus on executives and leaders, this presentation will be draw upon more than a decade of Agile transformation experiences in multiple organisations across eight countries, and will share real-life case studies and insights to illustrate the key things that Agile leaders need to do differently.
Be inspired by knowing what serves to catalyse and nourish progress – and what does the opposite.
This document discusses the mindset needed for a project leader to effectively blend Lean and Agile principles. It begins by exploring the historical linkage between Lean and Agile, noting they share a focus on identifying value and eliminating waste. The ideal mindset is a growth mindset that maximizes value and minimizes waste. A LeAgile leader employs traits like establishing a culture of continuous improvement, enabling safe failures, and achieving measurable results early. By balancing flexibility with stability, maintaining a value-driven approach, and keeping stakeholders engaged, a LeAgile mindset can help project leaders effectively mix Lean and Agile for project success.
The document discusses facilitating innovation, leadership, and strategy through agile practices. It summarizes that companies must constantly adjust to volatility, uncertainty, complexity and ambiguity pressures from their environment. It then describes how technologies can disrupt business models and the five domains they impact. The rest of the document outlines the speaker's services which include workshops and coaching to help organizations and individuals improve performance in innovation, leadership and strategy through agile principles.
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The document discusses how Agile development methods and AGILE instructional design can be used together to improve training programs. It describes how Agile was created to make software development more flexible and rapid, and how AGILE was created for the same reasons for instructional design. While they have different focuses, Agile on software tactics and AGILE on comprehensive learning, they are complementary. The document advocates using Agile values, Scrum framework, and iterative development with AGILE instructional design and the ADDIE model to create both formal training and structured performance support. This holistic approach aims to better link learning to job performance.
The document provides an overview of material for an Agile Scrum Master training. It includes an introduction to Agile concepts and frameworks, an explanation of the Agile way of thinking focusing on iterative development, self-organizing teams, and the Agile manifesto. It also discusses how Agility brings predictability and flexibility through awareness of problems and the desire for change. The training schedule, objectives, exam format and literature are outlined.
The document provides information about continuous improvement in Agile processes. It discusses using an iterative transition process with small continuous changes to adopt an Agile development process. An improvement backlog should track items to improve the organization's use of Scrum, similar to a product backlog. An Enterprise Transition Community supports the organization's effort to introduce and improve Scrum use through an iterative process.
This document provides a summary of Lean Enterprise Institute's qualifications and approach to enterprise transformations. It states that LEI is a partnership of experienced practitioners focused on using Lean, Six Sigma, TQM and BPR to drive customized, global transformations. It highlights LEI's pioneering work in developing and applying Lean approaches and its track record of significant financial results for clients. LEI promotes a "Capability Led" model to build internal improvement capabilities and deliver both short-term wins and long-term culture change over 5-10 years, as opposed to short-term "Event Led" approaches.
Agile is a mindset and approach to project management that values individuals, collaboration, adaptability and delivering working software. It originated from the 2001 Agile Manifesto signed by 17 software developers. Common Agile frameworks include Scrum, which focuses on empirical process control and values commitment, courage and respect, and Kanban, which limits work-in-progress and visualizes workflow using boards. Agile principles emphasize valuing individuals, customer collaboration, responding to change, and continuous improvement over following static plans and processes.
Scaling Agile is easily misunderstood. Scaling is the term we often hear used to describe using Agile methods with large enterprises. Larger enterprises often deal with bigger and more complex problems than small ones. They have more employees, subcontracting companies, different business units, more processes and a strong culture that defines how things are done. At the same time, they need to be able to deliver results in an ever-changing business environment. They need to be Agile but the bigger the company, the bigger the challenges are for scaling Agile.
Scaling frameworks available in the market today are maturing quickly and provide a variety of choices. Like the Agile Manifesto, these frameworks are based on principles, and they vary widely in the specificity of the recommended approach.
In this session, we will compare how two scaling frameworks, LeSS and SAFe, address the challenges of agility at scale. We will talk about how these two frameworks align, coordinate, and manage dependencies across multiple teams to maintain consistency and agility at scale.
Agile lean workshop for teams, managers & exec leadershipRavi Tadwalkar
This Agile-Lean workshop covers topics related to adopting Agile and Lean principles for teams, managers, and executive leadership. It discusses key concepts like Agile versus Lean, Scrum versus Kanban, roles and responsibilities in Agile, and metrics for measuring Agile and Lean performance. The workshop also provides examples and models to help participants understand concepts like daily stand-up meetings, team rooms, and leadership assessments to support the transition to Agile and Lean approaches.
SDLC Transformation: How Paychex Began Adopting Rational CLM (+ Agile) & Adap...Tom Sylvester
This presentation was given by Tom Sylvester at IBM Innovate 2014 in Orlando, Florida. This presentation is essentially a case study/lessons learned as Paychex has worked on transforming to Agile and implemented Rational Jazz tools (ex. Rational Team Concert) to support the process and teams.
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_SharmaScrum Bangalore
The document provides an introduction to the Scaled Agile Framework (SAFe) for applying agile practices at an enterprise scale. It discusses challenges organizations face with scaling agile and how SAFe addresses these challenges through its three layers (Portfolio, Program, Team). SAFe draws from Scrum, Extreme Programming, Kanban, lean principles and flows to provide transparency, alignment and program execution capabilities. It emphasizes continuous delivery through Agile Release Trains, empowered self-organizing teams, and roles like the Product Owner and Release Train Engineer. An example case study shows how a financial services company rapidly adopted SAFe to deliver more value faster by aligning their portfolio and programs.
This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
Scrum Bangalore 14th MeetUp 05 September 2015 - Scaling Agile - Saikat Das - ...Scrum Bangalore
This document summarizes an approach to scaling Agile in a mid-size enterprise eCommerce company. It discusses the motivation to scale Agile, provides an overview of common scaling frameworks, and describes the company's journey to scaling Agile across multiple teams and locations. Key aspects of the scaling model include establishing a cadence of sprints and releases, implementing feature-driven teams, adopting Scrum of Scrums, and establishing communities of practice. Outcomes of scaling included improved team performance, increased customer satisfaction, reduced delivery cycle times, and lower costs. Challenges included coordinating distributed teams and maintaining synchronization across teams.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
This document provides an overview of approaches to scaling agile practices in large organizations. It discusses common challenges in scaling teams and popular scaling frameworks including Scrum of Scrums, Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), Spotify model, Scrum at Scale, and Disciplined Agile Delivery (DAD). The document also provides case studies of organizations that have implemented agile transformations at scale and suggests metrics for measuring agile success.
Agile
SCRUM
SAFe
IBM approach to SAFe
Why Scale Agile?
IBM’s Point of ViewScaling Agile –The Recipe
SAFe® Overview
IBM’s Support for SAFe
5 Simple Value Propositions
Evolving to SAFe
How IBM uses SAFe to deliver ALM tooling
Summary
Ewan developing the agile mindset for organizational agilityMagneta AI
The document discusses the concept of Agile as a mindset rather than just practices. It explains that Agile is established through four values, grounded by twelve principles, and manifested through many practices. True adoption of Agile requires internalizing the mindset and being able to tailor practices appropriately based on situations, rather than just doing the practices without understanding the underlying philosophy.
IIT Academy: Agile.
Let's learn the foundations. Covers the Copernican shift between agile and other approaches. This course outlines the agile philosophy, manifesto, and a survey of the field. This lesson is an important foundational component for those intending to continue the Lean and Scrum courses.
7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 b...Dipesh Pala
One of the keys to a successful enterprise Agile transformation is the support of executive leadership, which is more than simply providing approval. The Agile executive enables, empowers and engages rather than controls.
According to one recent survey, more than one in three organisations claim that the lack of leadership engagement within their businesses is plaguing their journey towards sustainable organisational agility.
With a special focus on executives and leaders, this presentation will be draw upon more than a decade of Agile transformation experiences in multiple organisations across eight countries, and will share real-life case studies and insights to illustrate the key things that Agile leaders need to do differently.
Be inspired by knowing what serves to catalyse and nourish progress – and what does the opposite.
7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 b...
Helix Plan Oveview V10
1. Why all this talk
about HelixPLAN ?
®
The Helix Group, Inc.
14105 Allison Drive
Raleigh, North Carolina 27615
919-870-9345
www.helixgroup.com
helix@helixgroup.com
® HelixPLAN is a registered trademark of The Helix Group, Inc.
1
2. Contents
• Would you like to improve your productivity?
• What is HelixPLAN?
• How does HelixPLAN fit with other Methods?
• How was HelixPLAN developed?
• What technology does HelixPLAN use?
• How does HelixPLAN work?
• For what can HelixPLAN be used?
• What are some specific scenarios in which HelixPLAN has been
used?
• What other benefits does HelixPLAN offer?
• Who has been trained in HelixPLAN?
• HelixPLAN Facilitation Methodology Training Class
• What support is available after HelixPLAN training?
• Appendix A - Client Feedback
2
3. Would you like to improve the productivity of:
• Meetings
• Working sessions
• Strategy sessions With twice as much
• Projects done in half the time!
• Processes
• Etc.
That’s a 400% increase in productivity with
the participants committed to actionable results
Unbelievable…read on!
3
4. What is HelixPLAN?
HelixPLAN® is a structured methodology
with a set of principles, tools, techniques
and materials, that enables groups to:
• Share information
• Simplify complex issues
• Create/develop ideas
• Assess ideas and information
• Formulate solutions to problems or issues
• Make decisions, set priorities
• Develop plans and actions
• Come to consensus as a team
• Foster participation, teamwork and
commitment
HelixPLAN is robust, formalized, well-documented and proven.
It addresses all aspects of working sessions, including design, preparation,
facilitation, and documentation/report writing.
4
5. How does HelixPLAN fit with other
Methods?
If you have invested in methods like PMI, Lean, Six Sigma, Process Redesign, Strategy
Development/Deployment, Organization Redesign, Work Out, Kaizen, etc.
HelixPLAN is NOT a replacement; but an enabler.
Think of these methods as the “What” that needs to be done and HelixPLAN as the
“How” you get it done.
5
6. Can HelixPLAN really be married up with ANY method for
improving business performance?
Every method in the world for coming up with business performance improvement plans,
designs and projects involves ONLY a finite set of generic kinds of tasks.
The basic building blocks of building business performance improvement
plans, designs, initiatives and projects…
1. Collect data
2. Brainstorm/generate/gather ideas
3. Summarize a group of ideas
4. Reach consensus on the meaning of a set of ideas
5. Determine inter-relationships among a set of ideas
6. Analyze data (matrix analysis)
7. Assess/rank past, present and/or future importance of a set of items
8. Assess past, present and/or future performance/occurrence of a set of items
9. Discuss an issue or set of issues
10. Formulate a problem, goal, mission, vision or other kind of statement
11. Define multiple scenarios for things outside your control
12. Refine and sequence a set of actions
HelixPLAN has a set of Lego block exercises that can effectively
execute the “HOW” of these generic tasks. That is how we can
guarantee “Twice as much done in half the time!”
19
7. How was HelixPLAN developed?
• Developed by two former IBM executive
consultants with 40+ years experience working
with clients using a process consultation
approach
• Studied how the brain generates ideas and
processes information
• Studied and experimented with how groups of
people carry out: idea generation, consensus-
building, problem-solving, priority-setting and
decision-making
• Examined logistical thought-process hurdles that a group experiences when
developing and judging ideas and making decisions
• Developed, acquired or modified techniques to leverage individual and group
thinking processes
7
8. What technology does HelixPLAN use?
HelixPLAN uses highly
sophisticated technology,
like:
• Paper
• Cards
• Pens
• Dots
The “magic” is in how we use them!
8
9. How does HelixPLAN work?
6
The tools and techniques in HelixPLAN: 5
4 Sessions are
• Keep groups on task, one task at a time, all the while 3 a set of steps to
reach specific
building toward the overall objectives of the working 2 objectives.
session. 1
• Separate the judgment of ideas from the generation of
ideas to reduce problem-solving time exponentially.
• Leverage the trade-offs between speaking and writing,
listening and reading.
• Integrate multiple individual agendas or perspectives into HelixPLAN leverages multiple,
a team perspective quickly, cooperatively and decisively. diverse perspectives.
• Apply a unique visual medium that accelerates a
common, consistent understanding of the relationships
between ideas, and overcomes our short-term memory
constraints.
• Differentiate between assessing: importance (e.g.
priority), performance (e.g. how effective), existence (e.g. HelixPLAN enables groups to deal
effectively with lots of ideas.
to what extent does a situation exist), similarity, etc.
9
10. For what can HelixPLAN be used?
HelixPLAN can be used for any set of objectives that benefit from the collective
wisdom and participation of a group of people.
Following are generic examples of what HelixPLAN has been used for:
• To develop mission, vision and strategy
• To assess proposed initiatives, decide priorities,
and build plans for execution
• To jumpstart project teams, by defining what
success looks like in the project and building the
overall plan to achieve it
• To design processes and roles, and actions
required to implement required changes
• To brainstorm new ideas around solutions to
problems, or new product or service offerings
• To analyze information, glean insights, and define
required responses
• To develop balanced measures linked to desired
business results
• To assess progress against measures or objectives
and decide corrective action
• To develop IT requirements
10
11. What are some specific scenarios in which
HelixPLAN has been used?
Strategic Planning
Client: The CEO and senior leaders of a mutual
insurance company.
Purpose: Define the key processes and roles needed to
do strategic planning company-wide to reduce
the threat of Health Care reform. Company
revenues were 80% dependant on indemnity
health care insurance.
What We Developed a strategic planning process that fit the company culture. Due to the
Did: critical nature of the threat, the plan was updated every four months. We were
asked to run the process (using HelixPLAN) for a business cycle. We eventually
ran the process for three business cycles and trained company personnel to
assume the responsibility.
Key • The senior leaders faced the external threat of health care reform head on.
Points: • A new strategy was developed to replace indemnity insurance products with
financial services products.
• Scenario planning was done to identify threatened markets and develop
appropriate strategies.
Results: Today the revenue dependence on indemnity health care products is 18%.
11
12. What are some specific scenarios in which
HelixPLAN has been used?
Corporate Culture Change
Client: A CEO-initiated task force at a US
automobile manufacturer
Purpose: Develop a program to instill a continuous
improvement quality culture throughout the
corporation
What We Supported the team in developing its strategy and project plan.
Did: We trained the rollout teams in the HelixPLAN Methodology for implementation.
Key The team members were experiencing considerable frustration in their
Points: inability to develop the plan. We worked with them for two days and
completed the strategy and plan. We asked how long it would have taken
them without our support and they estimated nine weeks.
12
13. What are some specific scenarios in which
HelixPLAN has been used?
IT Alignment with Business Unit
Client: The President and senior leaders of the
T&O (Technology and Operations)
group of a global financial services
company with 60,000 associates.
Purpose: Enable the T&O group to dynamically align
itself with the ever-changing business unit’s
direction.
What We Developed a strategy to:
Did: •Implement a process-centric organizational model
•Developed well-defined process
•Established process ownership
•Clearly defined services provided and how to get them.
Key Work done on this project was part of the foundational process work that has
Points: evolved into a corporate wide initiative that includes Hoshin Planning and Six
Sigma.
13
14. What are some specific scenarios in which
HelixPLAN has been used?
Organization Redesign
Client: Management team of the IT
organization supporting the
nuclear division of a global energy
company
Purpose: Redefine the IT organization to reduce
redundancies, gaps and rework across
sites, and improve cost/efficiency
What We • Clarified all the work the organization does
Did: • Decided where primary responsibility should lie for each piece (at sites
or in central group)
• Rolled all the work up into jobs and departments
• Defined reporting structure
Key • The management team had struggled with this redesign for more
Points: than three weeks
• We solved the issue in one day
• The new organization saved $4 Million in its first full year
14
15. What other benefits does HelixPLAN offer?
• HelixPLAN compliments other methodologies and turbo-charges the
working sessions they require. Most methodologies require working sessions
for certain pieces of work (e.g. a process mapping session in a process redesign effort,
or a scope definition session for a project). HelixPLAN provides the “how” to get the
working sessions done fast, thoroughly, and with a high degree of participation and buy-
in!
• People who share the HelixPLAN language and toolset can partner very
effectively…even on a moment’s notice. Each HelixPLAN technique is like a
“play”. Everyone who knows the playbook can run the plays when they’re “called”.
• HelixPLAN session designs can be stored and re-used across multiple
clients. Each session design is a “container”. Each time it is run, the client fills it with
“content” specific to their business.
• HelixPLAN makes it possible to guarantee working session results.
Like any well-designed process, a well-designed HelixPLAN session provides
predictable results…every time.
15
16. Who has been trained in HelixPLAN?
Partial list of client companies:
• Accenture • Infinitive
• Alcoa • Landsbanki (Iceland)
• Ally Bank • Jefferson Wells
• A.O. Smith • Lincoln Financial Group
• Arion Bank (Iceland) • FIS/Metavante
• BB&T (Branch Banking & Trust Co.) • National TechTeam
• B&H Photo • ParX Iceland
• Bank of America • PayPal
• California State Automobile Assoc. • Piedmont Natural Gas
• Campbell Co. of Canada • Sheshunoff Consulting + Solutions
• Catalyst Telecom • Sovereign Bank
• Cerveceria Nacional Dominicana, C. • SunTrust Bank
por A. (Dominican Republic) • UTMB Galveston
• Cognizant Technology Solutions (India) • Wachovia / Well Fargo Corporation
• Convergys • Webconference.com
• Daimler-Chrysler • WRQ
• Duke Energy • YMCA
• IAP Worldwide Services
• IBM Global Services
16
17. Who has been trained in HelixPLAN?
Typical roles and responsibilities of people certified in HelixPLAN:
• Consultant
• Business Analyst
• Business Strategist
• Project Manager
• Process Architect/Designer
• IT Strategist
• Leadership Development
• Personnel/Human Resources
• Six Sigma Master Blackbelt / Blackbelt / Greenbelt
• Hoshin Planners
• Senior Managers
17
18. HelixPLAN Facilitation Methodology
Training Class
•Three day class
•Taught at your location or
Here is what you can expect to take place during the
attend Helix regularly scheduled HelixPLAN class:
classes • Day 1, understanding the concepts, architecture, and
•Maximum ten participants principles related to HelixPLAN. Understanding how the
first eight or so of the 15 HelixPLAN techniques work by
•Experiential learning techniques being active participants and observers as they are
employed demonstrated.
• Day 2, will primarily be a day of learning by
experiencing, doing and observing. You will have an
Our objective during the three-day class is opportunity to practice and to watch how others do it.
to train you in the Techniques not introduced the first day will be
HelixPLAN Facilitation Methodology. demonstrated. Day 2 will also include learning about
HelixPLAN modules and scenarios -- frequently used
combinations of HelixPLAN techniques.
At the completion of the class, you will have
• Day 3, will focus on session design. Working in a small
acquired the skill to: team with two or three other participants you will have
• Facilitate sessions an opportunity to design:
• Design and prepare facilitated – A Critical Success Factors planning session
sessions scenario. This will be a take-away from the class
• Report results of facilitated sessions that you will have on the shelf ready for use when
the need arises.
– A complete planning session given only the
The HelixPLAN facilitation methodology session objective and a list of topics for the
includes: session. These session objectives and topics will
• A robust set of facilitation techniques. be germane to your consulting work; so the
• Session design concepts and tools. session you design will be another take-away.
• Methods and templates for writing reports of – We will also do a guided tour of the report writing
techniques associated with facilitated HelixPLAN
facilitated session results sessions.
18
19. What support is available after HelixPLAN
training?
• We have a Members section at www.HelixGroup.com that
No charge
offers:
√ A searchable database of all HelixPLAN-certified consultants, to
aid in best practice sharing and partnering
√ White papers on a variety of topics that help consultants provide
maximum value to their clients and deliver optimal working
session results
√ The ability to upload and download re-usable session designs
and other resources
• We conduct feedback sessions with your HelixPLAN-certified No charge
consultants to share best practices, solve issues, introduce
new session designs, etc.
• We review and provide suggestions on your session designs No charge
and reports.
• We partner with you to design, conduct and report working Usual rates
sessions, and, in the process, transfer additional skills and
knowledge.
19
20. Appendix A - Feedback
• What working session participants and sponsors say
• What consultants who use HelixPLAN say
• What HelixPLAN training participants say
• Survey results at a large financial services company
20
21. What do working session sponsors and
participants say about HelixPLAN?
• Fast; complete • My first full Helix • It ended on time and
• Application of a session; it does help to covered a lot of
structured, proven promote thought ground
process to our specific • Really liked seeing • Focused
problem others’ ideas • Kept moving
• Very focused, well • Structured process • Open forum for
prepared • Organization, flow and discussions
• Use of a group to focus drove us to • Helps get to answers
identify the issues results and results
“We got twice as much done in half the time!”
This feedback is typical, underscoring HelixPLAN’s
reliability and broad applicability.
21
22. What do consultants who use HelixPLAN say?
Whenever I have to do a working session, I always use HelixPLAN. Especially on the front end
of projects because things must be absolutely clear and people have to be on the same page;
HelixPLAN fits perfectly. I go to other sessions that don’t use it and it’s really frustrating! I’ve
seen others who are experts in Six Sigma blown away when they see a HelixPLAN session—they
immediately want to learn HelixPLAN.
Six Sigma Blackbelt at Global
Financial Services Company
What HelixPLAN helped us achieve in just two days would have taken our task force six weeks
to accomplish.
Corporate Director of process improvement
of a major U.S. Automobile Manufacturer
HelixPLAN has given me not only a proven way to get a lot of work done fast with high levels of
buy-in, but also an execution-oriented way of thinking. No matter what the work at hand may
be, the HelixPLAN way of thinking helps me clearly identify what steps need to be taken to
achieve results--whether I’ll be doing the work in working sessions or not. I feel confident that
I can take on any type of engagement.
Independent Consultant in planning,
and change management
22
23. What do HelixPLAN training participants say
about the the methodology…and the training?
About the Methodology About the Training
• Provides a framework to think through and • You leave with a process you can use
build engagements immediately
• Building block approach • Is results-oriented, actionable
• Easily integrates to other methods • Quality, experience-based instruction
• Can be applied to diverse situations • Easy flow to class structure
• Provides a complete language and context to • Process well thought out
think about and design facilitated sessions • Interactive, learn by doing
• Comprehensive set of facilitation techniques • Fun
that are easy to combine • Activities/materials that can be used
• High comfort level that each technique will later for real
work • Thorough / paced well
• Self--documenting • Instruction was effective and enjoyable
• It works! • Instructors very approachable and
• Flexible and easy to use knowledgeable
• Gets twice as much done in half the time. • Frequent breaks helped group to focus
This feedback is also quite common. We designed the training like we would design any other
working session, and, of course, we use HelixPLAN to conduct it!
23
24. How HelixPLAN has Performed for Trained Facilitators at
a Large Financial Services Company
Sponsor Objectives Met
My Effectiveness
Productivity
Efficiency
Buy-in
% of Respondents Answering either
Definitely or To a Large Extent
24
25. Certified HelixPLAN Facilitators’ Survey
Assessment at a Financial Services Company
90
80
70
60
50
40
30
20
10 % of Respondents Answering either Definitely or To a Large Extent
0
Provides a Easily integrates A comprehensive High comfort level Flexible and easy to Most effective
framework to think with other methods set of facilitation that each technique use facilitation
through or design techniques easy to will work methodology I know
decision-making combine of
sessions
25
26. HelixPLAN Training Evaluation by Associates
Trained and Certified at a Financial Services
Company
Definitely
To a Large Extent
To Some Extent
Only Slightly
Not at All
26