This document discusses A/B testing and optimization. It provides examples of how to define metrics, understand bottlenecks, explore opportunities, and refine tests. Key points include measuring success metrics, analyzing user flows to find bottlenecks, exploring variants before refining, and letting tools handle auto-optimization on the fly.
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...Yuval Yeret
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
EDUC5103 7th Adobe Connect Session Presentation (March 30, 2016)Robert Power
The document outlines an agenda for an online session on using surveys in education, including discussing common survey types used by educators, how to analyze survey data, best practices for student satisfaction surveys and pre-test/post-test analyses, and tools for qualitative and quantitative survey analysis. Participants will break into groups to discuss how to apply insights from videos on survey topics to their own practices and to plan a professional development session. The session will conclude with reviewing ethics and resources for further exploring survey use and analysis.
This document provides a template for analyzing management training needs within a team or department. It includes a list of skills that can be assessed and scored on a scale. The lowest scores indicate the highest training priorities, although the relative importance of each skill should also be considered. Scores are totaled and averaged to identify overall strengths and weaknesses at both the individual and organizational level. The analysis is intended to help identify where training would most improve performance.
Why scrum works - A NeuroScience Perspective @ Scrum Gathering India 2013Tushar Somaiya
Have you ever thought why scrum works? That too from NeuroScience perspective?
We all acknowledge and understand that we have moved beyond and past machine age or service era and are living in what is called “Knowledge Era”. Focus of current times is shifting from behaviours to values. From people to brain. Yet, we know very little about people or brain or its working.
Through this talk, I will attempt to link hard neuroscience to scrum and its practices to see why it works or does not work. Also we would look at practices required beyond scrum to create an environment where scrum can flourish. Or even exists!
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists the table of contents which outlines the chapters in the book. The book focuses on strategic and general considerations of performance management, implementing performance management systems, employee development, reward systems and legal issues, and managing team performance. It emphasizes linking individual performance to organizational strategy and priorities. It also discusses defining and measuring performance, gathering performance information, and using performance management to develop employees.
This document discusses A/B testing and optimization. It provides examples of how to define metrics, understand bottlenecks, explore opportunities, and refine tests. Key points include measuring success metrics, analyzing user flows to find bottlenecks, exploring variants before refining, and letting tools handle auto-optimization on the fly.
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...Yuval Yeret
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
EDUC5103 7th Adobe Connect Session Presentation (March 30, 2016)Robert Power
The document outlines an agenda for an online session on using surveys in education, including discussing common survey types used by educators, how to analyze survey data, best practices for student satisfaction surveys and pre-test/post-test analyses, and tools for qualitative and quantitative survey analysis. Participants will break into groups to discuss how to apply insights from videos on survey topics to their own practices and to plan a professional development session. The session will conclude with reviewing ethics and resources for further exploring survey use and analysis.
This document provides a template for analyzing management training needs within a team or department. It includes a list of skills that can be assessed and scored on a scale. The lowest scores indicate the highest training priorities, although the relative importance of each skill should also be considered. Scores are totaled and averaged to identify overall strengths and weaknesses at both the individual and organizational level. The analysis is intended to help identify where training would most improve performance.
Why scrum works - A NeuroScience Perspective @ Scrum Gathering India 2013Tushar Somaiya
Have you ever thought why scrum works? That too from NeuroScience perspective?
We all acknowledge and understand that we have moved beyond and past machine age or service era and are living in what is called “Knowledge Era”. Focus of current times is shifting from behaviours to values. From people to brain. Yet, we know very little about people or brain or its working.
Through this talk, I will attempt to link hard neuroscience to scrum and its practices to see why it works or does not work. Also we would look at practices required beyond scrum to create an environment where scrum can flourish. Or even exists!
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists the table of contents which outlines the chapters in the book. The book focuses on strategic and general considerations of performance management, implementing performance management systems, employee development, reward systems and legal issues, and managing team performance. It emphasizes linking individual performance to organizational strategy and priorities. It also discusses defining and measuring performance, gathering performance information, and using performance management to develop employees.
Performance management third editionherman aguinisamit657720
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists changes from previous editions, with a stronger emphasis on the context of performance management, its multidisciplinary nature, the interplay between science and practice, technical implementation details, and the role of interpersonal dynamics. The textbook covers strategic and general considerations of performance management systems, their implementation, employee development, reward systems and legal issues, and managing team performance.
How Agile Can We Go? Lessons Learned Moving from WaterfallTechWell
How agile are you? Once you jump off the waterfall and drink from the agile pool, there will probably be varying opinions as to the state of the organization’s agility. Some will be concerned that they are not agile enough; others will think they are agile while still adhering to old waterfall principles. Adapting to agile requires process changes that can cause friction within and between teams. Max McGregor’s organization Venafi has several teams working on multiple projects, spread worldwide. Even after a number of software releases using agile methods, teams still have challenges. Max provides insight into one mid-sized organization’s evolution through this process—where it’s working well, what the biggest challenges are, and what’s being done to increase its success with agile. Join Max to determine how agile you can or should become, and take back new ideas and methods to your teams to help them succeed.
10 Safe Essential Elements to Achieve the Benefits of SAFeCprime
This presentation explores what could happen as the Agile Release Train progresses with each later Program Increment. You will learn how to keep the train on the tracks with 10 essentials of SAFe, so you can achieve the full benefits of SAFe.
CSP Fast Pass is a self-directed, on-line, on-demand program designed to help Scrum practitioners become a Certified Scrum Professional (CSP) in four months.
360-degree feedback involves collecting performance evaluations from an individual's subordinates, peers, manager, and sometimes customers or external stakeholders. It provides a more well-rounded view of performance than traditional top-down evaluations. When implemented properly with the right culture and training, 360-degree feedback can help individuals gain self-awareness, support leadership development, and promote organizational growth. However, it requires careful planning and facilitation to achieve these benefits and avoid potential pitfalls like lack of buy-in, unconstructive feedback, or undermining the evaluation process.
How Crucial a Performance Appraisal Practice Inside the Self-organizing Team?...Scrum Day Bandung
This document discusses the importance and challenges of performance appraisals within self-organizing teams. It provides an overview of how Titansoft, a software company, approaches this issue through transparency, collaboration, and a focus on process and product outcomes rather than individual performance. The key points are:
1) Titansoft focuses on product metrics and continuous process improvement rather than individual performance reviews. Managers act as enablers, questioners, and mediators to support the team.
2) Feedback is gathered through open communication, inspections, adaptations, and regular retrospectives rather than closed annual reviews.
3) Staffing, compensation, and promotion decisions involve team input and transparency around criteria and decisions.
Road to Success in SAFe-Agilist Exam Questions with SAFe-Agilist PDF DumpsCerts questions
Scrum present unique kinds of certification programs like Leading SAFe 5.1 Agilist certification exam. You could go through with Scrum braindumps and see which suits greatest for you personally and check your level of interest in each and every of those. Every single of these has its personal prominence in the productiveness. You just have to take the Certified SAFe Agilist SA exam in an effort to be prosperous.
Analytics & Insights Impact on Consumer Centric Business TransformationAnnie Melnic
As more businesses shift from being product led to focusing on their consumers, questions rise about the changes necessary to achieve a consumer centric vision. Whilst consumer insights can inform multiple aspects of a company's strategic growth pillars, for apparel and sportswear companies with their complex Product Creation Calendar this means adding new milestones. Which product design and development phases lend themselves best to being shaped by the Voice of the Consumer? What market research methodologies are most appropriate? What business cases does ResTech enable for apparel businesses? Here is a case study on adidas' rival brand (and neighbour), Puma
This document discusses using data to drive change in agile transformations. It argues that data collected in a command-and-control environment will be fabricated and not reflect reality, hindering change efforts. However, in an environment with agile leadership focused on trust and safety, data becomes a powerful feedback tool. Several data gathering techniques are presented, including self-assessments, retro-rollups, happiness indexes, and metric buffets, that can provide actionable insights when the environment and goals are properly aligned.
The document provides information about Richard Cheng and his company NextUp Solutions which offers agile training and coaching. It discusses situational retrospectives and how Richard would facilitate a retrospective for a team that met their goals versus a team that did not complete any work last sprint. It also outlines various retrospective techniques like pluses/deltas, silent writing and dot voting. Finally, it shares tips on evaluating the effectiveness of retrospectives and resources for additional information.
The document discusses 7 habits that effective agile teams embrace: 1) being proactive by focusing on responses rather than conditions, 2) beginning with the end in mind by focusing on goals and purpose, 3) putting first things first by prioritizing tasks, 4) thinking win-win by finding solutions that benefit all parties, 5) seeking first to understand by listening before replying, 6) synergizing by focusing on collaboration over individual goals, and 7) sharpening the saw by regularly reflecting and improving. It provides examples of how each habit can be practiced and argues these habits help agile teams be more effective.
From Chaos to Control, from Control to Freedom - 5 Lessons Learned on our Agi...Yves Lin
How does it feel like to adopt Agile in a Singapore SME?
What are the lessons learned along the way?
This is a story of excitements and struggles Titansoft being through in last 10 years, from a small 5 people team to 150 people across different countries.
The document outlines the agenda for an 8th Adobe Connect session on using surveys in education, including checking in, discussing different types of surveys used by educators, analyzing survey data in instructional design, conducting breakout sessions on best practices and pitfalls of surveys, reviewing ethical standards and common survey analysis tools, and wrapping up assignments. Key surveys that will be covered are student satisfaction surveys, pre-tests and post-tests, and competency/aptitude profiles. The session will provide information and activities to help participants effectively utilize survey data.
Transforming Managers for an Agile Deployment - Agile Tour Montreal 2017Maurizio Mancini
Presentation at Agile Tour Montreal 2017 by Maurizio Mancini of Exempio. This presentation is an overview of what role software managers could play in an Agile world.
Performance Appraisal Inside Scrum. Scrum Day Bandung 2019Chandra Setiadji
1. Functions of Traditional Performance Appraisal
2. Main Conflicts when you want to bring Performance Appraisal inside Scrum
3. How Titansoft solve the problem
4. Tips/Advice
The document summarizes new changes and features to the Team Health 2.0 assessment tool. Key points:
- The questions were updated to be less subjective and better indicate a team's maturity level within each competency.
- A new post-assessment provides a maturity rating to help teams establish goals.
- Additional features include a facilitator feedback survey, growth portal, and updated kanban board to visually manage assessments.
- The changes aim to reduce subjectivity in scores, help teams identify maturity levels, reduce the number of questions, and scale the facilitator role.
Do i trust what i can't see? Successful distributed teams - LeanAgileUS 2017Mark Kilby
The document discusses building trust in distributed teams. It provides examples of how trust can be developed through competency, honesty, reliability, and building an environment where people feel psychologically safe. Specific techniques for remote teams include assigning "buddies" for remote workers and using chat channels to facilitate constant communication. Trust is presented as the foundation for successful agile collaboration and is an outcome of leaders who foster environments with achievable challenges, self-organization, transparency, and care for employees.
Agile Network India | Characteristics of an autonomous team | YasashreeAgileNetwork
The document discusses characteristics of autonomous teams. It describes key dimensions of autonomy including skills and capabilities, resources, authority, purpose, and techniques teams can use to improve their autonomy. These dimensions are discussed in the context of two example teams - one at an early stage of autonomy and one at an intermediate stage. The teams used workshops to establish baselines for each dimension and identify areas for improvement. Overall, the document provides a framework for teams to assess and enhance their autonomy.
Agile from the executive floor - defining agility in business terms - Agile P...Yuval Yeret
Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
The 7 habits of high successful atlassian marketplace developers colleenfry
This document discusses strategies for improving the success of add-ons on the Atlassian Marketplace. It provides tips on how to increase conversion rates from evaluations to customers, such as by including direct links to support and issue tracking. Reducing friction in the evaluation process and using UPM hooks are also recommended to boost conversions. The document stresses focusing content and problems addressed on solving critical enterprise needs and showing why customers should buy rather than build internally.
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.
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Performance management third editionherman aguinisamit657720
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists changes from previous editions, with a stronger emphasis on the context of performance management, its multidisciplinary nature, the interplay between science and practice, technical implementation details, and the role of interpersonal dynamics. The textbook covers strategic and general considerations of performance management systems, their implementation, employee development, reward systems and legal issues, and managing team performance.
How Agile Can We Go? Lessons Learned Moving from WaterfallTechWell
How agile are you? Once you jump off the waterfall and drink from the agile pool, there will probably be varying opinions as to the state of the organization’s agility. Some will be concerned that they are not agile enough; others will think they are agile while still adhering to old waterfall principles. Adapting to agile requires process changes that can cause friction within and between teams. Max McGregor’s organization Venafi has several teams working on multiple projects, spread worldwide. Even after a number of software releases using agile methods, teams still have challenges. Max provides insight into one mid-sized organization’s evolution through this process—where it’s working well, what the biggest challenges are, and what’s being done to increase its success with agile. Join Max to determine how agile you can or should become, and take back new ideas and methods to your teams to help them succeed.
10 Safe Essential Elements to Achieve the Benefits of SAFeCprime
This presentation explores what could happen as the Agile Release Train progresses with each later Program Increment. You will learn how to keep the train on the tracks with 10 essentials of SAFe, so you can achieve the full benefits of SAFe.
CSP Fast Pass is a self-directed, on-line, on-demand program designed to help Scrum practitioners become a Certified Scrum Professional (CSP) in four months.
360-degree feedback involves collecting performance evaluations from an individual's subordinates, peers, manager, and sometimes customers or external stakeholders. It provides a more well-rounded view of performance than traditional top-down evaluations. When implemented properly with the right culture and training, 360-degree feedback can help individuals gain self-awareness, support leadership development, and promote organizational growth. However, it requires careful planning and facilitation to achieve these benefits and avoid potential pitfalls like lack of buy-in, unconstructive feedback, or undermining the evaluation process.
How Crucial a Performance Appraisal Practice Inside the Self-organizing Team?...Scrum Day Bandung
This document discusses the importance and challenges of performance appraisals within self-organizing teams. It provides an overview of how Titansoft, a software company, approaches this issue through transparency, collaboration, and a focus on process and product outcomes rather than individual performance. The key points are:
1) Titansoft focuses on product metrics and continuous process improvement rather than individual performance reviews. Managers act as enablers, questioners, and mediators to support the team.
2) Feedback is gathered through open communication, inspections, adaptations, and regular retrospectives rather than closed annual reviews.
3) Staffing, compensation, and promotion decisions involve team input and transparency around criteria and decisions.
Road to Success in SAFe-Agilist Exam Questions with SAFe-Agilist PDF DumpsCerts questions
Scrum present unique kinds of certification programs like Leading SAFe 5.1 Agilist certification exam. You could go through with Scrum braindumps and see which suits greatest for you personally and check your level of interest in each and every of those. Every single of these has its personal prominence in the productiveness. You just have to take the Certified SAFe Agilist SA exam in an effort to be prosperous.
Analytics & Insights Impact on Consumer Centric Business TransformationAnnie Melnic
As more businesses shift from being product led to focusing on their consumers, questions rise about the changes necessary to achieve a consumer centric vision. Whilst consumer insights can inform multiple aspects of a company's strategic growth pillars, for apparel and sportswear companies with their complex Product Creation Calendar this means adding new milestones. Which product design and development phases lend themselves best to being shaped by the Voice of the Consumer? What market research methodologies are most appropriate? What business cases does ResTech enable for apparel businesses? Here is a case study on adidas' rival brand (and neighbour), Puma
This document discusses using data to drive change in agile transformations. It argues that data collected in a command-and-control environment will be fabricated and not reflect reality, hindering change efforts. However, in an environment with agile leadership focused on trust and safety, data becomes a powerful feedback tool. Several data gathering techniques are presented, including self-assessments, retro-rollups, happiness indexes, and metric buffets, that can provide actionable insights when the environment and goals are properly aligned.
The document provides information about Richard Cheng and his company NextUp Solutions which offers agile training and coaching. It discusses situational retrospectives and how Richard would facilitate a retrospective for a team that met their goals versus a team that did not complete any work last sprint. It also outlines various retrospective techniques like pluses/deltas, silent writing and dot voting. Finally, it shares tips on evaluating the effectiveness of retrospectives and resources for additional information.
The document discusses 7 habits that effective agile teams embrace: 1) being proactive by focusing on responses rather than conditions, 2) beginning with the end in mind by focusing on goals and purpose, 3) putting first things first by prioritizing tasks, 4) thinking win-win by finding solutions that benefit all parties, 5) seeking first to understand by listening before replying, 6) synergizing by focusing on collaboration over individual goals, and 7) sharpening the saw by regularly reflecting and improving. It provides examples of how each habit can be practiced and argues these habits help agile teams be more effective.
From Chaos to Control, from Control to Freedom - 5 Lessons Learned on our Agi...Yves Lin
How does it feel like to adopt Agile in a Singapore SME?
What are the lessons learned along the way?
This is a story of excitements and struggles Titansoft being through in last 10 years, from a small 5 people team to 150 people across different countries.
The document outlines the agenda for an 8th Adobe Connect session on using surveys in education, including checking in, discussing different types of surveys used by educators, analyzing survey data in instructional design, conducting breakout sessions on best practices and pitfalls of surveys, reviewing ethical standards and common survey analysis tools, and wrapping up assignments. Key surveys that will be covered are student satisfaction surveys, pre-tests and post-tests, and competency/aptitude profiles. The session will provide information and activities to help participants effectively utilize survey data.
Transforming Managers for an Agile Deployment - Agile Tour Montreal 2017Maurizio Mancini
Presentation at Agile Tour Montreal 2017 by Maurizio Mancini of Exempio. This presentation is an overview of what role software managers could play in an Agile world.
Performance Appraisal Inside Scrum. Scrum Day Bandung 2019Chandra Setiadji
1. Functions of Traditional Performance Appraisal
2. Main Conflicts when you want to bring Performance Appraisal inside Scrum
3. How Titansoft solve the problem
4. Tips/Advice
The document summarizes new changes and features to the Team Health 2.0 assessment tool. Key points:
- The questions were updated to be less subjective and better indicate a team's maturity level within each competency.
- A new post-assessment provides a maturity rating to help teams establish goals.
- Additional features include a facilitator feedback survey, growth portal, and updated kanban board to visually manage assessments.
- The changes aim to reduce subjectivity in scores, help teams identify maturity levels, reduce the number of questions, and scale the facilitator role.
Do i trust what i can't see? Successful distributed teams - LeanAgileUS 2017Mark Kilby
The document discusses building trust in distributed teams. It provides examples of how trust can be developed through competency, honesty, reliability, and building an environment where people feel psychologically safe. Specific techniques for remote teams include assigning "buddies" for remote workers and using chat channels to facilitate constant communication. Trust is presented as the foundation for successful agile collaboration and is an outcome of leaders who foster environments with achievable challenges, self-organization, transparency, and care for employees.
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The document discusses characteristics of autonomous teams. It describes key dimensions of autonomy including skills and capabilities, resources, authority, purpose, and techniques teams can use to improve their autonomy. These dimensions are discussed in the context of two example teams - one at an early stage of autonomy and one at an intermediate stage. The teams used workshops to establish baselines for each dimension and identify areas for improvement. Overall, the document provides a framework for teams to assess and enhance their autonomy.
Agile from the executive floor - defining agility in business terms - Agile P...Yuval Yeret
Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
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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.
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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.
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This document provides an overview of OKRs (Objectives and Key Results), which are a goal-setting methodology used for organizational alignment. It discusses common challenges with implementing OKRs, such as having too many OKRs, output-focused rather than outcome-focused OKRs, and top-down command-and-control approaches. The document suggests leveraging Agile and Scrum principles to address these challenges, such as organizing teams around OKRs, using OKRs to guide product backlog refinement and sprint planning, and emphasizing autonomy and bottom-up goal-setting. Examples are provided of how OKRs can be integrated into frameworks like SAFe.
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Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
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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
This document proposes an "invitation-based" approach to implementing SAFe that aligns with Lean-Agile principles of respect, decentralization, and flow. Rather than mandating change, it suggests using workshops to invite organizations to consider SAFe and gain alignment. Leaders would be invited to spread SAFe through their areas. Agile Release Train launches would involve an invitation process. The goal is to evolve SAFe's implementation approach by "walking the talk" of its Lean-Agile principles through decentralized decision making and respecting people and culture.
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
This document discusses the Essential SAFe framework for scaling agile. It introduces the 10 essential SAFe patterns that should be focused on, which are: Lean-Agile Principles, Real Agile Teams and Trains, Cadence and Synchronization, PI Planning, DevOps and Releasability, System Demo, IP Iteration, Architectural Runway, Lean-Agile Leadership, and Inspect & Adapt. Each element is then explained in more detail over several slides. The document concludes by providing ways Essential SAFe can be used and asking if there are any questions.
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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. 📊
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How to make SAFe really safe using pull invite change management - agile 2016 session polls results
1. 7/27/2016 How to make SAFe really safe using pull/invite change management Agile 2016 session polls results
https://www.polleverywhere.com/reports/105904 1/7
How to make SAFe really safe using pull/invite change
management Agile 2016 session polls results
Current run (last updated Jul 27, 2016 7:07pm)
8
Polls
57
Participants
30
Average responses
44%
Average engagement
2. 7/27/2016 How to make SAFe really safe using pull/invite change management Agile 2016 session polls results
https://www.polleverywhere.com/reports/105904 2/7
Responses
Pulling Teeth
Hard
Painful
QuickStart
Carefully
1‑2‑4
Aggravating
Prescriptive
It's Framework
Twist arms
Iterative incremental
Messy
Carefully
Complex
Hard
Incremental
executive support
Utopia
Complex
cool
Continuous flow
Demonstrate Success
Teaching coaching alignment
TrainEveryone
Hard
Teeth pulling
Resistance
Planned
Iteratively
Na
Chaotic
Big Bang = :(
Bezeirut
1‑2‑3
Respectfully
Detailed
Intentional thoughtfulness
Continuous
Big
Alignment
Overwhelming
Role dependent
Difficult
passionate
New
Gradual
necessary
Mysterious
Introduce one team
donkey
Align with business
Scheduling nightmare
Totally confused
Resistance
How would you describe the "Scaled Agile Framework Implementation Approach" in one 1-2 words?
77%
Engagement
68
Responses
3. 7/27/2016 How to make SAFe really safe using pull/invite change management Agile 2016 session polls results
https://www.polleverywhere.com/reports/105904 3/7
Be Careful
Different
Awesome
Implementing Agile across multiple teams with plan to execution over multiple sprints
Incrementally
:(
complex
Sofisticated
anti‑established‑culture
Confused
Pulling‑teeth
A
d
Features are not defined sufficiently
Response options Percentage
1 4%
2 43%
3 30%
4 13%
5 9%
How confident are you that this invitation-based-change can work on a SAFe Enterprise Agile
Transformation?
Count
1
10
7
3
2
40%
Engagement
23
Responses
4. 7/27/2016 How to make SAFe really safe using pull/invite change management Agile 2016 session polls results
https://www.polleverywhere.com/reports/105904 4/7
Response options Percentage
16%
16%
38%
0%
3%
16%
13%
Responses
Pull is cool
AgileSparks rocks
Which of these do you want to try?
Epiphanies?
Count
5
5
12
0
1
5
4
56%
Engagement
32
Responses
4%
Engagement
2
Responses
5. 7/27/2016 How to make SAFe really safe using pull/invite change management Agile 2016 session polls results
https://www.polleverywhere.com/reports/105904 5/7
Responses
What is our goal?
Agilesparks
Over customization
Poor business alignment
Roll of managers on self‑organized teams
Layoffs
What happens to my job?
can we make capacity for the teams
Will I lose control?
Dependencies
Properly identifying you value streams
Dependencies on teams that are not catching our release train ‑ will they be ready ?
Bi model and Tribes, other concepts that desire to be autonomous
How to encalhada avaliarem evaluate progress
Response options Rank
https://s3.amazonaws.com/polleverywhere‑
images/7f4d3f5c4ac694477335c2a79b7be865d8bb642cfc6b01aa6380392
6c88d9d0c.jpg
1st
https://s3.amazonaws.com/polleverywhere‑
images/ccd017033d9b0a542c1b8745da6fd5c1743128896e54af722b53b2
884dcf4bd0.jpg
2nd
https://s3.amazonaws.com/polleverywhere‑
images/4855761c44fe71a342db159eca8fd1cb414b080e29253c7b45c581
04f4036d08.jpg
3rd
https://s3.amazonaws.com/polleverywhere‑
images/db5ffc9a7f6523a958612ecff907955b1470504b5b1c1a402d8252d
64cebcda1.jpg
4th
https://s3.amazonaws.com/polleverywhere‑
images/10ce3ad394a972bec37c95d3d99fd0f9b6dbeff2fbab907f9ca6d92c
d0300edf.jpg
5th
What are the key questions/risks we need to discuss when trying to apply SAFe here?
Which of these had the most impact on your transformation/s?
25%
Engagement
14
Responses
53%
Engagement
30
Responses
6. 7/27/2016 How to make SAFe really safe using pull/invite change management Agile 2016 session polls results
https://www.polleverywhere.com/reports/105904 6/7
Responses
D
No pull
Culture/management
lack of engagement and time from upper management
Priorities
Soloed teams
Openness to change
Chaos
Unbalanced teams
Lack of action
Culture
Lack of leadership support
Time
Seems too mandated.
Manager schedule
Individual Contributes not on board
the time required to educate people enough for them to give a smart vote
Some anchors may be unpopular
Engagement
running out of budget for transformation
Time
Team cliche
Lack of SAFe knowledge
time consuming
Budget
Maturity
Training
Time to truly adapt
The most resistant to change teams will never pull
Time
Manager_schedule
Management
No pull when no desire to start in the first place
Patience
Cross functional
Security
LackOfLeadershipSupport
Seems‑too‑mandated
What are you worried about?
53%
Engagement
38
Responses
7. 7/27/2016 How to make SAFe really safe using pull/invite change management Agile 2016 session polls results
https://www.polleverywhere.com/reports/105904 7/7
Responses
Large alignment exercise.
Agile for traditional orgs.
PI!
$$$Certify$$$
Go!
Far from it
Framework
Results
Mashup
Enterprise
Meh
Not‑Agile
SAI
$$$$$
Evil process
combine mode 1 and 2
alignment
Process
Dean
Cumbersome
Theory
Planning events
enterprise
Future
Tomato
Transformation
Complicated
Square
Forced conversations
Large scale
Governance
Community driven
Complex
When I say SAFe (The Scaled Agile Framework) you say -
46%
Engagement
33
Responses