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.
IIT Academy: Agile. We’ve all seen it – “W-agile” teams, “Fr-agile” teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors – anyone responsible for deciding who goes into a team.
IIT Academy: Agile. What is Lean? Isn't it a manufacturing thing? How do we apply it to software engineering practices?
Understand Lean in the context of modern Agile practices. Harness lean thinking and an updated look at the Toyota Production System (TPS). Designed for operational teams, maintenance teams, high availability teams, sales teams, management teams, project and portfolio management.
How can we leverage agility for organisations of 10,000+ people? We know how 5-7 person teams can become highly effective. Want to hear about the common techniques for taking a single team of high-performing, innovative individuals and scaling them up into your entire organisation? Join our conversation to learn:
• The change management challenges of implementing a large scale agile program
• Understand the meta-framework for prescriptive frameworks through to principle led approaches
• A short segment on the Scaled Agile Framework (SAFe) and LeSS (Large Scale Scrum), two leading patterns of scaling, investigating it within the meta- framework.
• We’ll take questions from the group about how to apply to your situation.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
IIT Academy: Agile. Understand and use today's most popular agile approach. For Delivery Managers, Architects, Developers, BAs, Testers, UX and DevOps. This is a must-attend for anyone in or starting in a scrum team.
IIT Academy: Agile.
So, you’ve got one or two agile teams and you want to scale them up. There’s a lot of scaling frameworks out there – Scaled Agile Framework (SAFe), LeSS (Large Scale Scrum), Disciplined Agile Delivery (DAD), XScale, DSDM, et al. Which do you choose? How can you adjust them to your needs? See a survey of the field and understand the considerations when applying such a framework to your teams. Designed for Executives, Project Sponsors, Delivery Managers, Change Managers and Product Owners.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
IIT Academy: Agile. We’ve all seen it – “W-agile” teams, “Fr-agile” teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors – anyone responsible for deciding who goes into a team.
IIT Academy: Agile. What is Lean? Isn't it a manufacturing thing? How do we apply it to software engineering practices?
Understand Lean in the context of modern Agile practices. Harness lean thinking and an updated look at the Toyota Production System (TPS). Designed for operational teams, maintenance teams, high availability teams, sales teams, management teams, project and portfolio management.
How can we leverage agility for organisations of 10,000+ people? We know how 5-7 person teams can become highly effective. Want to hear about the common techniques for taking a single team of high-performing, innovative individuals and scaling them up into your entire organisation? Join our conversation to learn:
• The change management challenges of implementing a large scale agile program
• Understand the meta-framework for prescriptive frameworks through to principle led approaches
• A short segment on the Scaled Agile Framework (SAFe) and LeSS (Large Scale Scrum), two leading patterns of scaling, investigating it within the meta- framework.
• We’ll take questions from the group about how to apply to your situation.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
IIT Academy: Agile. Understand and use today's most popular agile approach. For Delivery Managers, Architects, Developers, BAs, Testers, UX and DevOps. This is a must-attend for anyone in or starting in a scrum team.
IIT Academy: Agile.
So, you’ve got one or two agile teams and you want to scale them up. There’s a lot of scaling frameworks out there – Scaled Agile Framework (SAFe), LeSS (Large Scale Scrum), Disciplined Agile Delivery (DAD), XScale, DSDM, et al. Which do you choose? How can you adjust them to your needs? See a survey of the field and understand the considerations when applying such a framework to your teams. Designed for Executives, Project Sponsors, Delivery Managers, Change Managers and Product Owners.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
A summary of our agility services, alongside key case studies. For further information, please see industrieit.com. To speak directly with our Director of Agility, please email steven.ma@industrieit.com.
Having the Correct Context for an Agile TransformationDerek Huether
3 years, 5 business units, 20 lines of business, and over 100 teams. With so many interactions, having the correct context for Agile was (and still is) key to an ongoing transformation. Remember, we're not all Spotify!
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
Gaining agility is different than "doing agile", particularly at scale. This session will start with how agility makes a difference for the business and for the teams adopting it. We will look at the business structures that are needed for agility to thrive, how teams are organized and the new measures that will redefine success. With agility, one size does not fit all, but there are proven solutions, and this session will look at success stories as well as the dead-ends every organization wants to avoid.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
A summary of our agility services, alongside key case studies. For further information, please see industrieit.com. To speak directly with our Director of Agility, please email steven.ma@industrieit.com.
Having the Correct Context for an Agile TransformationDerek Huether
3 years, 5 business units, 20 lines of business, and over 100 teams. With so many interactions, having the correct context for Agile was (and still is) key to an ongoing transformation. Remember, we're not all Spotify!
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
Gaining agility is different than "doing agile", particularly at scale. This session will start with how agility makes a difference for the business and for the teams adopting it. We will look at the business structures that are needed for agility to thrive, how teams are organized and the new measures that will redefine success. With agility, one size does not fit all, but there are proven solutions, and this session will look at success stories as well as the dead-ends every organization wants to avoid.
Webinar: Scaling Agility: 5 Practices to Get Your Organization StartedAgile Velocity
Agile ‘thinking’ can seem simple until you look at adopting an Agile methodology across an organization. Then it can become daunting, or at a minimum complex. Any way you look at it, most of us need some guidance to get and keep the ball rolling to empower our organizations to change.
In this webinar, Mike and Bryan discussed different tactics and practices that organizations can take as they begin to scale agility across the organization.
Key takeaways include:
– Signs it’s time to start scaling agility
– 5 practices your organization can implement to begin scaling agility
– Tips for evolving these practices into a framework that’s right for your culture
Learn how your organization can combat growing pains and increase agility.
Explore what is an Agile culture
Explore the Agile Mindset
Explore what is an Agile culture
Explore the Agile Mindset
Review the 6 basic steps required to transition to an agile culture that will accept the Agile Mindset
Lean Agile Mindset (Project Managment).pptxKnoldus Inc.
Lean-agile mindset is a way of thinking that emphasizes speed, flexibility, and customer focus. In this session we will go through combination of beliefs, attitudes, actions, and assumptions that are inspired by the agile manifesto and lean thinking.
Myth & Fact Of SICER
Agile SICER Framework is a Silver Bullet for Agile Transformation :-
I wish this is True - but it isn't. You can fail just as spectacularly on an Agile transformation project if we don’t follow the principles. But here You'll fail faster as you will be using Agile (due to the transparency and visibility it brings) but unfortunately it's not a silver bullet or an excuse to stop thinking.
Saison 3 : Josiane se retrouve confrontée à une demande de mise en place de SAFe. Avec l'aide de Bob, l'éponge agile, saura-t-elle trouver son chemin et préserver son esprit agile ?
Agile Development Methodologies for Highly Regulated OrganizationsCelerity
Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Leadership Ethics and Change, Purpose to Impact Plan
IIT Academy: Agile 101
1. HELLO AGILE!
HI Per Lean Practice
IIT Academy
Industrie IT
www.industrieit.com
Agile 101
2. HELLO AGILE!
HI Per Lean Practice
Hello Agile!
What do you know?
What have you done?
What don't you know but want to know?
What are you concerned/sceptical about?
3. HELLO AGILE!
HI Per Lean Practice
Contents
1. Agile Manifesto
2. 12 Agile Principles & Attitude to Change
3. Kanban & Scrum
4. Scaling Agile
5. Scrum Mastering and Agile Coaching
6. Certifications, Training and Networks
7. Hi Per Lean Practice
5. HELLO AGILE!
HI Per Lean Practice
Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to
value:
individuals and interactions over processes and tools
working software over comprehensive documentation
customer collaboration over contract negotiation
responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
7. Agile is not a silver bullet. It’s not a design methodology. It
doesn’t tell you what to do.
It’s a philosophy that empowers you to practice visibility,
inspection and adaptation. i.e. it’s a science.
Are the people empowered?
Is product/client/delivery/people visibility created?
Are there regular inspections of the visible state?
Do the people proactively adapt as a result?
8. HELLO AGILE!
HI Per Lean Practice
Review
Manifesto
Visibility - Inspection - Adaptation
Demystifying Agile
10. HELLO AGILE!
HI Per Lean Practice
The Twelve Principles
1. Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software
2. Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage
3. Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to
the shorter timescale
4. Business people and developers must work together
daily throughout the project
11. HELLO AGILE!
HI Per Lean Practice
The Twelve Principles
5. Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done
6. The most efficient and effective method of conveying
information to and within a development team is
face-to-face conversation
7. Working software is the primary measure of progress
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely
12. HELLO AGILE!
HI Per Lean Practice
The Twelve Principles
9. Continuous attention to technical excellence and
good design enhances agility
10. Simplicity - the art of maximizing the amount of work
not done - is essential
11. The best architectures, requirements, and designs
emerge from self-organizing teams
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behaviour accordingly
13. HELLO AGILE!
HI Per Lean Practice
Attitudes to Change
Traditional
“change is the exception”
• disruptive
• implies a failure in planning
• can be feared/resented
• plan in order to avoid it
• control it tightly
Agile
“change is the norm”
• inherent part of the process
• implies learning
• is valued/welcomed
• look for opportunities to introduce it
• manage it flexibly
14. Bottom line checklist
1. Working software
2. “Kaizen” Continuous Improvement
3. What the business needs most
Example full scorecard in appendix.
15. HELLO AGILE!
HI Per Lean Practice
Review
12 Principles
Attitude to Change
The Bottom Line
17. Scrum & Kanban
Scrum Kanban Others
A framework of
roles and
ceremonies that
balance creation of
self-managed
teams with agility.
Scheduling system
for just in time
production
Not covered.
Encourage
research!
20. HELLO AGILE!
HI Per Lean Practice
The Agile Ecosystem
PRODUCT
OWNER
BURN-DOWN
CHART
PLANNING
POKER
SCRUM
TEAM
USER STORIES
SPRINT BACKLOG
DEFINITION OF DONE
DELIVERY
LEAD
STORY
BOARDS
PRODUCT
BACKLOG
ENVIRONMENTAL
MARKET FORCES
CEREMONIES PRACTICES
SELF-
ORGANISATION
BEHAVIOURS
IMPEDIMENTS
& RISK
21. With the right conditions
team performance improves by 240%*
http://www.rapidscrum.com/shock.php
24. SPRINTSCOPE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
PREDICTED END DATE
IDEAL
SPRINT BURN-DOWN
THE SPRINT
25. SPRINTSCOPE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
PREDICTED END DATE
SPRINT BURN-DOWN
REMOVED
FROM
CURRENT
SPRINT
THE SPRINT
26. RELEASE BURN-DOWN
1.0RELEASE 1.1 1.2 1.3
PRODUCT
BACKLOG
1.4
FEATURE A
COMPLETE
FEATURE B
COMPLETE
A
B
C
D
E
FEATURE C
COMPLETE
PREDICTED RELEASE OF ALL FEATURES
32. The TPS House
Toyota
Production System
Just In Time Human
Development
Jidoka
KaizenHeijunka
Standardised
Work 平準化
Production Levelling
改善
Continous Improvement
⾃自働化
Autonomation
33. The Toyota Way
14 pillars of the philosophy.
Sample:
#1: Base your management decisions on a
long-term philosophy, even at the expense of
short-term financial goals.
34. HELLO AGILE!
HI Per Lean Practice
The Three Variations
1. Muda 無駄 - waste
2. Mura 無斑 - unevenness
3. Muri 無理 - overburden
40. HELLO AGILE!
HI Per Lean Practice
Large Scale Agile (LeSS)
Scaled Agile Framework (SAFe)
Disciplined Agile Delivery (DAD)
XSCALE
Dynamic Systems Development Method (DSDM)
Thoughtworks Scaling
Some Frameworks
41. HELLO AGILE!
HI Per Lean Practice
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL
& IMPLEMENTATION
INTEGRATION,
CO-ORDINATION
& RELEASE
BACKLOG
high level
BACKLOG
elaboration
BACKLOG
high detail
KANBAN
TEAMS
KANBAN
portfolio manager
UX, DevOps,
Automation SME
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,
incl. senior architect
release & integration
managers
Kanban
Team(s)
Scrum
Team(s)
Vision
Benefits &
Measures
Capability
Roadmap
Strategic
Architecture
UX, DevOps,
Automation, et al.
Prioritisation &
Scheduling
Systems Architecture &
Technical Debt
Release Planning
Development
Measurement and Continuous Improvement
…
permanent teams
of 5-9 people:
cross-skilled,
self-managing,
high performing.
SCRUM AND
KANBAN TEAMS
43. HELLO AGILE!
HI Per Lean Practice
Scrum Masters
Product Owners
Iteration Managers
Agile Coaches
Scrum Roles
44. HELLO AGILE!
HI Per Lean Practice
A nice person with a
deep knowledge of scrum
Scrum Masters
45. HELLO AGILE!
HI Per Lean Practice
A nice person with a deep knowledge of
Agile toolkits, scrum, kanban, lean
Agile Coach
46. HELLO AGILE!
HI Per Lean Practice
Principles &
Philosophy Prescription
Philosophical Framework vs. Prescription
target ideal state
47. HELLO AGILE!
HI Per Lean Practice
Principles &
Philosophy Prescription
Agile Coaching
target ideal state
AGILE COACHING
tailors the philosophy to
the organisation via kaizen
approximation
48. HELLO AGILE!
HI Per Lean Practice
Principles &
Philosophy Prescription
Agile Coaching
target ideal state
AGILE COACHING
tailors the philosophy to
the organisation via kaizen
approximation
Far harder to extract
lean pragmatism from a
prescriptive approach
49. HELLO AGILE!
HI Per Lean Practice
There is something you should understand about
the way I work. When you need me but do not want
me, then I must stay. When you want me but no
longer need me, then I have to go. It's rather sad,
really, but there it is.
- Nanny McPhee
50. HELLO AGILE!
HI Per Lean Practice
originalvelocity
change
uncertainty
make-or-break
point
peakenthusiasm
“themoment
ofclarity”
performing
self-diagnosing
self-organising
sprints @
fine scale
velocity x
enthusiasm x
productivity
2-6 sprints 8-20 sprints1-2 sprints
changeshock
scrumstarts
changeweariness
Short term
Agile Adoption
51. HELLO AGILE!
HI Per Lean Practice
changeweariness
performingself-organising
sprints @
fine scale
velocity x
enthusiasm x
productivity
2-6 sprints 8-20 sprints1-2 sprints
changeshock
make/break+clarity
Short term
Agile Adoption
With Agile Coach
52. HELLO AGILE!
HI Per Lean Practice
changeweariness
performingself-organising
sprints @
fine scale
velocity x
enthusiasm x
productivity
2-6 sprints 8-20 sprints1-2 sprints
changeshock
make/break+clarity
Short term
Agile Adoption
With Agile Coach
53. HELLO AGILE!
HI Per Lean Practice
perception of maximum performance
maturescrum
incremental
improvements
asymptoticallyapproach
maximalperformance
velocity x
enthusiasm x
productivity
sprints @
long scale
40+ sprints20+ sprints
Long term
Agile Adoption
54. HELLO AGILE!
HI Per Lean Practice
perception of maximum performance
re-norming
highperformingteamcontinuallyreset
performance
expectations
sprints @
long scale
significanttry-and-see
“productivityhacking”
velocity x
enthusiasm
40+ sprints20+ sprints
Long term
Agile Adoption
With Agile Coach, effective
support from management and
emergence of a self-organised,
high-performing team
*240% increase in productivity **400% increase
56. HELLO AGILE!
HI Per Lean Practice
Certification & Training
Certified Scrum Masters
Scrum Alliance
• originally no exam
• more popular
Professional Scrum Masters
Scrum.org
• Supports scaled scrum
• Arguably more ‘prestigious’ in
community, PSM is exclusive
• Exam required
• Courses include:
• Scaled
• Foundations
• Scrum Master
• Developer
• Product Owner
57. HELLO AGILE!
HI Per Lean Practice
Scaling Certifications
For example:
http://www.scaledagileframework.com/
http://www.scaledagileacademy.com/
58. HELLO AGILE!
HI Per Lean Practice
Meetups
http://www.agileaustralia.com.au/2015/
http://www.meetup.com/Agile-Sydney/
http://www.meetup.com/Sydney-Scrum/
59. HELLO AGILE!
HI Per Lean Practice
Review
Agile Coaches and Scrum Masters
Philosophy vs. Prescription
Change Adoption
Community and Certifications
61. HELLO AGILE!
HI Per Lean Practice
IIT Community of Knowledge
Hi Per = High Performing + Lean
Experience, Exposure, Education
“Pragmatic Agile”
Cycling Tacit and Explicit
62. HELLO AGILE!
HI Per Lean Practice
Review: Agile 101
1. Agile Manifesto
2. 12 Agile Principles & Attitude to Change
3. Kanban & Scrum
4. Prescriptive Ecosystems
5. Scaling Agile
6. Scrum Mastering and Agile Coaching
7. Certifications, Training and Networks
8. Hi Per Lean Practice