Are you an Agile Project Manager or an Agile Project Leader?AdaptiveOrg Inc.
As Agile and agile thinking has continued to gain traction in organizations beyond the software development teams, project managers are left wondering what it all means to them. Some Agile practitioners promote the idea the PMs are no longer needed once you make the transition to using a practice such as Scrum. Does this mean that the PM role will become obsolete in Agile organizations? Or does it mean that the role of traditional project manager needs to transform to being a agile project leader? If you are a PM in an organization making the transition to Agile, come find out what it means to you and what you need to do start the transformation to becoming an Agile Project Leader.
Check out our webinar channel to hear the whole presentation http://www.brighttalk.com/channel/13643/the-agility-series
Being resilient: Self care for Change PractitionersProsci ANZ
It's nearly the end of another big year of change - an ideal time to pause and take time out for ourselves. Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
In our final Change Community of Practice Webinar for 2017, join us in sharing how you refresh your energy and passion and build the resilience you need to perform at your best.
- What is resilience?
- Why is it important for change professionals?
- Top 5 Tips for Being Resilient
Silicon Peel Meetup #7: Business Innovationsiliconpeel
Silicon Peel’s Meetup season opener was on ''Business Innovation'' and showed attendees how to stay ahead of the commercialization curve. Speakers included Paul Smith, Vice President and Centre Manager of the Xerox Research Centre of Canada and Co-Founders Rohan Mahimker and Alex Peters of Prodigy Game. Meetup attendees also got to experience a live product demo from @Qriffic, a member of Silicon Peel’s own startup pool. If you are interested in demonstrating your product at the next Meetup, please apply here. As usual, the Meetup ended with a lively networking session where members caught up and met newcomers.
تتحدث هذه المحاضرة عن العصف الذهني
Brainstorming
وهي أداة يتم استخدامها بغرض تجميع أكبر قدر ممكن من الأفكار لحل مشكلة أو تطوير منتج أو خدمة.
قمت في هذه المحاضرة بتعريف العصف الذهني او ال
Brainstorming
وشرحت أسباب اللجوء لهذه الأسلوب ووضحت أنواعه الموجودة.
قمت بعد ذلك بتوضيح خطوات العصف الذهني او ال
Brainstorming
متطرقا لأنواع متخصصة من العصف الذهني او ال
Brainstorming
يتم استخدامها في أحوال خاصة.
انتقلت بعدها لشرح استخدام تحليل باريتو عمليا في عمليات إدارة المشاريع وهي 6 عمليات يمكن فيها الاستفادة من تحليل باريتو فيها وعمليات تحليل الأعمال ( 15 عملية ) موزعة على دليل تحليل الأعمال من ال
PMI
( عمليتان) ودليل تحليل الأعمال من ال
IIBA
( 13 عملية ) وتم توضيح كيفية تطبيق ذلك في في التحليل الرباعي
SWOT
وفي إعداد الخطط الاستراتيجية.
Local Councils' Innovation Framework Review Tool (PDF of shorter version)Joan Munro
This is a PDF of the shorter version of the Local Councils' Innovation Framework Review Tool. Leaders in councils can use it, individually or together, to review whether there is more that they might do to achieve more major innovations, more quickly. (A Powerpoint version, and a longer version are also available.)
Are you an Agile Project Manager or an Agile Project Leader?AdaptiveOrg Inc.
As Agile and agile thinking has continued to gain traction in organizations beyond the software development teams, project managers are left wondering what it all means to them. Some Agile practitioners promote the idea the PMs are no longer needed once you make the transition to using a practice such as Scrum. Does this mean that the PM role will become obsolete in Agile organizations? Or does it mean that the role of traditional project manager needs to transform to being a agile project leader? If you are a PM in an organization making the transition to Agile, come find out what it means to you and what you need to do start the transformation to becoming an Agile Project Leader.
Check out our webinar channel to hear the whole presentation http://www.brighttalk.com/channel/13643/the-agility-series
Being resilient: Self care for Change PractitionersProsci ANZ
It's nearly the end of another big year of change - an ideal time to pause and take time out for ourselves. Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
In our final Change Community of Practice Webinar for 2017, join us in sharing how you refresh your energy and passion and build the resilience you need to perform at your best.
- What is resilience?
- Why is it important for change professionals?
- Top 5 Tips for Being Resilient
Silicon Peel Meetup #7: Business Innovationsiliconpeel
Silicon Peel’s Meetup season opener was on ''Business Innovation'' and showed attendees how to stay ahead of the commercialization curve. Speakers included Paul Smith, Vice President and Centre Manager of the Xerox Research Centre of Canada and Co-Founders Rohan Mahimker and Alex Peters of Prodigy Game. Meetup attendees also got to experience a live product demo from @Qriffic, a member of Silicon Peel’s own startup pool. If you are interested in demonstrating your product at the next Meetup, please apply here. As usual, the Meetup ended with a lively networking session where members caught up and met newcomers.
تتحدث هذه المحاضرة عن العصف الذهني
Brainstorming
وهي أداة يتم استخدامها بغرض تجميع أكبر قدر ممكن من الأفكار لحل مشكلة أو تطوير منتج أو خدمة.
قمت في هذه المحاضرة بتعريف العصف الذهني او ال
Brainstorming
وشرحت أسباب اللجوء لهذه الأسلوب ووضحت أنواعه الموجودة.
قمت بعد ذلك بتوضيح خطوات العصف الذهني او ال
Brainstorming
متطرقا لأنواع متخصصة من العصف الذهني او ال
Brainstorming
يتم استخدامها في أحوال خاصة.
انتقلت بعدها لشرح استخدام تحليل باريتو عمليا في عمليات إدارة المشاريع وهي 6 عمليات يمكن فيها الاستفادة من تحليل باريتو فيها وعمليات تحليل الأعمال ( 15 عملية ) موزعة على دليل تحليل الأعمال من ال
PMI
( عمليتان) ودليل تحليل الأعمال من ال
IIBA
( 13 عملية ) وتم توضيح كيفية تطبيق ذلك في في التحليل الرباعي
SWOT
وفي إعداد الخطط الاستراتيجية.
Local Councils' Innovation Framework Review Tool (PDF of shorter version)Joan Munro
This is a PDF of the shorter version of the Local Councils' Innovation Framework Review Tool. Leaders in councils can use it, individually or together, to review whether there is more that they might do to achieve more major innovations, more quickly. (A Powerpoint version, and a longer version are also available.)
A Benchmark for Open Innovation: How Good is Your Company?Stefan Lindegaard
In this presentation, I share my benchmark views on how open innovation in general has been adapted over the years. The benchmark is based on my free e-book, 7 Steps for Open Innovation.
How to think about the future: a guide for non-profit leadersjvcsun
A guide to integrating future purpose thinking into non-profit strategy development. Including process, tools and concepts to get started and see immediate benefits for you and your team.
Go to www.futurepurpose.org for video version of this presentation and more tips, tools and guidance.
A Work Culture That Works: The Diversity AdvantageSogolytics
What role do diversity and inclusivity play in your organization's vision and strategy -- and in day-to-day operations? Strengthen your team by prioritizing these key values and you'll see engagement rise and the bottom line take notice.
Pearl strategy will make you resilient to disruption!
Organizational culture and people are the only competitive advantage in this time of disruption of business models.
Pearl is based in 5 principles: Performance, Empowerment, Accountability, Responsiveness and Locally embedded.
A Benchmark for Open Innovation: How Good is Your Company?Stefan Lindegaard
In this presentation, I share my benchmark views on how open innovation in general has been adapted over the years. The benchmark is based on my free e-book, 7 Steps for Open Innovation.
How to think about the future: a guide for non-profit leadersjvcsun
A guide to integrating future purpose thinking into non-profit strategy development. Including process, tools and concepts to get started and see immediate benefits for you and your team.
Go to www.futurepurpose.org for video version of this presentation and more tips, tools and guidance.
A Work Culture That Works: The Diversity AdvantageSogolytics
What role do diversity and inclusivity play in your organization's vision and strategy -- and in day-to-day operations? Strengthen your team by prioritizing these key values and you'll see engagement rise and the bottom line take notice.
Pearl strategy will make you resilient to disruption!
Organizational culture and people are the only competitive advantage in this time of disruption of business models.
Pearl is based in 5 principles: Performance, Empowerment, Accountability, Responsiveness and Locally embedded.
Internal Auditors have a choice. They can give emphasis to policing and protection or they can give emphasis to learning and consultation. The choice is ours. Do we become part of the business and share our expertise and knowledge or do we do “what we think is best for the organization” and remain remote and detached? This session will demonstrate ten principles that will make your Audit Function an “EPIC FACTOR” in your organization. The principles are Educate, Participate, Integrate, and Communicate (EPIC); Facilitate, Appreciate, Conserve, Tolerate, Originate, and Respect (FACTOR) Learn how the principles can make a difference!!!
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
ELIG-Pearson Interactive Learnshop: How to Guide Innovation in a Changing Education Ecosystem?
HoTEL OEP ELIG Pearson Learnshop - part 2
Online Educa Berlin 2013; Friday 6th December 2013: 11:45 - 13:30
Facilitators: Kelwyn Looi, Vaithegi Vasanthakumar, Fadi Khalek, Dr. Adam Black, Dr. Andreas Meiszner, Elmar Husmann
Bagi Pengunjung Slideshare yang Membutuhkan PELATIHAN PENGEMBANGAN MANAJEMEN, PERUBAHAN MANAJEMEN atau MANAJEMEN SECARA UMUM ataupun MANAJEMEN SDM, DLL maka Anda dapat menghubungi Kami di : 0878-7063-5053 (Fast Response) dengan HARD-Hi SMART CONSULTING
Presented at LAST Conference 2017 in Melbourne, this deck covers the top traits that successful teams show. You don't want "The Agile"; you want a successful team! Start with the basics.
Approaches to unraveling a complex test problemJohan Hoberg
When testing a complex system you are often faced with complex test problems. Cause and effect cannot be deduced in advance, only in retrospect.
According to the Cynefin framework, the general approach to tackle complexity is probe-sense-respond. Try something, analyze the outcome, and based on that outcome, try something else. This is the basis of all my approaches to begin unraveling complex test problems. But how do I select my test scope for a specific complex test problem?
In this article I outline why I believe it should not be mandatory for all code changes to go through QA before they are merged to a master branch and released.
Quality Information Coverage - A QI ConceptJohan Hoberg
When I talk about Quality Intelligence, an important part of the QI concept is transparency and visibility. Providing the right quality intelligence to the right stakeholders at the right time. When doing this I find it valuable to talk about “Quality Information Coverage”, a concept which I am going to expand on in this article.
The Bug Backlog - An Evergrowing MountainJohan Hoberg
If you are part of a development team working on a game, and you are working in some kind of Agile way, you most likely have a bug backlog, or at least bugs as part of some kind of backlog. The bug backlog looks very different during different stages of the game development cycle - it starts out empty, and then as features and complexity is added, it grows. And in most cases it never stops growing.
One of the most important aspects of Quality Intelligence is transparency and visibility. Intelligence is worthless if it does not affect the decision-making process in some way. If the intelligence is not available to the people involved in the decision-making process, then it will have no effect.
Quality Intelligence - what does the term stand for in theory and in practice? This is a follow up to my previous presentation about why I think QI should replace QA as the acronym of choice.
This presentation outlines principles and thoughts that guide me in my pursuit of creating high quality complex software
I will also try to give concrete examples at the end of the presentation of what this looks like in practice
When dealing with complexity you have to be aware of that cause and effect can only be deduced in retrospect. With this in mind, success or failure, is not completely in our hands when we are developing complex products. What is in our hands is the commitment we show, the ownership we take, and the effort we put in. That is what we should celebrate.
Moving from scripted regression testing to exploratory testingJohan Hoberg
An article I wrote for the King Tech Blog about our move from scripted to exploratory testing.
https://techblog.king.com/moving-from-scripted-regression-testing-to-exploratory-testing/
In this article I will explore what I believe is a good foundation for building high quality software. I will cover a wide array of different topics which have in common that I believe they all contribute to this goal.
In this article I will explore why I think that deadlines should never be communicated to the development teams, and why all deadlines are basically meaningless anyway.
Do we really need game testers in development teams? What is it that defines the core competence of a tester, and does this competence add any value to the development team?
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
2. Introduction
•
•
If all pre-requisites are taken into consideration, then the
company/organization will have a good foundation for an innovative
company culture
•
2
To create an innovative company/organizational culture it is necessary to
understand a number of pre-requisites of innovation
Continuously revisiting these pre-requisites and re-evaluating them is
essential to remain innovative
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3. Company Culture
Edgar Schein presents culture as a series
of assumptions a person makes about
the group in which they participate.
These assumptions are grouped into
three levels, each level becoming more
difficult to articulate and change. These
assumptions can be seen through:
• Artifacts (what you experience with your
senses, such as language, styles, stories,
and published statements);
• Espoused beliefs and values (ideals,
goals and aspirations); and
• Basic underlying beliefs (taken for
granted conditions). [10]
3
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4. Overview
By having
answers to these
8 questions, an
organization can
build a good
foundation for
an innovative
culture
4
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5. How do we innovate?
Method
•
•
To reduce this barrier of entry and facilitate for people to start thinking
about innovation, there are several methods available
•
Lateral and parallel thinking are two methods introduced by Edward de
Bono [8], and there are many others available as well
•
5
It can be difficult for people to just sit down and think about innovation
without any help
The line manager should introduce different methods to the organization to
facilitate the innovation process
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6. How do we innovate?
Infrastructure
•
•
An innovation portal where all new ideas are listed and where it is easy to
see the follow up of each new idea could be one solution
•
Once a person has come up with an idea, it should never be intimidating or
cumbersome to submit that idea, and all members of a group should be
able to support and comment on each others ideas
•
6
There needs to be an easy and transparent way of submitting new
innovations and ideas
You can always go into more details if the idea gets positive attention
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7. Why do we innovate?
•
•
Is reducing costs the major driver of innovation? Or is it a lack of quality in
reports? Or is it the number of submitted patents? Or lack of product
quality?
•
7
It should be clear to a group why they should invest time and effort to
innovate and come up with new ideas
If the group knows why they have to innovate, it is easier to focus their
attention on innovations that will actually get positive attention
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8. Why do we innovate?
Assessment of ideas
•
•
If an idea is accepted or rejected, it should be clear not only why, but how
that assessment was done, and based on what criteria
•
8
The assessment criteria should be clear to everyone
This transparency is critical to give the innovation program credibility
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9. Why do we innovate?
Personal Incentives
•
Why should an individual invest effort in the innovation
process? What incentives are available to motivate people?
• Financial incentives are often not effective and overreliance on
them can erode emotional commitment [7] [11]
Incentives [6]
Financial Incentives
Moral Incentives
• Allowing people to control what they do and give them autonomy is
one way – allow people to drive the implementation of their own
innovations [7]
• Recognition within the group is another way – have a monthly
department innovation meeting where top innovators are
recognized [7]
9
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Personal Incentives
Natural Incentives
Confidential
10. When do we innovate?
•
•
Monthly brain storming [9] sessions?
•
10 minutes on each weekly section meeting?
•
Lessons learned after each project?
•
One hour each Friday?
•
10 minutes on a morning stand up innovation meeting?
•
10
When will the group have time to innovate? Don’t expect people to innovate on
their own time - Hopefully they will, but that will be a by-product of a good
innovation culture
One hour bi-weekly to think about ideas alone?
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11. Who innovates?
•
•
However people with less than 6 months experience will have a hard time
doing meaningful contributions because of their lack of knowledge, and
participating should be seen more as training
•
11
Everyone in the group should be part of the innovation effort
People with 6-18 months of experience could be separated from the rest of
the group since they have a unique opportunity to have enough experience
to do meaningful contributions, but not been involved long enough to
become rigid and trapped in their way of working
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12. What do we innovate?
•
•
Without knowledge it is easy to invent the wheel over and over again
•
Of course we should never prohibit anyone from innovating within other
areas, but for the innovations to be relevant and to get the right follow up,
it is easier if the innovations are relevant to the groups work
•
12
Meaningful innovation requires understanding and knowledge – we
innovate primarily within our core competence
The line manager should focus to groups attention in the right direction
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13. For Whom do we innovate?
•
•
If an idea is generated, it should be clear who receives and asses that idea
•
13
The stakeholders should be clear to everyone
It should also be clear who supports and finances the implementation,
development and follow up of the idea
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14. Where do we innovate?
•
•
Can we use the environment to facilitate innovation somehow?
•
Specific innovation white boards in the coffee room?
•
14
Do we have specific rooms for innovation? Or do we use regular meeting
rooms?
The more we can support the exchange and development of ideas, the
better
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15. With whom to we innovate?
•
•
Innovation is a group effort, but of course parts of it can be done alone as
well
•
An initial idea can be generated alone, and then developed and improved
with the group, but everything can also be done as a group
•
15
It should be clear with whom a person can bounce ideas with and who is
involved in the innovation process
The manager should also be involved in the innovation effort and add input
from a different perspective and abstraction level
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16. Conclusion
•
•
The leader of the group has significant responsibility to drive the group in
the right direction and give the pre-requisites needed for innovation to
become an intricate part of the groups foundation
•
16
If the group has these 8 questions answered in a satisfactory way, they
have a solid foundation and a good pre-requisite for creating a thriving
innovation culture
Innovation cannot end with an excel sheet full of ideas that no one acts
upon – follow up, support, implementation and rewarding effort is critical
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17. References
[1] The Four Drivers of Innovation
http://businessjournal.gallup.com/content/26068/four-drivers-innovation.aspx
[2] Creating an Innovation Culture: Failure is necessary
http://www.forbes.com/sites/darden/2012/06/20/creating-an-innovation-culture-accepting-failure-is-necessary/
[3] 8 Pillars of Innovation
http://www.thinkwithgoogle.com/quarterly/innovation/8-pillars-of-innovation.html
[4] Why corporate culture is important for innovation
http://innovateonpurpose.blogspot.se/2012/10/why-corporate-culture-is-important-for.html
[5] The Truth about Innovation Culture
http://www.innovationexcellence.com/blog/2012/11/14/the-truth-about-innovation-culture/
[6] Wikipedia – Incentives
http://en.wikipedia.org/wiki/Incentive
[7] Money is not the best motivator
http://www.forbes.com/2010/04/06/money-motivation-pay-leadership-managing-employees.html
[8] Edward de Bono
http://en.wikipedia.org/wiki/Edward_de_Bono
[9] Brainstorming
http://en.wikipedia.org/wiki/Brainstorming
[10] Organisational Culture Defines
http://www.sidewaysthoughts.com/blog/2010/11/organisational-culture-defined-courtesy-of-edgar-schein/
[11] The Puzzle of Motivation
http://www.ted.com/talks/dan_pink_on_motivation.html
17
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