Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Xp2015 Scaling Agility explored - LeSS SAFe comparisonGosei Oy
What is the problem that Scaling Agile is solving? How does it look from the perspectives of coordination, organizational control by William G Ouchi, batching and queues, and business. How are LeSS and SAFe addressing the real root causes?
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
“The research is clear: happy workers are more productive workers.“ says the founder of Management 3.0, Jurgen Appelo.
Management 3.0 is a revolution in modern management, currently happening in 27 countries and redefining the definition of leadership with management as a responsibility of the group. It is the future of management, which is all about doing the right thing for your team, involving everyone in improving the system and fostering employee engagement.
In this session, you will get an insight into how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about their organization.
About the author:
Stefan is an IT professional who was a Project Manager before encountering Agile Methodologies and recently Management 3.0. He is keen on introducing Management 3.0 as well as Agile Leadership to companies and believes that it will make their employees happier.
Stefan is a certified Management 3.0 facilitator and licensed Scrum Master.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Xp2015 Scaling Agility explored - LeSS SAFe comparisonGosei Oy
What is the problem that Scaling Agile is solving? How does it look from the perspectives of coordination, organizational control by William G Ouchi, batching and queues, and business. How are LeSS and SAFe addressing the real root causes?
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
“The research is clear: happy workers are more productive workers.“ says the founder of Management 3.0, Jurgen Appelo.
Management 3.0 is a revolution in modern management, currently happening in 27 countries and redefining the definition of leadership with management as a responsibility of the group. It is the future of management, which is all about doing the right thing for your team, involving everyone in improving the system and fostering employee engagement.
In this session, you will get an insight into how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about their organization.
About the author:
Stefan is an IT professional who was a Project Manager before encountering Agile Methodologies and recently Management 3.0. He is keen on introducing Management 3.0 as well as Agile Leadership to companies and believes that it will make their employees happier.
Stefan is a certified Management 3.0 facilitator and licensed Scrum Master.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
An effective engineering management strategy needs to be in total alignment with the company company’s vision while being driven by its culture.
An engineering manager will probably not be successful if he lives inside the technical domain and refuses to extend his focus outside of its boundaries.
He/she will have a significant impact on the team’s morale and company culture.
This presentation focuses on common threats and key challenges typically associated with engineering management in multiple contexts.
It also addresses common misconceptions about how it should be done in agile environments.
More than focusing specifically on the engineer management role (which means different things for different companies), this presentation focus on the broader concept of engineering management.
linkedin.arraiscastro.com
Self-organization is a core concept in the agile principles but can be hard to embrace in traditional command and control environments. We will experience what self-organization is, how it can help your team, and how you can experiment with self-organization strategies in a safe place.
Too fast for Scrum? | AgilePT 2015
http://linkedin.arraiscastro.com
http://talks.arraiscastro.com
Scrum adoption comes with relevant organizational challenges that some companies manage poorly.
First, there is the misconception that scrum, by itself, makes your teams faster. While contributing to quality, scrum can make your teams more productive, but a poorly designed agile process may turn your teams slower at the end.
Second, there is the misconception that the need to move hyper fast makes your backlog so organically alive that timeboxed sprints become impossible to achieve. We see a lot of companies moving to Kanban, as the epiphany of extreme agility. Sometimes, all they want is to avoid the huge challenges associated with organizing the work flows so that a stable development time window is provided to their teams. Priorities changing all the time, new stories popping up each day, the will to change anything, anytime, with the excuse that it is required by the customers, and lack of senior management commitment are typical drugs used to kill sprints and agile ceremonies.
Agility is not a process, it is a mindset, based on a culture, focused on delivering the most value as soon as possible. Taking scrum (or kanban) as a structured recipe for success and applying it as if we were making a delicious cake may, at the end, cause some stomach pains (and even food poisoning on extreme cases)!
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)Gunther Verheyen
Gunther Verheyen contributed to the weekly "Scrum Sredom" sessions (Scrum Wednesdays) with a session to show how "Engagement is the key." The show was hosted by the Serbian Scrum communities.
Because "Employees who are engaged actually care a lot more (about team, customer and enterprise outcomes)."
Gunther is an independent Scrum Caretaker; a connector, writer, speaker, humaniser. More at guntherverheyen.com/about/
Managers, you have huge undiscovered potential to improve your efficiency! What is the impact of multitasking? How widespread is multitasking? A case study of leadership team that renounced multitasking by adopting Personal Agility, Scrum and other widely used agile practices. After just 6 months, the results were visible in their financial results.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
An effective engineering management strategy needs to be in total alignment with the company company’s vision while being driven by its culture.
An engineering manager will probably not be successful if he lives inside the technical domain and refuses to extend his focus outside of its boundaries.
He/she will have a significant impact on the team’s morale and company culture.
This presentation focuses on common threats and key challenges typically associated with engineering management in multiple contexts.
It also addresses common misconceptions about how it should be done in agile environments.
More than focusing specifically on the engineer management role (which means different things for different companies), this presentation focus on the broader concept of engineering management.
linkedin.arraiscastro.com
Self-organization is a core concept in the agile principles but can be hard to embrace in traditional command and control environments. We will experience what self-organization is, how it can help your team, and how you can experiment with self-organization strategies in a safe place.
Too fast for Scrum? | AgilePT 2015
http://linkedin.arraiscastro.com
http://talks.arraiscastro.com
Scrum adoption comes with relevant organizational challenges that some companies manage poorly.
First, there is the misconception that scrum, by itself, makes your teams faster. While contributing to quality, scrum can make your teams more productive, but a poorly designed agile process may turn your teams slower at the end.
Second, there is the misconception that the need to move hyper fast makes your backlog so organically alive that timeboxed sprints become impossible to achieve. We see a lot of companies moving to Kanban, as the epiphany of extreme agility. Sometimes, all they want is to avoid the huge challenges associated with organizing the work flows so that a stable development time window is provided to their teams. Priorities changing all the time, new stories popping up each day, the will to change anything, anytime, with the excuse that it is required by the customers, and lack of senior management commitment are typical drugs used to kill sprints and agile ceremonies.
Agility is not a process, it is a mindset, based on a culture, focused on delivering the most value as soon as possible. Taking scrum (or kanban) as a structured recipe for success and applying it as if we were making a delicious cake may, at the end, cause some stomach pains (and even food poisoning on extreme cases)!
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)Gunther Verheyen
Gunther Verheyen contributed to the weekly "Scrum Sredom" sessions (Scrum Wednesdays) with a session to show how "Engagement is the key." The show was hosted by the Serbian Scrum communities.
Because "Employees who are engaged actually care a lot more (about team, customer and enterprise outcomes)."
Gunther is an independent Scrum Caretaker; a connector, writer, speaker, humaniser. More at guntherverheyen.com/about/
Managers, you have huge undiscovered potential to improve your efficiency! What is the impact of multitasking? How widespread is multitasking? A case study of leadership team that renounced multitasking by adopting Personal Agility, Scrum and other widely used agile practices. After just 6 months, the results were visible in their financial results.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
How Agile and Lean Changed my Organization Goto Amsterdam 2012Bernd Schiffer
see http://gotocon.com/amsterdam-2012/presentation/How%20'Agile%20and%20Lean'%20Changed%20my%20Organization for abstract
Read more about AMI here: http://agiletrail.com/2012/11/08/agile-management-innovations-a-primer/
Concrete Experimentation in Agile Environments at Agile Australia 2015Bernd Schiffer
Many companies fail when it comes to turning change ideas into small and executable steps with learnings as a desired outcome. Agile day-to-day work, such as dealing with retrospective outcomes, becomes very challenging, and whole Agile transitions fail because of this inability to navigate in complex environments. Following a few simple steps to plan, execute, and learn from experiments will provide tangible outcomes, closing the gap between where you are right now and where you want to be with being Agile. If everyone followed these steps, change would be much faster and less feared.
Visita de estudo organizada e patrocinada pela Biblioteca Municipal António Botto, para todos os finalistas do Concurso Concelhio de Leitura, "Abrantes a Ler 2014"
Why 76% of Organizations are Failing at Agile - Agile Cincinnati April 2019Agile Velocity
Traditional leadership paradigms, organization structures, and culture all get in the way of agility, as too many enterprises focus on team level change and framework implementation (Scrum and SAFe). Explore how leaders can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.
AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This time the event was based on four major themes : 'Agile for newbies', ' Agile Adoption Challenges', 'Workshops and Software Craftsmanship', and ' Post Agile'.
Our world is changing at a breakneck pace. There is no doubt that today's workplace must constantly adapt to ongoing changes to remain efficient and competitive, whether driven by technology, globalisation, or specific crises.
This is where the concept of forming an Agile team comes into play.
Agile working entails bringing together people, processes, connectivity, technology, time and place to determine the best and most efficient way to complete a specific task. It means working within the task’s parameters but without limitations (of how you achieve it).
Essentially, agile working means being willing to change the way we work – whether it's our working hours, our physical workplace, the technology we use, the nature of our roles and how we collaborate, or the way we do our work. We can adapt to the ever-changing world around us by encouraging agility and flexibility while creating a more dynamic workforce and improving our performance and productivity.
Most leaders now ask, "Why do I want to become agile?" Is it simply to be more efficient and effective?
This slide deck distinguished agile from the waterfall, discussed the importance of adopting agility and examined the various types of agile workflows.
This presentation goes into details about impediments, how to identify them, how to create a strategy for, escalate, and ultimately - if not removing them entirely - moving the needle to improve the situation. Apologies for the outdated styling - it's on my backlog to improve it!
The Agile movement has done a great deal to bring more democracy to the workforce. Power has shifted from managers to individual contributors. As a result, we got empowered teams, self-organization and higher engagement. Now, some are saying that we are ready to get rid of management altogether.
So what is the role of the manager in the new agile organization? Is there one anymore?
This presentation sets out to identify how responsibilities are shuffled in the agile organization puzzle. What should the team do? What responsibilities does the manager retain? What new concerns need to be addressed that she wouldn’t have considered in the “old” organization?
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
2016 04-07 key note -agile organizationsNikki de Kloe
This slideshare is all about lean operational excellence, agile, scrum, lean start-up, customer development, agile frameworks, evidence based product development….
Sorry, what? Can there be anymore buzzwords? You are right, that’s why today we’ll separate facts and fiction about these potential 'business-saving' frameworks.
Because let’s face it, the reality is that even though they are absolutely useful, no one can guarantee you that one of these frameworks will work for your own, unique company. You will need to know where to start and take away those elements that suit your specific situation.
Agile coaches Nikki de Kloe and Sander Goudswaard (MakerStreet/ Noun) will guide you through the why, how and what regarding all these value-orientated frameworks. They will show you how these frameworks can help you do your business today, tomorrow and in the very near future.
Through tips, tricks and of course several case studies you will learn their possibilities, potential pitfalls and success criteria; so you can gain an insight in how you can make these frameworks work for you.
This slideshare is all about lean operational excellence, agile, scrum, lean start-up, customer development, agile frameworks, evidence based product development….
Sorry, what? Can there be anymore buzzwords? You are right, that’s why today we’ll separate facts and fiction about these potential 'business-saving' frameworks.
Because let’s face it, the reality is that even though they are absolutely useful, no one can guarantee you that one of these frameworks will work for your own, unique company. You will need to know where to start and take away those elements that suit your specific situation.
Agile coaches Nikki de Kloe and Sander Goudswaard (MakerStreet/ Noun) will guide you through the why, how and what regarding all these value-orientated frameworks. They will show you how these frameworks can help you do your business today, tomorrow and in the very near future.
Through tips, tricks and of course several case studies you will learn their possibilities, potential pitfalls and success criteria; so you can gain an insight in how you can make these frameworks work for you.
The 8 Stances of a Transformational LeaderMatthew Philip
Patterned after the popular "Eight Stances of a Scrum Master," this talks introduces the eight stances -- "mental or emotional positions adopted with respect to something" -- of leaders at all levels who want to enable high-performing people, teams and organizations. To improve organizational outcomes, the eight stances are aimed at:
- Reducing friction to allow teams to do what they do best
- Fostering a learning environment to enable high performance, mastery and innovation
- Creating aligned autonomy to scalably connect strategy to action
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.
Overcome Transformation Impediments with Outcome-Driven Agility - David Hawks...Agile Velocity
In this workshop at Southern Fried Agile, David Hawks helped attendees learn common impediments to agility and how implementing Agile develops new capabilities across the organization.
Similar to Inspire Management! @ Agile 2013 in Nashville, Tennessee (20)
Sustainable Pace - The forgotten Agile principle at YOW Perth 2019Bernd Schiffer
Here's the video https://youtu.be/OJMiUnfod3A
Even if organisations try to follow most of the Agile values and principles, they most often neglect sustainable pace as a substantial part of being Agile. Unhappy, stressed out, overworked and exhausted people are the result. And it's getting worse: Australians worked on average an extra 6 hours per week in 2018, an increase of 1.4 hours since 2016.
It makes a difference to be aware of what unsustainable pace looks like; why organisations insist on doing it, even though it doesn't make sense economically; what the causes and effects are; how bad the situation really is; and how an effort to achieve sustainable pace could pay off big time. Agility is not achieved by organisations because of working unsustainably, but—on the contrary!—because of striving towards sustainable pace.
Sprint after sprint after sprint? Burning the midnight oil? Competitive company culture? Always available thanks to tech? No focus thanks to distractions? It's a trap to think that this is good or necessary. It is not. Treating sustainable pace as a first principle in an Agile context again wins in the long run over any attempts to taking short-cuts aiming for short-termed gains.
Agilität im Wander der Zeit und der Kulturen - Keynote at XP Days Germany 201...Bernd Schiffer
“Warum wollt ihr denn mich als Keynote-Speaker haben?” frage ich den Fachbeirat, um die Vision zu klären. Agil macht man das ja so. Als Antwort kommt ein Mix aus “Veränderung von Agil über die Jahre und kulturelle Unterschiede” und “Agil im Wandel der Zeiten und Kontinente”. Und weil ich nach Australien ausgewandert bin, kommt auch noch die Erwartung auf “eine kritische Reflexion…, wie er seine ursprünglichen Ziele anpassen musste”.
Damit kann ich was anfangen. Das Agile Mindset hat sich deutlich verändert in den letzten knapp 20 Jahren: Pair Programming ist gut, Mob Programming ist besser; Customer Collaboration ist nicht mehr genug, Customer Delight wird verlangt; Agile Teams sind die Basis, darüber hinaus skalieren wir und sind in allen Bereichen der Organisation Agil.
Kulturelle Unterschiede kenne ich auch, insbesondere zwischen Deutschland und Australien. Beispielsweise die Fähigkeit zum Konflikt oder wie direkt oder über Umwege miteinander kommuniziert wird. Aber die kulturellen Unterschiede zwischen etwa Banken und mittelständischen Organisationen wiegen doch noch schwerer als die zwischen den Kontinenten.
Persönlich bin ich - natürlich - mit einem Agile Mindset nach Australien ausgewandert. Das hat schon sehr geholfen, insbesondere das “Responding to Change”. War nicht immer einfach, aber meine Frau und ich ziehen gerade unseren australischen Nachwuchs groß und sind zur Zeit immer noch Down Under mit unserem australischen Mindset.
Agile Habit Development at LAST Conf Melbourne 2017Bernd Schiffer
How to develop habits in an Agile environment to perform better with less energy
Blame in the retro? Threats when work is not finished? Complaints rather than acting? You might have developed some bad habits here.
Are stand-ups taking forever? Are team members not updating the story board? Are retrospective actions not followed up upon? You might want to develop some good habits here.
Habits are regularly repeated routines, most often done subconsciously. Developing (the right) habits is crucial for individuals and teams to minimize the energy needed to perform at a high level. By developing a habit, more effort can be spent on the actual work rather than on the support functions.
Developing habits is not about working harder, but smarter. Habits enable you to:
get rid of bad behavior and establish good behavior
save time during meetings
boost reliability and, ultimately, trust
Research and new findings within the last years have shown enormous potential for habit development having a huge impact on personal and business behavior. Applying this to Agile seems very promising.
Resource Pools - How is This Still a Thing? at LAST Conf 2016 in Sydney, Aust...Bernd Schiffer
from http://www.xpdays.de/2017/sessions/keynote-freitag-bernd-schiffer.html
A surprising amount of companies is still using antiquated techniques like resource pools. Not only are they costly, but also hinder productivity and effectiveness. Business people wait for weeks and months to get a 20-minute job done? Not uncommon with resource pools.
Feature teams, on the other hand, do have certain characteristics providing the organisation to get things done big time: supported by product owner and team facilitator, self-organised and cross-functional, stable, dedicated, and proactive.
This session shows a path from resource pools to feature teams via self-selection of teams, including common fears and doubts during this culture-changing journey.
Resource Pools - How is This Still a Thing? at LAST Conf 2016 in Melbourne, A...Bernd Schiffer
A surprising amount of companies is still using antiquated techniques like resource pools. Not only are they costly, but also hinder productivity and effectiveness. Business people wait for weeks and months to get a 20-minute job done? Not uncommon with resource pools.
Feature teams, on the other hand, do have certain characteristics providing the organisation to get things done big time: supported by product owner and team facilitator, self-organised and cross-functional, stable, dedicated, and proactive.
This session shows a path from resource pools to feature teams via self-selection of teams, including common fears and doubts during this culture-changing journey.
Teams! Make War, Not (Only) Love! at LAST Conf 2016 in Melbourne, AustraliaBernd Schiffer
Have you ever felt like your team’s continuous improvement is stalling, and all the best attempts of running effective retros don't get them to a higher performing state?
Teams that avoid conflict at all costs or even just feel uncomfortable embracing conflict have a big problem. They will sweep things under the carpet to not rock the boat. And often it doesn’t even matter if the boat is smoothly sailing or in trouble already. Hence, even game changing ideas end up under, instead of on the carpet, and can hence prevent amazing technical, product, and process improvements.
The reason for this behaviour is that people and whole teams fear conflict, as they don’t know how to deal with it. A team in harmony is a good thing after all, right? Wrong!
In this session we will address why you want conflict in your teams, healthy conflict of course, but conflict nevertheless. We’ll present useful strategies and tools on how teams and individuals can get in touch with conflict. You will learn how to utilise these strategies and tools for better outcomes and a much better team culture, too (even if the latter sounds counterintuitive).
So come along to be slightly pushed out of your theoretical comfort zone and learn to make (healthy) wars, not (only) love!
Scrummaster Needed Desperately at LAST Conf 2016 in Melbourne, AustraliaBernd Schiffer
There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team?
One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.
Scrummaster Needed Desperately at 2016 Scrum AustraliaBernd Schiffer
There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team?
One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.
Concrete Experimentation in Agile Environments at LAST Conference 2015Bernd Schiffer
Many companies fail when it comes to turning change ideas into small and executable steps with learnings as a desired outcome. Agile day-to-day work, such as dealing with retrospective outcomes, becomes very challenging, and whole Agile transitions fail because of this inability to navigate in complex environments. Following a few simple steps to plan, execute, and learn from experiments will provide tangible outcomes, closing the gap between where you are right now and where you want to be with being Agile. If everyone followed these steps, change would be much faster and less feared.
Concrete Experimentation in Scrum at Scrum Gathering Shanghai 2015Bernd Schiffer
Many companies fail when it comes to turning change ideas into small and executable steps with learnings as a desired outcome. Agile day-to-day work, such as dealing with retrospective outcomes, becomes very challenging, and whole Agile transitions fail because of this inability to navigate in complex environments. Following a few simple steps to plan, execute, and learn from experiments will provide tangible outcomes, closing the gap between where you are right now and where you want to be with being Agile. If everyone followed these steps, change would be much faster and less feared.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Concrete Experimentation in Scrum at Scrum Australia 2014Bernd Schiffer
A lot of companies fail when it comes to turning change ideas into small and executable steps with learnings as a desired outcome. Agile day-to-day work, such as dealing with retrospective outcomes, becomes very challenging, and whole Agile transitions fail because of this inability to navigate in complex environments. Following a few simple steps to plan, execute, and learn from experiments will provide tangible outcomes, closing the gap between where you are right now and where you want to be with being Agile. If everyone followed these steps, change would be much faster and less feared.
This session will not only cover the answer to why experimenting is the only way to drive successful change, but will also provide actionable insights, like the 10 necessary features of good experiments and a straightforward framework for making the most out of experiments.
Further details: http://lanyrd.com/2014/auscrum/sdfkpy
How Agile and Lean Changed my Organization (at Goto Conference Copenhagen 2012)Bernd Schiffer
see http://gotocon.com/cph-2012/presentation/How%20'Agile%20and%20Lean%20Changed%20my%20Organization for abstract
Read more about AMI here: http://agiletrail.com/2012/11/08/agile-management-innovations-a-primer/
[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
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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. 📊
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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.
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).
10. Graves in the Sun http://www.flickr.com/photos/sufw/3712262067 by Sascha Wenninger http://www.flickr.com/photos/sufw
I’ve seen too many Agile
adoptions die, because the
organisation didn’t change!
13. Columbus Breaking the Egg by William Hogarth http://en.wikipedia.org/wiki/File:Columbus_Breaking_the_Egg%27_(Christopher_Columbus)_by_William_Hogarth.jpg
Egg of Columbus
18. Task: Connect all 9
dots using exactly 4
straight lines,
without retracing or
removing your pen
from the paper.
The Nine Dot Problem
19. Task: Connect all 9
dots using exactly 4
straight lines,
without retracing or
removing your pen
from the paper.
The Nine Dot Problem
ANSWER
-
Think outside the box
21. Money
Open Books
Business figures are accessible
by employees, and employees
are trained to understand
these business figures.
Open Salary Structure
Particular case of Open
Books, where employees
know each others’ salaries
and are able to reference
them in a company wide
context.
Profit Sharing
Employees are substantially
benefitting from the
companies profit.
Peer Salary Determination
An employee’s salary is
determined by peers chosen by
the employee.
Salary Self-determination
An employee’s salary is
determined by themselves.
22. Collaborative
Infrastructure
Organisational Retrospectives
and Retreats
All employees of an organisation
frequently gather to reflect their past, plan
their future, and connect to their present.
Open Space Technology
Meeting form to exchange
ideas and connect people
without having a formal agenda.
Slow Communication
Way of communicating
asynchronously to have more
uninterrupted flow moments.
23. Teams
Team Empowerment
Teams are autonomous, self-
organised and cross-functional.
Organisational Partitioning
The organisation consists of teams,
and every employee is part of one
team.
Happiness Index
A niko-niko calendar is used to
measure happiness within a team
and company wide.
Reverse Accountability
Managers are accountable to
employees.
Hiring through Team
Fresh engagements are hired
and dehired by the team.
No Job Title or
Description
Employees don’t
have job titles and
job descriptions.
24. Decisions
Konsent
Form of decision making within
teams or whole organisation
where a decision is made when
nobody has a reasoned veto.
Concrete Experiments
Changes to the organisation are made
with concrete experiments including a
specific time to run and a hypothesis
the outcome can be compared to.
True North
A range of unreachable goals
helps the company to channel
energy by having a direction.
Simple Rules
A minimal set of rules instead of
a huge amount of documented
instructions to make regulations
within an organisation.
Delegation
Clarification of the level of delegation
is essential for collaboration.
25. Mastery
Peer Feedback
Employees have peer groups which
give regular feedback on the
employee’s performance and help
him or her on their further journey.
Chess Kings and knight http://www.flickr.com/photos/karpidis/4762773414 by Andreas Kontokanis http://www.flickr.com/people/karpidis/
Mentoring and Coaching
Mentors help employees to find
their next career steps, and coaches
help employees to grow personally.
360 degree evaluation
This is feedback trough the wisdom of
the crowd.All of the company’s
employees give small feedback to
everyone they know in the company.
26. Slack
Work time in which an
employee is free to work
on whatever he wants.
Work on Sight
Every employee
has contact with
the customer.
Innovation Days
Time span in which the
whole organisation
concentrates on creating
concrete innovations.
Net Promoter System
Having a tight feedback loop
with the customers about
products and services.
Customer and Innovation
36. Sources for Management Inspirations
AMI Introduction
• Article: Agile Management Innovations – a Primer
http://agiletrail.com/2012/11/08/agile-management-innovations-a-primer
• Video: How Agile and Lean Changed My Organization
http://vimeo.com/32440182
In-depth description of an AMI
• Article: Slack to the Rescue
http://agiletrail.com/series/innovation-and-motivation-slack-to-the-rescue
AMI Background
• Book: The Human Side of Enterprise
by Douglas McGregor (aboutTheoryY)
• Book: The Future of Management
by Gary Hamel (about Management Innovations)
• Book: Drive
by Daniel Pink (about what really motivates us)
• Article: Autonomy at Work - the Pull Principle
http://agiletrail.com/series/autonomy-at-work-the-pull-principle
AMI Companies
• Book: Maverick
by Ricardo Semler (about Semco)
• Handbook: Valve's Handbook for New Employees
http://www.valvesoftware.com/company/Valve_Handbook_LowRes.pdf
• Post: 4 tactics to change from directive leadership
to a self-correcting organisation
http://www.managementexchange.com/story/%22traditional-management%22-%22trust-management%22
Community
• StoosNetwork
http://www.stoosnetwork.org
