We use this slide deck to explain the Agile practices that we teach. This is what we call our "Agile Buffet", you don't have to adopt all of these practices but you should understand them so that you can use them as necessary. We are always modifying this presentation, so if you want the most current one, contact us.
Seeing Constraints, Kanban Explained by Jon StahlLeanDog
I am passionate about kanban because without a lot of ceremony and time, I can get a team to self organize and communicating at a whole new level. Since constraints become visible, it allows people to be more willing to go out of their comfort zone and thus wear any hat that it takes to produce quality software. Seeing constraints, pulling value and eliminating waste is the goal of practicing kanban. This would be a "kanban explained" session for those who are not familiar with this practice. I use physical boards to illustrate the concepts and encourage good dialogue. We will discuss several types of kanban boards such as WIP, backlog and retrospectives.
This presentation has been tested at many user group meetings, at clients and conferences such as Agile 2009 & CodeMash 2010. The session takes 1 hour to present, 1 1/2 hours to have good dialogue during the presentation.
Kanban, while not a new concept, nor complex - it is often misunderstood by those who don't practice it. Intended audience is for people that understand agile story wall concepts and whole team. The best audience is a Scrum master who will learn how kanban can take their craft to the next level of a self organizing teams by seeing, not hearing about constraints.
Key Note - Agile China - Kanban An Alternative Path to AgilityDavid Anderson
This talk looks at the use of virtual kanban systems in software development and IT work and how the Kanban Method offers an alternative path to agility. Rather than adopting an Agile method such as Scrum, Kanban offers a "start with what you do now" approach to improvement. The concept is pragmatic and widely applicable in a large number of political and cultural settings
Technical debt is a systemic problem - not a personal failingDeclan Whelan
This is a presentation Chris Chapman I delivered at the Toronto Agile Conference 2017. We take a 'systems thinking' view of technical debt.
The premise is that mounting technical debt is a not a problem ... it's a system problem. We depict system problems using causal loop diagrams and propose steps, via balancing loops, to shift the system to a healthier state.
We use the term 'technical health' to describe this systems view of technical debt.
Agile is not “the latest rage” or just a tech buzzword; Agile methodologies have been transforming organizations all over the world since the unveiling of The Agile Manifesto in 2001. Agile philosophies are helping companies of all sizes create and maintain a tremendous competitive edge in today’s intense global marketplace. Agile is the wave of right now and the wave of the future; helping successful companies eliminate waste and forge a clear path to continuous improvement.
We use this slide deck to explain the Agile practices that we teach. This is what we call our "Agile Buffet", you don't have to adopt all of these practices but you should understand them so that you can use them as necessary. We are always modifying this presentation, so if you want the most current one, contact us.
Seeing Constraints, Kanban Explained by Jon StahlLeanDog
I am passionate about kanban because without a lot of ceremony and time, I can get a team to self organize and communicating at a whole new level. Since constraints become visible, it allows people to be more willing to go out of their comfort zone and thus wear any hat that it takes to produce quality software. Seeing constraints, pulling value and eliminating waste is the goal of practicing kanban. This would be a "kanban explained" session for those who are not familiar with this practice. I use physical boards to illustrate the concepts and encourage good dialogue. We will discuss several types of kanban boards such as WIP, backlog and retrospectives.
This presentation has been tested at many user group meetings, at clients and conferences such as Agile 2009 & CodeMash 2010. The session takes 1 hour to present, 1 1/2 hours to have good dialogue during the presentation.
Kanban, while not a new concept, nor complex - it is often misunderstood by those who don't practice it. Intended audience is for people that understand agile story wall concepts and whole team. The best audience is a Scrum master who will learn how kanban can take their craft to the next level of a self organizing teams by seeing, not hearing about constraints.
Key Note - Agile China - Kanban An Alternative Path to AgilityDavid Anderson
This talk looks at the use of virtual kanban systems in software development and IT work and how the Kanban Method offers an alternative path to agility. Rather than adopting an Agile method such as Scrum, Kanban offers a "start with what you do now" approach to improvement. The concept is pragmatic and widely applicable in a large number of political and cultural settings
Technical debt is a systemic problem - not a personal failingDeclan Whelan
This is a presentation Chris Chapman I delivered at the Toronto Agile Conference 2017. We take a 'systems thinking' view of technical debt.
The premise is that mounting technical debt is a not a problem ... it's a system problem. We depict system problems using causal loop diagrams and propose steps, via balancing loops, to shift the system to a healthier state.
We use the term 'technical health' to describe this systems view of technical debt.
Agile is not “the latest rage” or just a tech buzzword; Agile methodologies have been transforming organizations all over the world since the unveiling of The Agile Manifesto in 2001. Agile philosophies are helping companies of all sizes create and maintain a tremendous competitive edge in today’s intense global marketplace. Agile is the wave of right now and the wave of the future; helping successful companies eliminate waste and forge a clear path to continuous improvement.
An old presentation I gave in 2004 on the subject of using eXtreme Programming values and principles to improve a broken analysis approach within a large programme of work. This is a Return of Experience, with examples and supporting data.
This presentation discusses the following:
What is an estimate?
What are the factors influencing estimating?
How are agile projects estimated?
How Agile estimation solves common estimation problems?
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
Estimating is hard to get right;
Why is estimating hard to get right?;
Why do we need to estimate;
Agile estimating and planning;
Determine the teams velocity;
Identify features and stories;
Define stories or features;
Planning Poker;
Agile Release Plan;
What if you don’t know the teams velocity?;
Estimating from ideal team structure;
The effect of rework;
Proposals and SOW’s;
Introduction to Agility from Saint Louis Day of Dot Net session:
History, Definition, Comparison to Waterfall, Agile methodologies, Myths & Misconceptions, Common failure, & Advanced discussion points.
Complex creative knowledge worker environments require adaptive management solutions such as the Kanban Method. The psychology and sociology of people involved means that prescriptive solutions to process definitions and organizational performance will meet with resistance and the outcomes are unreliable.
Modern Management Methods Netherlands 2013 Opening Remarks - Why Modern, Why ...David Anderson
"Modern" has a meaning in liberal arts. It means that a discontinuous innovation causes the form of the medium to change. The Modern Management Methods conferences hope to highlight new methods of management that represent a new form of the art. These new methods are enabled by new technology from the humble Post-It Note to sophisticated software solutions
An old presentation I gave in 2004 on the subject of using eXtreme Programming values and principles to improve a broken analysis approach within a large programme of work. This is a Return of Experience, with examples and supporting data.
This presentation discusses the following:
What is an estimate?
What are the factors influencing estimating?
How are agile projects estimated?
How Agile estimation solves common estimation problems?
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
Estimating is hard to get right;
Why is estimating hard to get right?;
Why do we need to estimate;
Agile estimating and planning;
Determine the teams velocity;
Identify features and stories;
Define stories or features;
Planning Poker;
Agile Release Plan;
What if you don’t know the teams velocity?;
Estimating from ideal team structure;
The effect of rework;
Proposals and SOW’s;
Introduction to Agility from Saint Louis Day of Dot Net session:
History, Definition, Comparison to Waterfall, Agile methodologies, Myths & Misconceptions, Common failure, & Advanced discussion points.
Complex creative knowledge worker environments require adaptive management solutions such as the Kanban Method. The psychology and sociology of people involved means that prescriptive solutions to process definitions and organizational performance will meet with resistance and the outcomes are unreliable.
Modern Management Methods Netherlands 2013 Opening Remarks - Why Modern, Why ...David Anderson
"Modern" has a meaning in liberal arts. It means that a discontinuous innovation causes the form of the medium to change. The Modern Management Methods conferences hope to highlight new methods of management that represent a new form of the art. These new methods are enabled by new technology from the humble Post-It Note to sophisticated software solutions
Tribal behavior in the workplace is core to the human condition. This talk explains how an understanding of sociology and social psychology has been used to develop the community for the Kanban Method, embedded into the Kanban Method to leverage human behavior in the workplace and how you can design kanban systems to encourage positive social behavior in the workplace
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
My latest key note providing an overview of the Enterprise Services Planning (ESP) vision, together with the first public release of the 2nd edition of the Kanban Method (Kanban 2.0). The power in ESP is in its simplicity! Lean Kanban - power in simplicity! Lean Kanban - the alternative path to agility!
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
High technology businesses tend to focus on and reward innovation but to be “fit for purpose” in the eyes of customers, product and service innovation must be coupled with acceptable service delivery. Business resilience relies on a constant ability to sense shifts in customer demands and expectations, and to respond with new products, service and levels of service delivery. Evolutionary biology provides us with a model for adapting to changing conditions and evaluating fitness. This talk will look at how the Kanban Method enables evolutionary adaptability and how to define fitness criteria metrics to drive effective business performance.
TOCPA 2013 - Towards a Framework for Managing Knowledge WorkDavid Anderson
This presentation looks at aspects of Theory of Constraints that have worked for me in creative knowledge work activities such as software development. It also looks at others that haven't and features 6 suggestions for how this experience affects the body of knowledge of the Theory of Constraints
Key note - Lean Kanban Central Europe 2013 - Kanban & Evolutionary ManagementDavid Anderson
Exploring how Kanban can be used to improve the fitness for purpose of an organization. Comparing the development of Kanban with the journey of Bruce Lee as he rebelled against traditional Chinese martial arts teaching and developed his own "way without way."
Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March 2014
Key note - Lean Kanban Central Europe 2012 - Managing a Risky Business - Unde...David Anderson
Using Kanban to improve Risk Management inside creative knowledge worker industries. This talk takes a first look kanban system liquidity as a measure of predictability and reliability of service delivery. [The liquidity section of this talk was updated and improved at Lean Kanban North America 2013]
Key Note - Stop Starting, Start Finishing 2013 - Aligning Creative Work with ...David Anderson
Using qualitative risk assessment frameworks to understand business risk in demand for creative knowledge work, and assessing demand mix against system capability. Or "Why you may be doomed before you start!"
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Key Note - Path to Agility 2013 - Kanban - the alternative path to agilityDavid Anderson
The Kanban Method represents the alternative path to agility. It is the "start with what you do now" approach that promotes evolutionary change to improve business agility rather than adopting a defined Agile method. This presentation explains the mechanics of virtual kanban systems and their implications. It defines the Kanban Method and explains how it creates an evolutionary capability in your organization
Product strategy in a customer centric company at LeanKitFlorent de Gantes
Product strategy in a customer centric company - how LeanKit thinks about Lean, how we organize to deliver on our product strategy, and where Google can improve. Delivered at Scrum User Group, in Atlanta.
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
Are your frontline managers spending too many hours manually reviewing timesheets and payroll entries? In this slide deck, learn how Workday leverages machine learning to enable managers and payroll administrators to streamline these labor-intensive tasks—freeing up their time for more strategic, value-added work.
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
Creating Resilient, Robust, & Antifragile OrganizationsDavid Anderson
What makes organizations fragile? What makes them resilient and able to bounce back from failure? How can they be robust to avoid major failures? However, what really differentiates business that are "built to last" is that they can mutate & evolve in response to change technology, market, economic and political conditions. What actions can leaders take to create resilient, robust & antifragile businesses and how can the Kanban Method help with that?
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Enterprise Services Planning - Effective Middle ManagementDavid Anderson
This may be the first time, I really explained Enterprise Services Planning (ESP) effectively. Many people in the audience seemed to understand for the first time.
An understanding of sociology and social psychology has been present in the design of the Kanban Method - an evolutionary approach to improving service delivery in professional services, knowledge work and creative industries. This talk shows how to use Kanban for social engineering, the aspects of social psychology and sociology built into the design of the method, and how this knowledge was used to develop and grow the movement and community globally over the last 8 years. Lean Kanban Benelux 2015
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
An understanding of sociology and social psychology was the differentiator for Agile software development methods. This talk looks at how Kanban can be used for social engineering to improve innovation and trust, and how an understanding of sociology was used to design the Kanban Method and shape the community that advocates it.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
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.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[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
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.
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 are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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!
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Kseniya Leshchenko: Shared development support service model as the way to ma...
Key Note - DoSE Berlin - Qualitative Risk Management
1. Qualitative Risk Management
A Lean Approach to Risk and How to
Implement it with Kanban
Berlin DoSE
Berlin
September 2012
David J. Anderson
David J. Anderson & Associates, Inc.
dja@djaa.com
Twitter @agilemanager
2. Quantitative Techniques are an intuitive and
anticipated response to risk
This presentation seeks to persuade you that
qualitative techniques are faster and cheaper and
often better!
@agilemanager
dja@djaa.com
3. Let’s consider a story of quantitative assessment
@agilemanager
dja@djaa.com
4. Dan Ariely, author of Predictably Irrational
Behavioral Economist (age 30 at the time)
Time to grow up and buy
a car
Lifetime of riding a motor
cycle has to end
Time to drive a girlfriend
around
Think about marriage –
maybe kids
@agilemanager
dja@djaa.com
5. Used a web site to make a quantitative
assessment to determine the ideal car!
Preferred Safety Rating …. 1 to 5
Preferred Braking Distance (from 50km/h)
< 30m, 30m - 60m, >60m
Ideal turning radius …. < 3,5m, 3,5m – 4,0m,
4,0m – 4,5m, > 4,5m
Price Range
$10,000 - $14,999
$15,000 - $19,999
$20-000 - $29,999
$30,000 - $39,999
$40,000 - $49,999
> $50,000
And so on…
@agilemanager
dja@djaa.com
7. How do you feel, Dan?
@agilemanager
dja@djaa.com
8. So what to do?
Press the BACK button
Change the answers
Try again!
Iterate on this process until the right answer
appears after several tries
And so…
@agilemanager
dja@djaa.com
10. And how do you feel now?
@agilemanager
dja@djaa.com
11. How do we typically build a business case?
@agilemanager
dja@djaa.com
12. Let’s consider a fictitious web development
example…
Imagine an ad revenue model
New features/pages drive traffic that provides
revenue via ad impressions
Our governance model says new features
should be prioritized by Return on Investment
ROI = Ad Impressions / Cost
Let’s make spreadsheet to show our business
case!
@agilemanager
dja@djaa.com
14. But wait…
Can we be certain about those numbers?
How confident are we?
What range of possibilities exist?
To consider this let’s look at a distribution
curve example (admittedly from a different
activity)
@agilemanager
dja@djaa.com
15. Lead Time Distribution
3.5
3
CRs & Bugs
2.5
2
1.5
1
0.5
1
8
14
7
0
3
6
4
14
13
12
12
11
10
99
92
85
78
71
64
57
50
43
36
29
22
8
15
1
0
Days
1st
confidence
interval
15th -ile
Mean of
31 days
2nd confidence
interval 98th %-ile
1st confidence
interval 85th %-ile
Distribution of lead time to complete features (in calendar
days)
@agilemanager
dja@djaa.com
16. Quantitative Assessment of Historical Data
shows…
There is a 70% probability that new features
will take between 5 days and 45 days to
complete with a mean of 31 days
We could make a similar assessment of
historical ad impressions and use this to
provide low, medium and high estimates
Let’s update our spreadsheet to show this
additional detail
@agilemanager
dja@djaa.com
18. Let’s add some more features and make similar
estimates
@agilemanager
dja@djaa.com
19. Now we need some cost estimates
(from our web development team)
How long will this feature take to develop?
Industry data shows typical spread of 2x above and
below the mean estimate
@agilemanager
dja@djaa.com
20. And together these figures allow us to calculate a
range of ROI for each feature
Shows worst case to best case with mean
Now stack rank highest to lowest!!!
@agilemanager
dja@djaa.com
21. Oh dear! Stack ranking isn’t so easy!
@agilemanager
dja@djaa.com
22. So what to do now?
Perhaps we can find some ways to be more
precise and narrow down the spread of
variation?
Let’s add some more details to our
spreadsheet! These will indicate our
confidence in our numbers and allow us to
narrow our range! [Honestly, we do believe
this!!!]
@agilemanager
dja@djaa.com
23. Questions to be answered…
How well known is the celebrity, sport, team
or business? 1 thru 5
How controversial/salacious is the content? 1
thru 5
How “hot” are the pictures? 1 thru 5
1 = not very 3 = reasonably 5 = very
@agilemanager
dja@djaa.com
25. We can sort the answers
Our questions were used in a formula to
indicate a specific confidence within the range
and derive a “precise” value for ROI
Is this the result we like? Does it feel right?
If not keep iterating or adding detail…
@agilemanager
dja@djaa.com
26. Maybe we need more precision?
Let’s do the same for the cost side of the
equation…
Needs Flash? – yes|no
Needs Javascript? – yes|no
How challenging is the programming? 1..5
Custom artwork? – yes|no
New template? – yes|no
Now make a formula to make sense of all this
and update the spreadsheet again
@agilemanager
dja@djaa.com
27. If you still have the energy…
This quantitative product management stuff is
hard work!
Product Managers should be paid a lot! ;-)
@agilemanager
dja@djaa.com
29. Traditional response to heterogeneity in work is a
deterministic approach
Probabilistic
Deterministic
“On average” everything is
the same
No estimates, just
extrapolate the mean, fudge
for variation
Everything is unique
Individually estimate &
assess each item in
plan/scope
Homogenous
Cheap
Fast
Quantitative
Feels risky
Heterogeneous
Expensive
Time Consuming
Fake Precision?
Feels safe but guesses
may still be hiding risk
@agilemanager
dja@djaa.com
30. What is a Kanban System?
&
Which risks are we managing?
@agilemanager
dja@djaa.com
31. Kanban systems model workflow and limit WIP at each
step, signaling available capacity, effectively creating a pull
system for work orders. First used at Microsoft in 2005
White boards were introduced in 2007 to visualize
workflow, signal capacity and show work orders flowing
through the system
@agilemanager
dja@djaa.com
32. Boards typically visualize a workflow as columns (input) left
to (output) right
WIP Limit – regulates
work at each stage in
the process
Pull
Flow – from Engineering
Ready to Release Ready
@agilemanager
dja@djaa.com
33. Tickets on the board are “committed”
Backlog items remain “options”
Kanban systems defer commitment & enable dynamic
prioritization when “pull” is signaled
5
4
Analysis
Input
Queue In Prog Done
3
4
Development
Dev
Ready In Prog Done
2
2
Build
Ready
Test
Release
Ready
Stage
Prod.
Flow
Commitment point
@agilemanager
dja@djaa.com
35. How do we calculate “Cost of Delay?”
@agilemanager
dja@djaa.com
36. Large ERP project in 2007. Predicted delay of 4 months.
Ask CFO, “What was the cost of delay?”
@agilemanager
dja@djaa.com
37. Quantitative Assessment
A finance analyst took almost 1 month to
calculate the “cost of delay”
Involved “burn rate” component for overrun of
project + lost opportunity from cost savings
after deployment
Estimate was $1.5/month
Quantitative assessment was possible
because this was a cost saving project and
the cost savings and burn rate were known
and could be accurately assessed
Still the assessment took several weeks to
compile
@agilemanager
dja@djaa.com
38. Potential Dysfunction
If the project hadn’t been a cost saving project
but a revenue generating project then the
assessment of lost opportunity would have
been challenging
Where there is speculation, uncertainty and
lack of confidence in the data, there is often
delay. Delay in calculating the cost of delay
would likely increase the overrun on the
project, amplifying the cost of delay
@agilemanager
dja@djaa.com
39. Hard Questions
Asking for quantitative assessment is asking
a "hard question." It seeks precision and
precision with confidence in the answer is
hard (or impossible) to achieve.
When you ask someone a hard question but a
question they should be able to answer from
a professional perspective, you may get a
dysfunctional response, a delayed response
or no response at all. Why?
@agilemanager
dja@djaa.com
40. What causes a dysfunctional response?
When quantitative numbers with a spread of
uncertainty are available, opinions as to the
actual outcome are likely to be as varied as
the number of people asked.
Forming a consensus is hard or may be
impossible!
Lack of confidence and uncertainty in
quantitative estimates leads to dysfunctional
behavior, causes delay due to personal
political risk, professional embarrassment,
and failure to form consensus.
@agilemanager
dja@djaa.com
41. Let’s consider a qualitative alternative
@agilemanager
dja@djaa.com
42. Cost of delay function sketches provide
a qualitative taxonomy to delineate
classes of risk
Function
impact
Expedite – white; critical and immediate cost of
delay; can exceed other kanban limit (bumps
other work); 1st priority - limit 1
time
impact
Fixed date – orange; cost of delay goes up
significantly after deadline; Start early enough &
dynamically prioritize to insure on-time delivery
impact
time
time
impact
Colour
time
Standard - yellow; cost of delay is shallow but
accelerates before leveling out; provide a
reasonable lead-time expectation
Intangible – blue; cost of delay is not incurred
until significantly later; important but lowest
priority
@agilemanager
dja@djaa.com
43. Allocate capacity across classes of service
mapped against demand
5
4
Analysis
Input
Queue In Prog Done
3
4
Development
Dev
Ready In Prog Done
2
Build
Ready
2 = 20 total
Test
Release
Ready
Allocation
+1 = +5%
4 = 20%
10 = 50%
6 = 30%
@agilemanager
dja@djaa.com
44. A 2nd dimension to qualitative cost of delay
If all work orders are not of the same order of
magnitude in value or opportunity, we may
need more info
Impact Order of Magnitude Classification
Extinction Level Event
Major Capital
Discretionary Spending
Intangible
@agilemanager
dja@djaa.com
45. More examples of qualitative
assessment classifications
@agilemanager
dja@djaa.com
46. Market Risk of Change Classification
Highly likely
to change
Spoiler
Cost Saver
Value
But a way of
understanding
schedule &
value risk
Differentiator
Market Risk
This is not a
prioritization
scheme!
Misdirector – differentiator
not aligned with strategic plan
Regulatory – must have but
subject to change
Table Stakes
Very unlikely
to change
@agilemanager
dja@djaa.com
47. Capacity allocated by market risk of change
Useful for big projects where there is a risk that
early delivery may be necessary
5
Allocation
Total = 20
Input
Queue
4
Analysis
In Prog Done
3
Dev.
ready
4
2
Development
In Prog
Done
Build
ready
2= 20 total
Test
Table Stakes
10
Cost Reducer
2
Spoiler
2
Differentiator
6
@agilemanager
dja@djaa.com
48. Product Lifecycle Classification
Not well
understood
High demand for
innovation &
experimentation
High
Existing Product Evolution
– satisfies demand from
existing customer base
Profit Margin
Market Risk
Growth Market
Small
Cash Cow
Well understood
Low demand for
innovation
Very Low
Requires Investment
Innovative/New
Large
Small
@agilemanager
dja@djaa.com
49. Project Portfolio Kanban Board Implementation
Horizational position shows percentage complete
Allocation of
personnel
Total = 100%
Complete
0%
Cash Cows
10% budget
Innovative/New
30% budget
B
A
Growth Markets
60% budget
Complete
100%
Projects-in-progress
D
C
K
E
G
F
Color may indicate cost of
delay (or other risk)
H
@agilemanager
dja@djaa.com
51. A middle-ground in effective risk management
Qualitative Taxonomies
2 -> 6 categories
Cheap
Fast
Accurate
Consensus
Managed Risk
Homogenous
Cheap
Fast
High Risk
Heterogeneous
Expensive
Time Consuming
Fake Precision?
May still be
High Risk
@agilemanager
dja@djaa.com
52. Kiveat Diagrams Visualize Multiple Dimensions of Risk
Start Early
Market Risk
TS
CR
Tech Risk
Lifecycle
Spoil
Unknown Soln
Diff
Known but not us
Mid
Done it before
Commodity Start Late Cow
Profile of 2007
ERP Project
Intangible
Disc
Std
Maj. Cap.
Delay Impact
ELE
New
FD
Expedite
(shown earlier)
Cost of Delay
@agilemanager
dja@djaa.com
54. Quantitative Assessment
Implies the pursuit of precision
Typically has uncertainty and wide confidence intervals
Works well with observable capabilities such as lead
time through system
Doesn’t work well where opinion (guessing) is required
Can be expensive and time consuming to gather
Challenges using quantitative data tend to lead to
vicious spiral of demand for greater and greater
precision
Complex formula involved, often mask real risks or
obfuscate information
Often produces results that people intuitively know to
be wrong
@agilemanager
dja@djaa.com
55. Qualitative Assessment
Often fast to obtain
Easy to obtain
Facilitates achievement of consensus
Can be designed into Kanban Systems using
capacity allocation, queue replenishment
selection criteria & classes of service
Visualization can show risks under
management in an immediate manner
Facilitates effective, affordable risk
management without excessive waste
@agilemanager
dja@djaa.com
56. Results
Better alignment with corporate strategy
Provides transparency onto risks under
management
Good governance is facilitated by designing
risk management strategy into the kanban
system design
@agilemanager
dja@djaa.com
62. Published in May 2010
A 72,000 word
intro to the topic
@agilemanager
dja@djaa.com
63. About…
David Anderson is a thought leader in
managing effective software teams. He leads
a consulting, training and publishing and
event planning business dedicated to
developing, promoting and implementing
sustainable evolutionary approaches for
management of knowledge workers.
He has 30 years experience in the high
technology industry starting with computer
games in the early 1980’s. He has led software
teams delivering superior productivity and
quality using innovative agile methods at large
companies such as Sprint and Motorola.
David is the pioneer of the Kanban Method an
agile and evolutionary approach to change. His
latest book is published in June 2012, Lessons
in Agile Management – On the Road to
Kanban.
David is a founder of the Lean Kanban
University, a business dedicated to assuring
quality of training in Lean and Kanban for
knowledge workers throughout the world.
http://leankanbanuniversity.com
Email: dja@djaa.com Twitter: agilemanager
@agilemanager
dja@djaa.com