The document discusses various frameworks and tools for managing organizational change, including Kotter's 8-Step Process for Leading Change. It describes each of the 8 steps in Kotter's process, including creating urgency, building a guiding coalition, forming strategic vision and initiatives, enlisting a volunteer army, enabling action, generating short-term wins, sustaining acceleration, and instituting change. It also discusses using insights collection, generating options, experiments/MVPs, and measurements to implement change using a lean startup approach.
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Lean Management Institute of India (LMII) is a nonprofit entity driven towards promoting ‘Lean Thinking’ in organizations in order to provide the best quality services to the customers, with fewer resources and zero wastage.
We are driven by helping teams and
individuals be the best they can be. We do
this through introducing and living agile,
people focused practices.
Agile
By: Zaheer Tariq
Agenda
AGILE INTRO 01 Waterfall Basics
LEARNING
OBJECTIVES Agile Overview
02
Agile Manifesto & Values
• Pre-agile waterfall methodology basics Agile Principles
• What agile is and is not
• Benefits of employing agile practices
Common Misconceptions
• Misconceptions about Agile
• Some Common Agile Methodologies
03 Common Agile Methodologies
Waterfall
A traditional approach to project management.
Project Management
Project Project
Project Project Team
Management Manager
Planned program Processes used Individual who Individuals that
of work that to complete a plans and do the work to
requires a project. directs the work deliver on
definitive amount required to project
of time, effort and complete a deliverables.
planning to project.
complete.
History of Waterfall Project Management
Photo Courtesy of thwapschoolyard.com
Photo Courtesy of flintgm100.com
Project management processes were Waterfall process developed from highly
developed based on step-by-step structured physical environments where after-
manufacturing models the United States the-fact changes are prohibitively costly, if not
military used during World War II. impossible.
In the waterfall method to managing
Requirements
projects, you complete work in stages. You
do not move to another stage until you
have completed the work in the previous
Design
stage.
Development
STAGES DEFINED Testing
Deployment
How to become a great DevOps Leader, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Mustafa Kapadia, Service Line Leader, IBM
The ideal DevOps Leader is a tactical or strategic individual who helps design, influence, implement or motivate the cultural transformation proven to be a critical success factor in DevOps adoption. The most successful DevOps leaders understand the human dynamics of cultural change and are equipped with practices, methods, and tools to engage people across the DevOps spectrum. We will explore the role of the DevOps Leader in more detail.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Lean Management Institute of India (LMII) is a nonprofit entity driven towards promoting ‘Lean Thinking’ in organizations in order to provide the best quality services to the customers, with fewer resources and zero wastage.
We are driven by helping teams and
individuals be the best they can be. We do
this through introducing and living agile,
people focused practices.
Agile
By: Zaheer Tariq
Agenda
AGILE INTRO 01 Waterfall Basics
LEARNING
OBJECTIVES Agile Overview
02
Agile Manifesto & Values
• Pre-agile waterfall methodology basics Agile Principles
• What agile is and is not
• Benefits of employing agile practices
Common Misconceptions
• Misconceptions about Agile
• Some Common Agile Methodologies
03 Common Agile Methodologies
Waterfall
A traditional approach to project management.
Project Management
Project Project
Project Project Team
Management Manager
Planned program Processes used Individual who Individuals that
of work that to complete a plans and do the work to
requires a project. directs the work deliver on
definitive amount required to project
of time, effort and complete a deliverables.
planning to project.
complete.
History of Waterfall Project Management
Photo Courtesy of thwapschoolyard.com
Photo Courtesy of flintgm100.com
Project management processes were Waterfall process developed from highly
developed based on step-by-step structured physical environments where after-
manufacturing models the United States the-fact changes are prohibitively costly, if not
military used during World War II. impossible.
In the waterfall method to managing
Requirements
projects, you complete work in stages. You
do not move to another stage until you
have completed the work in the previous
Design
stage.
Development
STAGES DEFINED Testing
Deployment
How to become a great DevOps Leader, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Mustafa Kapadia, Service Line Leader, IBM
The ideal DevOps Leader is a tactical or strategic individual who helps design, influence, implement or motivate the cultural transformation proven to be a critical success factor in DevOps adoption. The most successful DevOps leaders understand the human dynamics of cultural change and are equipped with practices, methods, and tools to engage people across the DevOps spectrum. We will explore the role of the DevOps Leader in more detail.
In this presentation, we will use a fast-paced, methodical approach to provide a full picture of what Agile is, how it works, who is using it and how you can use it. We’ll cover a lot of information, but will introduce, compare, and contrast concepts which encourage an objective picture based on your experience. Agile is not a panacea or a prescriptive methodology. At its foundation, it is a mentality and a way of working and managing work that permeates everything you do. We will discuss how that is and what that means in practical terms.
PMexpo 2017 | Mapping the change, Fabio ArmaniPMexpo
Nel 2013 Jason Little ha pubblicato il libro “Lean Change Management”- metodologia di cui sono trainer e che utilizzo concretamente per effettuare le transizioni e/o le adoption Lean Agile. In questo talk vorrei raccontarmi le mie esperienze sul campo e mostrarvi ipotesi dei prossimi passi con particolare riguardo all'utilizzo di tecniche di Mapping del cambiamento.
I principali argomenti che tratterò sono i seguenti:
Esperienze concrete di Change Management.
Tecniche di mapping dell'impatto, degli Stakeholder e del cambiamento stesso.
Nuove prospettive di come co-creare il cambiamento nelle organizzazioni.
Inoltre, utilizzo le tecniche di Impact Mapping e User Story Mapping da parecchi anni per guidare il processo di definizione di Program e Product Backlog e/o di una roadmap collaborativa in cui Business e delivery possano far evolvere la vision in diversi scenari operativi guidati ad alto livello da un Business Model.
Sin da quando ho conosciuto l’approccio Lean Startup ideato da Eric Reis ho iniziato a sperimentarne l’utilizzo non solo per la realizzazione di prodotti o servizi, ma anche come un potente strumento per gestire il cambiamento all’interno delle organizzazioni e del loro ecosistema.
Strategic planning for agile leaders - AgileAUs 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Agile Gurugram 2019 Conference | Agile Culture for High Performance | Abhigya...AgileNetwork
Session Title : Agile Culture for High Performance
Session Overview : The presentation shall mainly cover topics related to the agile mindset and how to achieve the mindset shift, where it will say why culture is important, and the iceberg of culture. It talks about different models of culture, focusing on Agile and Kanban cultures, and how it is possible to shift from one culture to the other. It also talks about the type of organizations, and how a certain type of organization should respond to its employees, keeping in mind the culture type. The presentation will also take you through the differences between doing agile and being agile; how to turn the red list words to green list for effective communication and leadership and the 4A’s of agile leadership. Finally, it gives an insight to transformational leadership and the challenges to high performance and how we could embrace a successful agile transformation.
The Agile Learning Organization - Dave Litwiller - Sept 17 2020 - PublicDave Litwiller
Adapting Organizational Capabilities in Scale-up Technology Businesses to Thrive in the Strategic Environment using the Principles of TQM
- Enhance organizational learning capacity and agility
- Build connective capacity across functions and time horizons, to counter tendencies toward silos
- Develop leadership bandwidth at all levels to expand institutional capability for productive change
Can Agile Work With a Waterfall Process?John Carter
This presentation was give to a Agile Community of Practice in a very large health care organization to help the Agile Team Leaders define and implement their Agile Transformation in their Waterfall environment. We show that combining Agile and Waterfall yields the best of both worlds for flexibility, time to deployment, and innovation.
User Experience in alien contexts, issues, challenges, opportunities with user scenarios, interviews, bias... Some SciFi masterpieces descriptions, philosophy and metaphors and dialogues by Fabio armani and Virginia Capoluongo ad FuffaDay 2022 (www.fuffaday.org)
A collaborative talk on lean agile transitions, challenges and experiences guided by a Lean Change approach. Tao as well as music and arts are possible keys of learning.
This set of design patterns are related to Enterprise Patterns. In it you can find, J2EE, Presentation, Business & Integration Patterns (such as: ApplicaCon Controller, Data Transfer Object (DTO), Business Object (BO) & Data Access Object (DAO) among others ...)
User Story Mapping - mini iad 2014 (Armani, Rodriguez)Fabio Armani
Riteniamo, che non vi sia dubbio sul fatto le User Story (introdotte da eXtreme Programming) e il Product Backlog (definito in Scrum) rappresentino due portentosi strumenti per la gestione agile dei requisiti e delle specifiche sia funzionali che non funzionali. Ma … hanno alcuni limiti.
Ad esempio, nonostante le notevoli caratteristiche del Product Backlog, la sua unidimensionalità non consente di creare un modello dei requisiti adatto a scalare e che consenta di gestire le dipendenze che possono essere presenti tra i vari elementi che lo costituiscono.
In questo workshop presenteremo e utilizzeremo un altro potente strumento che spesso utilizziamo durante gli User Story Workshop sia in fase d’Inception, sia all’inizio di ogni nuova release di un prodotto. Si chiama “User Story Mapping”.
Ci divertiremo con voi ad utilizzarlo in una simulazione che partendo dalla Vision di un prodotto ci consentirà di mappare i bisogni di un numero selezionato di utenti su un insieme di funzionalità organizzate in una mappa.
Inoltre vedremo come sia possibile utilizzare questo strumento per gestire le diverse release di un prodotto a partire dal così detto “Walking Skeleton” fino alle successive MMF (Mininum Markatable Feature)
Sapete cos’è il modello di Kano, FURPS+, o come il nome della capitale della Russia possa essere utilizzato per assegnare priorità alle diverse storie? Se vi abbiamo incuriosito, o se pensate che avere un nuovo strumento mentale da aggiungere alla vostra cassetta degli attrezzi potrebbe esservi utile, partecipate. Sarete certamente i benvenuti.
The design patterns are recurring solutions to common problems in software design.
The design patterns in computer science were formally described for the first time in the book "Design Patterns: Elements of Reusable Object-Oriented Software", whose authors are often called the Gang of Four, GoF or Go4.
Agile requirements - alla ricerca del filo rosso (iad 2013)Fabio Armani
requisiti rappresentano, a mio avviso, il ‘fil rouge’ di tutto lo sviluppo software, sia che si tratti di applicazioni web o mobile, sia che siano coinvolti grandi sistemi Enterprise. Cerchiamo di capire perché.
Possiamo affermare che Lean Agile sta di fatto divenendo uno delle metodologie più adottate (se non il main-stream stesso) in ambito informatico e conseguentemente anche in ambiti connessi con l’informatica.
Nel mio talk (che spero possa trasformarsi in una tavola rotonda sul tema degli agile requirements e di ciò che ruota attorno ad essi) desidero presentare le varie possibilità di gestire i requisiti in modo agile e di seguire ad esempio il percorso delle “user story” (uno dei più efficaci metodi inventati in ambito agile o meglio nella metodologia eXtreme Programming per gestire i requisiti) in tutte le diverse fasi della loro ‘vita’ : a partire da ‘theme’, ‘epic’ e poi ‘story’ realizzata durante una determinata iterazione, fino al loro testing mediante Acceptance Test Driven Development e convalida business sul campo con gli utenti finali e i diversi stakeholder.
Bene… per poter effettuare questo affascinante itinerario cosa e chi viene coinvolto? Scopriremo assieme (ed argomenteremo le diverse soluzioni) che un’intera organizzazione Enterprise si dovrà plasmare per consentire ad una storia di divenire parte di una nuova funzionalità di successo.
Per avere realmente successo dovremmo scomodare molte metodologie tra le quali Lean , Agile, Lean StartUp, Lean UX e questo ci porterà nuovamente al punto di partenza. Perché vogliamo realizzare proprio questa storia? Quale era il requisito da cui siamo partiti. A quale Vision ci siamo ispirati?
Sono certo che il tema è affascinante e sarà interessante affrontarlo collettivamente, specialmente se trattato in ambito di round table.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
10. Accelerate time to market
Managing changing priorities
Better align IT/Business
Increase productivity
Enhance software quality
Project visibility
Reduce risks
11.
12.
13. Lack of up-front planning
Loss of management control
Management opposition
Lack of documentation
Lack of predictability
Lack of engineering discipline
21. CollecVng Insights
• Insights: before you can plan any change,
you need to understand the current state of
the organization
• Tools, models and assessments:
– ADKAR
– Lean Coffee
22. well not well
retrospectives at all levels
AGILE TOOLS
ADKAR
CHANGE MANAGEMENT
TOOLS
KOTTER’s8 Steps
Insights
CollecVng Insights
CULTURE AND PEOPLE
OCAI Assessment
Schneider Culture Model
RoundPegg
Control
Competence
CulVvaVon
CollaboraVon
Insights & MBTI
satir
23.
24. GeneraVng OpVons
• Options: once you’ve gained enough
Insights to start planning, you need Options
• Options have:
– Cost
– Value
– Impact
• Options include one or more hypotheses
and expected benefits
• Options è Experiments
27. Options and Benefits
• Lean Coffee: Low Cost, High Value. Simple
logistically speaking … if people showed up!
• QMO Team Blog: Medium-to-High Cost,
Medium Value. Had a great value but a variable
cost.
• Newsletter: Low Cost, Medium Value.
Impersonal in comparison to Lean Coffee.
29. MVC or Experiments?
• Experiments (MVC): At this point you have
learned enough about your current state and
considered multiple Options
• Now it’s time to introduce a change and see
if it works out the way you thought it would
31. MVC or Experiments?
• Experiments (MVC): At this point you have
learned enough about your current state and
considered multiple Options
• Now it’s time to introduce a change and see
if it works out the way you thought it would
• Experiments has a sub cycle
32. • Prepare: planning stage of the
experiment
• Use lightweight planning &
sense-making tools
• In this step you validate your
approach with people affected
by the change before you
implement it
Experiments è Prepare
33. • Introduce: start working the
people affected by the change
• Once a change has reached this
stage, it’s considered to be in
process
• Limit the number of changes
happening at the same time
Experiments è Introduce
34. • Review: the outcomes of the
Experiment
• Typically after the amount of
time you thought would be
needed for the change to stick
Experiments è Review
52. Kotter’s 8-Step Process for Leading
Change
• Over decades, Dr. Kotter
observed the behavior and
results of hundreds of
organizations and thousands of
leaders at all levels when they
were trying to transform or
execute their strategies.
• He identified and extracted the
success factors and combined
them into a methodology, the 8-
Step Process.
69. 1.
2.
3.
4.
5.
6.
7.
8.
Create a Sense of Urgency
• Craft and use a significant opportunity as
a means for exciting people to sign up to
change their organization.
84. Form a Strategic Vision
• Shape a vision to help steer the change
effort and develop strategic initiatives to
achieve that vision.
1.
2.
3.
4.
5.
6.
7.
8.
89. Found the ETC (Enterprise Transition Community), elaborate our
Point of Improvements and create an ETC Backlog
KAIZEN
CONTEXT
PEOPLE
CHANGE
ETC product box
Courtesy of DADA ETC - 2012
90. Enlist a Volunteer Army
• Raise a large force of people who are
ready, willing and urgent to drive change.
1.
2.
3.
4.
5.
6.
7.
8.
96. Enable Action
• Remove obstacles to
change, change
systems or structures
that pose threats to
the achievement of
the vision.
1.
2.
3.
4.
5.
6.
7.
8.
101. Generate Short-Term Wins
• Consistently produce, track, evaluate and
celebrate volumes of small and large
accomplishments – and correlate them to
results.
1.
2.
3.
4.
5.
6.
7.
8.
107. Sustain Acceleration
• Use increasing credibility to change
systems, structures and policies that don’t
align with the vision;
• hire, promote and develop employees
who can implement the vision;
• reinvigorate the process with new
projects, themes and volunteers.
1.
2.
3.
4.
5.
6.
7.
8.
112. Institute Change
• Articulate the connections between the
new behaviors and organizational success,
and develop the means to ensure
leadership development and succession.
1.
2.
3.
4.
5.
6.
7.
8.