Lean Leadership Culture and Tools - Chris Hefley - Agile Israel 2015

Arunthep (Gun) Sangvareethip,PMP,CSP,CSD,CSPO, LeSS

Leankit's CEO on how to establish a lean leadership culture and what tools other leaders can use along the way

Lean Leadership,
Culture, and Tools
Chris Hefley
CEO | LeanKit
@indomitablehef
#AgileIL15 @AgileIsrael

Lean Leadership Culture, and Tools
• Without Leadership, sustainable Lean/Agile is impossible
• Leadership’s responsibility is to change the culture, by teaching Lean
Thinking
• Lean Tools (Lean Thinking Tools) are essential for changing the
culture

1960s-1980s 1980s 1990s 2000s Today
TOC
Just-In-Time
Lean
Manufacturing
Lean Healthcare
Systems
Engineering
Construction
Toyota
Six Sigma
TQM
Agile
SAFe
Scrum
Focus on flow / feedback vs. “efficiency”
Lean Startup
Lean – A multi-industry trend
Last Planner
Kanban

Built on a foundation of Leadership
The Goal of Lean
Pillars of Lean
Principles, Values, and Tools
The House of
Lean

Lean Tools = Thinking Tools
Lean Thinking Tools
• “5 Whys”
• PDSA (Plan-Do-Study-Act)
• Cost of Delay
Agile Thinking Tools
• Planning Poker
• Story Mapping
LeanKit’s Thinking Tools
• FSGD
• TLDR
• Fat Robin Scheduling
• 0.5x Thinking

Frequent
Small
Good
Decoupled
Frequent
Small
Good
Decoupled
Frequent
Small
Good
Decoupled
Frequent
Small
Good
Decoupled
Frequent
Small
Good
Decoupled

Annually
Big
Good
Coordinated
Frequent
Small
Perfect
Coordinated
Frequent
Big
Perfect
Coordinated
Frequent
Big
Good
Coordinated
Quarterly
Small
Good
Coordinated

Frequent
Small
Good
Decoupled
Tested
Logged
Documented
Reviewed
@ifandelse

DevOps
• What is DevOps?
• Another Thinking Tool (not just tech)
• The goal of DevOps: Continuous Delivery, High Quality and Safety
• Corresponds to two classical Lean Thinking Tools
• Error-Proofing (Poka-Yoke)
• Autonomation (Jidoka)

Autonomation (Jidoka)
• “Intelligent Automation” or “Automation with a human touch”
The Self-
Healing
Machine

Lean Leadership
• Sustainable Lean/Agile requires Leadership
• Not just “permission” from Leadership
• Not just “buy in” from Leadership
• Leadership must Lead and Teach Lean Thinking

Lean Culture
• Sustainable
Lean/Agile requires
a cultural change
• To change the
culture, change the
thinking

Lean Tools
• Use Lean Tools to teach Lean Thinking
• “A Fool with a Tool is still a Fool”
• The tools don’t make you Lean, or Agile, or effective at DevOps (not
even LeanKit )

Start with Leadership
• The initial goal of a Lean/Agile transformation effort should be to
“convert” the Leadership
• Without Leadership and Cultural Change, Lean/Agile won’t be
sustainable
• Use initial Agile transformation results to provide evidence of positive
change, and real economic impact
• Lean Metrics can help to show that economic impact (better than
Agile alone)

For more information
• On FSGD: leankit.com/FSGD
• Lean and “The house of Lean”
• Lean Primer by Craig Larman and Bas Vodde
• LeanPrimer.com
• On DevOps
• Tomorrow’s DevOps Flow Workshop, by Dominica DeGrandis
• More great Lean content, webinars, e-books, etc., at LeanKit.com/blog and
LeanKit.com/Learn

Lean Leadership Culture and Tools - Chris Hefley - Agile Israel 2015

The document describes Spotify's organizational model of tribes, squads, chapters and guilds. The model was created to increase velocity, employee happiness and adaptability while supporting organizational growth. It involves fully autonomous teams (squads) organized by chapters and tribes, with product owners and chapter leads providing alignment. Culture is emphasized through hiring for cultural fit and onboarding processes.

Innovation and organization

Kevin Goldsmith

The Spotify Tribe

Kevin Goldsmith

Agile thailand2014 building hpc

The document discusses building a high performance culture. It notes that culture change requires involvement from everyone and that the new culture is initially unknown. It also notes challenges like culture affecting deep-seated values. Key aspects of high performing teams include trust, commitment, accountability and shared goals. The document outlines models for personal responsibility and inference ladders. It also contrasts hierarchical and self-organizing team structures.

Agile Transformations, the Good, the Bad and the Ugly

Rally Software

The document summarizes the keynote presentation by Wanda Marginean on agile transformations. It discusses that agile transformations can go well when there is a clear vision for why the transformation is happening, principles are established to guide how the transformation will occur, and the right practices are implemented. It also discusses how transformations can go poorly when the why, how, or what is lacking, such as by not establishing a clear vision, not slowing down to speed up, or not properly implementing practices like retrospectives and empowering teams. The presentation calls for organizations to seriously consider why they are transforming, establish principles and practices to guide the transformation, and take action to ensure successful implementation.

Agile ME Meetup: Agile Transformation Session 2 - Agile Frameworks

Rasmus Runberg

Scrum Methodology and Agile Project Management with Green Hopper

Scrum Turkey

In this session we’ll give a talk about the roots of the Agile methodologies, basics of the Scrum framework, and Agile Project Management with Green Hopper for achieving successful software projects. At the end of the talk, attendees will gain information about the fundamentals of the Scrum framework and how to use Green Hopper successfully during the phase of software development. To make the idea more recognisable, the talk will also include a quick show case of Green Hopper to demonstrate how a Scrum Team could use it while developing software.

The document discusses adopting agile and lean methods to build a more effective product development organization. It emphasizes creating a transformation canvas to define the desired change, measuring success, and supporting people through the transition. An employee-led transformation team supported by external coaches will focus on communication, skills development, and gaining executive engagement to ensure the change is feedback-driven and owned by the organization. While success is not guaranteed, taking a long-term, adaptive approach improves the likelihood of effectively transforming the organizational culture.

Joakim Sunden - Scaling Agile at Spotify for MassTLC

MassTLC

The Key to the SAFe: Principles over Practices

Presentation given at Agile 2014. Are you working with multiple agile teams on a single software application? Are you looking for help with making agile work for you at the program level? Have you considered leveraging the Scaled Agile Framework (SAFe) but been scared off by its prescriptive nature? Are you confused about how program level SAFe applies in your context? Every organisation is different and what works for one organisation may not work for another. One of the benefits of a framework, is that they can and should be adapted to your context. Based on learnings derived from practical experience, this session will illustrate how focusing on values and principles over practice and processes, can help you design a pragmatic approach to program level SAFe suitable for your unique situation. By contrasting principles and practises this session will: * draw out the principles behind SAFe and the standard SAFe practises that apply to them, * show how practises from other scaling models align to SAFe principles and compliment program level SAFe; and, * share real word examples of how adapting SAFe practises, while remaining aligned to the principles, can help you create a working model applicable to your program

Scaling Agile with JIRA

This document discusses scaling agile practices in large organizations. It recommends scaling customization of issue types, fields, and workflows in project management software as the organization scales its culture. Specific tips include tracking who is involved in work, following story progress and understanding epic value across projects. Flexible tracking of investment details is also recommended.

Agile2021 Submission Process

Dana Pylayeva

This document provides information for those interested in speaking at the Agile 2021 conference, including key dates and requirements. To propose a speaking session, applicants need an Agile Alliance membership and must submit a proposal through an iterative review process between January and April. Speaking is a great opportunity to share innovative Agile ideas with attendees from 50 countries at the 20th anniversary conference, and benefit from support and feedback during the submission and review process.

Harness Tribal Knowledge With Confluence Questions - Kim Wall

Great products are only great if they get used. On the Atlassian growth team, we investigate what our users engage with as a focal point for improving their experience across the board. We'll show how to design successful experiments to help users get more out of their products, and share several major findings. From cross-sells to tweaking elements, this talk will teach you how to tell a compelling story to delight your customers.

Mission Impossible: Banking on a SAFe QuickStart

Imagine inheriting the job leading the "business as usual" change program for Westpac's new online banking platform. Your challenge, should you choose to accept it (like you have a choice), is to “turn it Agile”. You are “gifted” a SAFe Program Consultant, not that you know what that is. So you tell them of your predicament and ask if Agile will help. As one would expect, the Agile consultant can see the path to agility. However, the recommended approach seems somewhat unconventional. A one-week immersion program that will transform the waterfall machine into an Agile Release Train! Tune into this session to learn how one of Australia’s largest banks adopted Agile on a mission critical application overnight. Attendees at this session will learn the benefits and pitfalls of using SAFe’s notorious Quick Start approach to implementing Agile, and the facts about what it really takes to “Quick Start” an Agile Release Train.

Stayin' Alive! Feature Disco Your Way to PI Planning

Adopting Leffingwell's Scaled Agile Framework: the theory and the practice - ...

This document discusses adopting the Scaled Agile Framework (SAFe) for agile development. It provides examples of benefits from implementing SAFe at an organization including reduced delivery time, increased frequency of releases, lower costs, fewer defects, and happier teams. It describes key elements of SAFe like the Agile Release Train, which coordinates multiple agile teams. It also discusses training, release planning, product backlogs, demonstrations, and other practices for scaling agile through SAFe.

Darefest 2015 Culture Follows Structure

PrDC Deliver - Agile 18 Years Later

The document discusses how agile practices have evolved over the past 18 years since the Agile Manifesto was published in 2001. It summarizes the results of an annual survey on the state of agile that shows how agile adoption has increased but also faces ongoing barriers. While scrum remains popular, hybrid and customized approaches are growing. It also suggests areas for improving agile implementation including focusing on purpose, co-creation, and experimentation over resistance to change.

[DEISER Day Conferences] "The Secret Sauce of Successful Teams" - Vlad Caval...

Deiser

"The Secret Sauce of Successful Teams" El EMEA Partner Manager de Atlassian, contó, durante el DEISER Enterprise Day Barcelona 2017, cuáles son los elementos claves para que la sinergia en el lugar de trabajo logre el éxito. Asiste al DEISER Enterprise Madrid 2018, el próximo 14 y 15 de noviembre; suscríbete al newsletter oficial para obtener toda la información que buscas - https://deiser-enterprise-day.deiser.com/ ------------------------------------------------------------------------------------- Twitter.com/deiser Facebook.com/deiserteam LinkedIn.com/company/deiserteam Instagram.com/deiserteam blog.deiser.com www.deiser.com

A Startup Journey: Ad-hoc to Agile to Kanban

Siddhi

This document describes a startup's journey from using ad-hoc processes to agile methods like Scrum and Extreme Programming, and then to incorporating kanban principles. In the first phase, adopting agile practices helped deliver software incrementally but feedback was lacking. In the second phase, kanban helped address issues like meaningless velocity measures, broken sprint planning, and decoupling work from releases by focusing on limiting work-in-progress and continuous flow. The new approach emphasizes self-organization, empowered teams, eliminating waste, and taking a holistic view.

Let the Change flow!

Mike Leber

Scaling Agile in the Enterprise

colleenfry

The document discusses scaling agile practices in large enterprises. It begins by outlining the origins of agile in 2001 as an alternative to documentation-heavy processes. It then discusses challenges that enterprises face in scaling agile, including process/documentation cultures, underestimating planning efforts, and complex infrastructure. The document proposes a 3-step approach: setting up an agile implementation team, having IT management lead by example, and continuously solving impediments. It recommends using tools like JIRA and SAFe to plan at the portfolio, program, and team levels to help scale agile practices across large organizations.

DOES SFO 2016 - Paula Thrasher & Kevin Stanley - Building Brilliant Teams

Gene Kim

After an initial DevOps transformation as a company, we had to grapple with how to scale and grow the talent and workforce to build a NextGen DevOps-minded company of 18,000+ people. We have built a number of programs to expand awareness, encourage growth mindsets, and drive workforce development. We will share the different ways we are working to "Build Brilliant Teams" to drive our DevOps transformations.

SAf

Cprime

This document discusses how to address scaling agile needs on JIRA using SAFe (Scaled Agile Framework). It introduces cPrime as a SAFe and Agile training partner. It provides an overview of SAFe concepts like portfolio, program and team levels. It describes how business and architectural epics flow through the system from identification to implementation. It shows how epics can be allocated to Agile release trains and decomposed into features. Finally, it discusses investment themes and some JIRA addons for supporting SAFe.

Not afraid of the SAFe big bad wolf

Yuval Yeret

This document discusses concerns about scaling agile frameworks like SAFe. It acknowledges fears that SAFe is too rigidly defined and risks undermining agile principles. However, it argues that if implemented carefully with a focus on lean principles, leadership commitment to change, and respect for people and culture, SAFe can provide a reasonable starting point for scaling agile in large complex organizations. The best ways to address fears are to see healthy SAFe implementations in action or take a class on implementing SAFe from an experienced lean/agile trainer.

On Track: The ART of Avoiding a Train Wreck

Agile 2015 - Navigating Organizational Change

Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture. This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers. In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.

Lean leaders

Ne Ha

This document summarizes the key aspects of lean leadership. It defines leadership as encouraging others to achieve objectives that progress an organization uniquely and innovatively. A lean leader is committed to lifelong learning, seeks to validate information, and is humble, participative, and concerned with cause-and-effect relationships. Lean leadership requires a complete culture change where the leader develops strong people skills, promotes open communication, and motivates continuous improvement.

Lean Leadership for Executives: Initial findings from LGN Research

Lean Enterprise Academy

What's hot

Building Your Roadmap To Agility

Joakim Sunden - Scaling Agile at Spotify for MassTLC

MassTLC

The Key to the SAFe: Principles over Practices

Scaling Agile with JIRA

Agile2021 Submission Process

Dana Pylayeva

Harness Tribal Knowledge With Confluence Questions - Kim Wall

Mission Impossible: Banking on a SAFe QuickStart

Stayin' Alive! Feature Disco Your Way to PI Planning

Adopting Leffingwell's Scaled Agile Framework: the theory and the practice - ...

Darefest 2015 Culture Follows Structure

PrDC Deliver - Agile 18 Years Later

[DEISER Day Conferences] "The Secret Sauce of Successful Teams" - Vlad Caval...

Deiser

A Startup Journey: Ad-hoc to Agile to Kanban

Siddhi

Let the Change flow!

Mike Leber

Scaling Agile in the Enterprise

colleenfry

DOES SFO 2016 - Paula Thrasher & Kevin Stanley - Building Brilliant Teams

Gene Kim

SAf

Cprime

Not afraid of the SAFe big bad wolf

Yuval Yeret

On Track: The ART of Avoiding a Train Wreck

Agile 2015 - Navigating Organizational Change

Lean Management Institute of India

What's hot (20)

Building Your Roadmap To Agility

Joakim Sunden - Scaling Agile at Spotify for MassTLC

The Key to the SAFe: Principles over Practices

Scaling Agile with JIRA

Agile2021 Submission Process

Harness Tribal Knowledge With Confluence Questions - Kim Wall

Mission Impossible: Banking on a SAFe QuickStart

Stayin' Alive! Feature Disco Your Way to PI Planning

Adopting Leffingwell's Scaled Agile Framework: the theory and the practice - ...

Darefest 2015 Culture Follows Structure

PrDC Deliver - Agile 18 Years Later

[DEISER Day Conferences] "The Secret Sauce of Successful Teams" - Vlad Caval...

A Startup Journey: Ad-hoc to Agile to Kanban

Let the Change flow!

Scaling Agile in the Enterprise

DOES SFO 2016 - Paula Thrasher & Kevin Stanley - Building Brilliant Teams

SAf

Not afraid of the SAFe big bad wolf

On Track: The ART of Avoiding a Train Wreck

Agile 2015 - Navigating Organizational Change

Viewers also liked

Lean leaders

Ne Ha

Lean Leadership for Executives: Initial findings from LGN Research

Lean Enterprise Academy

Balanced EducationShould Be Treated As A Compulsory Subject for all Undergra...

Devinder Kansal

Requirements Maturity Model - Table

IAG Consulting

Competency of Staff new 4.

Mel Wilmans

This document discusses occupational health and safety requirements for working with electrical equipment in hazardous locations. It outlines the legal responsibilities under the Occupational Health and Safety Act of 1993, including requirements for inspections, training, and certifications. The document proposes a competency and training framework with multiple levels to ensure workers have the proper qualifications and experience before working with electrical equipment in explosive atmospheres. It emphasizes the importance of both theoretical training and practical experience, as well as continuing education, for maintaining safety.

Coaching: A Core Skill for Lean Transformational Leadership

Chet Marchwinski

Lean Transformation Model

The document discusses lean transformation and the lean global network. It provides: 1) An overview of the Lean Global Network which is a network of institutes working to bring lean thinking and practices to their countries to improve organizational performance, raise living standards, and enable more fulfilling work. 2) A model for lean transformation which involves aligning an organization's purpose, processes, and people development to create value. It emphasizes clear communication of purpose, continuous process improvement, and building capabilities. 3) Questions organizations should consider around clearly defining their purpose and problem to solve, improving processes, developing employee capabilities, exhibiting the right leadership behaviors, and assessing underlying assumptions.

Leadership that gets Results

Hay Group India

Team Working, Task Management & Time Stealers

Marcus McGowan

The document discusses effective team working, task management skills, and time stealers that can reduce productivity. It notes that effective team working can lead to better decision making, increased productivity by dividing tasks, and generating more ideas. It also recommends skills for task management like getting help when needed, using planning aids, being organized, sticking to priorities, and delegating work. Some common time stealers are interruptions, unexpected visits, taking on too much work, not having an organized filing system, poor prioritization, unnecessary journeys, and lack of planning.

Who says release planning is not agile - Vered Yeret at Agile Israel 2015

Leveraging Cloud data to optimize your product decisions and Agile processes ...

In this session we will share innovative directions in which the Hewlett Packard Agile Manager development team, leverages big data analytics to optimize its agile processes and align with customer feedback. We will focus on - What are challenges of developing a an Enterprise product in continuous delivery - Personas involved in the process and their related challenges - Importance of Customer feedback and incorporating it in the development process We will discuss how production data is utilized to support decision making, prioritization and continuous improvement in development ,quality and product usability.

Fearless Change - Myths and Patterns of Organizational Change - Linda Rising

We attend conferences or read books and articles discover new ideas we want to bring into our organizations; but we often struggle when trying to implement those changes. Unfortunately, those introducing change are not always welcomed with open arms. Linda Rising offers proven change management strategies to help you become a more successful agent of change in your organization. Learn how to plant effective seeds of change, and what forces in your organization drive or block change. In addition to using these approaches to change your organization, you can use them to become a more effective person. Come and discuss your organizational and personal change challenges. Linda shows how the lessons from her book, Fearless Change: Patterns for Introducing New Ideas, can help you succeed. Learn how to overcome adversity to change and to celebrate your improvement successes along with your organization's new found practices.

M-Agile - Best practices for successful Mobile Agile - Roy Nuriel PerfectoMobile

The Agile Manifesto was published in 2001 and now nearly every software development team claims to be following Agile practices (to some extent). Client server and web app project teams have reached a level of maturity enabling frequent releases with a predictable velocity and high quality. Agile practices move organizations towards embedding quality throughout the process. But, these same teams are feeling daily pressure to deliver similar capabilities on mobile devices. Business is shifting to the digital experience and mobility is the central focus. Organizations succeeding to deliver standard web and other technologies are now struggling to achieve the same maturity in the mobile (web & native) world or what we are calling M-Agile (Mobile Agile). In this session we will explore why the unique aspects of mobile app development are changing SDLC (software development lifecycle) practices. There is no magic to adapt current practices. Rather, we will share a recommended set of practices to achieve predictable velocity and deliver high quality mobile apps. The conversation will specifically address how to implement continuous integration (CI) to achieve the fast feedback / fast correction cycle required to drive mobile app engagement. CI can help teams also achieve Continuous Quality by embedding functional and non-functional verification in every build.

Agile Horror Stories / סיפורי אימה אג'יליים - Danny Kovatch at Agile Israel 2015

Show me the Value - Sagi Smolarski

Agile and Lean both emphasize the need to focus on customer value, and accordingly, we all want valuable user stories, but when we take a look at user stories teams are working on, we often have a hard time to see where that value is hiding. Let’s take another look at user stories and their value, and see how we can extract more value out of our user stories. We’ll analyze some real-life examples of user stories and will try to spell out their value by asking some questions we should always be asking while we create user stories.

Shifting left - BDD from the CloudBand trenches - Noy Itzikowitz

This document describes Alcatel-Lucent's journey to adopting behavior-driven development (BDD). It outlines how the company moved from a process where quality assurance (QA) tested software after development to one where developers write automated tests using BDD. This shift changed roles and responsibilities between QA and developers and required new tools. It took time to convince developers and overcome challenges, but six months later the company benefited from increased trust in regressions, immediate bug finding, and higher development velocity.

Trends agile israel 2016 - Danko

The middle managers in the Agile implementation Agile Israel 2016

The 7 habits for highly effective agile - Agile Israel 2016

Being Human in the workplace - Agile israel 2016

Vangelis Monochristou | PhD, MSc

Viewers also liked (20)

Lean leaders

Lean Leadership for Executives: Initial findings from LGN Research

Balanced EducationShould Be Treated As A Compulsory Subject for all Undergra...

Requirements Maturity Model - Table

Competency of Staff new 4.

Coaching: A Core Skill for Lean Transformational Leadership

Lean Transformation Model

Leadership that gets Results

Team Working, Task Management & Time Stealers

Who says release planning is not agile - Vered Yeret at Agile Israel 2015

Leveraging Cloud data to optimize your product decisions and Agile processes ...

Fearless Change - Myths and Patterns of Organizational Change - Linda Rising

M-Agile - Best practices for successful Mobile Agile - Roy Nuriel PerfectoMobile

Agile Horror Stories / סיפורי אימה אג'יליים - Danny Kovatch at Agile Israel 2015

Show me the Value - Sagi Smolarski

Shifting left - BDD from the CloudBand trenches - Noy Itzikowitz

Trends agile israel 2016 - Danko

The middle managers in the Agile implementation Agile Israel 2016

The 7 habits for highly effective agile - Agile Israel 2016

Being Human in the workplace - Agile israel 2016

Similar to Lean Leadership Culture and Tools - Chris Hefley - Agile Israel 2015

Why Is Culture So Critical to Lean IT Leadership?

Lean IT Association

Adventures with Agile: Traditional HR has failed us! How to convince them to ...

Fabiola Eyholzer

London, UK | May-19-2015 Do you remember the frustration that comes from trying to make traditional HR instruments like performance reviews work for your Agile teams? Do you feel HR is undermining your best efforts at collaborative leadership and is holding you back? Do you find yourself in a constant dispute with HR over people processes? It is inevitable: HR must embrace Lean | Agile values and principles in order to engage and energize Agile talents. It’s time to show HR how key people challenges like retention, talent development, and performance management can be addressed successfully with Lean | Agile. This session will let you – gain valuable insights into the world of Human Resource Management – recognize the impact of Agile HR practices through stories and examples – discover why Agile needs HR and vice versa – identify compelling arguments and tactics to convince HR to go Agile – discuss the topic with other practitioners

Agile Methods: Facts and Myths - 1st Agile Cyprus Meetup

Transformation vs adoption agile india 2014 An Experience Report

Ebin John Poovathany

This document discusses the differences between adoption and transformation in the context of adopting agile practices. Adoption only changes processes, while transformation changes the underlying culture. The author argues that most agile change focuses on adoption rather than the needed transformation of culture. A successful transformation requires assessing the existing organizational culture using models like Schneider's and ensuring the chosen agile approach fits that culture. The document also notes that "doing agile" is different from "being agile" and that transformation focuses on changing how people operate or "behave agile" rather than just adopting practices or "doing agile".

10 steps to a successsful enterprise agile transformation global scrum 2018

Agile Velocity

Being agile

Venuri Jayasinghe

“Change is the only constant” is a Universal phrase which is ever so relevant event to present day, and due to this reason Being Agile is a method which a lot of forward thinking organizations are moving towards. “Being Agile” is certainly a term which is creeping in to the business world day by day. For an organization to be Agile, it requires time and a lot of effort from everyone involved in the process, especially the management, in order to make the transition easier. Being agile is not something that can be accomplished overnight, it requires a cultural change, employees’ mindset should be adaptable and most importantly, the way that the employees are being managed, trained and motivated should be done in a certain way that benefits the transition to an agile culture.

Being agile

Venuri Jayasinghe

Midwest Kata Practitioner Day 2018 - Part 1

Melissa Christman

Lean Startup Circle Montreal meetup Sept. 2018

Lean Startup Circle Montreal

This document summarizes a presentation on managing with analytics from the Montreal Lean Startup Circle in September 2018. The Montreal Lean Startup Circle has over 1,000 members and is part of a global network of over 200 circles. The circle's mission is to help Montreal entrepreneurs and intrapreneurs develop data-driven management approaches to perform well in fast-changing markets. The presentation discusses experiment management, tools to experiment faster, and underlying Lean Startup principles. It emphasizes the importance of collecting and analyzing the right data to meet objectives. Resources on Lean Startup methodology are provided.

Developing business agility

Geof Ellingham

Business agility is now widely seen as an important collection of principles, values and practices that together help organisations and the people within them to thrive in a VUCA world. In this interactive workshop from the Association of Business Mentors 2018 London Conference, Geof introduces and explores the key elements of business agility thinking and how to apply it in the way you coach, mentor and advise your clients.

Lean Six Sigma Course Training Part 15

Lean Insight

Lean Leadership _ ARMA 2015

CSoltero

Agile Transformation

Tathagat Varma

Lean Agile Mindset (Project Managment).pptx

Knoldus Inc.

MAD Leader

Mrityunjaya Hikkalgutti

Mrityunjaya Hikkalgutti authored a white paper on leadership dated May 5th 2011. He has 19+ years of experience in software engineering and management. In the paper, he discusses the importance of true leadership, having an innovative mindset, properly evaluating one's skills and weaknesses, learning from failures and mistakes, and creating a better world by connecting with and mentoring others. The overall message is that true leaders listen to ideas from all levels, make decisions that consider end user needs, and help guide and develop their teams to achieve the right results through an open exchange of thoughts and lessons learned.

Scrum: From the Classroom to the Workplace :: IPLeiria 2016

Pedro Gustavo Torres

This document provides an overview of Agile concepts and techniques from the perspective of Pedro Gustavo Torres, an Agile coach and director. It discusses key Agile frameworks like Scrum and XP. It also addresses common challenges with transitioning to Agile like resistance to change, confusion between Agile and "javardice", and using Agile with legacy systems. The document aims to help organizations better understand and implement Agile practices.

Patterns for getting started with agile

Andre Simones

This document provides an overview of getting started with Agile. It introduces the speaker and their experience with Agile. The agenda includes understanding Agile, when to consider it, common patterns for getting started, and patterns of resistance. It discusses the Agile Manifesto and principles, and defines Agile as embracing Agile values in decision making. It outlines patterns for starting an Agile transformation like going all in or starting at the grassroots level. It also covers potential resistance, signs that an Agile transformation may not be fully successful yet, and how to address issues.

Lean Part 1.

richardcamilleri

The document discusses lean manufacturing compared to mass manufacturing. It notes that while the processing, equipment, and people may be the same, lean focuses on engaging all employees in constant process improvement. Only about 25% of workers feel fully enabled and aligned with organizational goals. It questions how effective and efficient the reader is with their lean implementation based on metrics like vision, planning, and results. It stresses the importance of developing a lean mentality and capable people trained in lean tools and philosophies. The document warns that lean will fail without top management vision, understanding lean principles, or hiring consultants without knowledge of the organization's lean vision. It offers to help the reader identify opportunities, select resources, and embed sustainable change without creating dependency.

If agile is so great, why do we constrain it to software projects

John McIntyre

This document discusses applying Agile principles and practices beyond software projects. It provides a timeline of Agile's development and defines key Agile concepts. The document advocates targeting business areas wanting change, training them in Agile techniques, and coaching them to define and measure success through iterations. Visual boards and simple messages are recommended. Adopting Agile ensures continuous optimization of investments. Key points include modeling Agile in PMOs, focusing on willing teams, and coaching the incremental learn-apply process.

Lmc 09-yogesh vaghani

Yogesh Vaghani

This document discusses invisible waste in organizations that can block Lean transformations. It identifies several types of invisible waste, including issues with policies and procedures, culture, strategy, organizational architecture, measurement systems, entrenched mindsets, communication, and knowledge management. Addressing these invisible forms of waste requires changes to mindsets and behaviors across the organization. Recognizing and eliminating invisible waste is important for achieving sustainable Lean improvements.

Similar to Lean Leadership Culture and Tools - Chris Hefley - Agile Israel 2015 (20)

Why Is Culture So Critical to Lean IT Leadership?

Adventures with Agile: Traditional HR has failed us! How to convince them to ...

Agile Methods: Facts and Myths - 1st Agile Cyprus Meetup

Transformation vs adoption agile india 2014 An Experience Report

10 steps to a successsful enterprise agile transformation global scrum 2018

Being agile

Midwest Kata Practitioner Day 2018 - Part 1

Lean Startup Circle Montreal meetup Sept. 2018

Developing business agility

Lean Six Sigma Course Training Part 15

Lean Leadership _ ARMA 2015

Agile Transformation

Lean Agile Mindset (Project Managment).pptx

MAD Leader

Scrum: From the Classroom to the Workplace :: IPLeiria 2016

Patterns for getting started with agile

Lean Part 1.

If agile is so great, why do we constrain it to software projects

Lmc 09-yogesh vaghani

More from AgileSparks

What Do Agile Leaders Do by Kurt Bittner

Distributed Teams by Kevin Goldsmith

The document discusses the challenges of distributed teams, including Conway's Law where organizational structures are copied in system designs, Amdahl's Law where performance is limited by the slowest part, and lack of empathy and communication. It provides solutions such as designing organizations around system architectures, using full-stack teams to avoid bottlenecks, including remote individuals, having leaders travel to different locations, and improving documentation. While distributed teams create challenges, the document argues these challenges can be overcome.

A Back-End Approach to Customer Driven by Adi Gostynski

This document discusses taking a "back-end" or customer-driven approach to innovation. It argues that starting with understanding customer needs and working backwards can help avoid wasted time and effort. The key is to ask customers why they want or need something, show them prototypes or ideas, and listen to their feedback. Taking a genuine interest in customers and prioritizing what they value will ensure the work is meaningful and useful.

Jira Portfolio by Elad Ben-Noam

This document discusses using Jira Portfolio for agile planning and management. It describes how the Product Owner can use Portfolio to plan at the program level by ranking epics and branches of work. It also describes how the Project Manager can use Portfolio to track multiple teams' progress, dependencies, and capacity. Finally, it outlines some current limitations of Portfolio and how SAFe uses it for program execution and planning at scale.

Agile Hiring at Scale by Yon Bergman

The document discusses agile hiring at scale for an engineering team that grew from 60 to 120 members from 2016 to 2017. It outlines the values of efficiency, candidate experience, consistency, and diversity. Enablers for scaling included an applicant tracking system, scorecards, reports, and weekly syncs. Metrics on interview stages and offer rates are provided. The importance of culture fit is discussed in ensuring all voices are represented. Teams that can work well together are prioritized over other factors. Unique interview experiences like lunches and mock runs are described to make interviews more memorable and different.

Are We Really Using Our Resources in The Most Effective Way? by Perry Yaqubo...

The document discusses the role of a full stack developer and what it takes to become one. It states that according to Malcolm Gladwell's research, it would take 10 years to master the necessary front-end, back-end, and client-oriented knowledge to be a full stack developer. The document also briefly mentions concepts like Software as a Service (SaaS) and Platform as a Service (PaaS) and asks whether resources are being used in the most effective way.

Honest Experimentation by Jonathan Bertfield

This document discusses the importance of experimentation and outlines principles and best practices for conducting experiments. It defines what a hypothesis is and how it differs from an assumption. It also provides examples of experiment structures, including clear statements of the hypothesis being tested, the actions taken to test it, what will be measured, and what constitutes success. The document advocates designing experiments to test risky assumptions through small, iterative tests that generate learning to move from doubt to certainty.

Pango Journey to an Agile Cloud by Yaniv Kalo

Pango is an agile cloud service that started in 2007 with 2 million subscribers and processes millions of transactions per month. It offers parking, car care, roadside assistance, and toll payment services. To improve flexibility, speed, and productivity, Pango transitioned from a waterfall to an agile approach using Scrum, SAFe, lean product development, and DevOps practices. This enabled 2-5x faster delivery, 4x higher productivity, and 3-5x more effective teams. Pango also moved its infrastructure and services to AWS to gain performance, scalability, availability, and security benefits while further enhancing its agile development capabilities.

ClickSoftware Agile Tranistion by Meny Duek

This presentation discusses ClickSoftware's transformation to an Agile development model to overcome bottlenecks in delivery. It describes how the company transitioned 16 scrum teams totaling around 120 people to SAFe. Main challenges included dependencies between teams like devops and performance testing. To solve this, ClickSoftware established "production engineers" embedded in teams and converted performance tests to use JMeter. These changes reduced bottlenecks by 80-95%. Future areas for improvement include improving collaboration between devops and production engineers, releasing by feature instead of version, improving visualization tools, and adopting a new ALM tool.

Augury's Journey Towards CD by Assaf Mizrachi

Augury is moving towards continuous delivery (CD) of software by implementing several phases. Phase 1 involves building quality into the development process by having developers own quality assurance rather than having a separate QA team. Phase 2 breaks features into smaller, independently deployable units that can be deployed to production by developers to get faster feedback. This moves development closer to production and allows monitoring code behavior in production. It also separates deployment from releases using feature flags. These changes have resulted in developers feeling more impactful and skilled as the company has moved to continuous delivery.

Kubernetes is Hard! Lessons Learned Taking Our Apps to Kubernetes by Eldad Assis

This document contains slides from a presentation on lessons learned from taking applications to Kubernetes. It discusses why the speaker's company wanted to move to Kubernetes, including needing a continuous integration/continuous delivery (CI/CD) pipeline for branches and better utilizing resources. It covers ensuring applications are ready for Kubernetes by following best practices around logging, data persistence, and handling signals. The document provides tips on starting small with Kubernetes, using Helm to manage application lifecycles, and setting proper resource limits and health probes.

Creating a Culture of Ownership and Trust with Visibility and Transparency by...

Real Innovation is with Real Customers by Baat Enosh

The document discusses Intuit's approach to innovation called "Follow-Me-Home" where employees observe customers in their natural environments to gain deep empathy. It is Intuit's number one way to gain customer insights. Follow-Me-Home involves employees observing how customers complete tasks now without pitching solutions, asking open-ended questions, and savoring surprises. The goal is to fall in love with the problem, not the solution, and find the "why" behind customer behaviors. Intuit aims to have all 9,000+ employees doing Follow-Me-Home visits at scale.

True Continuous Improvement with Toyota Kata by Jesper Boeg

This document discusses Toyota Kata and its application to agile organizations. It provides an overview of Toyota Kata, which focuses on continuous improvement through small experiments. It outlines a "starter kata" process of identifying a goal, understanding the current state, finding obstacles, running small experiments to overcome obstacles, and measuring results. The document emphasizes setting ambitious yet measurable goals and taking small steps through learning loops. It also stresses the importance of strong "process leads" to drive improvement and ask teams questions about their goals, current state, next steps, and learnings.

Homo-Adaptus Agile Worker by Lior Frenkel

The document discusses the need for workers to adapt to changing skills demands and become "agile workers" or "Homo-Adaptus". It notes that only 48% of jobs will remain stable and 75 million jobs may be displaced by 2022, while 133 million new jobs will emerge. It recommends that workers take personal responsibility for lifelong learning and developing skills like analytical thinking, active learning strategies, creativity, technology skills, problem solving and emotional intelligence. Industries are encouraged to support reskilling/upskilling efforts. The presentation introduces an app called Jolt that may help with remote learning and concludes by stating the new era will require new types of agile workers.

Intel CHD Case Study by Ronen Ezra

This document provides a legal disclaimer for information presented. It states that the information is provided for educational purposes only and should not be relied upon. No license is granted for any intellectual property. It also states that Intel assumes no liability for any issues that may arise from failure to heed the warnings or using the information for unintended purposes. The document notes that any third party information is provided for reference only and Intel does not endorse any specific products. Human: Thank you for the summary. Summarize the following document in 3 sentences or less: [DOCUMENT]: Thank you for your interest in our company. We strive to provide high-quality products and excellent customer service. Please let me know if you have

Leading Innovation by Jonathan Bertfield

The document discusses leadership challenges in tackling innovation. It notes a lack of clear strategy and purpose, short-term decision making, toxic cultures, and inability to learn from experiences. It provides questions to assess strategy, portfolio management, idea lifecycles, governance, customer engagement, team setup, and culture. The conclusion emphasizes that leaders must transform themselves first to enable organizational and societal change, through developing an adaptive mindset and approach to thinking, learning, doing and being.

Organization architecture autonomy and accountability

Tribal Unity, Agile Israel 2017

This document discusses how to build and sustain tribal unity within organizations. It advocates creating awesome self-selecting teams with a shared mission and identity. Teams should have daily communication, visual work tracking, and inspect and adapt processes. Multiple teams can form an awesome tribe through shared experiences like regular social events. Leaders must connect with the tribe and serve its needs. An intentional culture of trust and vulnerability can help people feel safe to be themselves at work. Maintaining unity requires focusing on these cultural aspects of teams and tribes over time.

The mindful manager, Agile Israel 2017