Our Lean Innovation expert Adrian von Orelli discusses examples of lean innovation in the hardware domain and talks about the mindset aspect of lean startup.
Talk delivered by Craig Smith at Scrum Australia 2014 in Sydney on 21 October 2014.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today. For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.
Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy, Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
Uniting product development, business strategy, and agile software practices.
Covers thinking about product development wholistically from a customer-first perspective. Suggests good principles for established companies and boostrappers.
Seven Key Metrics to Improve Agile PerformanceTechWell
It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
This was some thoughts for maturing our Agile SDLC with some specific notes on how to improve JIRA workflows. This was a discussion slide deck; it's very wordy
Talk delivered by Craig Smith at Scrum Australia 2014 in Sydney on 21 October 2014.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today. For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.
Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy, Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
Uniting product development, business strategy, and agile software practices.
Covers thinking about product development wholistically from a customer-first perspective. Suggests good principles for established companies and boostrappers.
Seven Key Metrics to Improve Agile PerformanceTechWell
It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
This was some thoughts for maturing our Agile SDLC with some specific notes on how to improve JIRA workflows. This was a discussion slide deck; it's very wordy
Teams are not delivering quickly enough. Velocity is flat. People are not self-organizing. Business and technology blame each other. Leaders are not stepping up to take ownership. This scaling approach isn’t scaling. Customers are complaining and stakeholders are not happy.
If you are facing one or more of these challenges, or hearing it from your leaders, it’s time to step up. The lack of Agile Leadership is the #1, #2, and #3 causes limiting your agile practice. Join us to learn about the six leadership mistakes you are likely making that is hindering your organizational effectiveness.
This is a presentation I put together for a conference in 2011. It gives a fast, high level view of where Agile Software Development came from, its core values and principles, and its core practices. It is structured as 7 PechaKucha decks in a row, with short breaks in between, which requires high energy, intensity, and a sense of humor. :)
business model, business model canvas, mission model, mission model canvas, customer development, hacking for defense, H4D, lean launchpad, lean startup, stanford, startup, steve blank, pete newell, bmnt, entrepreneurship, I-Corps, Security, NSIN, NSA, cybersecurity, Joe Felter
Growing up with agile - how the Spotify 'model' has evolved Peter Antman
Spotify is known for its agile organization. But how did we end up with it, what are the founding principles and how has it evolved? Speech held at the Bay Area Agile Leadership Network 3/15 2016.
This presentation presents a simple and direct model for Agile Portfolio Management based on four key concepts:
1. The type of work you're doing.
2. The portfolio governance model.
3. The project governance model (the shape of the project).
4. The size / number of Agile teams.
The deck presents simple, scalable, effective approaches to Agile Portfolio Management that are lighter than most Agile methods and are supported by Conteneo's Collaboration Frameworks. This deck also directly supports Conteneo's Strategy-Glue-Tactics framework for effective Agile Product Management.
Project Management Innovation, based on an overview of Agile Methodology, Scrum Framework and all the cerimones: Sprint Planning, Sprint Review, Sprint Retrospective, Daily Scrum and also the Agile Manifesto and what we should prioritize over others.
What is 'deep tech' and what is unique about it from an investment perspective? SOSV shares the lessons learned from investing in over 800 startups, many in robotics, IoT, medtech, synthetic biology and more.
Agile Everywhere!
Henrik Kniberg talks about how his journey implementing agile & lean methods at Spotify and Lego helped him apply agility in new & unexpected fields. Henrik will share his vision on how agility may evolve in the future and affect various areas of our lives.
About Henrik Kniberg
Henrik Kniberg is an Agile/Lean coach at Crisp in Stockholm, working primarily with Lego and Spotify. He enjoys helping companies succeed with both the technical and human sides of software development. During the past 15 years he has been CTO of 3 Swedish IT companies and helped many more get started with Agile and Lean software development.
Henrik is former board member of the Agile Alliance and works regularly with Mary Poppendieck, Jeff Sutherland, and other thought leaders. He is the author of “Scrum and XP from the Trenches” and “Kanban and Scrum, making the most of both” and “Lean from the Trenches“. These books are available in over 12 languages, have over 500,000 readers, and are used as primary guide to Agile and Lean software development by hundreds of companies worldwide. Henrik also created the viral animated videos “Agile Product Ownership in a Nutshell” and “Spotify Engineering Culture“.
Teams are not delivering quickly enough. Velocity is flat. People are not self-organizing. Business and technology blame each other. Leaders are not stepping up to take ownership. This scaling approach isn’t scaling. Customers are complaining and stakeholders are not happy.
If you are facing one or more of these challenges, or hearing it from your leaders, it’s time to step up. The lack of Agile Leadership is the #1, #2, and #3 causes limiting your agile practice. Join us to learn about the six leadership mistakes you are likely making that is hindering your organizational effectiveness.
This is a presentation I put together for a conference in 2011. It gives a fast, high level view of where Agile Software Development came from, its core values and principles, and its core practices. It is structured as 7 PechaKucha decks in a row, with short breaks in between, which requires high energy, intensity, and a sense of humor. :)
business model, business model canvas, mission model, mission model canvas, customer development, hacking for defense, H4D, lean launchpad, lean startup, stanford, startup, steve blank, pete newell, bmnt, entrepreneurship, I-Corps, Security, NSIN, NSA, cybersecurity, Joe Felter
Growing up with agile - how the Spotify 'model' has evolved Peter Antman
Spotify is known for its agile organization. But how did we end up with it, what are the founding principles and how has it evolved? Speech held at the Bay Area Agile Leadership Network 3/15 2016.
This presentation presents a simple and direct model for Agile Portfolio Management based on four key concepts:
1. The type of work you're doing.
2. The portfolio governance model.
3. The project governance model (the shape of the project).
4. The size / number of Agile teams.
The deck presents simple, scalable, effective approaches to Agile Portfolio Management that are lighter than most Agile methods and are supported by Conteneo's Collaboration Frameworks. This deck also directly supports Conteneo's Strategy-Glue-Tactics framework for effective Agile Product Management.
Project Management Innovation, based on an overview of Agile Methodology, Scrum Framework and all the cerimones: Sprint Planning, Sprint Review, Sprint Retrospective, Daily Scrum and also the Agile Manifesto and what we should prioritize over others.
What is 'deep tech' and what is unique about it from an investment perspective? SOSV shares the lessons learned from investing in over 800 startups, many in robotics, IoT, medtech, synthetic biology and more.
Agile Everywhere!
Henrik Kniberg talks about how his journey implementing agile & lean methods at Spotify and Lego helped him apply agility in new & unexpected fields. Henrik will share his vision on how agility may evolve in the future and affect various areas of our lives.
About Henrik Kniberg
Henrik Kniberg is an Agile/Lean coach at Crisp in Stockholm, working primarily with Lego and Spotify. He enjoys helping companies succeed with both the technical and human sides of software development. During the past 15 years he has been CTO of 3 Swedish IT companies and helped many more get started with Agile and Lean software development.
Henrik is former board member of the Agile Alliance and works regularly with Mary Poppendieck, Jeff Sutherland, and other thought leaders. He is the author of “Scrum and XP from the Trenches” and “Kanban and Scrum, making the most of both” and “Lean from the Trenches“. These books are available in over 12 languages, have over 500,000 readers, and are used as primary guide to Agile and Lean software development by hundreds of companies worldwide. Henrik also created the viral animated videos “Agile Product Ownership in a Nutshell” and “Spotify Engineering Culture“.
Bimodale IT, Digitalisierung und eine starke Agile Basisbewegung haben bei SBB das Bedürfnis nach einer ganzheitlichen Veränderung geweckt. Vor rund 1 ½ Jahren wurde das Agile Transformationsprogramm unter der Führung der GL-IT gestartet. Das Programm soll das Zusammenarbeitsmodell von Business und IT in der SBB neu definieren, die Hürden zur Anwendung der Agilität abbauen und die Innovationskraft der SBB stärken.
In ihrem Vortrag zeigen Stefano Trentini und Mischa Ramseyer u.a. auf, wie sich die SBB im Spannungsfeld zwischen Innovation und Stabilität für die Zukunft wappnet, wie das Programm organisiert ist, welche Strategie zur Multiplikation der Agilität in die Organisation von rund 1500 Mitarbeitern gewählt wurde, welches die grössten Hürden sind und wie diese adressiert wurden.
Freuen Sie sich mit uns auf einen Erfahrungsbericht aus der Praxis, welcher es Ihnen erlaubt, eine Transformation in Ihrem Unternehmen voranzutreiben.
Aus eigener Erfahrung kann ich mit gutem Gewissen sagen: “Persönlich erfolgreich zu sein ist einfach!" Wirklich schwierig ist, den Erfolg gemeinsam mit anderen zu multiplizieren. Ein Erfahrungsbericht der letzten 10 Jahre meines Lebens; von mir über mich für euch.
Unser Kooperationspartner Moreno Della Picca stellte am Agile Breakfast am 05. April 2017 in Zürich das atypische Mindset als Voraussetzung für Führung in Unternehmen vor. Hier finden Sie die Präsentation der Veranstaltung.
Bimodale IT, Digitalisierung und eine starke Agile Basisbewegung haben bei SBB das Bedürfnis nach einer ganzheitlichen Veränderung geweckt. Vor rund 1 ½ Jahren wurde das Agile Transformationsprogramm unter der Führung der GL-IT gestartet. Das Programm soll das Zusammenarbeitsmodell von Business und IT in der SBB neu definieren, die Hürden zur Anwendung der Agilität abbauen und die Innovationskraft der SBB stärken.
In ihrem Vortrag zeigen Stefano Trentini und Mischa Ramseyer u.a. auf, wie sich die SBB im Spannungsfeld zwischen Innovation und Stabilität für die Zukunft wappnet, wie das Programm organisiert ist, welche Strategie zur Multiplikation der Agilität in die Organisation von rund 1500 Mitarbeitern gewählt wurde, welches die grössten Hürden sind und wie diese adressiert wurden.
Freuen Sie sich mit uns auf einen Erfahrungsbericht aus der Praxis, welcher es Ihnen erlaubt, eine Transformation in Ihrem Unternehmen voranzutreiben.
Rainer Grau, Head Business Development Digitec Galaxus, und unser Mischa Ramseyer erklärten am Zentralschweizer Pflegesymposium 2017, wie Agilität als Grundwert zum engagierten und sinnstiftenden Arbeiten führen kann.
With this presentation I share my experience as a lean investor and lean startup trainer, a subject that I thoroughly believe in.
However, this approach is not a cure-all. This means that an overwhelming majority of ideas for startups or corporates will fail regardless of how you approach it. My goal is to show you how to find this out as fast as possible and with the least effort. I point out the many pitfalls when working with Lean Startup/Lean Innovation and how to avoid them.
The focus is on how to find out whether you have targeted the right customer segment and if not, how to iterate with problem & solution interviews between the Problem, Solution and the Customer Segment Fields of the Lean Canvas until you have reached the Problem/Solution Fit.
Warum Sie nicht Ihren Mitarbeitenden ändern sollten, sondern Ihr Managementsy...pragmatic solutions gmbh
Mitarbeitende verhalten sich mehrheitlich so, wie das System es ihnen vorgibt. Welche Voraussetzungen es braucht, damit Ihre Mitarbeitenden ihr ganzes Herzblut einsetzen, bespricht Fredi Schmidli in diesem Referat.
Am Agile Breakfast in Luzern erzählen wir euch anhand unserer Praxiserfahrung, wie wir die Agilität in euer Unternehmen bringen, damit es für die Zukunft gewappnet ist.
Lean Startup Zürich - 19 Januar 2015
The "Minimum viable Product" (MVP) is one of the core concepts of the Lean Startup Methodology. Tonight, Adrian will shortly summarize the essence of the MVP concept and then present several MVP examples from different industries.
How large companies can regain their ability to innovate and gain speed on the market. Get out of your box and concentrate on your idea, instead of following best practices, guidelines or compliance rules.
Enterprise Architecture in Practice: from Datastore to APIs and AppsWSO2
Connecting data repositories with applications, building APIs and loosely coupled integration architectures, are crucial for an organisation to be competitive. However, this is more easily said than done. Senaka explained how WSO2 helped large companies in UK and Europe build such infrastructure, discussing pros and cons of their approaches.
Increasingly, companies succeed or fail not on superior technology but on superior user experience design. This talk looks at the ROI of UX design with three examples of startups that leveraged design to disrupt their fields and beat the competition.
JavaOne 2016 "Java, Microservices, Cloud and Containers"Daniel Bryant
Everyone is talking about building “cloud native” Java applications—and taking advantage of microservice architecture, containers, and orchestration/PaaS platforms—but there is surprisingly little discussion of migrating existing legacy (moneymaking) applications. This session aims to address this, and, using lessons learned from several real-world examples, it covers topics such when to rewrite applications (if at all), modeling/extracting business domains, applying the “application strangler” pattern, common misconceptions with “12-factor” application design, and the benefits/drawbacks of container technology.
Are there 10x engineers? Unclear. But there are 1000x companies for sure. If we look at value delivery metrics, we can find spans of 1000x between leaders and companies lagging behind. The DORA research effort showed a 1000x span in availability metrics (see the State of DevOps report). Lego once built a virtual reality game, "Lego Universe", comparable to Minecraft. They spent 10000x the cost before the game launch, compared to Mojang. We see similar huge efficiency spans in ability to extract value from data. Most data processing involves creation of datasets - refined data artifacts of business value, e.g. reports, recommendation indexes, or machine learning models. Mature companies with large traditional data warehouses typically create on the order of 100s of datasets per day. Google produces billions of datasets per day (Goods paper, 2016). Spotify shows more modest figures, only hundreds of thousands (deduced from conference presentations 2018), but still 1000x more than a typical enterprise. How do they achieve this level of data efficiency? We have spent time with companies at both ends of the spectrum and seen patterns emerge. In this presentation, we will highlight the differences with seven patterns that seem to be crucial for data efficiency. We have also figured out how to achieve a comparable level of efficiency at a small scale, without huge investments, and will share our tricks of the trade.
A short introduction into Lean Startup for the ETH Innovation and Entrepreneurship Lab (ieLab). We want to show the Startups of this incubuator how Lean Startup changes the way startups work. Instead of planning and implementing everything perfectly, Lean Startup uses small experiments and validated learnings after failures.
Business people in corporations and SME struggle with the notions of ‘design thinking’ & ‘design research’. Here are 8 ‘business’ figures to explain the value of Design Thinking & Design Research for organizations.
Slides from the "Much ado about Agile", Agile Vancouver Conference 2015. This talk is around examples of MVP on small startups and Enterprise level. What's the ultimate MVP?
Applying Lean Startup Principles to Agile ProjectsTechWell
Warning! You can still build the wrong product using agile. In Eric Ries’ book The Lean Startup, he poses the question: What if we found ourselves building something that nobody wanted? In that case, what would it matter if we did it on time and on budget? We often assume the Product Owner is smart enough to define the right product. But what if we are wrong? Michael Hall shares lean startup principles and how they can be applied to ensure that the product we are building is righteous. Learn new agile concepts such as hypothesis-driven project vision, knowledge broker personas, learning maps, minimum learning product, experiment backlogs, experiment test iterations, validated learning, and pivot/persevere decisions. Case studies and Michael’s first-hand product experience emphasize the learning points. New and mature agilistas alike will leave the session armed with Lean Startup agile techniques that can be applied immediately on their agile projects.
Das ist eine 10 minütige Einführung ins Lean Innovation Framework (=Innovation Management mit agilen Prinzipien) für Startups, damit sie schneller zum Erfolg kommen oder rechtzeitig aufhören, was schwierig sein kann.
Agilität nutzen, um zur Agilen Organisation zu werden. Vortrag von Mischa und Moreno am 5. Internationalen Coaching Congress in Olten am 13. Juni 2018.
Die Digitalisierung fordert von allen Unternehmen, dass sie sich immer schneller an die Bedürfnisse des Marktes anpassen und neue Geschäftsmodelle kreieren. Einfacher gesagt als getan. In der Realität verhindern starre Strukturen und Prozesse oft, dass sich die Organisation rasch anpassen kann. Die Folge sind verpasste Marktchancen und im schlimmsten Fall der Konkurs. In einem kurzen Referat zeigen Mischa Ramseyer und Ivana Tzschoppe auf, was die kritischen Erfolgsfaktoren einer agilen Organisation sind und in worin Sie heute investieren müssen, damit Sie auch morgen noch marktfähig sind. Das Beispiel der SBB zeigt eindrücklich, wie sich traditionelle Unternehmen auf die aktuellen Herausforderungen am Markt vorbereiten können. Freuen Sie sich auf ein kreativ verstörendes Referat.
Mischa Ramseyer spricht über die digitale Revolution und ihre Herausforderungen für Unternehmen, starre Strukturen und verpasste Marktchancen. Als Agile Executive Coach und Unternehmer bringt er seine eigene Erfahrung mit ein und zeigt auf, wo heute investiert werden muss, damit Unternehmen auch morgen noch marktfähig sind.
In ihrem Vortrag zeigen Stefano Trentini und Mischa Ramseyer u.a. auf, wie sich die SBB im Spannungsfeld zwischen Innovation und Stabilität für die Zukunft wappnet, wie das Programm organisiert ist, welche Strategie zur Multiplikation der Agilität in die Organisation von rund 1500 Mitarbeitern gewählt wurde, welches die grössten Hürden sind und wie diese adressiert wurden.
A lean investor tells you why to love the problem and not the solution - Fred...pragmatic solutions gmbh
In my presentation I let you know how I became a lean investor and lean innovation trainer and why I do not invest anymore in start-ups working the traditional way.
However, this approach is not a cure-all. This means that an overwhelming majority of ideas for startups or corporates will fail regardless of how you approach it. My goal is to show you how to find this out as fast as possible and with the least effort. I point out the many pitfalls when working with Lean Startup/Lean Innovation and how to avoid them.
The focus is on how to find out whether you have targeted the right customer segment and if not, how to iterate with problem & solution interviews between the Problem, Solution and the Customer Segment Fields of the Lean Canvas until you have reached the Problem/Solution Fit.
Taking team based decisions is a challenging task. It needs trust and a clever decision making framework to produce meaningful decisions with the best business outcomes, not a decision built on consensus. Each team member must then agree or disagree but commit to the decision taken. Only then do you achieve one team, one voice and effective team decision making.
In this keynote, Mischa Ramseyer and Pamela Hackett will propose a simple decision making framework to boost your team’s effectiveness, allow team members a voice, and ultimately, provide a tool to build the trust necessary for the right decisions to be made.
Taking team based decisions is a challenging task. It needs trust and a clever decision making framework to produce meaningful decisions with the best business outcomes, not a decision built on consensus. Each team member must then agree or disagree but commit to the decision taken. Only then do you achieve one team, one voice and effective team decision making.
One out of ten startups is successful. The Lean Innovation approach improves the success rate of Startups. Entrepreneurs and Investors learn earlier what works and what does not and hence can act faster. Lean Innovation starts to unfold its potential from the early stage of a Startup even long before it has a sellable product.
Everybody working with Scrum, Kanban, etc. knows the challenge: How to convince management that Scrum is not just for development teams and its respective departments. Thus this presentation addresses managers, entrepreneurs as well as those (Scum Masters, Product Owners, etc.) who want or have to convince their management. From my point of view as an entrepreneur and former international C-Level manager with a business administration background, I will share with you in management-speak why and how you should convince your middle and top managers to transform to an Agile Organisation and how to go about this.
One out of ten startups is successful. The Lean Innovation approach improves the success rate of Startups. Entrepreneurs and Investors learn earlier what works and what does not and hence can act faster. Lean Innovation starts to unfold its potential from the early stage of a Startup even long before it has a sellable product.
However, just using the tools does not result in increased effectiveness. Lean Innovation requires a fundamental mindset change of Entrepreneurs and Investors: Away from unproven assumptions to facts through creative experiments. In this training we show the essentials of the lean innovation framework and which aspects and metrics you the investor should request from the Entrepreneurs to make sure the Startup measures real progress daily and continuously adapts the path forward based on their latest learning to generate more value in shorter time.
As an introduction we recommend to read the Harvard Business Review article ”Why the Lean Start-up Changes Everything”.
Das grösste Online-Projekt in der Geschichte von Schweizer Radio und Fernsehen (SRF) erforderte ein Umdenken auf ganzer Linie. Mit den bisher verwendeten Projektmethoden war das ehrgeizige Ziel, im Dezember 2012 mit einer ersten Version von srf.ch sowie den überarbeiteten SRF Apps live zu gehen, nicht umzusetzen. Was also tun? Das Multimediazentrum (MMZ) von SRF hat sich für Scrum entschieden. Nach dem erfolgreichen Relaunch der gesamten Multimedia Plattform des SRF kam die Belohnung durch die Öffentlichkeit mit dem Best of Swiss Web Award 2012.
Das Relaunch Projekt war so wichtig, gross und umfassend, dass es dem gesamten SRF MMZ den nötigen Fokus und die Richtung vorgegeben hat. Neben den Relaunch-Anforderungen fand kaum etwas anderes im Portfolio Platz. Nach dem Go-Live hat sich dies aber sehr rasch geändert – trotz der Tatsache, dass der Relaunch nicht abgeschlossen war. Das Portfolio musste aktiver verwaltet, die verschiedenen Interessen gegeneinander abgewägt und die Lieferorganisation mit den richtigen Anforderungen versorgt werden. Die Lösung für dieses Problem liegt in einem sinnvollen Lean Portfolio Management, welches sowohl den involvierten Parteien sowohl eine Mitbestimmungs- und Planungssicherheit gibt, als auch die Grundsätze der existierenden Agilen Lieferorganisation respektiert.
Gerne möchten wir unsere Erfahrungen auf dem Weg zur erfolgreich skallierten Agilen Organisation unter Anwendung von Lean Portfolio Management mit der Community teilen.