Leap-Corporate Overview-1Page-092616
•
0 likes•22 views
Leap Technologies provides Team Engagement Toolkits to help organizations simplify the change process and achieve improvements faster. The toolkits are designed to empower employees, use teams to build accountability, and celebrate completions. They provide a proven set of principles and learn-as-you-go approach to convert ideas into action quickly without wasted time or effort. The toolkits from Leap Technologies aim to make the change process easier for organizations.
Report
Share
Report
Share
Download to read offline
Recommended
Inspect and Adapt in the Scaled Agile Framework
Learn how the Scaled Agile Framework ensures the process of continuously improving the quality of the work delivered in a Program Increment, through Inspect and Adapt.
Aligning Agile and Prosci Change Management - Being Human Community of Pract...
Being Humans first crowd-sourced webinar on aligning Prosci change management with the Agile project management approach.
Breaking Through with Agile Change Management
Many large IT projects continue to struggle with user adoption, leadership support, and overall stakeholder buy-in. Effective use of Agile best practices is a proven means of addressing these buy-in issues within the IT organization, but what about other departments? In this session, we will discuss how Agile principles can drive an enterprise-wide change management approach in order to better reinforce the transformations taking place in your organization. The goal? Maximize collaboration between IT and the business and break down silos through iterative, incremental progress.
Accelerate the project delivery with Agile
Agile applied to the chemical industry to accelerate and de-risk the innovation in an uncertain business environment. Main outcome: 1) Quicker decision in a "fail fast mode" leading to better use of R&D resources, 2) team empowerment increasing the innovation productivity. A key challenge is for the management to move from a control attitude to the creation of the conditions allowing the team to succeed
How to implement agile
This document discusses how a company using a waterfall process can implement agile practices to achieve faster delivery times, happier customers through increased satisfaction, and easier recruitment. It recommends starting with establishing agile product teams, prioritizing work, and validating hypotheses through lean startup methods. Technical teams should focus on high-performance work, knowledge sharing, automation, and adopting DevOps culture. The transition will require changes to structure, language, and culture but can be facilitated through frameworks like SAFe and LeSS. Regular measurement and learning is key to the success of the transformation.
Tips to build a strong project management culture
To build a strong project management culture, top management must be committed to project management. The organization should agree on a project management framework and processes, and augment this with a configurable project management system. Teams must be trained in project management, the organizational structure for projects should be outlined, and the impact of project management measured to create actions to improve maturity.
6 tw live.rebecca.final ppt
This document discusses how to build lean products that can pivot quickly by establishing a virtuous cycle of formulating testable hypotheses, quickly delivering and releasing software, and measuring results to inform further iterations. It emphasizes the need to change quickly and safely while maintaining visibility, experiment often to gather evidence rather than rely on guesses, and balance predictability with opportunities. Techniques for achieving this include focusing on pragmatic software quality, evolutionary architecture, continuous delivery, and properly organizing the IT organization to both control costs through stability and generate value through responsiveness. The goal is to achieve business agility through architecting for real adaptability, keeping systems poised for change, lowering risks of experimentation, and maximizing visibility and feedback while aligning the organization
Using Agile Principles to Deliver Real Business Value at Scale
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
Recommended
Inspect and Adapt in the Scaled Agile Framework
Learn how the Scaled Agile Framework ensures the process of continuously improving the quality of the work delivered in a Program Increment, through Inspect and Adapt.
Aligning Agile and Prosci Change Management - Being Human Community of Pract...
Being Humans first crowd-sourced webinar on aligning Prosci change management with the Agile project management approach.
Breaking Through with Agile Change Management
Many large IT projects continue to struggle with user adoption, leadership support, and overall stakeholder buy-in. Effective use of Agile best practices is a proven means of addressing these buy-in issues within the IT organization, but what about other departments? In this session, we will discuss how Agile principles can drive an enterprise-wide change management approach in order to better reinforce the transformations taking place in your organization. The goal? Maximize collaboration between IT and the business and break down silos through iterative, incremental progress.
Accelerate the project delivery with Agile
Agile applied to the chemical industry to accelerate and de-risk the innovation in an uncertain business environment. Main outcome: 1) Quicker decision in a "fail fast mode" leading to better use of R&D resources, 2) team empowerment increasing the innovation productivity. A key challenge is for the management to move from a control attitude to the creation of the conditions allowing the team to succeed
How to implement agile
This document discusses how a company using a waterfall process can implement agile practices to achieve faster delivery times, happier customers through increased satisfaction, and easier recruitment. It recommends starting with establishing agile product teams, prioritizing work, and validating hypotheses through lean startup methods. Technical teams should focus on high-performance work, knowledge sharing, automation, and adopting DevOps culture. The transition will require changes to structure, language, and culture but can be facilitated through frameworks like SAFe and LeSS. Regular measurement and learning is key to the success of the transformation.
Tips to build a strong project management culture
To build a strong project management culture, top management must be committed to project management. The organization should agree on a project management framework and processes, and augment this with a configurable project management system. Teams must be trained in project management, the organizational structure for projects should be outlined, and the impact of project management measured to create actions to improve maturity.
6 tw live.rebecca.final ppt
This document discusses how to build lean products that can pivot quickly by establishing a virtuous cycle of formulating testable hypotheses, quickly delivering and releasing software, and measuring results to inform further iterations. It emphasizes the need to change quickly and safely while maintaining visibility, experiment often to gather evidence rather than rely on guesses, and balance predictability with opportunities. Techniques for achieving this include focusing on pragmatic software quality, evolutionary architecture, continuous delivery, and properly organizing the IT organization to both control costs through stability and generate value through responsiveness. The goal is to achieve business agility through architecting for real adaptability, keeping systems poised for change, lowering risks of experimentation, and maximizing visibility and feedback while aligning the organization
Using Agile Principles to Deliver Real Business Value at Scale
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
Implement Agile Practices That Work
Deliver on time and improve communication with the business to minimize project failure.
Your Challenge
The Agile evangelists are having trouble converting others to the Agile philosophy.
Your team is facing pressure to deliver projects in a smaller time frame. The Waterfall approach is causing projects to go over budget, misunderstanding of project owners’ expectations, and late delivery to the end-customer.
Projects that get implemented successfully may be susceptible to problems as the software gets older and crucial changes are too expensive.
A consolidation roadmap that is based on an easy-to-implement method will ease the burden on resource and infrastructure maintenance.
Our Advice
Critical Insight
Agile is not suitable for all organizations, or all projects. Carefully select pilot projects that have the greatest chance of success and determine the right requirements or risk significant cost overruns to fix problems or roll back development.
An Agile rollout may require peripheral projects to be accelerated.
Agile will modify internal roles and processes. Get ready for change management.
Impact and Result
Agile will improve communication and transparency between teams and stakeholders, which will lead to higher quality products and fluid team dynamics.
The success of the Agile pilot should be used to build the case for an organizational-wide deployment.
In order for your organization to stay competitive, it must place focus on delivering projects at a quicker pace with the right features.
Waste elimination workflow for office wastes
Continuous improvement is everybody’s job. We at TOPP Tactical Intelligence strive to bring excellence to your continuous improvement program by adding structure to your to your work logic and the accompanying activities and support technology which are necessary to capture, analyse and eliminate business operational wastes
Agile Methodology
An agile team works collaboratively in short iterations to develop products. The team is self-organizing and cross-functional, welcoming changing requirements. They identify customer priorities and build products through continuous delivery and testing in two-week sprints. This allows for transparent, progressive development and fast delivery of high quality, satisfying products that meet current needs.
Praxis Life Sciences Overview
Praxis Life Sciences provides best-in-class consulting services for pharmaceutical, medical device, and healthcare organizations based on its 20 years of experience in the life sciences industry. It serves as a proactive partner committed to clients' futures by developing effective leadership strategies and helping companies navigate changes to operate at maximum potential. Praxis uses Lean Six Sigma techniques and comprehensive capabilities in areas like project management, business transformation, and technology solutions to create superior results for its clients.
Waste elimination workflow for common office wastes
Continuous improvement is everybody’s job. We at TOPP Tactical Intelligence strive to bring excellence to your continuous improvement program by adding structure to your to your work logic and the accompanying activities and support technology which are necessary to capture, analyse and eliminate business operational wastes
How One Community Hospital is Creating a Culture of Continuous Improvement
Presented by Mike McGowan, Director of Process Excellence at Marietta Memorial Hospital. Mike will share principles, methods, and lessons learned that can be applied in any industry. Healthcare has learned from manufacturing, so here is our opportunity to learn back from healthcare.
Learn how Memorial Health System uses training and five specific roles to build and spread a culture of continuous improvement
Hear what MHS has done well and where we could improve
Discuss the leadership behaviors necessary to accomplish a culture change
How are you leading your agile teams? Yael Rabinovich & Sagi Smolarski
The document discusses how to improve team performance and engagement through agile principles. It notes that employee engagement starts with investing in managers' ability to motivate employees. Fair process is important for buy-in on decisions. Self-organization enables teams to perform at their best when leaders provide focus, clear goals and expectations, and an environment for continuous learning and improvement. Measuring outcomes rather than busywork helps maximize team value.
The 4 Components of an Employee-Led Lean Initiative
Presented by Simon Murray and Benny Ausmus of Big Change Agency
In this KaiNexus webinar, you will learn four elements of Lean transformation, including how to:
Create the environment / culture
Bring in structure and systems
Implement and measure the results
Develop the people
Workshop - Innovation Readiness
The document discusses the genesis and purpose of an Innovation Management Standard. It was created in response to societal and technological changes and aims to promote sustainability and excellence in planning, execution, and deployment. The standard provides a management toolset for training, assessments, audits, and consulting on innovation management. It establishes a maturity model to prevent ad-hoc activity and make innovation a requirement across an organization's entire value chain. Adopting the standard is a growth process, not an end goal, and success requires continually realigning with stakeholders, strategy, and monitoring progress.
Lean six sigma foundations
This document provides an overview of Lean Six Sigma concepts and methodologies. It discusses the key principles of Six Sigma, Lean, and Lean Six Sigma, including defining problems, measuring key data, analyzing processes, improving solutions, and controlling new standards. The document also outlines additional Lean Six Sigma tools and strategies for projects, services, supply chain management, and continuous improvement.
TOPP TI product build collaboration model (workflow framework)
Workflow used by our team team manage incoming build and and product customisation requests from clients. It is our end-to-end management logic including the oversight of the activity performed by our product team in India.
Lean Six Sigma Foundations
This document provides an overview of Lean Six Sigma. It introduces Lean and Six Sigma concepts and explains why combining them is beneficial. Lean focuses on eliminating waste, while Six Sigma aims to reduce variations. The document also outlines the Define, Measure, Analyze, Improve, Control (DMAIC) process of Six Sigma and key Lean tools like 5S, Just-in-Time, and continuous improvement. It emphasizes the importance of leadership, teamwork, and communication for successful Lean Six Sigma implementation and problem solving.
Scrum framework and added value
The document outlines the key aspects of the Scrum framework for agile software development, including roles like the Product Owner, Scrum Master, and Development Team. It emphasizes continuous delivery, managing risk, transparency, and adapting to change through short Sprints, daily stand-ups, sprint planning, reviews, and retrospectives in order to maximize value for customers.
Agile Testing at Etsy
The document summarizes Agile QA practices at Etsy. It discusses how Etsy has a centralized QA team that promotes continuous learning and prevents burnout. The team focuses on new features, integration testing, exploratory testing, and cross-platform testing. They minimize deployment issues through effective integration testing and visibility restrictions. The QA process at Etsy is collaborative and focuses on feedback over metrics. It emphasizes removing fear and blame, empowering team members, and having fun.
Being Human webinar Case Study with Bank of New Zealand on building a success...
Join us for this not-to-be-missed case study on the Bank of New Zealand's journey to build enterprise wide change capability, using the Prosci methodology. Starting only 5 years ago, BNZ now has a high level of change management maturity and is reaping the business benefits. Highlights of the BNZ approach include: building Sponsor capability, creating a single view of change across the organisation and achieving early engagement of Change Management on projects
Prosci Enterprise Change Management Boot Camp Info Webinar May 2016
This document provides an agenda and overview for a Prosci Enterprise Change Management Boot Camp information webinar presented by Catherine Smithson of Being Human. The webinar will cover building organizational change management capability, including an overview of the boot camp content and learning outcomes. Attendees will learn tools and frameworks to help create or refine an enterprise change management plan tailored to their organization. They will also network with peers and take away Prosci resources to support building change management competencies across multiple levels of their organization.
6 tw live.rebecca.final (1) PDF
The document discusses how to build products that can pivot quickly by adopting principles of business agility. It recommends establishing a virtuous cycle of formulating testable hypotheses, quickly delivering and releasing changes, and measuring results to repeat the process. It also suggests techniques like focusing on pragmatic software quality, evolutionary architecture, continuous delivery, and properly organizing IT to achieve business agility through architectural adaptability, keeping systems poised for change, lowering experimentation risk, and maximizing visibility and feedback.
Building Lean Products That Pivot
Your customers are demanding more every day, and pushing you to deliver features faster than ever before. But do your systems let you move with the speed needed for achieving competitive advantage? This talk introduces concepts in system design that are driven by customers, and allow businesses to pivot faster, and with a higher level of confidence.
Learn how to do just that using techniques such as:
-Pragmatic software quality
-Evolutionary architecture
-Continuous Delivery
-Properly organized IT
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
The document provides an introduction to the Scaled Agile Framework (SAFe) for applying agile practices at an enterprise scale. It discusses challenges organizations face with scaling agile and how SAFe addresses these challenges through its three layers (Portfolio, Program, Team). SAFe draws from Scrum, Extreme Programming, Kanban, lean principles and flows to provide transparency, alignment and program execution capabilities. It emphasizes continuous delivery through Agile Release Trains, empowered self-organizing teams, and roles like the Product Owner and Release Train Engineer. An example case study shows how a financial services company rapidly adopted SAFe to deliver more value faster by aligning their portfolio and programs.
RunFaster Projects
Find out more about how we run accelerated SAP projects - with a target 6-month implementation. It is our belief that anything longer is not relevant in the digital era.
Leap overview
Leap Technologies helps organizations improve business performance at a rapid pace through proven methodologies like Six Sigma, Lean, and Workout. Their approach breaks down initiatives into 60-day sprints to deliver faster results and a higher ROI. Clients have earned returns many times their investment and built a culture of continuous improvement. Leap Technologies works with leaders to leverage employees' knowledge and motivation to achieve faster gains.
How to Engage the Workforce to Drive Operational Excellence
What You'll Learn:
* What Value Engagement Teams are and what their strategic purpose is
* How these teams fit into organizational design
* The tactical execution plans used for these teams
* How to determine when they are successful
Key Topics:
* The fundamentals of Value Engagement Teams
* Understanding the benefits of Value Engagement Teams
* Strategic plans for Value Engagement Team success
More Related Content
What's hot
Implement Agile Practices That Work
Deliver on time and improve communication with the business to minimize project failure.
Your Challenge
The Agile evangelists are having trouble converting others to the Agile philosophy.
Your team is facing pressure to deliver projects in a smaller time frame. The Waterfall approach is causing projects to go over budget, misunderstanding of project owners’ expectations, and late delivery to the end-customer.
Projects that get implemented successfully may be susceptible to problems as the software gets older and crucial changes are too expensive.
A consolidation roadmap that is based on an easy-to-implement method will ease the burden on resource and infrastructure maintenance.
Our Advice
Critical Insight
Agile is not suitable for all organizations, or all projects. Carefully select pilot projects that have the greatest chance of success and determine the right requirements or risk significant cost overruns to fix problems or roll back development.
An Agile rollout may require peripheral projects to be accelerated.
Agile will modify internal roles and processes. Get ready for change management.
Impact and Result
Agile will improve communication and transparency between teams and stakeholders, which will lead to higher quality products and fluid team dynamics.
The success of the Agile pilot should be used to build the case for an organizational-wide deployment.
In order for your organization to stay competitive, it must place focus on delivering projects at a quicker pace with the right features.
Waste elimination workflow for office wastes
Continuous improvement is everybody’s job. We at TOPP Tactical Intelligence strive to bring excellence to your continuous improvement program by adding structure to your to your work logic and the accompanying activities and support technology which are necessary to capture, analyse and eliminate business operational wastes
Agile Methodology
An agile team works collaboratively in short iterations to develop products. The team is self-organizing and cross-functional, welcoming changing requirements. They identify customer priorities and build products through continuous delivery and testing in two-week sprints. This allows for transparent, progressive development and fast delivery of high quality, satisfying products that meet current needs.
Praxis Life Sciences Overview
Praxis Life Sciences provides best-in-class consulting services for pharmaceutical, medical device, and healthcare organizations based on its 20 years of experience in the life sciences industry. It serves as a proactive partner committed to clients' futures by developing effective leadership strategies and helping companies navigate changes to operate at maximum potential. Praxis uses Lean Six Sigma techniques and comprehensive capabilities in areas like project management, business transformation, and technology solutions to create superior results for its clients.
Waste elimination workflow for common office wastes
Continuous improvement is everybody’s job. We at TOPP Tactical Intelligence strive to bring excellence to your continuous improvement program by adding structure to your to your work logic and the accompanying activities and support technology which are necessary to capture, analyse and eliminate business operational wastes
How One Community Hospital is Creating a Culture of Continuous Improvement
Presented by Mike McGowan, Director of Process Excellence at Marietta Memorial Hospital. Mike will share principles, methods, and lessons learned that can be applied in any industry. Healthcare has learned from manufacturing, so here is our opportunity to learn back from healthcare.
Learn how Memorial Health System uses training and five specific roles to build and spread a culture of continuous improvement
Hear what MHS has done well and where we could improve
Discuss the leadership behaviors necessary to accomplish a culture change
How are you leading your agile teams? Yael Rabinovich & Sagi Smolarski
The document discusses how to improve team performance and engagement through agile principles. It notes that employee engagement starts with investing in managers' ability to motivate employees. Fair process is important for buy-in on decisions. Self-organization enables teams to perform at their best when leaders provide focus, clear goals and expectations, and an environment for continuous learning and improvement. Measuring outcomes rather than busywork helps maximize team value.
The 4 Components of an Employee-Led Lean Initiative
Presented by Simon Murray and Benny Ausmus of Big Change Agency
In this KaiNexus webinar, you will learn four elements of Lean transformation, including how to:
Create the environment / culture
Bring in structure and systems
Implement and measure the results
Develop the people
Workshop - Innovation Readiness
The document discusses the genesis and purpose of an Innovation Management Standard. It was created in response to societal and technological changes and aims to promote sustainability and excellence in planning, execution, and deployment. The standard provides a management toolset for training, assessments, audits, and consulting on innovation management. It establishes a maturity model to prevent ad-hoc activity and make innovation a requirement across an organization's entire value chain. Adopting the standard is a growth process, not an end goal, and success requires continually realigning with stakeholders, strategy, and monitoring progress.
Lean six sigma foundations
This document provides an overview of Lean Six Sigma concepts and methodologies. It discusses the key principles of Six Sigma, Lean, and Lean Six Sigma, including defining problems, measuring key data, analyzing processes, improving solutions, and controlling new standards. The document also outlines additional Lean Six Sigma tools and strategies for projects, services, supply chain management, and continuous improvement.
TOPP TI product build collaboration model (workflow framework)
Workflow used by our team team manage incoming build and and product customisation requests from clients. It is our end-to-end management logic including the oversight of the activity performed by our product team in India.
Lean Six Sigma Foundations
This document provides an overview of Lean Six Sigma. It introduces Lean and Six Sigma concepts and explains why combining them is beneficial. Lean focuses on eliminating waste, while Six Sigma aims to reduce variations. The document also outlines the Define, Measure, Analyze, Improve, Control (DMAIC) process of Six Sigma and key Lean tools like 5S, Just-in-Time, and continuous improvement. It emphasizes the importance of leadership, teamwork, and communication for successful Lean Six Sigma implementation and problem solving.
Scrum framework and added value
The document outlines the key aspects of the Scrum framework for agile software development, including roles like the Product Owner, Scrum Master, and Development Team. It emphasizes continuous delivery, managing risk, transparency, and adapting to change through short Sprints, daily stand-ups, sprint planning, reviews, and retrospectives in order to maximize value for customers.
Agile Testing at Etsy
The document summarizes Agile QA practices at Etsy. It discusses how Etsy has a centralized QA team that promotes continuous learning and prevents burnout. The team focuses on new features, integration testing, exploratory testing, and cross-platform testing. They minimize deployment issues through effective integration testing and visibility restrictions. The QA process at Etsy is collaborative and focuses on feedback over metrics. It emphasizes removing fear and blame, empowering team members, and having fun.
Being Human webinar Case Study with Bank of New Zealand on building a success...
Join us for this not-to-be-missed case study on the Bank of New Zealand's journey to build enterprise wide change capability, using the Prosci methodology. Starting only 5 years ago, BNZ now has a high level of change management maturity and is reaping the business benefits. Highlights of the BNZ approach include: building Sponsor capability, creating a single view of change across the organisation and achieving early engagement of Change Management on projects
Prosci Enterprise Change Management Boot Camp Info Webinar May 2016
This document provides an agenda and overview for a Prosci Enterprise Change Management Boot Camp information webinar presented by Catherine Smithson of Being Human. The webinar will cover building organizational change management capability, including an overview of the boot camp content and learning outcomes. Attendees will learn tools and frameworks to help create or refine an enterprise change management plan tailored to their organization. They will also network with peers and take away Prosci resources to support building change management competencies across multiple levels of their organization.
6 tw live.rebecca.final (1) PDF
The document discusses how to build products that can pivot quickly by adopting principles of business agility. It recommends establishing a virtuous cycle of formulating testable hypotheses, quickly delivering and releasing changes, and measuring results to repeat the process. It also suggests techniques like focusing on pragmatic software quality, evolutionary architecture, continuous delivery, and properly organizing IT to achieve business agility through architectural adaptability, keeping systems poised for change, lowering experimentation risk, and maximizing visibility and feedback.
Building Lean Products That Pivot
Your customers are demanding more every day, and pushing you to deliver features faster than ever before. But do your systems let you move with the speed needed for achieving competitive advantage? This talk introduces concepts in system design that are driven by customers, and allow businesses to pivot faster, and with a higher level of confidence.
Learn how to do just that using techniques such as:
-Pragmatic software quality
-Evolutionary architecture
-Continuous Delivery
-Properly organized IT
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
The document provides an introduction to the Scaled Agile Framework (SAFe) for applying agile practices at an enterprise scale. It discusses challenges organizations face with scaling agile and how SAFe addresses these challenges through its three layers (Portfolio, Program, Team). SAFe draws from Scrum, Extreme Programming, Kanban, lean principles and flows to provide transparency, alignment and program execution capabilities. It emphasizes continuous delivery through Agile Release Trains, empowered self-organizing teams, and roles like the Product Owner and Release Train Engineer. An example case study shows how a financial services company rapidly adopted SAFe to deliver more value faster by aligning their portfolio and programs.
RunFaster Projects
Find out more about how we run accelerated SAP projects - with a target 6-month implementation. It is our belief that anything longer is not relevant in the digital era.
What's hot (20)
Waste elimination workflow for common office wastes
Waste elimination workflow for common office wastes
How One Community Hospital is Creating a Culture of Continuous Improvement
How One Community Hospital is Creating a Culture of Continuous Improvement
How are you leading your agile teams? Yael Rabinovich & Sagi Smolarski
How are you leading your agile teams? Yael Rabinovich & Sagi Smolarski
The 4 Components of an Employee-Led Lean Initiative
The 4 Components of an Employee-Led Lean Initiative
TOPP TI product build collaboration model (workflow framework)
TOPP TI product build collaboration model (workflow framework)
Being Human webinar Case Study with Bank of New Zealand on building a success...
Being Human webinar Case Study with Bank of New Zealand on building a success...
Prosci Enterprise Change Management Boot Camp Info Webinar May 2016
Prosci Enterprise Change Management Boot Camp Info Webinar May 2016
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
Similar to Leap-Corporate Overview-1Page-092616
Leap overview
Leap Technologies helps organizations improve business performance at a rapid pace through proven methodologies like Six Sigma, Lean, and Workout. Their approach breaks down initiatives into 60-day sprints to deliver faster results and a higher ROI. Clients have earned returns many times their investment and built a culture of continuous improvement. Leap Technologies works with leaders to leverage employees' knowledge and motivation to achieve faster gains.
How to Engage the Workforce to Drive Operational Excellence
What You'll Learn:
* What Value Engagement Teams are and what their strategic purpose is
* How these teams fit into organizational design
* The tactical execution plans used for these teams
* How to determine when they are successful
Key Topics:
* The fundamentals of Value Engagement Teams
* Understanding the benefits of Value Engagement Teams
* Strategic plans for Value Engagement Team success
cPrime Agile Enterprise Transformation
cPrime provides enterprise agile transformation services including training, coaching, and consulting. They have experience transforming over 50 Fortune 100 companies to agile. cPrime has a large team of certified agile experts and thought leaders with experience across industries. They use assessments, planning, training, and coaching to drive organizational transformations through changing mindsets and processes one team at a time.
Detecon Strategy Accelerator with Workboard
“Without a strategy the organization is like a ship without a rudder - going around in circles.”
Our Detecon Strategy Accelerator enables you to radically change your strategy process within a very short time and thereby significantly increase the ambition level of your entire organization. The focus here is on the consistent introduction of OKRs and their technical mapping with the help of our partner "Workboard". In line with our #CompanyReBuilding organization, you will also succeed in creating the basis for an agile and dynamically robust organization. Interested? We are looking forward to your inquiry.
How to Get Things Done in Agile Methodology
As more organizations are transforming to agile the competition in the business world is increasing, as agile is improving productivity, reducing time to market, better management of uncertainty, and employee satisfaction. Increasing the implementation of agile correctly and with accuracy is providing many benefits and hence the organization is driving their employees towards achieving accuracy in agile methodology to reduce their competition. When get disrupted by new competitors agile organizations further moves towards using the latest technologies and trends with agility. But what if you still want to improve further?
Lean Kanban India 2018 | Kanban in SAFe | Arun RG
This document provides an overview of Kanban and how it can be used within the Scaled Agile Framework (SAFe) to help transform organizations culturally and increase agility. It discusses how Kanban can be applied at the team, program, and portfolio levels in SAFe. It also outlines considerations for scaling Kanban, such as defining the transformation scope and using frameworks to guide a gradual, sustainable evolution. The presentation aims to explain why Kanban is useful for scaling agile practices across enterprises and how organizations can implement it.
Introduction to Solleva 2-2016
Solleva helps organizations build the capability to lead change by coaching leaders and teams. They use real-time learning techniques to strengthen project leadership, team collaboration, and understanding of what drives change success. Solleva's approach includes individual and team coaching, training workshops, and project advisory services to build skills for managing change and achieving results. Their goal is to develop internal change leadership capabilities rather than solely relying on outside consultants.
Successful change - good culture and governance matter Conference - Roger Gar...
Successful change - good culture and governance matter Conference - Roger Gar...Association for Project Management
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016Agile methodology for successful digital transformation.docx
Approach to dealing with difficulties, software development, and project management help teams deliver quality services to their customers faster with minor faults. It is a framework for the software development process that lies under concepts of scrums, springs, high programming.
Agile Lessons Learned From the Trenches
Brendan Flynn presented on lessons learned from implementing Agile practices at Pointroll. Key lessons included: creating visibility into development processes and metrics; gaining executive support; making data-driven decisions; focusing on business value over features; ensuring proper training; optimizing across teams; and rigorously inspecting and adapting practices over time. While hard work, adopting Agile frameworks improved delivery, quality, and alignment between business and technology teams at Pointroll.
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
Dean Leffingwell, creator of SAFe, and Lee Cunningham, director of enterprise agile, at VersionOne, share insights on successful and repeatable patterns for implementing SAFe, the role of lean/agile leadership for transformational change, and more. Watch the webinar: http://bit.ly/1dZobtK
How to Implement Agile Methodology | 12 Principles of Agile | Implementing Ag...
1. The document outlines six key steps for implementing agile project management: identify business goals, analyze company culture, analyze customer impact, analyze available resources, engage company leaders, and launch small pilot projects before a big rollout.
2. It then discusses the principles of agile methodology, including delivering working software frequently, having business and developers work together daily, and building projects around motivated individuals.
3. The principles emphasize conveying information through face-to-face conversations, measuring progress through working software, and maintaining a sustainable working pace.
STG_OCM
Spencer Thomas Group provides organizational change management (OCM) services to help clients successfully implement changes. Their OCM practice is comprised of experienced professionals who help address obstacles to change through effective alignment, awareness, training and adoption activities. STG's approach involves crafting a thorough OCM strategy and plan then executing it methodically to manage change with precision and predictable results.
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I E E E C o m p u t e r S o c i e t y 0 7 4 0 - 7 4 5 9 / 0 5 / $ 2 0 . 0 0 © 2 0 0 5 I E E E
Adopting agile practices is a process of con-
tinuous learning and improvement. The tran-
sition required hard work, intense focus, and
strict discipline. As a team, we discovered
many things about ourselves, our process, and
our products. Every discovery revealed a bet-
ter understanding of what it takes to success-
fully deliver software at a sustainable pace.
By telling our story, we hope to help others
in the software industry successfully transition
to agile development. The time is right for the
software development community to improve
its historically low success rate, and agile de-
velopment might provide the answer.
Starting down the agile path
People assume that a company that designs
and builds project management software has
all the knowledge and tools necessary to con-
tinuously perform software development flaw-
lessly. The truth is, we struggle just like every-
one else.
Primavera has its roots in construction and
engineering. Our culture supported the com-
monly used waterfall development approach,
and the development team worked hard over
the years to distribute high-quality releases to
a growing, diverse market as quickly as possi-
ble. The team followed the typical cycle,
which usually resulted in working late nights
and weekends in an attempt to finish projects
on time.
Primavera’s project managers typically used
a command-and-control philosophy—a few
people, usually those farthest from the action,
made the decisions without directly involving
the developers doing the actual work. Further-
more, relationships between the development
team and other departments began to deterio-
rate because expectations were seldom ful-
focus 1
Primavera Gets Agile:
A Successful Transition to Agile
Development
P
rimavera Systems provides enterprise project portfolio manage-
ment solutions that help customers manage their projects, pro-
grams, and resources. Our development organization employs 90
business analysts, programmers, testers, documenters, and project
managers. When we decided to improve how we build software and in-
crease the quality of life for everyone on the team, we found our answer in
agile software development.
adapting agility
Bob Schatz and Ibrahim Abdelshafi, Primavera Systems
Primavera’s
development team
is a model for
others looking
to adopt agile
processes. Learn
how to deliver high-
quality software
while improving
your team’s quality
of life.
filled. So, in conjunction with a leadership
change in 2001, we took a hard look at the
many issues we had to resolve with respect to
the organization, its people, and its processes.
In particular, we had to improve the com-
pany’s perceptions of its own development
team, and the team itself had to reduce its
deep-rooted dependency on the organizational
hierarchy and break down functional silos
with.
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I E E E C o m p u t e r S o c i e t y 0 7 4 0 - 7 4 5 9 / 0 5 / $ 2 0 . 0 0 © 2 0 0 5 I E E E
Adopting agile practices is a process of con-
tinuous learning and improvement. The tran-
sition required hard work, intense focus, and
strict discipline. As a team, we discovered
many things about ourselves, our process, and
our products. Every discovery revealed a bet-
ter understanding of what it takes to success-
fully deliver software at a sustainable pace.
By telling our story, we hope to help others
in the software industry successfully transition
to agile development. The time is right for the
software development community to improve
its historically low success rate, and agile de-
velopment might provide the answer.
Starting down the agile path
People assume that a company that designs
and builds project management software has
all the knowledge and tools necessary to con-
tinuously perform software development flaw-
lessly. The truth is, we struggle just like every-
one else.
Primavera has its roots in construction and
engineering. Our culture supported the com-
monly used waterfall development approach,
and the development team worked hard over
the years to distribute high-quality releases to
a growing, diverse market as quickly as possi-
ble. The team followed the typical cycle,
which usually resulted in working late nights
and weekends in an attempt to finish projects
on time.
Primavera’s project managers typically used
a command-and-control philosophy—a few
people, usually those farthest from the action,
made the decisions without directly involving
the developers doing the actual work. Further-
more, relationships between the development
team and other departments began to deterio-
rate because expectations were seldom ful-
focus 1
Primavera Gets Agile:
A Successful Transition to Agile
Development
P
rimavera Systems provides enterprise project portfolio manage-
ment solutions that help customers manage their projects, pro-
grams, and resources. Our development organization employs 90
business analysts, programmers, testers, documenters, and project
managers. When we decided to improve how we build software and in-
crease the quality of life for everyone on the team, we found our answer in
agile software development.
adapting agility
Bob Schatz and Ibrahim Abdelshafi, Primavera Systems
Primavera’s
development team
is a model for
others looking
to adopt agile
processes. Learn
how to deliver high-
quality software
while improving
your team’s quality
of life.
filled. So, in conjunction with a leadership
change in 2001, we took a hard look at the
many issues we had to resolve with respect to
the organization, its people, and its processes.
In particular, we had to improve the com-
pany’s perceptions of its own development
team, and the team itself had to reduce its
deep-rooted dependency on the organizational
hierarchy and break down functional silos
with ...
ChangeFormula detailed presentation
This document outlines a framework called the "ChangeFormula" for creating culture change in organizations. It involves exploring the need for change, engaging employees to get buy-in, and evolving the culture through various programs and stages. These include assessing the current culture, communicating the new strategy, strengthening leaders, mobilizing influential employees, transforming procedures to align with the new culture, and delivering measurable returns on investment. The framework provides a structured yet tailored approach to organizational development using social science principles.
Reaching agility: Why aren't we done yet?
This document discusses challenges with agile transformation and provides advice. It outlines four common issues that make transformation difficult: not understanding the problem being solved; applying one-size-fits-all solutions without understanding organizational context; underestimating the challenge of changing culture and mindsets; and expecting a clear end point to transformation. The document advises focusing on outcomes over outputs, using agile principles to guide the transformation, and continually adapting as contexts change. The overarching goal of reaching agility is to create an environment where teams can joyfully deliver customer value.
LEI_Overview
This document provides a summary of Lean Enterprise Institute's qualifications and approach to enterprise transformations. It states that LEI is a partnership of experienced practitioners focused on using Lean, Six Sigma, TQM and BPR to drive customized, global transformations. It highlights LEI's pioneering work in developing and applying Lean approaches and its track record of significant financial results for clients. LEI promotes a "Capability Led" model to build internal improvement capabilities and deliver both short-term wins and long-term culture change over 5-10 years, as opposed to short-term "Event Led" approaches.
CV Andreas Prins Organisation Transformation Coach
Andreas is an organizational transformation coach with experience driving Agile transformations at various levels within organizations. He has developed a model called Deep Organizational Transformation (D.O.T.) to guide organizational transformations. As a coach and manager, Andreas has experience guiding management teams, coaching DevOps teams, and facilitating improvements through practices like visual planning, improvement katas, and establishing continuous delivery pipelines.
Similar to Leap-Corporate Overview-1Page-092616 (20)
How to Engage the Workforce to Drive Operational Excellence
How to Engage the Workforce to Drive Operational Excellence
Successful change - good culture and governance matter Conference - Roger Gar...
Successful change - good culture and governance matter Conference - Roger Gar...
Agile methodology for successful digital transformation.docx
Agile methodology for successful digital transformation.docx
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
How to Implement Agile Methodology | 12 Principles of Agile | Implementing Ag...
How to Implement Agile Methodology | 12 Principles of Agile | Implementing Ag...
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
CV Andreas Prins Organisation Transformation Coach
CV Andreas Prins Organisation Transformation Coach
Leap-Corporate Overview-1Page-092616
- 1. Simplify the change process to engage more people. Use “sprint” timeframes to keep employees motivated. Empower employees with clear direction and support their ideas. Use teams to build confidence and accountability for action. Celebrate completions, not activity. Change is hard. We make it easier! Leap Technologies simplifies the change process so organizations can achieve bigger and faster results on their most important initiatives. Navigating change and realizing improvements is often a struggle because change is hard and improvement methods are often too complex. Leap Team Engagement Toolkits equip teams to make change happen and get better and faster results. Unlock employee know-how and creativity to speed results at the frontlines. Solve the toughest process improvement challenges with effective cross- functional teams. Cut through complexity to rapid improvement plans and commitments in a single meeting. Leap Team Engagement Toolkits Ready to deploy and easily integrated Scalable to any size initiative Complements other tools and methods Proven across industries Results in weeks, not months or years Rapid ROI and improved skills The DNA of Faster Improvement Programmed into Leap Team Engagement Toolkits are a set of proven principles for speeding improvement along with an innovative, learn-as you-improve design that converts ideas into action with no wasted time or effort. 800.254.6805 www.improvefaster.com Get Started on the Path to Faster Results! We’re ready to help you accelerate results on your organization’s most important change and improvement initiatives. Call 800.254.6805 or contact us at request@improvefaster.com to discuss your organization’s needs and potential for benefiting from Leap Team Engagement Toolkits.