Kristal Selenite with 2 and 3 BHK flats, located bang on Sarjapur Main Road, which is the fastest developing zone in Bangalore, is hardly 4 km from the proposed Infosys campus and Wipro University and campus. The building has 16000 sft of commercial zone to house units like supermarkets, Clinic, Pharmacy, ATM, Food Joint etc. essentially needed for High end life style. Proposed 150 ft road in front of the project makes it all the more premium.
Worldgn Online Presentation from here also join other countries users.
Joining link:
ranasad.worldgn.com
for more details contact
Asad Ullah
0092-333-3595059
0092-345-2196682
Corel Draw Training in Ambala ! Batra Computer Centrejatin batra
Batra Computer Centre is An ISO certified 9001:2008 training Centre in Ambala.
We Provide Corel Draw Training in Ambala. BATRA COMPUTER CENTRE provides best training in C, C++, S.E.O, Web Designing, Web Development and So many other courses are available.
You Will Find Here Free Article Submission Sites List 2018 .This is the best way of building high-quality backlinks and increase traffic on your blog or website. Use the list without any problem as we have also given PA, DA ,Moz Rank ,Alexa Rank in the presentation
Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage – including how to leverage the potential of digital technologies. These efforts go by various names – Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies don’t deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.
Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context you’re in.
Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact.
LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...Lean Kanban Central Europe
The goal of this presentation is to show how a Financial Technology Company in Brazil sustainable evolve from 20 teams running around 50 initiatives to 140 teams with more then 400 initiatives in 4 years, becoming NYSE's Biggest IPO Since Snap in 2018, following what we call an Agile Journey supported by Kanban. Some of the practices we use in our organization that will be presented here: Fit for Purpose clients segmentation, OKRs to provide alignment between strategic, tactical and operational levels, Lean Canvas and A3 for design, implementation and delivery process follow up and, finally, a Portfolio Kanban that started in a Power Point, with metrics done manually in Excel, based in the Spotify Product Development process and today is evolving based on Flight Levels, supported by tools as Swiftkanban and PowerBI and in the autonomy of people involved in this process, as Management and Product Owners.
LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...Lean Kanban Central Europe
At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn’ t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features’ presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.
LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...Lean Kanban Central Europe
Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.
Das zweite Veränderungsprinzip von Kanban ('Vereinbare evolutionäre Prozessverbesserungen') mag den Eindruck erwecken, dass ein Mandat für eine Kanban-Initiative - sobald einmal vereinbart - verlässlich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen können unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verständnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt mögliche Konsequenzen und betont die Notwendigkeit einer ständigen und gleichzeitig ethisch begründeten Suche nach einem immer wieder neuen Mandat für Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei mögliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis.
More Related Content
Similar to LKCE16 - Meetings and availability What's the catch by Martin Bäcklund
Kristal Selenite with 2 and 3 BHK flats, located bang on Sarjapur Main Road, which is the fastest developing zone in Bangalore, is hardly 4 km from the proposed Infosys campus and Wipro University and campus. The building has 16000 sft of commercial zone to house units like supermarkets, Clinic, Pharmacy, ATM, Food Joint etc. essentially needed for High end life style. Proposed 150 ft road in front of the project makes it all the more premium.
Worldgn Online Presentation from here also join other countries users.
Joining link:
ranasad.worldgn.com
for more details contact
Asad Ullah
0092-333-3595059
0092-345-2196682
Corel Draw Training in Ambala ! Batra Computer Centrejatin batra
Batra Computer Centre is An ISO certified 9001:2008 training Centre in Ambala.
We Provide Corel Draw Training in Ambala. BATRA COMPUTER CENTRE provides best training in C, C++, S.E.O, Web Designing, Web Development and So many other courses are available.
You Will Find Here Free Article Submission Sites List 2018 .This is the best way of building high-quality backlinks and increase traffic on your blog or website. Use the list without any problem as we have also given PA, DA ,Moz Rank ,Alexa Rank in the presentation
Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage – including how to leverage the potential of digital technologies. These efforts go by various names – Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies don’t deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.
Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context you’re in.
Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact.
LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...Lean Kanban Central Europe
The goal of this presentation is to show how a Financial Technology Company in Brazil sustainable evolve from 20 teams running around 50 initiatives to 140 teams with more then 400 initiatives in 4 years, becoming NYSE's Biggest IPO Since Snap in 2018, following what we call an Agile Journey supported by Kanban. Some of the practices we use in our organization that will be presented here: Fit for Purpose clients segmentation, OKRs to provide alignment between strategic, tactical and operational levels, Lean Canvas and A3 for design, implementation and delivery process follow up and, finally, a Portfolio Kanban that started in a Power Point, with metrics done manually in Excel, based in the Spotify Product Development process and today is evolving based on Flight Levels, supported by tools as Swiftkanban and PowerBI and in the autonomy of people involved in this process, as Management and Product Owners.
LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...Lean Kanban Central Europe
At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn’ t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features’ presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.
LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...Lean Kanban Central Europe
Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.
Das zweite Veränderungsprinzip von Kanban ('Vereinbare evolutionäre Prozessverbesserungen') mag den Eindruck erwecken, dass ein Mandat für eine Kanban-Initiative - sobald einmal vereinbart - verlässlich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen können unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verständnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt mögliche Konsequenzen und betont die Notwendigkeit einer ständigen und gleichzeitig ethisch begründeten Suche nach einem immer wieder neuen Mandat für Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei mögliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis.
LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhea...Lean Kanban Central Europe
What if I told you that heavy metal and Agile have a lot in common? What if a musician could walk into a room full of Agile coaches and nobody could tell them apart? What if there are universal principles that can be applied irrespective of what you do? What if frameworks don’t actually work? Join the metalhead CEO and learn interesting things about music, Agile and life in general.
LKCE19 - Mathias Schroeder - Strategische Ausrichtung mal anders (aka Wardley...Lean Kanban Central Europe
Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einführung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung für Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben.
Some companies motivate people with perks, ultimately draining motivation. Here’s a scientific explanation & some hands-on options for enabling true motivation.
This type is called autonomous motivation(AM).It’ s the inner engine that enables employees to produce exceptional results, act as intrapreneurs & handle stiff challenges with grace.Research shows, AM shouldn’ t be confused with intrinsic motivation or fun. < /br> High AM results in a reduced operational risk, as it lowers the probability of work - related accidents & decreases the error rate.An increased AM will lead to healthier employees & improve outcome quality.Yet, the most important effect: it enables people to think & work productively in complex contexts. < /br> I’ ll speak about the psychology of motivation & its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they’ re mishandled, though, highly motivated teams can turn into passive groups of people who don’ t mind producing waste.
The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. David’s talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.
LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...Lean Kanban Central Europe
In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to:
* reduce the number of critical incidents by 50 % every year
* reduce the cost for centralised quality assurance by 60 %
* reduce the amount of central leadership positions to 5 %
'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland.
This is an experience report of our continuous transformation.
Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zusätzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu können war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!
Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.
LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...Lean Kanban Central Europe
Um die eigenen Leadership-Fähigkeiten auszubauen und selbst Führung für sich und andere zu übernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstführung zu betrachten. Dieser Vortrag vermittelt Möglichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration für wirksame (Selbst-)Führung nutzen lassen.
LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...Lean Kanban Central Europe
Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, Gästebetreuung, Officemanagement und die zuständige „Kannst-du-mal-kurz-Zentrale“ - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplinär. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, über die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind.
The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.
LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...Lean Kanban Central Europe
Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong?
The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks.
This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...Lean Kanban Central Europe
Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
LKCE16 - Meetings and availability What's the catch by Martin Bäcklund
1. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Meetings and Availability –
What’s the Catch?
Martin Bäcklund
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
2. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
- Hi! Can you spare half an hour?
I have something I need to discuss with you.
- Sure! What about tomorrow at one o’clock?
- Oh, I’m busy then. What about three?
- Sorry, I’m not available then. First free slot after
that is Thursday next week.
Would that work for you?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
3. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
What is this?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
4. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
A meeting request?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
5. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Or…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
6. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
A collaboration need
that is waiting?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
7. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
t
A collaboration need emerges! Collaboration!
Waiting…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
8. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
t
A collaboration need emerges! Planned meeting!
Waiting…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
9. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
t
A collaboration need emerges! Planned meeting
Waiting…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
A more important meeting!
10. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Why do we wait to collaborate?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
11. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Think about your own calendar…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
12. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
How many collaboration needs
do you have queued?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
13. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
- When can I see you?
- Don’t know! Book a meeting!
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
14. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Book a meeting!
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
15. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Book a meeting!Book a meeting!
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
16. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
17. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
How many collaboration needs
are queued in your organization?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
18. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
What is the total waiting time for
those collaboration needs?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
19. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
For a long time I had many
meetings booked every day.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
20. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
One approach:
One un-booked hour each day.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
21. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The result:
The un-booked hour
often became booked.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
22. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Once I had to meet two
colleagues for half an hour.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
23. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The first available slot when we all
could meet was three weeks later.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
24. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
My wife:
- I don’t want more than one hour of booked
meetings per day.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
25. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Me:
???
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
26. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
My wife:
- Otherwise I have no time to talk to my personnel.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
27. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Me:
Eeh?!?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
28. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
A simplified model...
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
29. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Assume that…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
30. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Each work day consists of eight one-hour-periods…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
1 3 4 5 6 7 82
1 day
31. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The probability that one person is available the next one-hour-period is
𝑆
8
where S is the average number of available
one-hour-slots per eight-hour-day.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
32. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The probability that N people can meet the next one-hour-period is
𝑆
8
𝑁
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
33. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The probability to NOT meet the next one-hour-period is
1 −
𝑆
8
𝑁
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
34. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The probability to NOT meet the next eight-hour-day is
1 −
𝑆
8
𝑁 8
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
35. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The probability to NOT meet within T days is
1 −
𝑆
8
𝑁 8𝑇
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
36. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The probability to meet within T days is
1 − 1 −
𝑆
8
𝑁 8𝑇
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
37. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The probability to meet
𝑃 𝑆, 𝑁, 𝑇 = 1 − 1 −
𝑆
8
𝑁 8𝑇
P = The probability to meet at the same one-hour-slot within T days.
S = Average number of available one-hour-periods per person and day.
N = Number of people.
T = Number of eight-hour-days.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
40. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
What happens if one person in a
group has a low availability (1/8)?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
43. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
What happens if one person in a
group has a high availability (7/8)?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
46. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
How much availability do we need to meet for
one hour with 85% probability?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
50. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Let’s draw the model in another way…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
51. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Recognize this graph?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
Increasing
number of
people
52. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Hypothesis:
Planned meetings increase the need for
planned meetings.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
53. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Do we book meetings because
we are booked in meetings?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
54. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Arne Roock’s picture…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
55. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
How far can we get
without planned meetings?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
56. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Hypothesis:
A high number of planned meetings
is a signal there are collaboration needs
queued up and waiting.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
57. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
We know how to reduce queues and
lead times…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
58. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Reduce batch size…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
59. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Limit Work in Process…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
60. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Example – The weekly meeting
A weekly meeting adds up to one week
lead time on each collaboration need
that is postponed to that meeting.
Assuming collaboration needs appear
evenly during a work week, average lead
time addition is 20 hours on each need.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
61. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The weekly meeting
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
t
Collaboration needs emerges!
Weekly meeting
(60 min)
40 hours
40 hour interval => 20 hours average lead time
62. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Example – The daily meeting
Changing a 60 minute weekly meeting
to a 12 minute daily meeting,
reduces the average lead time addition
on collaboration needs
from 20 to 4 hours.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
63. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The daily meeting
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
t
Collaboration needs emerges!
Daily
meeting
(12 min)
8 hour interval => 4 hours average lead time
Daily
meeting
(12 min)
Daily
meeting
(12 min)
Daily
meeting
(12 min)
Daily
meeting
(12 min)
8 hours 8 hours 8 hours8 hours8 hours
64. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Going from weekly to daily meetings
also reduces the number of
collaboration needs that are queued.
In a sense, work in process is reduced.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
65. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
You also get almost the same reaction
time as a group of people that has
members with
7/8 one-hour-slot availability.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
67. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
What you don’t get is the same amount
of collaboration time…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
68. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
What if we could remove almost
all booked meetings?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
69. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Let’s assume this means we can count
with 15 minute slots instead…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
70. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Let’s only allow 4x15 minutes
pre-booked meetings in average per day.
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
72. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Collaboration needs are now met within
one hour instead…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
73. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Collaboration need lead time average
Weekly meetings: 20 hours
Daily meetings: 4 hours
On demand (high availability): 1 hour
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
74. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
What drives the number of meetings
apart from “habit”?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
75. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Meeting techniques and structure?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
76. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
The sheer amount of “stuff” going on
and how it is structured?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
77. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Some ideas to consider…
• Weekly meetings with multiple issues?
– Replace with daily short meetings?
• Meetings with small number of people (2-5?)
– Try to run them immediately or within a day or two?
– Not possible? Is that possibly a sign that too much is going on?
• Status report meetings
– Replace with visualizations and short standup meetings?
• Have parts of the day meeting-free in the whole organization?
– Some companies do this.
• Visualize ongoing work including non-value-flow things
– Use WIP-limits, ”pull”, ”slice the elephant”, etc…
– Also for non-development groups/teams/work?
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
78. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
What would remain in the calendar?
• Short coordination meetings?
– To communicate collaboration needs.
• True work meetings?
– Where people really have to work together without interruption.
– Those people from different work groups/teams.
• Meetings that involve a large number of people?
– These are tricky to have on-demand.
• Meetings that have to be very long?
– I e those that REALLY have to be very long...
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
79. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
A model is a model,
reality is always more complex…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
80. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Feel free to try:
Viewing people’s calendars as
queues of collaboration needs…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
81. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
See what ideas that leads to…
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
82. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Drop me a line and share your thoughts!
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund
83. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
LKCE 2016
Thank you!
Martin Bäcklund
@mgbacklund
mgbacklund@gmail.com
https://se.linkedin.com/in/mgbacklund
mgbacklund@gmail.com
@mgbacklund
Martin Bäcklund