The Kanban Maturity Model levels are defined by the outcomes an organization consistently achieves, by the sophistication of the general practices we recommend, and by the nature of the culture - defined by the values people hold.
This talk will explain how the KMM approach to culture appraisal avoids the bias of self-reporting, and using invalid instruments for measurement, by instead relying on four types of evidence the appraiser finds that supports or contradicts if a value is strongly held.
People need to hold these values strongly - to believe these things matter - or they will be unwilling to implement changes or abandon disciplines that got them improved results.
Therefore, this talk will also explain the approach to providing practical guidance for leaders (and coaches) to drive the adoption of the values that increase the willingness to evolve the implementation of the specific practices as a means to get improved results.
KEA20 - Susanne Bartel - What is "your Kanban"?RealResult
This talk will start with a brief review of Kanban and the different "flavors" it comes in, followed by an overview of the Kanban Maturity Model.
I was a part of the beta workgroup involved from the early stages of the model. I will share examples from my practical application of the model in working with clients: How was the model applied in practical terms, how did it influence the relationship, and which impact did it have on the service? Finally, I will reflect on how the usage of the model has shaped her own thinking in Kanban coaching and consulting
Agile is defined by an open development process driven by collaboration. But we know that collaboration is not always easy, and we need to come up with creative ways of establishing and supporting it.
For this reason, the agile community was very busy in the last decade coming up with new and innovative tools to boost collaboration - eg story mapping, impact mapping, example mapping, risk brainstorming, the 3 amigos workshop, stakeholder mapping, event storming etc. There are a lot of tools. But how do all they fit together, and when should you use one or another in the wider context of a project delivery?
This is a very practical session that will attempt to group and present modern agile tools in the context of project delivery and provide guidance recommendations for their use.
A 1h webinar on RecSys for the Udacity NanoDegree Program "How to become a Data Scientist" : https://in.udacity.com/course/data-scientist-nanodegree--nd025
[UPDATE] Udacity webinar on Recommendation SystemsAxel de Romblay
A 1h webinar on RecSys for the Udacity NanoDegree Program "How to become a Data Scientist" : https://in.udacity.com/course/data-scientist-nanodegree--nd025.
The link to the ipynb : https://www.kaggle.com/axelderomblay/udacity-workshop-on-recommendation-systems
KEA20 - Susanne Bartel - What is "your Kanban"?RealResult
This talk will start with a brief review of Kanban and the different "flavors" it comes in, followed by an overview of the Kanban Maturity Model.
I was a part of the beta workgroup involved from the early stages of the model. I will share examples from my practical application of the model in working with clients: How was the model applied in practical terms, how did it influence the relationship, and which impact did it have on the service? Finally, I will reflect on how the usage of the model has shaped her own thinking in Kanban coaching and consulting
Agile is defined by an open development process driven by collaboration. But we know that collaboration is not always easy, and we need to come up with creative ways of establishing and supporting it.
For this reason, the agile community was very busy in the last decade coming up with new and innovative tools to boost collaboration - eg story mapping, impact mapping, example mapping, risk brainstorming, the 3 amigos workshop, stakeholder mapping, event storming etc. There are a lot of tools. But how do all they fit together, and when should you use one or another in the wider context of a project delivery?
This is a very practical session that will attempt to group and present modern agile tools in the context of project delivery and provide guidance recommendations for their use.
A 1h webinar on RecSys for the Udacity NanoDegree Program "How to become a Data Scientist" : https://in.udacity.com/course/data-scientist-nanodegree--nd025
[UPDATE] Udacity webinar on Recommendation SystemsAxel de Romblay
A 1h webinar on RecSys for the Udacity NanoDegree Program "How to become a Data Scientist" : https://in.udacity.com/course/data-scientist-nanodegree--nd025.
The link to the ipynb : https://www.kaggle.com/axelderomblay/udacity-workshop-on-recommendation-systems
Video: https://youtu.be/ky3159dqQ_o?t=30
Advances in Data science, Machine Learning, AI, Optimization and prediction are revolutionizing the way financial professionals are taking decisions. From sifting through large amounts of data to designing strategies to optimizing execution, technology has played a major role in changing the investment game! The 21st Century Financial Professional needs to be cognizant of the tsunami of changes that are changing the industry.
In this webinar, Sri Krishnamurthy, CFA, the President of QuantUniversity shares five key trends every financial professional needs to know about. Sri along with Dr.Gustavo Vicentini and Anish Shah, CFA will be leading a full day workshop on the theme on Feb 6th.
A Focus Group is a meeting that is conducted to obtain feedback on a particular topic from the point of view of a targeted participants. It is a type of interview that is made to a homogeneous group of people to collect their perception, opinions, feelings, ideas, and attitudes towards something.
TM298 Operating systemsArab Open University Short.docxjuliennehar
TM298: Operating systems
Arab Open University
Short Tutor-Marked Assignment (Spring 2019/20)
Cut-Off Date: 3 May 2020, 11:55 PM
Total Marks: 20
Contents
Warnings and Declaration……………………………………………………………………………….....1
Question1 (15 marks) ...….……………………………………………………………………..………….2
Question 2 (5 marks) ………………………………………………………………………………….…….3
Plagiarism Warning:
As per AOU rules and regulations, all students are required to submit their own STMA work and avoid plagiarism. The AOU has implemented sophisticated techniques for plagiarism detection. You must provide all references in case you use and quote another person's work in your STMA. You will be penalized for any act of plagiarism as per the AOU's rules and regulations.
Declaration of No Plagiarism by Student (to be signed and submitted by student with STMA work):
I hereby declare that this submitted STMA work is a result of my own efforts and I have not plagiarized any other person's work. I have provided all references of information that I have used and quoted in my STMA work.
Name of Student:………………………………..
Signature:…………………………………………...
Date:……………………………………………………
Question 1: (15 marks)
Distributed systems
This question is fifteen (15) marks worth.
The FTP (File Transfer Protocol) utility program is commonly used for copying files to and from other computers. These computers may be running at the same machine or at different machine. FTP is a general protocol that works on UNIX systems as well as a variety of other (non-UNIX) systems.
Nowadays, most operating systems and communication programs include some form of an FTP utility program, but the commands might differ slightly.
Today almost, all operating systems come shipped with a type of FTP program including windows OS.
This short TMA requires an implementation of a File Transfer Protocol using TCP sockets in JAVA. Only one command needs to be implemented in this program which is:
· PUT: Transfer a text file from client to a server
The client specifications for “PUT file name” command [5 marks]:
· The file name should be passed as argument to the client program when executed
· The client should connect to the server using TCP sockets on port “4000”, you can assume that the server is running on the local host machine.
· First, the client should send the command “PUT file name” to the server.
· Thereafter the client sends the text file line by line.
· Once the file transfer is finished the client closes the socket connection.
· You need to print on the client screen messages to show the progress of the file transfer command execution.
The Server specification for “PUT” command [5 marks]:
· The server should listen on port “4000”.
· Once a client connects to the server, the server should verify the command to be “PUT” and extract the file name. Then create a local file using the received file name.
· Thereafter the server start receiving the file from the client and write it in the file.
· Once the file transfer is finished the ser ...
PMexpo 2017 | Mapping the change, Fabio ArmaniPMexpo
Nel 2013 Jason Little ha pubblicato il libro “Lean Change Management”- metodologia di cui sono trainer e che utilizzo concretamente per effettuare le transizioni e/o le adoption Lean Agile. In questo talk vorrei raccontarmi le mie esperienze sul campo e mostrarvi ipotesi dei prossimi passi con particolare riguardo all'utilizzo di tecniche di Mapping del cambiamento.
I principali argomenti che tratterò sono i seguenti:
Esperienze concrete di Change Management.
Tecniche di mapping dell'impatto, degli Stakeholder e del cambiamento stesso.
Nuove prospettive di come co-creare il cambiamento nelle organizzazioni.
Inoltre, utilizzo le tecniche di Impact Mapping e User Story Mapping da parecchi anni per guidare il processo di definizione di Program e Product Backlog e/o di una roadmap collaborativa in cui Business e delivery possano far evolvere la vision in diversi scenari operativi guidati ad alto livello da un Business Model.
Sin da quando ho conosciuto l’approccio Lean Startup ideato da Eric Reis ho iniziato a sperimentarne l’utilizzo non solo per la realizzazione di prodotti o servizi, ma anche come un potente strumento per gestire il cambiamento all’interno delle organizzazioni e del loro ecosistema.
Hi my LinkedIn Network,
Coincided with my corporate sharing, I decided to publish my CBAP Learning Pack to the public titled "A Strategy to conquer CBAP Examination" to share my personal learning path with 3-month self study plan at the total cost of US$626.
This sharing is especially beneficial to those working in Business Analyst Career and aiming to pursue IIBA Certificates such as ECBA / CCBA / CBAP.
To receive all learning materials in addition to the slide deck, please drop me your email in the comment section below. You will get the following stuff:
1. CBAP_6 Knowledge Area Mind Map
2. CBAP_50 Techniques
3a. CBAP_Competencies
3b. CBAP_Competencies Mapping
4. CBAP_KA Input Output Mapping
5. CBAP_KA Stakeholder Guidelines Tools Mapping
6. CBAP_KA Techniques Mapping
7. CBAP_Perspectives
8. CCBA-CBAP-Application-Workbook-the-ba-coachv1.4
9. CBAP_KA BACCM Mapping
I hope these learning materials will aid your learning efforts and provide useful information and effective approaches to master BABOK knowledge in preparation for ECBA / CCBA / CBAP Examination.
Feel free to reach out to me via LinkedIn Messages or Email for inquiries.
Value stream mapping for complex processes (innovation, Lean, service design) Teemu Toivonen
A value steam mapping method for complex processes, which integrates many theory of inventive problem solving and service design concepts to traditional Lean thinking. This method is especially suited for services and digital processes.
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.
More Related Content
Similar to LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
Video: https://youtu.be/ky3159dqQ_o?t=30
Advances in Data science, Machine Learning, AI, Optimization and prediction are revolutionizing the way financial professionals are taking decisions. From sifting through large amounts of data to designing strategies to optimizing execution, technology has played a major role in changing the investment game! The 21st Century Financial Professional needs to be cognizant of the tsunami of changes that are changing the industry.
In this webinar, Sri Krishnamurthy, CFA, the President of QuantUniversity shares five key trends every financial professional needs to know about. Sri along with Dr.Gustavo Vicentini and Anish Shah, CFA will be leading a full day workshop on the theme on Feb 6th.
A Focus Group is a meeting that is conducted to obtain feedback on a particular topic from the point of view of a targeted participants. It is a type of interview that is made to a homogeneous group of people to collect their perception, opinions, feelings, ideas, and attitudes towards something.
TM298 Operating systemsArab Open University Short.docxjuliennehar
TM298: Operating systems
Arab Open University
Short Tutor-Marked Assignment (Spring 2019/20)
Cut-Off Date: 3 May 2020, 11:55 PM
Total Marks: 20
Contents
Warnings and Declaration……………………………………………………………………………….....1
Question1 (15 marks) ...….……………………………………………………………………..………….2
Question 2 (5 marks) ………………………………………………………………………………….…….3
Plagiarism Warning:
As per AOU rules and regulations, all students are required to submit their own STMA work and avoid plagiarism. The AOU has implemented sophisticated techniques for plagiarism detection. You must provide all references in case you use and quote another person's work in your STMA. You will be penalized for any act of plagiarism as per the AOU's rules and regulations.
Declaration of No Plagiarism by Student (to be signed and submitted by student with STMA work):
I hereby declare that this submitted STMA work is a result of my own efforts and I have not plagiarized any other person's work. I have provided all references of information that I have used and quoted in my STMA work.
Name of Student:………………………………..
Signature:…………………………………………...
Date:……………………………………………………
Question 1: (15 marks)
Distributed systems
This question is fifteen (15) marks worth.
The FTP (File Transfer Protocol) utility program is commonly used for copying files to and from other computers. These computers may be running at the same machine or at different machine. FTP is a general protocol that works on UNIX systems as well as a variety of other (non-UNIX) systems.
Nowadays, most operating systems and communication programs include some form of an FTP utility program, but the commands might differ slightly.
Today almost, all operating systems come shipped with a type of FTP program including windows OS.
This short TMA requires an implementation of a File Transfer Protocol using TCP sockets in JAVA. Only one command needs to be implemented in this program which is:
· PUT: Transfer a text file from client to a server
The client specifications for “PUT file name” command [5 marks]:
· The file name should be passed as argument to the client program when executed
· The client should connect to the server using TCP sockets on port “4000”, you can assume that the server is running on the local host machine.
· First, the client should send the command “PUT file name” to the server.
· Thereafter the client sends the text file line by line.
· Once the file transfer is finished the client closes the socket connection.
· You need to print on the client screen messages to show the progress of the file transfer command execution.
The Server specification for “PUT” command [5 marks]:
· The server should listen on port “4000”.
· Once a client connects to the server, the server should verify the command to be “PUT” and extract the file name. Then create a local file using the received file name.
· Thereafter the server start receiving the file from the client and write it in the file.
· Once the file transfer is finished the ser ...
PMexpo 2017 | Mapping the change, Fabio ArmaniPMexpo
Nel 2013 Jason Little ha pubblicato il libro “Lean Change Management”- metodologia di cui sono trainer e che utilizzo concretamente per effettuare le transizioni e/o le adoption Lean Agile. In questo talk vorrei raccontarmi le mie esperienze sul campo e mostrarvi ipotesi dei prossimi passi con particolare riguardo all'utilizzo di tecniche di Mapping del cambiamento.
I principali argomenti che tratterò sono i seguenti:
Esperienze concrete di Change Management.
Tecniche di mapping dell'impatto, degli Stakeholder e del cambiamento stesso.
Nuove prospettive di come co-creare il cambiamento nelle organizzazioni.
Inoltre, utilizzo le tecniche di Impact Mapping e User Story Mapping da parecchi anni per guidare il processo di definizione di Program e Product Backlog e/o di una roadmap collaborativa in cui Business e delivery possano far evolvere la vision in diversi scenari operativi guidati ad alto livello da un Business Model.
Sin da quando ho conosciuto l’approccio Lean Startup ideato da Eric Reis ho iniziato a sperimentarne l’utilizzo non solo per la realizzazione di prodotti o servizi, ma anche come un potente strumento per gestire il cambiamento all’interno delle organizzazioni e del loro ecosistema.
Hi my LinkedIn Network,
Coincided with my corporate sharing, I decided to publish my CBAP Learning Pack to the public titled "A Strategy to conquer CBAP Examination" to share my personal learning path with 3-month self study plan at the total cost of US$626.
This sharing is especially beneficial to those working in Business Analyst Career and aiming to pursue IIBA Certificates such as ECBA / CCBA / CBAP.
To receive all learning materials in addition to the slide deck, please drop me your email in the comment section below. You will get the following stuff:
1. CBAP_6 Knowledge Area Mind Map
2. CBAP_50 Techniques
3a. CBAP_Competencies
3b. CBAP_Competencies Mapping
4. CBAP_KA Input Output Mapping
5. CBAP_KA Stakeholder Guidelines Tools Mapping
6. CBAP_KA Techniques Mapping
7. CBAP_Perspectives
8. CCBA-CBAP-Application-Workbook-the-ba-coachv1.4
9. CBAP_KA BACCM Mapping
I hope these learning materials will aid your learning efforts and provide useful information and effective approaches to master BABOK knowledge in preparation for ECBA / CCBA / CBAP Examination.
Feel free to reach out to me via LinkedIn Messages or Email for inquiries.
Value stream mapping for complex processes (innovation, Lean, service design) Teemu Toivonen
A value steam mapping method for complex processes, which integrates many theory of inventive problem solving and service design concepts to traditional Lean thinking. This method is especially suited for services and digital processes.
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.
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
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
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
1. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
KMM CULTURAL
APPRAISAL & PRACTICAL
GUIDANCE FOR LEADERS
WHY WE’RE DOING IT
HOW WE AVOIDTHE RISKS OF SELF-REPORTING BIAS
AND HOW WE CAN USETHISTO BETTER SUPPORT LEADERS
2. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
WHY VALUES?
HOW CAN WE ASSESS?
WHAT CAN WE DO ABOUT IT?
3. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
TOPIC IS FOCUSED ON VALUES
• But I must provide some context for those new to the KMM, briefly
• This is not an explanation of the entire KMM
• Teodora’s LKNA18 presentation: https://bit.ly/2uRoKB1
• Teodora and David’s podcast - Agile Uprising: https://bit.ly/2yT4n8y
• Let’s start with - what’s the point?
4. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
THE GOAL IS FITNESS
FOR PURPOSE
To be able to find, satisfy and
keep customers
9. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
WHAT VALUES ARE WE TALKING ABOUT?
COLLABORATION
CUSTOMER
SERVICE
LEADERSHIP
RESULTS
REGULATORY
COMPLIANCE
AGREEMENT
12. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
WHAT’S THE DIFFERENCE
BETWEEN ORGANIZATIONS THAT
PURSUE FITNESS-FOR-PURPOSE
AND THOSE THAT DON’T?
13. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
WHAT DOES IT TAKE TO BE FIT-FOR-PURPOSE?
DISCIPLINE HUMILITY COOPERATION
STUDY SACRIFICE COURAGE
15. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
THEY DON’T KNOW
Training
Coaching
Implementation
THEY DON’T CARE
HOW DAREYOU SAY
THEY DON’T CARE?!?!
WHY AREN’T PEOPLE WILLING?
Yes, they care.
16. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
BUT THEY ALSO CARE ABOUT OTHER THINGS
21. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
HOW DO WE KNOW THE
VALUES PEOPLE HOLD?
22. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
THE RISKS IN USING SELF-REPORTED SURVEYS
• Bias
• Shame
• “Of course I care about…”
• Blind spots
• Language in the instrument vs.
national language and nuance
23. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
WE LOOK FOR EVIDENCE
DATA ARTIFACTS OBSERVATIONS ANECDOTES
Records to show they
actually care about it
Rituals and structures
they use to ensure
management of what
matters
What we train lead
appraisers to look for
Sure, self-reporting is
useful but it’s lowest
priority.
“In the last month this
happened ‘x’ times”
“Feature requests
clarify intended
purpose”
“Daily meetings dwell
on status updates”
“Last week my boss
told me to ignore this
customer”
24. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
HIERARCHY OF EVIDENCE
VALUE DATA ARTIFACTS OBSERVATIONS ANECDOTES
Transparency
Lead time run chart
viewed in SCR
Ticket status on wall
Capability charts in
public view
Mistakes discussed
in weekly reviews
Manager says she
tells customers
about conflicting
priorities that will
cause delays
Collaboration
Flow efficiency
reduction attributed
to cross-service
standups
No infinite queues
on aggregated team
Kanban
Manager from
downstream attends
Replenishment
meeting
Stories about
swarming on
delayed project
25. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
EXAMPLES OF EVIDENCE
• Current pilot appraisals
are gathering types of
evidence for the values
• Also collecting contra-
evidence
• Appraisers can use as a
guide for capturing
evidence
26. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
SCORING METHOD - ‘STRONG’ VS. ‘WEAK’
• Lower risk of putting words in people’s mouths
• Overcome language limitations
• Can keep collecting evidence until agreed upon assessment
• If people adjust behavior as a result of wanting to look like they do
care about this stuff, that’s great. It’s why we do this at all.
28. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
USING VALUES TO DRIVE ADOPTION
4Customer Intimacy
Competition
Short-term Results
3
Customer Service
Agreement
Deeper Understanding
Purpose
Balance
Leadership
Development
Regulatory Compliance
2
Respect
Flow
Basic
Understanding
TRANSITIONING: Low-disruption to ‘push’
TRANSITIONING: Low-disruption to ‘push’
TRANSITIONING: Low-disruption to ‘push’
CONSOLIDATING: Willingness - wait for ‘pull’
CONSOLIDATING: Willingness - wait for ‘pull’
CONSOLIDATING: Willingness - wait for ‘pull’
29. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
HOW TO INFLUENCE
WHAT PEOPLE VALUE?
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INFLUENCE: ACTS OF LEADERSHIP
DIRECT EXAMPLE SIGNAL INSPIRE
Tell people what you
want
Tell people what to do
Do things in the way
you want others to
Indirectly show
Indicate a gap and
create space for others
to solve
Explicit intent,
instructions,
expectations
The ‘Golden Rule’
“Does this move the
needle?”
“What we need now is
to make friends with
that department.”
32. Learn More: @smcgeeci kanbanmaturitymodel.com fitterforpurpose.com
INVITATION TO GET INVOLVED
• Talk to me
• Talk toTeodora
• Talk to David
• Join COYO pilot
• Ask for formal appraisal or informal assessment
• Take the training: anderson.leankanban.com/schedule/