Workshop conducted as a part of Converge Coimbatore 2019. The workshop focused on how our values and principles mould our mental models that can be witnessed in our practices.
Why I stopped coaching agility and so should you!Vishal Prasad
These slides are from my talk at the Agile India 2020 conference. In here, I present my work with identifying reasons that may hinder agility within organisations on account of certain actions by agile coaches and other hypothesis.
30 psychological truths that drive agile adoption and its failureCaoilte Dunne
How are the outcomes of children adopted post-World War II related to the success of your agile transformation? How can pressure to achieve high velocity actually cause its absence?
Everybody has a different agile story. Maybe yours is an amazing project where empowerment and accomplishment was a common occurrence. Maybe it is a never ending slog through awful days with occasional standups. This talk focuses on the drivers, flaws and systems of human behaviors that allow for both of these outcomes.
People are at the heart of agile and psychology. I combine both worlds - leveraging the work of over 30 noted psychologists including Watzlawick, Skinner, Maslow - to explore how people can cause agile adoption, agile failure and agile recovery. This talk not only covers how psychology suggests patterns to help people relate to one other but also how people use and abuse data both consciously and unconsciously.
After this presentation you should be able to look at your current project through a new lens. You will have the ability to identify and understand the gaps, and appreciate the things you, and your team, are doing right.
Kyiv Project Management Day 2017 Spring
-------------------------
Анна Мамаєва «Retrospective: Total Recall»
-------------------------
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
Why I stopped coaching agility and so should you!Vishal Prasad
These slides are from my talk at the Agile India 2020 conference. In here, I present my work with identifying reasons that may hinder agility within organisations on account of certain actions by agile coaches and other hypothesis.
30 psychological truths that drive agile adoption and its failureCaoilte Dunne
How are the outcomes of children adopted post-World War II related to the success of your agile transformation? How can pressure to achieve high velocity actually cause its absence?
Everybody has a different agile story. Maybe yours is an amazing project where empowerment and accomplishment was a common occurrence. Maybe it is a never ending slog through awful days with occasional standups. This talk focuses on the drivers, flaws and systems of human behaviors that allow for both of these outcomes.
People are at the heart of agile and psychology. I combine both worlds - leveraging the work of over 30 noted psychologists including Watzlawick, Skinner, Maslow - to explore how people can cause agile adoption, agile failure and agile recovery. This talk not only covers how psychology suggests patterns to help people relate to one other but also how people use and abuse data both consciously and unconsciously.
After this presentation you should be able to look at your current project through a new lens. You will have the ability to identify and understand the gaps, and appreciate the things you, and your team, are doing right.
Kyiv Project Management Day 2017 Spring
-------------------------
Анна Мамаєва «Retrospective: Total Recall»
-------------------------
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
Developing an Agile Mindset - Agile York - 20th MayPaddy Corry
Developing an Agile Mindset can be purposeful. We can triple distil Beliefs Values and Principles, and let those ideas mature to help develop an Agile Mindset in ourselves and others.
Organisations, like software do have defects and need a tool that can help you see them. Scrum is such a tool, like the debugger is for software. The Scrum Master must dare to challenge the organisation..
Why so many Agile projects are failing? Have we looked at what our teams are missing. Are we learning quickly? Have we deployed the growth mindset/ Agile Mindset.
Agile Mindset : The Paradigm Shift..! - Agile Tour Algiers 2017Taoufik Fekhar
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
Intro to Agile Mindset (Presentation for RMIT SWITCH)Jochy Reyes
How do you teach young uni students the Agile Mindset? Using the morning activities (story mapping) concept, we've discussed ideas of delivering value, thin slices and inspecting and adapting. Presented as part of the RMIT Switch bootcamp (August 6, 2018).
by Dermot Kilroy, GoCompare.
The Agile Manifesto captured the mindset of 17 software delivery thought leaders in how they wanted to deliver software. Since then the agile landscape has exploded with all sorts of different tools, techniques and practices.
In my experience the adoption of agile focuses heavily on implementing the processes, tools and techniques. But, true agility is achieved by the people within the organisation adopting the agile mindset.
This talk is all about the agile journey GoCompare has taken and, more importantly, contains an experience report of developing an agile mindset at all levels of the organisation.
From the FreshTech 2017 conference by TechExeter
www.techexeter.uk
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles.
This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
The people who will succeed today are those who figure out how to benefit from, or take advantage of, continuous disarray, disorder and disruption. In this webinar, Bill Jensen will identify the habits most necessary for success in today’s world full of disruption. Attendees will learn from disruptive heroes about how they have become masters of disruption simply because they refuse to accept the status quo.
Attendees of this webinar will learn:
Five habits most necessary for success in a disruptive world.
The how-tos and why-musts of disruption.
Key lessons from disruptive heroes about how they are changing the game.
Developing an Agile Mindset - Agile York - 20th MayPaddy Corry
Developing an Agile Mindset can be purposeful. We can triple distil Beliefs Values and Principles, and let those ideas mature to help develop an Agile Mindset in ourselves and others.
Organisations, like software do have defects and need a tool that can help you see them. Scrum is such a tool, like the debugger is for software. The Scrum Master must dare to challenge the organisation..
Why so many Agile projects are failing? Have we looked at what our teams are missing. Are we learning quickly? Have we deployed the growth mindset/ Agile Mindset.
Agile Mindset : The Paradigm Shift..! - Agile Tour Algiers 2017Taoufik Fekhar
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
Intro to Agile Mindset (Presentation for RMIT SWITCH)Jochy Reyes
How do you teach young uni students the Agile Mindset? Using the morning activities (story mapping) concept, we've discussed ideas of delivering value, thin slices and inspecting and adapting. Presented as part of the RMIT Switch bootcamp (August 6, 2018).
by Dermot Kilroy, GoCompare.
The Agile Manifesto captured the mindset of 17 software delivery thought leaders in how they wanted to deliver software. Since then the agile landscape has exploded with all sorts of different tools, techniques and practices.
In my experience the adoption of agile focuses heavily on implementing the processes, tools and techniques. But, true agility is achieved by the people within the organisation adopting the agile mindset.
This talk is all about the agile journey GoCompare has taken and, more importantly, contains an experience report of developing an agile mindset at all levels of the organisation.
From the FreshTech 2017 conference by TechExeter
www.techexeter.uk
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles.
This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
The people who will succeed today are those who figure out how to benefit from, or take advantage of, continuous disarray, disorder and disruption. In this webinar, Bill Jensen will identify the habits most necessary for success in today’s world full of disruption. Attendees will learn from disruptive heroes about how they have become masters of disruption simply because they refuse to accept the status quo.
Attendees of this webinar will learn:
Five habits most necessary for success in a disruptive world.
The how-tos and why-musts of disruption.
Key lessons from disruptive heroes about how they are changing the game.
The Leader's Guide Workshop - Pivotal Labs TokyoJeana Alayaay
These are the slides that were used for the 3rd Leader's Guide Workshop that was help at Pivotal Japan on Friday, 6/17/16. The content was developed by Janice Fraser, the Director of People for Pivotal. It is based on The Leader's Guide by Eric Ries and is officially endorsed by him.
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
When considering what makes a great product designer we often make the mistake of lumping a wide range of skills under one role. This might make writing a job description easier but it makes it harder to focus on what needs to be done and how to get the best out of product design roles. Identifying the right skills for the right role, and aligning that with the product vision is of critical importance. In this workshop, we’ll be focusing on the day to day skills a designer needs to have to address the challenges in a world of ever-evolving products.
What activities will you be participating in during this workshop?
- Explore the evolving role of the product designer.
- Understanding where your company sits on the product design and digital evolution scale, and what this means for you.
- Learn how high-performing product teams align their product vision, strategy and priorities to deliver results.
- Develop a model to reliably select the right priorities and metrics to measure the performance of your product design
- Understanding how to use customer feedback to drive results and unblock obstacles.
- Learn how to work with others on your team to navigate through the inevitable challenge of change.
What will you take away from this workshop?
Lifelong skills in understanding product design and how it fits into an organization. Flexible and versatile models for managing your path through fast-changing organizations and dynamic product environments. Product design management skills to build a stronger team whether you’re an individual contributor or a team leader. The knowledge that will help you find a better fit, or better role, in your current or future organization.
Recruitment trainer Nicky Coffin talks though 6 steps to high billing success. Includes staying focused on key tasks, quarterly achievements and pro actively making long term gains in your business
Business is a ‘Game of Inches’ and not a one off event. 99% of successes come from many small, practical steps rather than the single ‘Eureka’ idea. Ask your people to invent the next iPhone and they get paralysed by the pressure. Give them achievable processes for everyday small-scale innovation and they can achieve greatness.
Having interviewed well over a 100 Australian business leaders, owners and entrepreneurs, definite patterns stand out. There are very actions they all take and behaviours they all adopt. It is clear that success is not about you you are but what you do.
As a result here's a short workbook which summaries these actions and behaviours into practical, down-to-earth advice. No gurus, No BS, just accessible know how from successful people doing really well on the front line of business.
The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face.
Growing your business is as much a science as it is an art. Find out what parts of your business can be organized better for growth - right here in this deck!
See more at http://lifeinsixth.com
Breakthrough Consumer Experience – Revolutionizing Our Organization to Deliver Value
“There is only one boss. The customer; and he can fire everybody in the company from the chairman on down, simply by spending his money elsewhere.” …
(Sam Walton founder of Walmart)
In today’s volatile market, Consumer focused experience is the single driver for long term survival. Companies such as Facebook, Amazon, Google, John Deere and Salesforce figured out the approach to sustainable product development: they revolutionized their minimal consumer experience (MVE) applying Lean Startup, Design Thinking, Agile Product Development, Continuous Delivery and DEVOPS. The successful integration of these breakthrough concepts is at the heart of long term success whether your company is in the Software industry, Retail, Health, IT or government.
In an eye-opening presentation based on his global experience, having worked with Fortune 100 companies as United Health Group, Intel, Philips, Volvo, Citi, Michael shares the essential ingredients that will help guide you through the MVE journey.
The presentation will invigorate you to rethink your organization; How to move from legacy operational models (sales, operations, engineering, marketing, finance and product) to a unified cross functional task force; driving innovation, creativity and delivering value to customers!
“The average lifespan of a company listed in the S&P 500 has shrunk by more than 50 years in the last century, from 67 years in the 1920s to 15 years today”… (Yale professor Richard Foster).
Make sure you last! Take one step to revolutionize your organization today – invite Michael to inspire your journey to transformation.
• Applying Lean Agile / Startup concepts with Agile development teams in the bigger organization
• Tying UX excellence - design thinking with Agile development teams
• Identifying opportunities for enhancing the agile development offering to business
Discussing Design Without Losing your Mind [Code and Creativity 10/7]Aaron Irizarry
Getting feedback from clients, teams, and stakeholders can be terrifying. We’ve all had our designs berated during painful meetings that result in nothing actionable or useful.
This presentation provides tips and techniques for improving the conversations you have surrounding design with your teams, clients, and organizations.
[Shorter Version] Agility in the world of ITeS Business - Regional Scrum Gath...Vishal Prasad
Shorter version of the talk earlier delivered at the Kanban India 2023 Conference. This presentation is from the 30 min talk presented during the Regional Scrum Gathering 2024 in Pune organised by the Agile Practitioners Group of India (APGI).
Embracing DEI Enhances Agility - Agile India 2023Vishal Prasad
Talk by Tina Vinod and me at the Agile India 2023 conference arguing how embracing diversity, equity, and inclusion enhances an organisation's agility.
Agile leadership day workshop conducted at Wiley. This workshop covered the basics of Agile Software Development and an introduction to Business Agility. The workshop also included discussion about various Scaling Frameworks available in the industry under the Agile umbrella.
The fight-or-flight response is a physiological reaction that occurs in response to a perceived harmful event, attack, or threat to survival. The current situation doesn't seem any different when it comes to threat to survival. We however deal with not one but two threats; while the primary threat is more direct with regards to a deadly virus, the second threat is seems more inevitable and drastic due to the way humanity has evolved over the years - economics.
As more and more governments & healthcare professionals take a stand to fight the virus with temporary lockdowns(flight response), a substantial quanta also takes a stand to revive the economy. Governments & industrialists alike have been working on strategies to not only arise from this situation but also be stronger than before to recover their losses (fight response). Although history hasn't been kind to the tribes with a fight response, our current flight response doesn't seem very bright either.
Which brings us to the question, will the new normal ever be the same as the normal we once called, "normal"?
In this 15 minute talk I plan to present 3 aspects when it comes to formulating goals that define a business in the new normal:
1) What will the new organisation goals look like? Their possible structure and effects.
2) What will the new product goals look like? The new definition of customer centricity.
3) What will the new individual goals look like? The autonomy, mastery, and purpose.
The idea of this talk is to explore the possibilities of the new and embrace the change
As presented during the Agile India 2019 Conference.
I started this talk by asking if there were people in the room who believed that experiments were don't work and were a waste of time. A few hands went up in the air so I listed a few inventions of the past which were results of experimentation.
This is where I defined the terms experiment, experimentation, and mindset as these were crucial to address SLICE. SLICE is not a framework I said, rather 5 steps needed to run successful experiments; and it's not very different than the Scientific Method that has been in existence since the 19th century. SLICE is merely an old wine in a new bottle, but it's a new bottle, that's innovation.
SLICE focuses on simplifying the the process of running experiments so that anyone can do it and it spells of the attitudes (mindset) required for experimentation. The 5 steps of SLICE are, Select - Learn - Implement - Chronicle - Expand. Select a hypothesis to run an experiment, learn more about it, implement is, chronicle the results, and expand by repetition of the experiment.
Out of the many attitudes that define the experimentation mindset, I defined 3:
1) Learn to fail
2) Don't hate what you don't understand
3) Thought experimentation
I provided examples of each of these and summarised as I finished my talk.
Repeating the "Quality Debate" @ Agile Gurugram 2019 ConferenceVishal Prasad
My presentation slides from the Agile Gurugram 2019 Conference. Here I discuss the value of quality and how dysfunctions may affect it.
Every team is focused towards delivering quality, no one wakes up in the morning with an idea to introduce defects, we naturally ideate to solve problems. Unknowingly though, dysfunctions always creep in and identifying a dysfunction is extremely difficult especially when you are a part of the dysfunction. The context of defect severity and how these may create an illusion of quality; how accountability of a single person (e.g.: Product Owner) may result in a "Lack of Commitment" dysfunction; and how cost is not proportional to quality especially when it comes to delivering virtual products and services related to it.
My presentation slides from the Pune UnConference 2018. Here I discuss the value of quality and how dysfunctions may affect it.
Every team is focused towards delivering quality, no one wakes up in the morning with an idea to introduce defects, we naturally ideate to solve problems. Unknowingly though, dysfunctions always creep in and identifying a dysfunction is extremely difficult especially when you are a part of the dysfunction. The context of defect severity and how these may create an illusion of quality; how accountability of a single person (e.g.: Product Owner) may result in a "Lack of Commitment" dysfunction; and how cost is not proportional to quality especially when it comes to delivering virtual products and services related to it.
Managing requirements with user storiesVishal Prasad
User stories have become the trend in the agile software development community to manage requirements. This presentation provides a gist of the requirements management process using user stories, specification by examples, behavior driven development, and acceptance test driven development.
With the buzz around agile software development, let's take some time out and see what waterfall software development really meant and were you ever truly waterfall
Agile Principle # 12 defines that at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. From Scrum to Kanban and other agile frameworks, this is accomplished through retrospectives and continuos improvement processes. The key to being a successful agile practitioner is to identify areas of improvement and then experiment ways of improving it. But it doesn't stop there; positive improvements ultimately become success stories for other teams and motivates them to experiment with newer ideas which eventually leads to innovation. A negative outcome isn't bad either since it adds to the experience of situations where ideas may not apply. Thus the key to this process lies in being a child, an explorer, and inculcate an experimentation mindset. The SLICE framework addresses this in the following way:
Share: Share an area of improvement
Learn: Explore the area for ways of improvement
Implement: Search & apply the learning to identify the success factors
Collateral: Publish blogs, white papers, presentations, etc. as observations of the implementation
Expansion: Grow, Seed, and Split in order to explore new venues for success
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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
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.
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
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.
3. What is Invisible?
Treated as if unable to
be seen; ignored or
not taken into
consideration.
I see all your
faces I have no
idea what
you’re thinking.
4. In the next 60 minutes ...
I want to know what you’re
thinking
5. In the next 60 minutes ...
I want to know what you’re
thinking
And I want you to think!
9. Decision Making!
It leads to results.
● The results however are hypothesis or wishful thinking
● In other words, invisible when a decision is made
10. Decision Making!
It leads to results.
● The results however are hypothesis or wishful thinking
● In other words, invisible when a decision is made
● However, these are guided by our choices (axioms)
11. Decision Making!
It leads to results.
● The results however are hypothesis or wishful thinking
● In other words, invisible when a decision is made
● However, these are guided by our choices (axioms)
● What helps with our choices?
12. What is a Mental Model?
A mental model is an explanation of someone's thought
process about how something works in the real world. It is a
representation of the surrounding world, the relationships
between its various parts and a person's intuitive perception
about his or her own acts and their consequences. Mental
models can help shape behaviour and set an approach to
solving problems and doing tasks.
13. Our choices are based around ...
Practices
(Visible)
Values
(Invisible)
Principles
(Invisible)
Practices may differ for the same set of values & principles
16. Scenario 1.
A major bank approaches your
organisation with an idea that’ll
change the face of the banking
industry. They offer to pay the highest
billing rates and allow all modern
practices. Their only demand is to build
the product in COBOL else it’s a no
deal. What will you do as a service
provider?Source: pexels.com
17. Scenario 2.
The project that your team is working
on is late. Pressure from the client to
deliver is increasing. In order to save
time and gain productivity the team
decides to stop a few practices. Which
of your agreed practices according to
you can be stopped to gain maximum
productivity?
Source: pexels.com
18. Scenario 3.
Your team is about to release a feature
in a few hours. Your very efficient QA
finds two UI defects and reports them.
Now the QA is adamant to get it fixed
but there's not enough time. The team
speaks with the Product Owner and
the Product Owner is convinced that
these are minor defects. What would
you do in this situation?Source: pexels.com
19. Scenario 4.
You have 20 user representatives in a
room. Your Product Owner has been
trying to bring them to agree on a
priority since 3 hours and failed. 5
hours left and things don’t seem to
improve. Your team has taken a break
to inspect and adapt, what do you
suggest should be done next?
Source: pexels.com
20. Scenario 5.
The team is frustrated with its
Business Analyst because the user
stories provided are not detailed
enough. Usually it’s just a bunch of one
liners on a card and most of the story is
derived during backlog refinement
meetings. What do you suggest the
feedback should be for this person?
Source: pexels.com
