The Future of Agile | Closing keynote at the 2019 Agile for Business Forum Edwin Dando
I was asked to present on The Future of Agile - a reasonably dubious topic at the best of times. I only had 30 minutes so it was a very quick-fire presentation. In essence, my message was the future is bright, but "agile" has become highly fragmented and means many things to many people. The word "agile" is tainted and meaningless, as it has been twisted and bent by Johnny-come-lately's intent of cashing in on the latest trend, without actually understanding it.
Future of Agile - Keynote at Agile for Business Conference Nov 2019 Edwin Dando
I was asked to deliver a keynote on my views of the future of Agile. I see agile organisations using a decentralized model, empowering teams to work directly with customers and in this talk reference the Haier micro-enterprises model as a successful implementation of this.
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
The Future of Agile | Closing keynote at the 2019 Agile for Business Forum Edwin Dando
I was asked to present on The Future of Agile - a reasonably dubious topic at the best of times. I only had 30 minutes so it was a very quick-fire presentation. In essence, my message was the future is bright, but "agile" has become highly fragmented and means many things to many people. The word "agile" is tainted and meaningless, as it has been twisted and bent by Johnny-come-lately's intent of cashing in on the latest trend, without actually understanding it.
Future of Agile - Keynote at Agile for Business Conference Nov 2019 Edwin Dando
I was asked to deliver a keynote on my views of the future of Agile. I see agile organisations using a decentralized model, empowering teams to work directly with customers and in this talk reference the Haier micro-enterprises model as a successful implementation of this.
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
Presentation led by David Gurteen from Gurteen Knowledge within the 'Individual' stream of the World Class theme at the APM Project Management Conference 2016
Agile 2012 - An Agile Adoption and Transformation Survival GuideMichael Sahota
This survival guide (based on book) will provide you with essential mental models and a framework to navigate safely through the treacherous jungle of Agile adoption and transformation.
As much of the Agile adoption failure is a result of not understanding organizational culture, you will learn how to use the Schneider model to assess your organization.
The presentation is about business planning and how to write a business plan. For most of the start-ups agile and lean approach is much better than business plan, but for some traditional industries and more mature companies a business plan is still a tool to use.
In the presentation you will find all the relevant information why to write a business plan and how to do it. You will get the necessary knowledge how to write a business plan based on the following structure:
1. Company purpose
2. Market analysis
3. Marketing plan
4. Intellectual property
5. Production plan
6. Risk mitigation
7. Team
8. Timeline
9. Financial plan
10. Appendixes
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Agile Culture and Adoption Survival Guide @ Agile New EnglandMichael Sahota
Culture is critical for understanding how to succeed with Agile. We will explore culture and how Agile impacts organizations. In this session, you will learn the Schneider culture model and how it can be applied to make changes that align with your organization's culture. We will also explore Agile adoption and transformation approaches in the context of culture.
Please contact me if you would like PPT.
Agility as a process is well understood today in feedback generating iterations or as a flow. Agility as a structure is becoming better understood through cross-functional teams working collaboratively. However, Agility as a culture has very little exposure - yet culture impacts every attempt at agility.
This session provides a language for organizational culture, its impact on agility, and examples where exposing culture has aided adoption. We explore cultures within single organizations, sub-cultures across boundaries within larger organizations, and cultures bridging a corporate merger.
Comprehensive Analysis of ETA Engineering's Organizational Culture in 2012: A...Motoor Mohammed Muzammil
In 2012, a comprehensive study was conducted to dissect the organizational culture of ETA Engineering. This research employed a range of robust statistical tools, including Chi-square test, Ranking Method, Percentage Ranking, and Weighted Average. The objective was to provide a deep, data-driven understanding of the cultural dynamics within the organization during this pivotal year.
Key Methodologies:
Chi-square Test: This statistical tool was applied to determine the association between different cultural attributes and their significance within the organizational framework. By analyzing observed and expected frequencies, it helped identify areas of notable deviation.
Ranking Method: A structured approach was used to assess and rank various cultural dimensions based on their perceived importance and impact. This method facilitated a systematic evaluation of cultural elements.
Percentage Ranking: This method provided a quantitative assessment of cultural factors, allowing for a clear understanding of their relative significance in influencing organizational dynamics.
Weighted Average: By assigning weights to different cultural indicators based on their relative importance, a comprehensive score was calculated. This method allowed for a nuanced evaluation of the overall cultural landscape.
Significance of the Study:
This study holds immense significance for ETA Engineering. It provided a detailed, data-backed insight into the organizational culture of the company in 2012. The findings serve as a valuable resource for strategic decision-making, enabling the organization to leverage its cultural strengths and address potential areas of improvement.
The rigorous application of statistical tools ensured that the conclusions drawn were robust and reliable, offering a solid foundation for any ensuing cultural interventions or initiatives.
Transformation vs adoption agile india 2014 :How to use the Culture ModelEbin John Poovathany
This presentation is about getting to know about the culture models and the impact of that in the agile transformation and adoption. You will get some easy to use and handy tools which can be used to turn around your transformation and Adoption.
Presentation led by David Gurteen from Gurteen Knowledge within the 'Individual' stream of the World Class theme at the APM Project Management Conference 2016
Agile 2012 - An Agile Adoption and Transformation Survival GuideMichael Sahota
This survival guide (based on book) will provide you with essential mental models and a framework to navigate safely through the treacherous jungle of Agile adoption and transformation.
As much of the Agile adoption failure is a result of not understanding organizational culture, you will learn how to use the Schneider model to assess your organization.
The presentation is about business planning and how to write a business plan. For most of the start-ups agile and lean approach is much better than business plan, but for some traditional industries and more mature companies a business plan is still a tool to use.
In the presentation you will find all the relevant information why to write a business plan and how to do it. You will get the necessary knowledge how to write a business plan based on the following structure:
1. Company purpose
2. Market analysis
3. Marketing plan
4. Intellectual property
5. Production plan
6. Risk mitigation
7. Team
8. Timeline
9. Financial plan
10. Appendixes
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Agile Culture and Adoption Survival Guide @ Agile New EnglandMichael Sahota
Culture is critical for understanding how to succeed with Agile. We will explore culture and how Agile impacts organizations. In this session, you will learn the Schneider culture model and how it can be applied to make changes that align with your organization's culture. We will also explore Agile adoption and transformation approaches in the context of culture.
Please contact me if you would like PPT.
Agility as a process is well understood today in feedback generating iterations or as a flow. Agility as a structure is becoming better understood through cross-functional teams working collaboratively. However, Agility as a culture has very little exposure - yet culture impacts every attempt at agility.
This session provides a language for organizational culture, its impact on agility, and examples where exposing culture has aided adoption. We explore cultures within single organizations, sub-cultures across boundaries within larger organizations, and cultures bridging a corporate merger.
Comprehensive Analysis of ETA Engineering's Organizational Culture in 2012: A...Motoor Mohammed Muzammil
In 2012, a comprehensive study was conducted to dissect the organizational culture of ETA Engineering. This research employed a range of robust statistical tools, including Chi-square test, Ranking Method, Percentage Ranking, and Weighted Average. The objective was to provide a deep, data-driven understanding of the cultural dynamics within the organization during this pivotal year.
Key Methodologies:
Chi-square Test: This statistical tool was applied to determine the association between different cultural attributes and their significance within the organizational framework. By analyzing observed and expected frequencies, it helped identify areas of notable deviation.
Ranking Method: A structured approach was used to assess and rank various cultural dimensions based on their perceived importance and impact. This method facilitated a systematic evaluation of cultural elements.
Percentage Ranking: This method provided a quantitative assessment of cultural factors, allowing for a clear understanding of their relative significance in influencing organizational dynamics.
Weighted Average: By assigning weights to different cultural indicators based on their relative importance, a comprehensive score was calculated. This method allowed for a nuanced evaluation of the overall cultural landscape.
Significance of the Study:
This study holds immense significance for ETA Engineering. It provided a detailed, data-backed insight into the organizational culture of the company in 2012. The findings serve as a valuable resource for strategic decision-making, enabling the organization to leverage its cultural strengths and address potential areas of improvement.
The rigorous application of statistical tools ensured that the conclusions drawn were robust and reliable, offering a solid foundation for any ensuing cultural interventions or initiatives.
Transformation vs adoption agile india 2014 :How to use the Culture ModelEbin John Poovathany
This presentation is about getting to know about the culture models and the impact of that in the agile transformation and adoption. You will get some easy to use and handy tools which can be used to turn around your transformation and Adoption.
This is a talk about how to identify and differentiate between Transformation and Adoption. Many change agents and companies are using this term interchangeably. This talk is a sincere effort to bring out the subtle difference between the two.
We will also discuss about some advantages and disadvantageous of Adoption and Transformation. We will also look at some criteria to select a suitable model that can work for you. The discussion will be mainly based on Schneider model and impact of organization culture on change management.
We will discuss about different agile adoption patterns and change patterns. We will also focus on how different is Scrum and Kanban, on what scenario it yields the best results.
This talk will give you very pragmatic, easy to use, handy tools and checklists which can be used to analyze and improve your current state of change management.
Money, Process, and Culture- Tech 20/20 June, 2012Adrian Carr
A talk about Company Culture, Software, People, Lean Thinking, Agile Software.
This is the Powerpoint for a talk I gave at Tech2020, in Oak Ridge, Tennessee in June, 2012.
Transitioning to an Omnichannel Culture by Using the Cultural Middleware™ App...Barry C. Collin, IDSA
Goals: Provide both companies seeking to become omnichannel and software vendors providing the enterprise tools to facilitate omnichannel culture with an introduction including:
- Perspectives
- Understanding
- Tools to ensure successful implementation
... of an Omnichannel Culture.
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
Many organizations have long term employees retiring and find themselves needing to be competitive to fill key roles. Schools are teaching new ways of working that include working as part of a team, and using Agile methods.
In this one hour webinar we will explore how hiring practices and working environments need to change in order to attract and retain top talent in today's competitive market.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Keys to crafting an effective agile culture (svcc, 10.15)Ron Lichty
What differentiates a successful software development culture?
Among successful cultures, what makes an agile one stand out?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.
Culture eats strategy for lunch? Hah—not this time! Ancestry.com has undergone a significant and rapid transformation to continuous delivery and business agility in less than three years—and they are not done yet. Today, Ancestry has a culture significantly different from what it used to, made possible by the adoption of new practices, tools, organizational changes, management involvement, and dramatic shifts in mindset. Adopting Agile development was the catalyst, but much more had to be mixed in to create their own flavor of DevOps and continuous delivery. This talk will focus on the specific challenges, phases, and actions taken during Ancestry’s cultural metamorphosis. Come listen to how Ancestry has beaten the culture monster so you can too!
This deck was presented in Discuss Agile 2016 on 7th May. The the talk was about how to understand you your culture and design transformation for the better results.
The slide deck I have used in Discuss Agile conference @Delhi. This was a workshop with couple of activities, for a duration of 90 minutes. If you want to know more about the activities, get in touch with me.
This is a slide deck I used in one of my workshop in Scrum Bangalore meet-up. If anyone interested to understand more about the activity, do get in touch with me.
This presentation is about using the concept of Default Future to enable your transformation. Use the Deafault Future concept to create a shared owned vision. This concept can be applied to improve personal life as well as professional life.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
2. Agenda
• Impact of Organization culture on Agile
Adoption
– Understanding Schneider model
• Understanding your Organization culture
– Understanding you company culture
• How to decide the model
– How to identify the model that works!
• How to make the culture work for you
3. All models are wrong, but some
are useful! :George Box
All models are useful, but some fail
faster than others :Jurgen Appelo
4. • Learning how to make a decent cofee is
adoption ; Becoming a barista is a
transformation.
• Adoption changes only what you do.
Transformation changes what you are.
5. • The Agile community suffers a significant
confusion between adoption and
transformation.
• Sadly, majority of the change agents talk of
adopting Agile and not about transforming the
culture of a company to support the Agile
mindset.
6. • It requires understanding the current culture
• Applying different models
• Adapting new ideas to fit in traditional contexts
• Shortening feedback cycles
• Addressing both the people and their environment
• Alternating between continuous change and radical
change
• Experimenting in safe-to-fail ways
• Lots of coffee
What it takes?
7.
8. The Schneider Culture Model defines
four distinct cultures:
1. Collaboration culture is about working
together
2. Control culture is about getting and keeping
control
3. Competence culture is about being the best
4. Cultivation culture is about learning and
growing with a sense of purpose.
9. Culture Model Lets Us Ask Useful
Questions
• What is the culture in my company now?
• How well is the culture aligned with Agile?
• What problems can I expect due to
misalignment?
10. • The first step in mitigating a problem is to
acknowledge that you have one.
• If you do not manage culture, it manages you.
11.
12.
13. Source: An Agile Adoption and Transformation Survival Guide By Michael Sahota
14. Software Craftsmanship is about
Competence
• We as a community of software professionals
do need to pay attention to Competence and
technical excellence for long term
sustainability.
• The main sentiment is about working together
with customers to produce valuable software
that solves real problems.
• Not just code monkeys!
15. Working with Your Culture
Source: An Agile Adoption and Transformation Survival Guide By Michael Sahota
16. Making the culture work!
• Control Culture –> Lead with Kanban
• Competence Culture –> Lead with Software
Craftsmanship
• Collaboration or Cultivation Culture –> Lead
with aspects of Agile that align with the
organizations culture. e.g. Vision and
Retrospectives for Cultivation Culture.
17. Understanding Culture
• The implication here is that it is not possible
to just switch over from a Control culture to
an Agile one.
• A central premise of Schneider’s book is that it
is essential to work with the existing culture
rather than oppose it.
18. suggestions for using cultural
information to guide decision-making:
• Evaluate key problems in the context of culture.
Sometimes changes are needed to bring the culture
into alignment with the core culture.
• Sometimes the culture is too extreme (e.g. too much
Cultivation without any controls – or vice versa!), and
elements from other cultures are needed to bring it
back into balance.
• Consider the possibility of creating
interfaces/adapters/facades to support mismatches
between departments or groups.
20. • Option #1 illustrates that the easiest option is
to work with the existing dominant culture (in
this case Control).
• Option #2 is to carefully explore adjacent
cultures in ways that support the core culture
of the group.
• The idea here is to work with the culture, and
not to fight against it.
21. Source: An Agile Adoption and Transformation Survival Guide By Michael Sahota
22. Adoption of Agile Practices in
Mismatched Culture
• The guidance provided by Schneider is to
identify practices that support the dominant
culture of the company or group rather than
to try and change it.
• It is all about making your culture work.
23. Summary
• Schneider Culture Model – an easy-to-use tool
for assessing culture in your company.
• You can use the cultural fit model to decide
what approach - Agile, Kanban, or Software
Craftsmanship - will best fit with your
organization if you want to work with the
existing culture.
27. References
• William Schneider’s book [Schneider - The Reengineering
Alternative: A plan for making your current culture work
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