Presentation to the National Association of State Chief Administrators Roundtable in Ohio covering Washington State Government and WA Dept. of Enterprise Services Lean journey.
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.
The document discusses fostering self-organizing teams. It covers several models for skills acquisition, team development, and leadership approaches. These include the Dreyfus model, Tuckman's stages of group development, and situational leadership. It also outlines attributes of self-organizing teams such as supportive context, goals, and diverse skills. The role of the ScrumMaster in enabling team autonomy is discussed through progressive delegation.
Agile speaks of putting people first; however in my experience, people are the poor stepchild to process and tools. It’s not about getting scrum teams “more agile” it’s about shaping the organization's culture to support agile development. It’s necessary to understand the areas needed to create a culture that supports agile development. We have to wonder, are we asking ourselves the right questions? How do we engage our staff to create an agile workforce? How do we hire the right people? What is a manager's role in this new self-organized culture? How do we motivate those people? How do we connect them with the customer? It’s about embodying the spirit of agility to get all the magic of a startup and scaling that across a large organization.
In this session, we will talk about building your organization’s culture to support scaling organizational agility to keep the team passionate and purposeful.
Format: Presentation
Target Audience: Agile Coaches, Human Resources, Leaders, and Change Agents
Strength in Numbers: Improving from the Bottom-UpKaiNexus
A webinar by Mark Graban - July 27, 2017
Amongst other topics:
In this webinar, you'll learn:
Where your best ideas for improvement come from
Why bottom-up improvement is a critical component of an improvement culture
The ROI of engaging everyone in improvement
How to engage more staff in improvement
How to keep up with all of those new ideas
Succeeding as a New Leader in TechnologyNate Brown
Navigating the transition from individual contributor to leader can be a difficult endeavor if you are not properly prepared. This transition represents a paradigm shift on many different levels. As you progress in your career, you will undoubtedly encounter this transition. You must be mentally and emotionally prepared to change behaviors and thought patterns that you may have developed over your career to that point.
We will discuss some tips that I have gleaned form my own experience in transitioning from software engineer, to software engineering manager, to director of software engineering.
This document discusses 11 steps for high-performing teams: 1) Purpose 2) Vision 3) Values 4) DNA 5) Strategic Drivers 6) Roadmap 7) Objectives 8) Visual Management 9) Operating Rhythm 10) Continuous Improvement 11) Metrics. It provides details on each step and emphasizes the importance of alignment, direction, rhythm and review for teams to perform at their best. Examples are given for how different organizations have implemented various steps like visual management and continuous improvement.
Description of Project Leadership, Project Team Definition, Project Leadership Styles, Difference between Management and Leadership, Skills for Project Leadership, Research and Analysis, Democratic style, Presetting style, Conflict management, Proposing changes
Delivery Excellence in software Product DevelopmentChandan Patary
The document discusses how organizations can improve productivity through effective project governance and metrics-driven decision making. It explains that tracking key productivity parameters and demonstrating value to stakeholders through data can help maximize efficiency and minimize risks. Effective governance includes change management, requirement management, and benefit realization to increase output and knowledge building over time.
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.
The document discusses fostering self-organizing teams. It covers several models for skills acquisition, team development, and leadership approaches. These include the Dreyfus model, Tuckman's stages of group development, and situational leadership. It also outlines attributes of self-organizing teams such as supportive context, goals, and diverse skills. The role of the ScrumMaster in enabling team autonomy is discussed through progressive delegation.
Agile speaks of putting people first; however in my experience, people are the poor stepchild to process and tools. It’s not about getting scrum teams “more agile” it’s about shaping the organization's culture to support agile development. It’s necessary to understand the areas needed to create a culture that supports agile development. We have to wonder, are we asking ourselves the right questions? How do we engage our staff to create an agile workforce? How do we hire the right people? What is a manager's role in this new self-organized culture? How do we motivate those people? How do we connect them with the customer? It’s about embodying the spirit of agility to get all the magic of a startup and scaling that across a large organization.
In this session, we will talk about building your organization’s culture to support scaling organizational agility to keep the team passionate and purposeful.
Format: Presentation
Target Audience: Agile Coaches, Human Resources, Leaders, and Change Agents
Strength in Numbers: Improving from the Bottom-UpKaiNexus
A webinar by Mark Graban - July 27, 2017
Amongst other topics:
In this webinar, you'll learn:
Where your best ideas for improvement come from
Why bottom-up improvement is a critical component of an improvement culture
The ROI of engaging everyone in improvement
How to engage more staff in improvement
How to keep up with all of those new ideas
Succeeding as a New Leader in TechnologyNate Brown
Navigating the transition from individual contributor to leader can be a difficult endeavor if you are not properly prepared. This transition represents a paradigm shift on many different levels. As you progress in your career, you will undoubtedly encounter this transition. You must be mentally and emotionally prepared to change behaviors and thought patterns that you may have developed over your career to that point.
We will discuss some tips that I have gleaned form my own experience in transitioning from software engineer, to software engineering manager, to director of software engineering.
This document discusses 11 steps for high-performing teams: 1) Purpose 2) Vision 3) Values 4) DNA 5) Strategic Drivers 6) Roadmap 7) Objectives 8) Visual Management 9) Operating Rhythm 10) Continuous Improvement 11) Metrics. It provides details on each step and emphasizes the importance of alignment, direction, rhythm and review for teams to perform at their best. Examples are given for how different organizations have implemented various steps like visual management and continuous improvement.
Description of Project Leadership, Project Team Definition, Project Leadership Styles, Difference between Management and Leadership, Skills for Project Leadership, Research and Analysis, Democratic style, Presetting style, Conflict management, Proposing changes
Delivery Excellence in software Product DevelopmentChandan Patary
The document discusses how organizations can improve productivity through effective project governance and metrics-driven decision making. It explains that tracking key productivity parameters and demonstrating value to stakeholders through data can help maximize efficiency and minimize risks. Effective governance includes change management, requirement management, and benefit realization to increase output and knowledge building over time.
Breakthrough Member Experience: Boost Your Chapter Impact by Delivering The innovative service and experience Your Members Want
In order to stay current, organizations and non-profits invest ongoing efforts every year, developing services and offerings.
But how many of those efforts create an impact on the member experience?
Today, the key to winning the minds and hearts of members, improving services and increasing membership buy in, is understanding the member experience, and building valuable services and results that serve them.
In this inspiring talk, the audience will take away specific strategies that will help them understand what their membership really want, and how to streamline iterative fast feedback, thereby increasing impact, and net worth benefits to the chapter.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
What it takes to build high performing teamsYasser Farra
The document discusses what it takes to build high performing teams. It states that high performing teams are highly focused on their goals and achieve superior business results. Some key factors for building high performing teams include assembling the right people who have passion for their work and are intrinsically motivated, bringing the work to the team so they have ownership rather than working individually, discovering the deeper meaning and purpose in their work to stay motivated, creating an environment where they can focus in a state of "flow" without interruptions, and encouraging failure to allow for creativity and innovation.
The document discusses transforming from a command-and-control style of leadership to servant leadership. It describes command-and-control as relying on hierarchy and authority, while servant leadership focuses on serving others first and helping them grow. The key is shifting one's thinking from a focus on one's own needs to focusing on others' needs and building trust. Transforming involves gradually reducing selfishness and thinking about how to benefit the team as a whole.
Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learnedviktor_bezhenar
Spoken on the great conference Kharkiv PM Day in March 2017. Described my experience in buiding self-motivated and empowered teams. Audience liked this one a lot - ready to share my knowledge on this topic anytime!
The document discusses adopting an agile approach to human resource management. An agile organization is responsive to changing business needs and customer demands. Adopting agile practices like continuous feedback, rapid learning, and frequent updates allows HR processes to keep pace in a dynamic environment. The Scrum framework is presented as an example of an agile methodology, with sprints, product backlogs, stand-up meetings, and retrospectives that aim to frequently deliver value. Making HR functions more adaptable through agile practices can help organizations embrace changes and remain competitive.
The Agile Activity based Seating Report 2018 - PresentationMia Kolmodin
The document appears to be a report on Agile Activity Based Seating from 2018. Some key findings include:
- Many employees reported difficulties finding optimal seating each day and argued over desks.
- A majority of respondents belonged to teams but over half said it was difficult to find undisturbed work spaces or know what others were working on.
- While some saw benefits like easier collaboration, most saw negatives such as feeling less effective, more stressed, and able to deliver less value.
- The report suggests that focusing on cost savings from shared seating may undermine agile goals of optimizing team performance and productivity.
Agility in HR : The Xebia Story by Bharti and Sabeenagilencr
This document summarizes how Xebia India implemented agile practices in their human resources department. Some key aspects included forming self-organizing teams, prioritizing face-to-face communication, establishing transparency through daily stand-ups and retrospectives, and reducing bureaucratic policies and processes in favor of flexibility and collaboration. The agile approach helped improve hiring turnaround times, onboarding processes, and prepared the HR team to readily adapt to changes.
Scrum Gathering Minneapolis_4.18.18_Managing Resistance with KanbanJulie Wyman
The document discusses how Kanban and change management principles can help address organizational resistance to agile methods. It recommends focusing on identity, incremental change, feedback loops, and reducing disruption when implementing changes. Kanban emphasizes small, evolutionary changes through continuous improvement and limiting work in progress to reduce resistance and disruption compared to large transformations. Change management aims to engage stakeholders, manage expectations, and provide clarity around details of the transition to support lasting change.
Three years of self-selection reteaming at Redgate SoftwareChris Smith
For the past three years Redgate has run a self-selection reteaming process to shape how teams are assigned to reflect the company’s strategy for the year ahead.
Our approach allows people to strongly influence which team they’re part of, encouraging them to move towards the work they find most engaging.
We’ve found reteaming in this way to be good for our people, our teams and our products.
Be inspired to try a self-selection process that works for you, building on the take-aways below:
* The principles of self-determination and the value of providing staff with autonomy, master & purpose
* What holds us back from self-selection both as leaders and participants
* What happened when Redgate Software ran their self-selection process (Spoiler: Good things)
* How to plan and run a considerate self-selection process - physically and remotely
7 steps to coaching agile non software development teamsEduardo Nofuentes
This is the pack we used during our session at LAST Conference in Melbourne, Sydney, Canberra and Brisbane in 2017. We outlined the 7 steps approach we use at The Agile Eleven to coach agile non-software development teams.
Steps to High Performance
Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
It requires a new set of glasses for serving your team
Organizations have problem seekers and Problem Solvers. Empower your team to be problem solvers
This document discusses managing agile teams. It summarizes that according to the Agile Manifesto, individuals and interactions should be valued over processes and tools, business people and developers must work together daily, and teams should be self-organizing and motivated. Effective agile teams have skills not roles, limit work in progress, have standing teams, embrace failure and experimentation, and value collaboration, craftsmanship, curiosity, diversity, and psychological safety. The document advocates for empowering teams with authority, autonomy, and trust rather than overly controlling them. Managers should act as servants and resources to teams rather than commanders, get out of the way, and let those doing the work design it.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon 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 leading 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.
Deliver Excellent Service to your CustomersRahul Singh
A talk on how our team strives to work better for our customers by focusing, prioritizing, and improving. Learn how we are learning, having fun, and making products while serving our clients.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
The document provides an overview of leadership coaching programs and services offered by DeKasp Enterprises. It describes executive coaching, team coaching, strategic planning retreats, and supervisory workshops. The programs are designed to help businesses and organizations improve leadership skills, build high-performing teams, and drive better business results through accountability, strategic planning, and performance management training. A wide range of industries are currently served, from small businesses to Fortune 100 companies.
Breakthrough Member Experience: Boost Your Chapter Impact by Delivering The innovative service and experience Your Members Want
In order to stay current, organizations and non-profits invest ongoing efforts every year, developing services and offerings.
But how many of those efforts create an impact on the member experience?
Today, the key to winning the minds and hearts of members, improving services and increasing membership buy in, is understanding the member experience, and building valuable services and results that serve them.
In this inspiring talk, the audience will take away specific strategies that will help them understand what their membership really want, and how to streamline iterative fast feedback, thereby increasing impact, and net worth benefits to the chapter.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
What it takes to build high performing teamsYasser Farra
The document discusses what it takes to build high performing teams. It states that high performing teams are highly focused on their goals and achieve superior business results. Some key factors for building high performing teams include assembling the right people who have passion for their work and are intrinsically motivated, bringing the work to the team so they have ownership rather than working individually, discovering the deeper meaning and purpose in their work to stay motivated, creating an environment where they can focus in a state of "flow" without interruptions, and encouraging failure to allow for creativity and innovation.
The document discusses transforming from a command-and-control style of leadership to servant leadership. It describes command-and-control as relying on hierarchy and authority, while servant leadership focuses on serving others first and helping them grow. The key is shifting one's thinking from a focus on one's own needs to focusing on others' needs and building trust. Transforming involves gradually reducing selfishness and thinking about how to benefit the team as a whole.
Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learnedviktor_bezhenar
Spoken on the great conference Kharkiv PM Day in March 2017. Described my experience in buiding self-motivated and empowered teams. Audience liked this one a lot - ready to share my knowledge on this topic anytime!
The document discusses adopting an agile approach to human resource management. An agile organization is responsive to changing business needs and customer demands. Adopting agile practices like continuous feedback, rapid learning, and frequent updates allows HR processes to keep pace in a dynamic environment. The Scrum framework is presented as an example of an agile methodology, with sprints, product backlogs, stand-up meetings, and retrospectives that aim to frequently deliver value. Making HR functions more adaptable through agile practices can help organizations embrace changes and remain competitive.
The Agile Activity based Seating Report 2018 - PresentationMia Kolmodin
The document appears to be a report on Agile Activity Based Seating from 2018. Some key findings include:
- Many employees reported difficulties finding optimal seating each day and argued over desks.
- A majority of respondents belonged to teams but over half said it was difficult to find undisturbed work spaces or know what others were working on.
- While some saw benefits like easier collaboration, most saw negatives such as feeling less effective, more stressed, and able to deliver less value.
- The report suggests that focusing on cost savings from shared seating may undermine agile goals of optimizing team performance and productivity.
Agility in HR : The Xebia Story by Bharti and Sabeenagilencr
This document summarizes how Xebia India implemented agile practices in their human resources department. Some key aspects included forming self-organizing teams, prioritizing face-to-face communication, establishing transparency through daily stand-ups and retrospectives, and reducing bureaucratic policies and processes in favor of flexibility and collaboration. The agile approach helped improve hiring turnaround times, onboarding processes, and prepared the HR team to readily adapt to changes.
Scrum Gathering Minneapolis_4.18.18_Managing Resistance with KanbanJulie Wyman
The document discusses how Kanban and change management principles can help address organizational resistance to agile methods. It recommends focusing on identity, incremental change, feedback loops, and reducing disruption when implementing changes. Kanban emphasizes small, evolutionary changes through continuous improvement and limiting work in progress to reduce resistance and disruption compared to large transformations. Change management aims to engage stakeholders, manage expectations, and provide clarity around details of the transition to support lasting change.
Three years of self-selection reteaming at Redgate SoftwareChris Smith
For the past three years Redgate has run a self-selection reteaming process to shape how teams are assigned to reflect the company’s strategy for the year ahead.
Our approach allows people to strongly influence which team they’re part of, encouraging them to move towards the work they find most engaging.
We’ve found reteaming in this way to be good for our people, our teams and our products.
Be inspired to try a self-selection process that works for you, building on the take-aways below:
* The principles of self-determination and the value of providing staff with autonomy, master & purpose
* What holds us back from self-selection both as leaders and participants
* What happened when Redgate Software ran their self-selection process (Spoiler: Good things)
* How to plan and run a considerate self-selection process - physically and remotely
7 steps to coaching agile non software development teamsEduardo Nofuentes
This is the pack we used during our session at LAST Conference in Melbourne, Sydney, Canberra and Brisbane in 2017. We outlined the 7 steps approach we use at The Agile Eleven to coach agile non-software development teams.
Steps to High Performance
Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
It requires a new set of glasses for serving your team
Organizations have problem seekers and Problem Solvers. Empower your team to be problem solvers
This document discusses managing agile teams. It summarizes that according to the Agile Manifesto, individuals and interactions should be valued over processes and tools, business people and developers must work together daily, and teams should be self-organizing and motivated. Effective agile teams have skills not roles, limit work in progress, have standing teams, embrace failure and experimentation, and value collaboration, craftsmanship, curiosity, diversity, and psychological safety. The document advocates for empowering teams with authority, autonomy, and trust rather than overly controlling them. Managers should act as servants and resources to teams rather than commanders, get out of the way, and let those doing the work design it.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon 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 leading 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.
Deliver Excellent Service to your CustomersRahul Singh
A talk on how our team strives to work better for our customers by focusing, prioritizing, and improving. Learn how we are learning, having fun, and making products while serving our clients.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
The document provides an overview of leadership coaching programs and services offered by DeKasp Enterprises. It describes executive coaching, team coaching, strategic planning retreats, and supervisory workshops. The programs are designed to help businesses and organizations improve leadership skills, build high-performing teams, and drive better business results through accountability, strategic planning, and performance management training. A wide range of industries are currently served, from small businesses to Fortune 100 companies.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
An overview on how to implement EDCA (Explore - Do - Check - Act) in the field of Lean Sales and Marketing. Also includes an outline for standard work.
How to Ignite Your Engagement Strategy with Goals and RecognitionShelly Myers
The majority of organizations out there recognize that employee engagement is important. Yet only 12 percent of responding companies in one recent survey reported they are happy with their organization’s current levels of engagement. It’s clear there’s room for many firms to improve their engagement strategy.
A smart employee engagement strategy could include many different pieces, from fair compensation to career development opportunities. But two of the most important components are goal setting and recognition. Without these two elements working in sync, your organization won’t be able to move full speed ahead toward engagement.
Join Cassie Whitlock from BambooHR and Rob Snarskis from Quantum Workplace as they dive into effective goal setting and recognition strategies for your organization.
This document provides strategies for CAD managers who have responsibility but lack formal authority. It suggests becoming a go-to resource by demonstrating technical competency. Other tips include using user groups to share best practices, starting a suggestion box to get user feedback, mentoring others to build relationships and leverage help, and partnering with resellers. The document advises investigating issues proactively, arguing for practical standards, and becoming the central hub of knowledge. The overall message is that persistence over time in optimizing processes, empowering users, and gaining management attention can help CAD managers work towards greater authority.
Company Profile PT Leadership Resources Indonesia.pdfEval Wari, PCC
Leadership Resources Indonesia is an Indonesian professional services firm incorporated in 2012 that dedicated to deliver lasting impact result to its client.
Our Services focused on Leadership Development, Productivity, Strategy Execution, Corporate Culture and Human Capital Solution through training, coaching and consulting with comprehensive analysis of client’s needs and customized program for rapid implementation to achieve sustainable goals for clients.
We provide content, tools, methodology, training and thought leadership, all based on a foundation of unshakeable principles and proven practices. Our ultimate aim is to deliver not just incremental, but transformational results.
This document discusses elements of effective management training programs. It emphasizes the importance of aligning training with business needs, evaluating outcomes, and involving stakeholders. It recommends engaging participants through interactive experiences and applying new skills to address business needs. Effective programs are tailored to different development levels and timeframes, and may incorporate elements like action learning, targeted mentoring, and group coaching.
Kaizen refers to continuous improvement processes. It supports improving existing activities but not making giant leaps forward. With consistent efforts toward goals, kaizen yields positive results, though it does not replace the status quo. Innovation differs in that it can fundamentally change things. Effective teamwork approaches include different types of teams like intact work groups, problem-solving teams, and cross-functional teams. Cross-functional teams in particular bring together people from different departments to work toward common goals. Quality circles are groups that regularly meet to examine and develop solutions to quality-related work problems.
Defining the content strategy is the easy part. But how do you actually make it work? Not just today, but tomorrow, and next year, and the year after that? How can you continually evolve and mature your content practices, create rock-star content teams, and produce better content faster? Sound magical? Nope, it’s just good content governance.
In this introductory workshop, we’ll use group discussions and debates, thought-provoking exercises, and real-world client stories to build your knowledge and awareness of content governance.
Here’s what you’ll learn:
How to identify where your organization fits in the content maturity model, and how to progress
Different options for content governance within an organization
The five pillars on which you need to build your content governance
How to advocate and influence for content governance changes
The steps to take to get you started towards better governance
KM SHOWCASE 2020 - "Designing an Organization's KM Journey" - Mary Little and...KM Institute
This document outlines how to design an organization's knowledge management (KM) journey. It discusses assessing the current KM state, defining challenges, and setting target goals. Different lenses for approaching KM are presented, such as user-centric design. Metrics for measuring success are also important to track if goals are being met. The overall journey involves understanding an organization and stakeholders, then developing a customized strategy and roadmap to guide KM improvements over time.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Using Lean and Kanban to Revolutionize Your OrganizationImaginet
The document discusses using the Kanban Method to improve processes in organizations. It describes Kanban as an incremental, evolutionary approach based on visualizing workflow, limiting work-in-progress, and continuously improving processes. The Kanban Method focuses on starting with the current process and making incremental changes over time. It emphasizes principles of visibility, flow management, and continuous improvement through collaboration.
Data-Driven Performance Feedback Helps Teams Make Better Customer OutcomesAggregage
Data-driven performance feedback from customer satisfaction metrics like Net Promoter Score can help teams improve outcomes. Frameworks like DORA provide guidance on measuring what matters, like deployment frequency and change failure rates. Involving teams in selecting metrics and tools promotes transparency. While individual contributions are difficult to measure, tracking team metrics over time shows progress and areas for improvement. Development analytics tools analyze source code management data to provide insights.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Lean PD Day Conference presentation in Ottawa Canada covering the Washington State and DES Lean Transformation Journey, the Lean Government Framework, and the Key to Creating the conditions for the collaborative science of flow by Renee Smith and Darrell Damron
Washington state government lean transformation journey: strategies that deli...Darrell Damron
The document discusses Washington State government's Lean transformation journey. It outlines the state's progression from quality improvement in 1992 to fully embracing Lean principles across government today. Key strategies that helped drive this transformation included partnering with Lean experts, creating communities of practice for Lean practitioners, and developing Lean leadership through a fellowship program. The overall goal was to deliver better results to citizens by improving processes, developing employees, and establishing a Lean culture throughout state government.
This document discusses how organizations need to shift from goods-dominant thinking focused on transactions to service-dominant logic focused on co-creating value with customers. It emphasizes identifying customer value, designing customer experiences, establishing touchpoints, and delivering value through collaboration and accessibility of information. The document also discusses how standard work, process focus, and continuous learning are important Lean principles for empowering teams to execute and deliver value to customers.
3 key strategies to boost your lean transformation journey LEI summit 2014 Lo...Darrell Damron
In this session, Darrell Damron, enterprise lean consultant with the Results Washington team, shared effective strategies for:
Establishing a lean expert partnership program.
Creating a leadership development program.
Fostering communities of practice.
Involving employees in improving their work and processes by eliminating waste.
An overview of the Lean Government Framework used by G2G Lean Consulting - a program in the Washington State Department of Enterprise Services that helps leaders run the whole business of government.
An overview of the 5 components that make up the Lean Government Framework, 4 important characteristics that make the framework applicable to government everywhere, and the big hypothesis that can help you deliver better value to those you serve for generations to come and make public service a deeply meaningful experience for employees.
G2G Lean Consulting & The Lean Government FrameworkDarrell Damron
An overview of our G2G (government to government) Lean Consulting Program and the Lean Government Framework we use to help government organizations improve the business of government.
Wa Lean Government Framework and Cynefin FrameworkDarrell Damron
Slides from my time with the executive leaders of the Washington Student Achievement Council. Pairing Washington State's Lean Government Framework with Dave Snowden's Cynefin framework.
Lessons from washington state governments lean transformation journey ame j...Darrell Damron
In this session, Darrell Damron, enterprise lean consultant with the Results Washington team, shared three innovative strategies that have yielded lessons for government and non-profit organizations
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Bharat Mata - History of Indian culture.pdfBharat Mata
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...Scribe
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
3. INTRODUCTIONS
Chris Liu, Director, Washington Department of
Enterprise
Services
Renee Smith Nyberg, Director of Lean
Transformation Services, Washington
Darrell Damron, Assistant Director of
Lean Transformation Services, Washington
Robert Blair, Director,
Department of Administration, Ohio
Tim Krall, Deputy Director LeanOhio
4. Panel of Directors
Presenters include:
• Robert Blair, Director, Ohio Department of Administration
• Chris Liu, Director, Washington Department of Enterprise
Services
Facilitator:
• Tim Krall, Deputy Director, LeanOhio
11. Washington State’s Lean Journey Milestones
1991-2011
Baldrige, TQM,
Lean in a few
agencies
• Assessment
focus
• Point
improvements
• Some Lean tools
in use
2011
Governor
Gregoire starts
statewide Lean
transformation
• Advice from Boeing
• Governor’s exec. order
• VSM workshops in 26
state agencies
• Private sector partner
help
2013 to Present
Governor Inslee
deepens statewide
Lean transformation
• Strategic alignment
• 5 Goal councils
• Culture focus
• Problem solving,
coaching, daily Lean
focus
2012 Governor Election/Transition
12. Washington State’s Lean Journey Milestones cont.
Training
• Thousands of
employees and
managers trained
• 752 Lean
facilitators trained
Lean
Advisors
• Lean advisors in 54
state agencies
• Supporting capability
building and projects
Partnerships
• 243 Lean expert
partners from
• 106 organizations
provided pro bono
services
13. Washington State’s Lean Journey Milestones cont.
Conference
• 4th Annual Lean
Transformation Conference
• 2,500 attendees
Lean Fellowship
• 1-year rotation in
Governor’s Results
Washington Office
• Building leadership and
problem solving skills
14. Washington State’s Results
Projects
• 1,246 Lean
projects in 54
agencies
Costs
• Survey of 18 projects:
• $4.8 million in savings
• $6.6 million in cost
avoidance
• $3.16 million in
additional revenue
generated
More Details
• See additional details
at
• http://results.wa.gov/
15. WA Department of Enterprise Services Lean Journey
Department of
Printing
16. WA Department of Enterprise Services Lean Journey
Improvement Projects
• 20 projects in the first year
across agency
• A different approach
• Measurable results
• Developing staff
17.
18. WA Department of Enterprise Services Lean Journey
Planning
• Grassroots approach
• Created 62 program strategy maps
• Created 1 agency strategy map
• Data for making business
decisions
• Practiced and learned
25. Key Lesson: Lean is a Strategy!
Organization has a purpose
& exists in an environment
Leaders choose strategy
Lean Operations Strategy
Organization identifies
Values and Principles
Everyone picks the right
Methods and Tools
Reflect on
purpose and
environment then . . .
Reflect on
Strategy and then . . .
Reflect on values and
principles and then . . .
When a business
challenge arises . . .
28. Learn Basic
Concepts
Engage in
eLearning
Access Job Aids
Online
Learn When
You’re Available
Receive Guided
Practice
Learn in a Safe
Environment
Engage in
Classroom
Activities
Learn in Small
Groups
Receive
Coaching On-
the-Job
Build Coaching
Capability
Rapidly Scale
Implementation
Triad Model:
Coach, Learner,
Observer-Coach
Engage in
Developmental
Job Assignments
Rotate Key
Positions
Complete Special
Projects
Design New
Work Processes
and Procedures
Learning New Knowledge and Skills Applying Knowledge and Skill to Performance On-The-Job
Key Lesson: People learn on the job with a coach!
Strategic
Direction
29. • Lean is a strategy.
• Top level leadership is critical.
• Engage the entire workforce.
• People learn on the job with a
coach.
Key Lessons
Watch for these lessons in the video:
“Greatness” by David Marquet
32. The Results Model
Purpose Capability
Process Management System
Mindset
The value
delivered to
customers
Work
processes and
improvements
Capabilities
needed to
do the work
Management
systems to
support the
work
Organizational values
and beliefs.
*Adapted from the Lean Enterprise Institute’s Lean Transformation Model
33. I will read a statement for each
component of the Results Model, one
at a time.
Invite you to reflect and discuss at
tables:
“How would things be different if this
statement were true for your team?”
Reflection Exercise Instructions
34. Purpose
Your team understands the problem it is trying
to solve for customers and the value customers
expect. Each team member understands how
they contribute.
“How would things be
different if this statement
were true for your team?”
35. Process Management System
Your team knows the work to do to deliver value.
Team members who do the work improve the
work.
“How would things be
different if this statement
were true for your team?”
36. Capability
Your team builds the capabilities workers need to
do the work. Team members are coached to
practice new skills on the job.
“How would things be
different if this statement
were true for your team?”
37. Management System
Your team has systems and routines to support and
sustain all the other components.
“How would things be
different if this statement
were true for your team?”
38. Mindset
Your team intentionally fosters the values, beliefs,
and assumptions that support this way of working.
“How would things be different if this
statement were true for your team?”
39. The Results Model
Purpose Capability
Process Management System
Mindset
The value
delivered to
customers
Work
processes and
improvements
Capabilities
needed to
do the work
Management
systems to
support the
work
Organizational values
and beliefs.
*Adapted from the Lean Enterprise Institute’s Lean Transformation Model
48. Graphic Design: WA Employment Security Dept.
Governor
Director
Assistant
Director
Managers &
supervisors
Front line
team
Goal
Maps
Agency
Maps
Division
Maps
Program
Maps
Graphic design: WA ESD | Design concept: Ariana Wood, Senior Lean Consultant, Lean Transformation Services, WA DES
50. Personal Kanban
OPTIONS DOING DONE
Based on the book, Personal Kanban: Mapping Work | Navigating Life, by Jim Benson and Tonianne
DeMaria Barry, 2011, First Modus Cooperandi Press.
51. 2 Rules of Personal Kanban
1. Visualize your work.
2. Limit your work in process.
52. Build a Personal Kanban
• One sheet with 3 columns: Options|Doing|Done
• One item per sticky note.
• Put sticky notes in “Options”
• Organize them.
• Pull them.
• Work them.
• Move them to done.
• Sleep better. Gain clarity. Manage stuff.
59. Kanban for a Meeting Agenda
Options Doing Done
Next
meeting
Budget
Reports
Review
Goals
Welcome
59
60. Kanban for Leader Development
Ready Trying Being
Start with all 9
competency “sticky notes”
in this column.
Move a competency from
the “Ready” column to the
“Trying” column when you
are intentionally trying to
practice this.
Move a competency from
“Trying” to the “Being”
column when you have
been self-aware and
assessed the experience.
Listen
Teach
Inspire
Coach &
Mentor
Observe
(gemba)
Appreciate
Question
Support &
Encourage
Suspend
Assumptions
60
70. Reflection Exercise Instructions
• Choose 4 of the 7 topics
• 10 minutes at each topic
• Questions for reflection and discussion
1. What did you hear and notice?
2. What’s important to you?
3. Now what will you do?