As part of the Innovation Manchester Boardroom: The Formula for Cooperation Andrew King, CEO and Founder of Energy4All presented how a Cooperative model has worked for his organisation.
Leading Large Scale Product Development with Large-Scale Scrum (LeSS)Kamlesh Ravlani
Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk. On the other hand, organizations are actively identifying ways to reduce hierarchies and reducing layers of middle management to become adaptive and agile.
Leaders leading large scale product development initiatives are seeking structure and process clarity to fail-proof their undertaking. Plethora of (Scrum) scaling frameworks and methodologies are trying to address these challenges. Some organically and others in more prescriptive way. In this session Kamlesh Ravlani discusses Large-Scale Scrum (LeSS) framework and how leaders can apply it to re-design and descale their organization to scale the value delivery.
Large-Scale Scrum is Scrum applied to many teams working on one product. Scrum is almost linearly scalable, hence LeSS framework elements are essentially the same as one team Scrum. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. From my practical experience working on and leading multiple large scale product development initiatives, and LeSS framework, I'll share elements and practices useful for leaders to re-design the organizations and to enhance the focus on customer value.
As part of the Innovation Manchester Boardroom: The Formula for Cooperation Andrew King, CEO and Founder of Energy4All presented how a Cooperative model has worked for his organisation.
Dr Cathy Garner , CEO, Manchester Knowledge capital talks about the work M:KC have undertaken on behalf of the city of Manchester to develop and harness business innovation. The presentation was delivered at NESTA's Driving Innovation in Cities - Lessons Learnt from Manchester Event on 22 July 2010
The one thing that all the employee engagement surveys agree on is that the Employee Engagement sucks :(
Irrespective of the culture and organizational position, exercise of authority and power fails to influence higher engagement particularly for the knowledge workers. Most traditional approaches to engagement need a lot of time, effort and financial resources. Scrum Masters and Agile Coaches on the other hand, are in different situation as they command no power and authority in the organization. Yet, they aspire and commit to missions such as creating highly collaborative, self-organizing and high performing teams, developing learning organizations, helping people change behaviors etc. Think about a team that simply won’t speak up, people who would always show up late to meetings, people who prefer to work from closed door offices, team members who prefer they can do anything but contribute on the team, architects who do not share the architecture details with anyone except the leaders. Oh Boy!! Many such behaviors hinder teams and organizations from becoming truly Agile.
While working with various teams in the capacity of a Scrum Master and Agile Coach, Kamlesh Ravlani has experimented various techniques and codified six such strategies that helped create an environment where his team members connected with other team members at much deeper human level, creating unprecedented levels of engagement and bonding. He has explored and tried variations of implementations of these strategies. The engagement results have been moving.
Kamlesh shares six strategies that are easy to implement and yet very engaging. Anyone with good intentions in the organization can apply these strategies without need of any expense tools, organizational authority or power and can facilitate an environment that resonates with employees, where people find safe to contribute, and remain deeply engaged with. Kamlesh has presented these strategies and findings at various groups and conferences, upon listening to some of the stories, audience have experienced their heart warmed and have applauded cheerfully in the sessions.
As part of the Innovation Manchester Boardroom: The Formula for Cooperation Andrew King, CEO and Founder of Energy4All presented how a Cooperative model has worked for his organisation.
Leading Large Scale Product Development with Large-Scale Scrum (LeSS)Kamlesh Ravlani
Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk. On the other hand, organizations are actively identifying ways to reduce hierarchies and reducing layers of middle management to become adaptive and agile.
Leaders leading large scale product development initiatives are seeking structure and process clarity to fail-proof their undertaking. Plethora of (Scrum) scaling frameworks and methodologies are trying to address these challenges. Some organically and others in more prescriptive way. In this session Kamlesh Ravlani discusses Large-Scale Scrum (LeSS) framework and how leaders can apply it to re-design and descale their organization to scale the value delivery.
Large-Scale Scrum is Scrum applied to many teams working on one product. Scrum is almost linearly scalable, hence LeSS framework elements are essentially the same as one team Scrum. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. From my practical experience working on and leading multiple large scale product development initiatives, and LeSS framework, I'll share elements and practices useful for leaders to re-design the organizations and to enhance the focus on customer value.
As part of the Innovation Manchester Boardroom: The Formula for Cooperation Andrew King, CEO and Founder of Energy4All presented how a Cooperative model has worked for his organisation.
Dr Cathy Garner , CEO, Manchester Knowledge capital talks about the work M:KC have undertaken on behalf of the city of Manchester to develop and harness business innovation. The presentation was delivered at NESTA's Driving Innovation in Cities - Lessons Learnt from Manchester Event on 22 July 2010
The one thing that all the employee engagement surveys agree on is that the Employee Engagement sucks :(
Irrespective of the culture and organizational position, exercise of authority and power fails to influence higher engagement particularly for the knowledge workers. Most traditional approaches to engagement need a lot of time, effort and financial resources. Scrum Masters and Agile Coaches on the other hand, are in different situation as they command no power and authority in the organization. Yet, they aspire and commit to missions such as creating highly collaborative, self-organizing and high performing teams, developing learning organizations, helping people change behaviors etc. Think about a team that simply won’t speak up, people who would always show up late to meetings, people who prefer to work from closed door offices, team members who prefer they can do anything but contribute on the team, architects who do not share the architecture details with anyone except the leaders. Oh Boy!! Many such behaviors hinder teams and organizations from becoming truly Agile.
While working with various teams in the capacity of a Scrum Master and Agile Coach, Kamlesh Ravlani has experimented various techniques and codified six such strategies that helped create an environment where his team members connected with other team members at much deeper human level, creating unprecedented levels of engagement and bonding. He has explored and tried variations of implementations of these strategies. The engagement results have been moving.
Kamlesh shares six strategies that are easy to implement and yet very engaging. Anyone with good intentions in the organization can apply these strategies without need of any expense tools, organizational authority or power and can facilitate an environment that resonates with employees, where people find safe to contribute, and remain deeply engaged with. Kamlesh has presented these strategies and findings at various groups and conferences, upon listening to some of the stories, audience have experienced their heart warmed and have applauded cheerfully in the sessions.
Social Media for Social Good Bootcamp - City Planning for Washington DCDanielle Ricks
Every year, the DC Office of Planning (DCOP) participates in the Mayor’s Summer Youth Employment Program (SYEP) by providing opportunities of summer employment for DC students and residents to learn what we do for the City and how planning is part of their daily lives. This year, we wanted to explore introducing planning to the students through the use of social media and communications arts tools.
This presentation was for DCOP employees and summer college interns on how they can use social media for social good in their community.
"You Don't Do Agile, You Be Agile" - If you've been in Agile field for a while, you would have already heard advice to Be Agile. Agile is not a process but values and principles. Agile is a mindset. More than your processes, your behavior indicates your mindset as in, how do you handle failures, whether you focus on learning and growth, how do you handle complexity, and whether you focus to eliminate or embrace uncertainty. Kamlesh Ravlani helps us dissect the mindset, what's an Agile mindset and it's key attributes. He shares Carol Dweck's research on Growth Mindset - published in her book Mindset. Kamlesh discusses strategies and exercises to develop an Agile mindset.
Παρουσίαση πιλοτικού προγράμματος εκπαιδευτικής αξιοποίησης αρχαιοτήτων Βορειοανατολικής Χαλκιδικής από τους μαθητές των Δημοτικών Σχολείων της 3ης ΠΕ Χαλκιδικής
Social Media for Social Good Bootcamp - City Planning for Washington DCDanielle Ricks
Every year, the DC Office of Planning (DCOP) participates in the Mayor’s Summer Youth Employment Program (SYEP) by providing opportunities of summer employment for DC students and residents to learn what we do for the City and how planning is part of their daily lives. This year, we wanted to explore introducing planning to the students through the use of social media and communications arts tools.
This presentation was for DCOP employees and summer college interns on how they can use social media for social good in their community.
"You Don't Do Agile, You Be Agile" - If you've been in Agile field for a while, you would have already heard advice to Be Agile. Agile is not a process but values and principles. Agile is a mindset. More than your processes, your behavior indicates your mindset as in, how do you handle failures, whether you focus on learning and growth, how do you handle complexity, and whether you focus to eliminate or embrace uncertainty. Kamlesh Ravlani helps us dissect the mindset, what's an Agile mindset and it's key attributes. He shares Carol Dweck's research on Growth Mindset - published in her book Mindset. Kamlesh discusses strategies and exercises to develop an Agile mindset.
Παρουσίαση πιλοτικού προγράμματος εκπαιδευτικής αξιοποίησης αρχαιοτήτων Βορειοανατολικής Χαλκιδικής από τους μαθητές των Δημοτικών Σχολείων της 3ης ΠΕ Χαλκιδικής
1. A TODOS AQUELES QUE NO SEU DIA CREARON ESTE EQUIPO , ÓS QUE O MANTIVERON VIVO , ÓS QUE FAN POSIBLE QUE ESTO CONTINUE E POR SUPOSTO ÓS QUE VIRÁN E SEGUIRAN ADIANTE CO ESPIRUTU VETERANO . TODOS ELES SABEN QUE : NUNCA CAMIÑARAN SOLOS
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51. Cando camiñes a través da treboada, Mantén la cabeza alta, e non temas pola oscuridade; Ó final da treboada atoparás a luz do sol E a doce e prateada canción duhna laverca.