Talk delivered by Craig Smith at Scrum Australia 2014 in Sydney on 21 October 2014.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today. For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.
Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy, Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
This presentation will give you a great overview of how you can execute agile program planning, namely using the scaled agile framework in JIRA. We will describe the journey from an early stage of Agile adoption and show a typical path to adopt the Scaled Agile Framework. In order to support the effort, scaling tools are important. We will show you how JIRA, a very popular Agile tool, can be used to manage the process.
Beyond functional silos with communities of practiceDennis Stevens
Explore the concept of communities of practice and how they are a vital component for agile organizations. From providing tactical support in issue resolution, to being stewards of knowledge across vast enterprises, and even helping create support for the larger organizational change, communities of practice are a vital component in improving organizational agility.
Playbook For Agile Development Teams Powerpoint Presentation SlidesSlideTeam
You can download this product from -
https://www.slideteam.net/playbook-for-agile-development-teams-powerpoint-presentation-slides.html
slideteam.net has the world's largest collection of Powerpoint Templates. Browse and Download now!
Description of this above product -
Agile playbook enables development teams to manage software development life cycle and current state assessment. It ensures teams and stakeholders align with goals associated with the pilot project. Here is an efficiently designed Playbook for Agile Development Teams covering best practices for deploying agile. The template covers an agile overview in terms of fundamental principles of the agile manifesto, critical phases in the agile product development lifecycle, and agile project management workflow. The agile development strategies include agile framework and practices through scrum and Kanban. Essential components of agile such as product vision board, work prioritization, agile sprints, user story, etc, are presented over the deck. Agile project events such as release planning, iteration planning, and valuable meetings associated with agile project management are captured. Agile progress tracking is managed through a software development timeline roadmap, schedule planning, work breakdown structure, and overall progress tracking. The playbook covers information about the agile team along with key people involved. The cost estimation analysis is done by managing the agile project budget. The agile project progress is tracked through dashboards. Download it now.
The tribe model is agile and constantly evolving by continuously experimenting and creating a culture that breeds innovation. Learn more about its participants, planning and execution of delivering the solutions.
Talk delivered by Craig Smith at Scrum Australia 2014 in Sydney on 21 October 2014.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today. For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.
Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy, Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
This presentation will give you a great overview of how you can execute agile program planning, namely using the scaled agile framework in JIRA. We will describe the journey from an early stage of Agile adoption and show a typical path to adopt the Scaled Agile Framework. In order to support the effort, scaling tools are important. We will show you how JIRA, a very popular Agile tool, can be used to manage the process.
Beyond functional silos with communities of practiceDennis Stevens
Explore the concept of communities of practice and how they are a vital component for agile organizations. From providing tactical support in issue resolution, to being stewards of knowledge across vast enterprises, and even helping create support for the larger organizational change, communities of practice are a vital component in improving organizational agility.
Playbook For Agile Development Teams Powerpoint Presentation SlidesSlideTeam
You can download this product from -
https://www.slideteam.net/playbook-for-agile-development-teams-powerpoint-presentation-slides.html
slideteam.net has the world's largest collection of Powerpoint Templates. Browse and Download now!
Description of this above product -
Agile playbook enables development teams to manage software development life cycle and current state assessment. It ensures teams and stakeholders align with goals associated with the pilot project. Here is an efficiently designed Playbook for Agile Development Teams covering best practices for deploying agile. The template covers an agile overview in terms of fundamental principles of the agile manifesto, critical phases in the agile product development lifecycle, and agile project management workflow. The agile development strategies include agile framework and practices through scrum and Kanban. Essential components of agile such as product vision board, work prioritization, agile sprints, user story, etc, are presented over the deck. Agile project events such as release planning, iteration planning, and valuable meetings associated with agile project management are captured. Agile progress tracking is managed through a software development timeline roadmap, schedule planning, work breakdown structure, and overall progress tracking. The playbook covers information about the agile team along with key people involved. The cost estimation analysis is done by managing the agile project budget. The agile project progress is tracked through dashboards. Download it now.
The tribe model is agile and constantly evolving by continuously experimenting and creating a culture that breeds innovation. Learn more about its participants, planning and execution of delivering the solutions.
Ever wondered how Agile can be implemented in larger organisation/project. SAFe is the answer. In this session we will understand the core principles and values that is require to implement SAFe in larger organisation.
What Is Platform as a Product - Clues from Team Topologies @ AXA, Sep 2021Manuel Pais
Savvy organisations are discovering the value of treating their internal platforms as products. But what does it mean to treat a “platform as a product”? What benefits does this give, and why would an organisation adopt this approach?
In this talk, Manuel Pais, co-author of the book Team Topologies, explains why the platform-as-product approach can be a game-changer for organisations building and running software-enabled products and services. Using ideas & patterns from Team Topologies - including Thinnest Viable Platform, team cognitive load, and the evolutionary team interaction modes - Manuel explains how organisations like Uswitch have successfully used the platform-as-product model to accelerate and simplify the delivery of software at scale.
La refonte d’un intranet : 10 cles pour reussir votre projetPhilippeC
La refonte d’un portail intranet Les 10 clés pour réussir votre projet. Ce livre blanc se fixe pour objectifs de décrire les bonnes pratiques qui accompagnent le projet de refonte d’un intranet ou d’un portail.
Il détaille les 10 clés pour réussir votre projet à travers l’analyse des risques majeurs qu’une entreprise peut rencontrer dans ce type de démarche et comment les anticiper.
Il propose également quelques axes de réflexion originaux.
Enfin, les nouvelles tendances induites par le web 2.0 au niveau des portails d’entreprise sont prises en compte.
Pour mieux comprendre les nouveaux usages d’un intranet plus collaboratif et social, nous avons recensé les 7 tendances majeures.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
The drive towards digital transformation begins with the customer and extends far into the company, impacting every area of the organization from vision and strategy to architecture, technology, operations, and culture. While not insurmountable, these changes can be challenging.
Guest speaker Nigel Fenwick, an analyst with Forrester, and Michael Porter, Perficient’s principal strategic advisor, discussed the top 5 barriers to a successful digital transformation, and how some real-world companies have overcome them.
We covered five barriers to digital mastery and how to:
-Overcome functional silos and resource scarcity
-Deal with segregated customer data
-Address technical budgets that are in a downward spiral
-Move from a product-centered to a customer-centered approach to business
-Break down the IT and business barrier
Just imagine that in a world which is fast today and even faster tomorrow, you are the CEO of a 5,000 FTE organization
with 200 product teams under your wing. And, nonetheless, you are still relaxed because you are confident enough
that - at any moment in time - your teams will take the right decisions and successfully follow through with them. Many
CEOs, CIOs and portfolio managers are struggling to cope with this complex reality. As a possible perspective, agile
portfolio management provides a global view on resources and their distribution across individual projects, based on
strategic choices.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
Ever wondered how Agile can be implemented in larger organisation/project. SAFe is the answer. In this session we will understand the core principles and values that is require to implement SAFe in larger organisation.
What Is Platform as a Product - Clues from Team Topologies @ AXA, Sep 2021Manuel Pais
Savvy organisations are discovering the value of treating their internal platforms as products. But what does it mean to treat a “platform as a product”? What benefits does this give, and why would an organisation adopt this approach?
In this talk, Manuel Pais, co-author of the book Team Topologies, explains why the platform-as-product approach can be a game-changer for organisations building and running software-enabled products and services. Using ideas & patterns from Team Topologies - including Thinnest Viable Platform, team cognitive load, and the evolutionary team interaction modes - Manuel explains how organisations like Uswitch have successfully used the platform-as-product model to accelerate and simplify the delivery of software at scale.
La refonte d’un intranet : 10 cles pour reussir votre projetPhilippeC
La refonte d’un portail intranet Les 10 clés pour réussir votre projet. Ce livre blanc se fixe pour objectifs de décrire les bonnes pratiques qui accompagnent le projet de refonte d’un intranet ou d’un portail.
Il détaille les 10 clés pour réussir votre projet à travers l’analyse des risques majeurs qu’une entreprise peut rencontrer dans ce type de démarche et comment les anticiper.
Il propose également quelques axes de réflexion originaux.
Enfin, les nouvelles tendances induites par le web 2.0 au niveau des portails d’entreprise sont prises en compte.
Pour mieux comprendre les nouveaux usages d’un intranet plus collaboratif et social, nous avons recensé les 7 tendances majeures.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
The drive towards digital transformation begins with the customer and extends far into the company, impacting every area of the organization from vision and strategy to architecture, technology, operations, and culture. While not insurmountable, these changes can be challenging.
Guest speaker Nigel Fenwick, an analyst with Forrester, and Michael Porter, Perficient’s principal strategic advisor, discussed the top 5 barriers to a successful digital transformation, and how some real-world companies have overcome them.
We covered five barriers to digital mastery and how to:
-Overcome functional silos and resource scarcity
-Deal with segregated customer data
-Address technical budgets that are in a downward spiral
-Move from a product-centered to a customer-centered approach to business
-Break down the IT and business barrier
Just imagine that in a world which is fast today and even faster tomorrow, you are the CEO of a 5,000 FTE organization
with 200 product teams under your wing. And, nonetheless, you are still relaxed because you are confident enough
that - at any moment in time - your teams will take the right decisions and successfully follow through with them. Many
CEOs, CIOs and portfolio managers are struggling to cope with this complex reality. As a possible perspective, agile
portfolio management provides a global view on resources and their distribution across individual projects, based on
strategic choices.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
TECHNOLOGY ADOPTION - Analyse the diffusion of innovation of Smartphone techn...Hansa Edirisinghe
This assignment in its task one attempts to analyze the diffusion of innovation of Smartphone technology using Geoffrey A Moore’s model contributed to Technology Adoption Life Cycle and under the Task two, a leading Human Resource solution provider hSenid Software International has been selected to analyze their adaption to Cloud Computing. - by Hansa Edirisinghe
Basics of technology absorption; Management of technology absorption by an organization and a nation; Types & characteristics of technology diffusion, Global trends of technology diffusion & management
2. • Organisationsförändring
• Författarna
• Två olika sätt att beskriva förändring
• Mer om episodisk förändring
• Mer om kontinuerlig förändring
• Jämförelse
• Slutsats
• Kafferast
• Diskussion
4. Organisationsförändring
”Change would not be
necessary if people had
done their jobs right in
the first place.”
Dunphy 1996
5. Organisationsförändring
”First there were losses,
then there was a plan of
change, and then there was
an implementation, which
led to unexpected results.”
Czarniawska & Joerges 1996
7. Organisationsförändring
”You cannot understand
a system until you try to
change it.”
Schein 1996
8. Organisationsförändring
”The reason American
businessmen talk about
gurus is because they can’t
spell the word charlatan.”
Micklethwait & Wooldridge 1996
12. Artikelintroduktion
”[...] an important
emerging contrast in change
research is the distinction
between change that is
episodic [...] and change
that is continuous [...].”
Weick & Quinn 1999
13. Artikelintroduktion
”The contrast between
episodic and continuous
change reflects differences
in the perspective of the
observer.”
Weick & Quinn 1999
14. Artikelintroduktion
Dunphy’s framework
• Metaphor of organization
• Analytic framework
• Ideal organization
• Intervention theory
• Role of change agent
18. Artikelintroduktion - Episodisk förändring
”Episodic change occurs
during periods of
divergence when
organizations are moving
away from their
equilibrium conditions.”
Weick & Quinn 1999
21. Artikelintroduktion - Kontinuerlig förändring
”[Continuous change is]
the realisation of a new
pattern of organizing in Det hände något nytt på golvet.
the absence of explicit a
priori intentions.”
Weick & Quinn 1999
22. Artikelintroduktion - Kontinuerlig förändring
”[Continuous change is]
situated and grounded in
continuing updates of
work processes and social
practices.”
Weick & Quinn 1999
23. Mer om
episodisk förändring
• Grundläggande metaforer
• Analytiskt ramverk
• Ideal organisation
• Interventionsteori
• Rollen som förändringsagent
33. Episodisk förändring - Ideal organisation
”If organizational change generally
occurs in the context of failure to
adapt, then the ideal organization
is one that continuously adapts.”
Weick & Quinn 1999
35. Episodisk förändring - Interventionsteori
De 3 unfreeze-stegen:
A) Visa skäl till förändring
B) Oroande insikt
infinner sig
C) Konvertera oron
till motivation
för förändring
36. Precontemplation Contemplation Action Maintenance
Grimley et al 1994 & Prochaska et al 1992
37. Precontemplation Contemplation Action Maintenance
Grimley et al 1994 & Prochaska et al 1992
38. Precontemplation Contemplation Action Maintenance
Grimley et al 1994 & Prochaska et al 1992
39. Precontemplation Contemplation Action Maintenance
Grimley et al 1994 & Prochaska et al 1992
40. Precontemplation Contemplation Action Maintenance
Grimley et al 1994 & Prochaska et al 1992
41. Precontemplation Contemplation Action Maintenance
Grimley et al 1994 & Prochaska et al 1992
42. Precontemplation Contemplation Action Maintenance
Grimley et al 1994 & Prochaska et al 1992
43. Precontemplation Contemplation Action Maintenance
Grimley et al 1994 & Prochaska et al 1992
46. Episodisk förändring
”A talent for speaking
differently rather than
for arguing well, is the
chief instrument
of cultural
change.”
Weick & Quinn 1999
58. Kontinuerlig förändring
”If organizational change generally
occurs in the context of failure to
adapt, then the ideal organization
is one that continuously adapts.”
Weick & Quinn 1999
74. Slutsatser
”[...] change starts with failures
to adapt and that change never
starts because it never stops.”
Weick & Quinn 1999
75.
76. Slutsatser
”A shift in vocabulary from
‘change’ to ‘changing’ directs
attention to actions of
substituting one thing for
another, of making one thing
into another thing, or of
attracting one thing to become
other than it was.”
Weick & Quinn 1999
79. Diskussion 1/3
Köket
Hur skulle man kunna förbättra situationen i
köket med episodic respektive continuous
change?
Utgå från ”metaphor of organization” i
tabellen.
80. Diskussion 2/3
Episodiskt scenario
Konstruera ett scenario
(fiktivt eller från egna erfarenheter)
där en episodisk förändring sker.
Nyckelord:
macro, inertia, triggering, replacement,
unfreeze-transition-refreeze, prime mover
81. Diskussion 3/3
Kontinuerligt scenario
Konstruera ett scenario
(fiktivt eller från egna erfarenheter)
där en kontinuerlig förändring sker.
Nyckelord:
micro, translation, improvisation, learning,
freeze-rebalance-unfreeze, sense maker