Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
SAFe en France : du modèle à sa mise en pratique - Agile en Seine 2021Agile En Seine
Présenté par Michel Levaslot, Pôle emploi
On reproche parfois à SAFe le tout et son contraire : le cadre serait à la fois un carcan tout en étant mal appliqué.
Alors commençons par comparer "le livre" et la réalité.
En France, SAFe est-il appliqué à la lettre ou adapté ?
Un petit plongeon dans quelques préconisations de SAFe et leur mise en œuvre sur le terrain…
Michel Levaslot, Adjoint au directeur - Transformation de la DSI, Pôle emploi
Michel Levaslot est adjoint de direction dans une DSI du secteur public. Il est en charge de la transformation de cette DSI, et met en oeuvre avec ses équipes SAFe depuis 2015. Il est aussi le créateur du club SAFe francophone qui réunit une cinquantaine de sociétés françaises, suisses et québécoises autour de retours d’expériences réguliers.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Agile methods are becoming norm as the new working paradigm in our VUCA (volatile, uncertain, complex and ambiguous) world.
Organizations and teams are redesigning how they work in response to change or disruption in their market, as well as the need to gain competitive advantage through digital innovation or an enriched customer experience. The implications of Agile for Human Resources (HR) are huge and without shifting our existing HR processes, adoptability of agile become challenge.
It’s not about managing resources but rather managing people. Agile HR transforms the fundamental principles of HR to into People Operations leading Agile, digital and networked organizations. The aim is to build a shared value between your customers, business and people by:
Adopting a Mindset and a Culture – Embracing the Agile mindset within HR and people practices to incrementally deliver value to your customer
Co-create among the Organization – Applying Agile techniques, like Scrum and Kanban, to self-organize, experiment and co-create directly with your people.
Structure an organisation for connection, not control to empower people to give and do their best.
At Cegeka we've developed an Agile Transformation approach, based on my Agile Transformation model and on the Situational Coaching Model, developed by myself and Jan De Baere. We presented this on the 17 of November to a group of business leaders and agile leaders.
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
SAFe en France : du modèle à sa mise en pratique - Agile en Seine 2021Agile En Seine
Présenté par Michel Levaslot, Pôle emploi
On reproche parfois à SAFe le tout et son contraire : le cadre serait à la fois un carcan tout en étant mal appliqué.
Alors commençons par comparer "le livre" et la réalité.
En France, SAFe est-il appliqué à la lettre ou adapté ?
Un petit plongeon dans quelques préconisations de SAFe et leur mise en œuvre sur le terrain…
Michel Levaslot, Adjoint au directeur - Transformation de la DSI, Pôle emploi
Michel Levaslot est adjoint de direction dans une DSI du secteur public. Il est en charge de la transformation de cette DSI, et met en oeuvre avec ses équipes SAFe depuis 2015. Il est aussi le créateur du club SAFe francophone qui réunit une cinquantaine de sociétés françaises, suisses et québécoises autour de retours d’expériences réguliers.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Agile methods are becoming norm as the new working paradigm in our VUCA (volatile, uncertain, complex and ambiguous) world.
Organizations and teams are redesigning how they work in response to change or disruption in their market, as well as the need to gain competitive advantage through digital innovation or an enriched customer experience. The implications of Agile for Human Resources (HR) are huge and without shifting our existing HR processes, adoptability of agile become challenge.
It’s not about managing resources but rather managing people. Agile HR transforms the fundamental principles of HR to into People Operations leading Agile, digital and networked organizations. The aim is to build a shared value between your customers, business and people by:
Adopting a Mindset and a Culture – Embracing the Agile mindset within HR and people practices to incrementally deliver value to your customer
Co-create among the Organization – Applying Agile techniques, like Scrum and Kanban, to self-organize, experiment and co-create directly with your people.
Structure an organisation for connection, not control to empower people to give and do their best.
At Cegeka we've developed an Agile Transformation approach, based on my Agile Transformation model and on the Situational Coaching Model, developed by myself and Jan De Baere. We presented this on the 17 of November to a group of business leaders and agile leaders.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
Henrik Kniberg: Lean from the Trenches keynote @ AgileEEAgileee
This document summarizes a presentation about applying lean and agile principles to a large government project in Sweden called PUST. It describes how the project team used techniques like slicing work into small customer-focused stories, daily stand-ups, iterative planning and releases, continuous improvement retrospectives, and tracking metrics to successfully deliver the project on time and on budget while continuously improving their process.
The document discusses the importance of defining a clear Sprint Goal in Scrum. It provides 5 reasons why the Sprint Goal is essential: 1) It gives the development team flexibility, 2) It unites the team, 3) It motivates the team by giving context to their work, 4) It helps with focus and decision making, 5) It manages stakeholders' expectations. The document also provides examples of good and bad Sprint Goals and final thoughts on key characteristics of an effective Sprint Goal.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
This document discusses strengths-based leadership. It argues that all people have innate talents or strengths that can be developed for leadership. Strengths-based leadership views leadership as a collective process and recommends using different strengths for different leadership situations. The document also outlines four domains of leadership strength: executing, relationship building, strategic thinking, and influencing. It notes that the most effective leaders invest in their own and others' strengths, surround themselves with the right people, understand followers' needs, and can accomplish things through other people.
Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
Workshop delivered by Adrian Smith and Craig Smith at Agile Australia 2012 in Melbourne in May 2012.
The Agile Coach is a critical role in helping leaders, teams or individuals understand, adopt and improve Agile methods and practice. Additionally, an Agile Coach helps people rethink and change the way they go about their work. For a individual to be effective in a coaching role, they must poses a wide range of skills and experience. In this workshop we will explore Agile coaching skills in the context of a competency framework and provide participants with lessons from real-world coaching experience. The workshop will provide an opportunity for participants to learn about coaching, identify areas of Agile development and to broaden skills through hands-on group and individual exercises and games.
You will:
» Understand role of an Agile coach and the typical development pathways
» Identify personal areas of strength/weakness in relation to a broad range of Agile and related skills
» Learn situational specific coaching techniques for common Agile dysfunctions
» Understand the use of maturity models in helping teams learn and adapt to Agile
» Understand organisational and role specific Agile challenges
» Learn how to adapt Agile practices to suit team specific challenges
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
Developing your staff the Multipliers way.Mark S. Steed
A presentation to Heads of Department on distributive leadership, including some practical tips on how to achieve this. Ideas based on the books "Multipliers" and "the Multiplier Effect" by Liz Wiseman et al
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role.This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different as Agile is a Value and Culture driven Project Management Methodology.
I try to address some of the misunderstandings of the Scrum Master Role
You can see some of Scrum Master internal training videos that I did in past.
https://www.youtube.com/my_videos?o=U
How to Become an Indispensable Scrum Master
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
The document outlines Kaizenex's approach to developing a workforce and leadership development roadmap for clients. It involves four steps: 1) Define the competencies needed to support the organization's current and future strategy using tools like balanced scorecards. 2) Assess performance obstacles and capability gaps using analysis tools to define exemplary performance. 3) Develop solutions like training if needed, prioritizing courses to ensure performance. 4) Evaluate the impact of the training and development solutions. Training is presented as just one part of an overall solution, with 70% of learning coming from experience, 20% from people, and 10% from courses. A systematic approach using analysis tools is advocated to fully understand performance gaps.
The document outlines the responsibilities of a Scrum Master which include removing blocks for the team, acting as an unbreakable buffer, championing Agile practices, being the chief connector to solve issues, providing frequent feedback, and building individual ownership without acting as a team leader. It notes that the Scrum Master role can vary in visibility from almost invisible on small dedicated teams to highly visible and busy on larger teams with more challenges.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
The document is a PRISM report that provides feedback on an individual's behavioral preferences based on their responses to a PRISM inventory. PRISM uses neuroscience research to assess how brain chemistry and neural networks influence behavior. It differs from other personality tests by measuring interests and behavior dimensions rather than theoretical concepts. The report includes the individual's PRISM profile maps that show their underlying, adapted, and consistent behavioral tendencies to help them understand their natural behaviors and how they interact with others.
O documento compara o Balanced Scorecard e o Performance Prism, dois frameworks para medição de desempenho organizacional. Ambos usam medidas financeiras e não financeiras, mas diferem no foco: o Balanced Scorecard foca em acionistas e clientes, enquanto o Performance Prism considera as necessidades e contribuições de todos os stakeholders. Outra diferença é que o Performance Prism identifica primeiro os indicadores para satisfazer os stakeholders e só então formula a estratégia, ao contrário do Balanced Scorecard.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
Henrik Kniberg: Lean from the Trenches keynote @ AgileEEAgileee
This document summarizes a presentation about applying lean and agile principles to a large government project in Sweden called PUST. It describes how the project team used techniques like slicing work into small customer-focused stories, daily stand-ups, iterative planning and releases, continuous improvement retrospectives, and tracking metrics to successfully deliver the project on time and on budget while continuously improving their process.
The document discusses the importance of defining a clear Sprint Goal in Scrum. It provides 5 reasons why the Sprint Goal is essential: 1) It gives the development team flexibility, 2) It unites the team, 3) It motivates the team by giving context to their work, 4) It helps with focus and decision making, 5) It manages stakeholders' expectations. The document also provides examples of good and bad Sprint Goals and final thoughts on key characteristics of an effective Sprint Goal.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
This document discusses strengths-based leadership. It argues that all people have innate talents or strengths that can be developed for leadership. Strengths-based leadership views leadership as a collective process and recommends using different strengths for different leadership situations. The document also outlines four domains of leadership strength: executing, relationship building, strategic thinking, and influencing. It notes that the most effective leaders invest in their own and others' strengths, surround themselves with the right people, understand followers' needs, and can accomplish things through other people.
Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
Workshop delivered by Adrian Smith and Craig Smith at Agile Australia 2012 in Melbourne in May 2012.
The Agile Coach is a critical role in helping leaders, teams or individuals understand, adopt and improve Agile methods and practice. Additionally, an Agile Coach helps people rethink and change the way they go about their work. For a individual to be effective in a coaching role, they must poses a wide range of skills and experience. In this workshop we will explore Agile coaching skills in the context of a competency framework and provide participants with lessons from real-world coaching experience. The workshop will provide an opportunity for participants to learn about coaching, identify areas of Agile development and to broaden skills through hands-on group and individual exercises and games.
You will:
» Understand role of an Agile coach and the typical development pathways
» Identify personal areas of strength/weakness in relation to a broad range of Agile and related skills
» Learn situational specific coaching techniques for common Agile dysfunctions
» Understand the use of maturity models in helping teams learn and adapt to Agile
» Understand organisational and role specific Agile challenges
» Learn how to adapt Agile practices to suit team specific challenges
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
Developing your staff the Multipliers way.Mark S. Steed
A presentation to Heads of Department on distributive leadership, including some practical tips on how to achieve this. Ideas based on the books "Multipliers" and "the Multiplier Effect" by Liz Wiseman et al
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role.This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different as Agile is a Value and Culture driven Project Management Methodology.
I try to address some of the misunderstandings of the Scrum Master Role
You can see some of Scrum Master internal training videos that I did in past.
https://www.youtube.com/my_videos?o=U
How to Become an Indispensable Scrum Master
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
The document outlines Kaizenex's approach to developing a workforce and leadership development roadmap for clients. It involves four steps: 1) Define the competencies needed to support the organization's current and future strategy using tools like balanced scorecards. 2) Assess performance obstacles and capability gaps using analysis tools to define exemplary performance. 3) Develop solutions like training if needed, prioritizing courses to ensure performance. 4) Evaluate the impact of the training and development solutions. Training is presented as just one part of an overall solution, with 70% of learning coming from experience, 20% from people, and 10% from courses. A systematic approach using analysis tools is advocated to fully understand performance gaps.
The document outlines the responsibilities of a Scrum Master which include removing blocks for the team, acting as an unbreakable buffer, championing Agile practices, being the chief connector to solve issues, providing frequent feedback, and building individual ownership without acting as a team leader. It notes that the Scrum Master role can vary in visibility from almost invisible on small dedicated teams to highly visible and busy on larger teams with more challenges.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
The document is a PRISM report that provides feedback on an individual's behavioral preferences based on their responses to a PRISM inventory. PRISM uses neuroscience research to assess how brain chemistry and neural networks influence behavior. It differs from other personality tests by measuring interests and behavior dimensions rather than theoretical concepts. The report includes the individual's PRISM profile maps that show their underlying, adapted, and consistent behavioral tendencies to help them understand their natural behaviors and how they interact with others.
O documento compara o Balanced Scorecard e o Performance Prism, dois frameworks para medição de desempenho organizacional. Ambos usam medidas financeiras e não financeiras, mas diferem no foco: o Balanced Scorecard foca em acionistas e clientes, enquanto o Performance Prism considera as necessidades e contribuições de todos os stakeholders. Outra diferença é que o Performance Prism identifica primeiro os indicadores para satisfazer os stakeholders e só então formula a estratégia, ao contrário do Balanced Scorecard.
The document compares the Performance Prism approach and the Balanced Scorecard approach. The Performance Prism, developed in 2002, uses five perspectives to help executives answer fundamental questions about their organization. The Balanced Scorecard, developed in 1992, is a strategic planning tool that aligns business activities with organizational vision and strategy by monitoring performance against goals. It provides a balanced view using financial and non-financial metrics across four perspectives: financial, customer, internal business processes, and learning and growth. The Balanced Scorecard is used to develop metrics, collect data, and analyze performance in each perspective area.
Strategic performance management involves aligning employee performance with organizational goals. It is a proactive partnership between employees and management. Performance management helps improve individual and team performance to deliver sustained organizational success. Strategic performance management provides frameworks and indicators to help formulate strategy, allow strategic insights, and inform strategic decision making. Key frameworks include the balanced scorecard and performance prism. Performance indicators should be relevant, clearly defined, and drive progress toward objectives. Targets provide measurable marks of achievement aligned with objectives. Strategic performance management is crucial for effective organizational development and growth.
PRISM Informatics provides services including SAP HANA implementation, predictive analytics, mobile application development, and cyber security. SAP HANA is an in-memory database that provides high performance analytics capabilities. Predictive analytics processes historical data to make predictions about future events. Mobile applications are developed for personal and professional use across various platforms. Cyber security services help protect critical data and systems from threats.
The employer-employee relationship is broken. Managers face a seemingly impossible dilemma: You can’t afford to offer lifetime employment. But you can’t build a lasting, innovative business when everyone acts like a free agent. The solution: Stop thinking of employees as family or free agents, and start thinking of them as allies on a tour of duty.
Co-authored by Reid Hoffman, founder/chairman of LinkedIn, and Ben Casnocha and Chris Yeh, The Alliance teaches managers how to recruit, manage, and retain the entrepreneurial employees your business needs to succeed in the networked age.
This deck is a visual summary of our book: http://amzn.to/1kWQB4j
The "tour of duty" is the way you organize the Alliance at work. In this context, a tour of duty represents a commitment by employer and employee to a specific mission of finite duration. We see this approach as a way to incorporate some of the advantages from both lifetime employment and free agency. Like lifetime employment, the tour of duty allows employers and employees to build trust and mutual investment; like free agency, it preserves the flexibility that both employers and employees need to adapt to a rapidly changing world.
1. PRISM Brain Mapping is a tool that uses neuroscience to identify individuals' behavioral preferences based on brain activity, rather than psychological theories.
2. It provides users with "maps" representing how their brain prefers to work, showing natural behaviors as well as adaptations made for specific situations.
3. The maps also indicate where users may overuse or underuse their preferences, helping them understand their potential and what may hinder their performance.
Prism Brainmapping claims to be a more accurate and scientifically valid tool for behavioral assessment and job matching compared to outdated psychometric tests. It examines natural, adapted, and consistent behaviors based on neuroscience rather than just observations or psychology. Prism also recognizes that behaviors evolve based on experiences and environment, and can help individuals and organizations develop the behaviors needed to improve performance and achieve goals.
PRISM Brainmapping is an online neuroscience-based behavioral mapping instrument that analyzes human behavior based on brain activity. It helps explain how the brain produces behavior and how the environment influences brain cells. PRISM can assess how closely a person's natural behavioral preferences match the requirements of their job. This information is useful for coaching, performance management, recruitment, and leadership development. PRISM Brainmapping is used globally and available in many languages.
The Team Management Profile is a management tool that provides personalized feedback to individuals and teams based on a validated questionnaire. It analyzes preferences for different work roles and team behaviors. The resulting 4,500 word report helps maximize individual and team performance to achieve business goals.
Mi smo Atria Group SEE, kompanija koja je nastala sa ciljem da integriše aktivnosti Persone Global, Eriksonovog koledža, Kalher Communication i NLP Centra na području Srbije, Makedonije, Bosne i Hercegovine, Crne Gore i Hrvatske. Naše osnovne delatnosti su profesionalni trening i koučing programi u oblasti profesionalnog i ličnog razvoja. Ono što spada u našu specijalnost su korporativni treninzi iz oblasti komunikacijskih, prodajnih i menadžerskih veština, koučing usmeren ka rešenju, kao i procene koje našem radu daju merljivost.
This document introduces the PRISM as a practical tool for building and sustaining high-performing teams. The PRISM outlines five essential ingredients: Positivity, Respect, Inclusivity, Self-Awareness, and Moment. It is a colorful tool that allows team members to provide feedback on how well the team demonstrates each ingredient. The ingredients are then briefly defined, with Positivity focusing on a positive impact and constructive negativity, Respect emphasizing valuing diversity of ideas, Inclusivity ensuring all voices are heard, Self-Awareness involving self-monitoring of behaviors and signals, and Moment referring to seizing important leadership opportunities. The PRISM tool is designed for real-time use and feedback to encourage behavioral changes that
“High-Performance” used to describe race-car engines or elite athletes. Now it is an aspiration for Corporate Managers.
Here we give you an overview of the five essential ingredients for creating and sustaining high performing teams and a practical tool for implementing it in your company or organisation. We call it the PRISM.
Business psychology is becoming more commonly used by business leaders to improve organizational functioning, growth, and problem solving. A career in business psychology offers many opportunities in fields like consulting, human resources, management solutions, and organizational development. Students pursuing a degree in business psychology will learn about human organizations, current research in the field, and how to select personnel, perform interventions, assess and develop organizations, conduct research and statistical analysis, and develop communication and interpersonal skills needed for business. Psychology helps businesses through activities like job analysis, personnel recruitment and selection, understanding organizational culture, employee development, addressing "pain points", managing downsizing, performance management, individual assessment, compensation analysis, training applications, and understanding group behavior.
Business leaders often say their employees are their organization’s most valuable asset. But how much insight do companies truly have into their workforce? Discover more at http://www.csod.com/TalentIQ
Dynamic! Engaging! Inspiring!
Sonia McDonald is the CEO of LeadershipHQ, a highly sought after and vibrant Speaker, Entrepreneur, Leadership Expert and Thought Leader.
Internationally recognised as an expert in leadership and strategy, organisational development and neuroscience, Sonia is highly sought after to speak at high profile events. Sonia is an engaging speaker who inspires as she educates. She has a natural ability to connect with her audience and presents content in a format, which motivates people to action.
Sonia’s key focus is on the strategies behind successful business and leadership. Her presentations are both fun, vibrant and informative. Taking a neuroscience approach, Sonia shows how the power of the human brain can become the driver for business and team success, pushing your business to achieve and surpass organisational objectives.
Sonia has presented to some of Australia’s best recognised companies, events and conferences inspiring them with ideas and translating those ideas into productive strategies. For over 20 years Sonia has been inspiring leaders and organisations around the globe. She has worked across diverse industries such as retail, education, construction and engineering, consulting, executive search and the public sector.
She has also been published in The Australian, Smart Healthy Women, BBC Capital, HRD Magazine, Women’s Business Media and more...
This document discusses strategic recruitment and developing people capabilities to successfully implement organizational strategies. It outlines a 5-step process: 1) Understanding the organization's strategy, 2) Analyzing opportunities and challenges, 3) Strategic recruitment to find the right people, 4) Capability management to develop employees' skills, and 5) Ensuring successful strategy implementation through coaching. The document emphasizes that understanding modern employees, their motivations and potential is key to recruiting the ideal team to bring the organization's strategy to life and drive real change.
The document discusses using assessment tools like PRISM for recruitment, selection, and development. PRISM draws on neuroscience to understand behaviors and relationships. It evaluates strengths and development needs by assessing preferences in thinking and behavior. Assessment results can be matched against job requirements to better predict performance and provide tailored training. This leads to improved job fit, productivity, and retention.
Burnham Marketing developed Neurographics, a tool that uses neuroscience to understand people's fundamental drivers of perception and behavior. Neurographics reveals how people form values and make decisions, allowing businesses to communicate and engage in a predictable way that achieves desired outcomes. By layering Neurographics insights with other data, businesses gain a deeper understanding of what motivates human behavior. Neurographics can integrate into surveys and research to deliver predictive, conclusive, or actionable results that help businesses influence people and impact goals.
he world of work has changed for good. At first, we thought the changes to our work lives brought on by the pandemic would be temporary. But now it’s clear that they are here to stay. Leaders must accept these challenges head-on. And that means considering a new set of top leadership development challenges.
We conducted a survey with business and HR leaders from more than 100 companies about their top priorities to recover from the pandemic. The results revealed that leadership development is at the top of the list.
Nearly 75% of respondents said they are prioritizing development because their leaders will need different skills to navigate recovery and thrive in the future.
The document discusses using PRISM brain mapping to identify behavioral preferences that relate to personal relationships and work performance. It finds that technical skills are not the primary reason for job failures, but rather poor interpersonal skills. A study found much higher turnover rates for employees whose jobs did not match their behavioral preferences. PRISM analyzes differences between brain hemispheres to provide insights into how people perceive their environment. It can be used for recruitment, employee development, and career coaching to improve job-person fit and reduce turnover.
Top five communication skills for project managersNirtiSingla
The document discusses the top five communication skills for project managers according to research among global project managers. The top five skills are: 1) Active listening to understand others, 2) Building relationships based on trust and respect, 3) Setting clear priorities to convey the project strategy, 4) Enabling collaboration where team members support each other, and 5) Conveying the organization's vision so team members understand how the project fits into overall business aims. Communication skills are critical for project success in keeping teams informed and gaining stakeholder support.
In order to acquire authority rather than power, a person engages with people in a management or co-worker capacity using the master style and ideology known as scrum master. A decentralised organisational structure is present in the system. This type of master demands the employees who can easily interact with customers regarding business decisions. These employees are better able to make decisions on how to retain current customers and attract new ones since they are more engaged with the customer.
Infographics on the link between effective leadership and business performance. Stats include development, employee engagement and emotional intelligence.
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2. PRISM is a great
resource for line
managers,
HR specialists
and, anyone
interested in
developing
people. We
are extremely
impressed by
its reliability
and validity. A
really effective
profiling tool.
Lynne Plater,
Senior Learning &
Development Manager
HSBC Bank plc.
PRISM Brain Mapping is a unique
way of identifying people’s behaviour
preferences based on brain activity.
Unlike traditional psychometric instruments,
PRISM approaches human behaviour from
the perspective of neuroscience, rather
than psychological theory. This exciting
online tool takes advantage of some of the
most up-to-date neuroscience discoveries
to provide users with a series of ‘maps’
which are representations of how their
brain prefers to work.
PRISM’s reports, therefore, show not
only people’s natural or instinctive
behaviour preference, but also the extent
and the way in which they modify or adapt
their preference on occasions to respond
to what you see as the demands of
specific situations e.g. their job.
The reports also indicate where individuals
may be overdoing or not making full use of
their preferences. This insight also helps
them to understand more about their
true potential, as well as what may be
hindering them from achieving even
higher performance.
The remarkable complexity of the brain
has shown that human beings cannot
credibly be divided up into a fixed number
of types or groups of people who are
unable to act outside of their preferences.
PRISM does not, therefore, label people
or fit them into ‘boxes’, nor does it have
‘scores’, or right or wrong answers.
Instead, it provides users with a powerful,
graphic explanation for why they approach
situations and individuals in different ways.
Each PRISM
‘map’ is,
therefore, a
picture of
the user as a
unique individual.
Because PRISM is based on perception,
it is obvious that if perceptions change,
behaviour will change too. The dynamic
interaction between perception of self and
the environment explains why an individual
may behave differently from one situation
to another.
What is PRISM Brain Mapping?
3. Now in use by some of the world’s leading organisations, PRISM is a must for all those who want to improve personal or business performance.Those who use PRISM include:
HSBC, Siemens, Barclays Capital, Maersk, Goodyear Dunlop, Cass Business School, City University
London, Kleinwort Benson, Randstad Education, Viridian Finance, Deloitte, Diageo, Lloyds TSB
The brain is the source of all human behaviour. It stores our
memories, enables us to feel emotions, gives us our personalities
and produces the behaviours that enable us to survive and
achieve success - in short; it makes us who we are.
Although genes set boundaries for human behaviour, within these
boundaries there is immense room for individual variation.
Now, thanks to great advances in brain imaging technology,
scientists can watch the brain at work and in great detail and are
uncovering many of its secrets.
For all of us, that discovery is
really good news. The adult
brain can and does, adapt,
develop and change even
into old age. This means that
education, learning and
development take on a whole
new level of importance. Neuroscience has also shown us that
people tend to be most motivated and successful when
they use and are rewarded for using their own natural,
preferred behaviour.
This highlights the importance of matching people with the right
jobs - doing those things they enjoy and do best. In simple terms,
the better the fit between the person and the job, the
better the performance. The best recruitment results from
paying attention to three factors:
What is Neuroscience?
Emotional
Intelligence Recruitment
Assessment
Stress
Management
Change
Management
Leadership
360 degree
Feedback
Customer
Service
Competency
Frameworks
Conflict
Resolution
Cultural
Integration
Team
Development
Sales
Performance
Appraisal
Coaching
Communication
n What the person
likes to do most,
n What the person
does best,
n What adds greatest
value to the organisation.
4. Organisational
Culture Mapping
Significant increase in business performance can be
achieved where a positive and aligned culture exists.
The destructive influence of recruiting someone who
does not share the same set of values, goals and
commitment espoused by the organisation will
weaken a strong chain of links and bonds. A good
cultural alignment is essential as many employees
leave their companies as a result of personality
clashes or because they have trouble
getting on with colleagues.
...Simply the world’s most comprehensive on-line
neuroscience based behaviour mapping system
PRISM assists in making judgements with spectacular precision. I would put that accuracy at 99.5%.
Professor Raghavendra, Oriental Institute of Management, University of Mumbai.
Emotional
Intelligence
Job experience and IQ certainly have their place, but
neither of these factors holds more sway in the realm of
job performance than a person’s ability to understand
and manage his or her own emotions and those of other
people. PRISM measures an individual’s personal
preferences and can help an individual
achieve greater success at work.Team
Building
PRISM Brain Mapping can not only map a team’s
behavioural strengths, but it can also assist leaders to
diagnose a team’s performance and identify areas for
improvement. As the team matures PRISM Brain
Mapping will enable each individual to develop
new strengths and compensating strategies
to enhance team performance.
Effective
Recruitment
Recruitment need not be so arbitrary – it can be
scientific. PRISM identifies behavioural preferences that
may otherwise be overlooked in a standard interview and
so directs attention to differences between what a person
is comfortable doing and what the job actually requires
if an excellent performance is to be achieved. PRISM
makes it possible to align performance with the
organisation’s goals as well as promoting
more effective business success.
Effective
Coaching
Just as people of different behaviour preferences
accomplish work and communicate in different ways,
they also have specific preferences on how to
be coached. Using PRISM coaching professionals
and managers can better tailor their language,
strategies, and goals to be in alignment with
an individual’s behavioural preferences
or preferred ways of working.
5. Managing
Conflict
Conflict may be defined as a struggle or contest
between people with opposing needs, ideas, beliefs,
values, or goals. Some conflict is inevitable; however,
the results of conflict are not predetermined. When we
learn effectively to manage and resolve conflicts with
others, then more opportunities for successful
relationships are available to us. Most people are
willing and interested in resolving their conflicts;
they just need the appropriate tools, skill
set and opportunities.
Team Performance
Indicator
The PRISM Team Performance Indicator is a
powerful, web-based tool for identifying and
enhancing the performance of a team. It uses
anonymous, objective feedback from team members
and others to measure how effectively a team
is working, and to identify and prioritise
areas for improvement.
360 Degree
Feedback
The PRISM 360 enables an individual to obtain an
insight into how up to 20 others see their actual
behaviour on a day-to-day basis. In addition PRISM
enables users to include either generic or in-house
competencies and to correlate those competencies
with a candidate’s behaviour preferences. PRISM uses
highly visual graphic outputs to facilitate
effective understanding.
...Simply the world’s most comprehensive on-line
neuroscience based behaviour mapping system
Sales
Enhancement
Customers buy when they feel understood.
So the successful salesperson shows customers
that he or she understands them by giving them what
they expect, or more. PRISM helps sales people to
identify the customer’s behavioural preferences
and needs and establish rapport with
them more effectively.
Leadership
Skills
Some of the behaviours that get people promoted
are the very same ones that they need to either modify
or manage more effectively when they become leaders.
PRISM Brain Mapping helps leaders identify their key
behavioural preferences and how they need to be
modified or adapted at times to achieve the
best results from individuals within their team.
6. PRISM Brain Mapping is available worldwide and in a variety of languages. PRISM Brain Mapping is supported by offices in United Kingdom,
Brazil, Costa Rica, Hong Kong, India, Malaysia, Russia, Singapore, South Africa and the United Arab Emirates.
+44 (0) 8432 893 870
PRISM Brain Mapping, UK & European Office, 5 St John’s Lane, LONDON EC1M 4BH Tel: +44 (0) 8452 417 552
PRISM ‘Professional’ is a neuroscience-
based instrument specifically designed
to identify the behavioural preferences
that directly relate to personal
relationships and work performance.
Rather than the theoretical concepts of
many traditional tests, PRISM ‘Professional’
measures the things that people like doing
and the behavioural characteristics related
to those things.
Research shows that people whose
interests match their occupations
and activities find greater
satisfaction, are more productive,
and have higher levels of motivation.
These enhanced results can increase
the individual’s work performance and
enhance the chances of career success.
Indeed, a Harvard Business Review study
has shown that staff turnover almost
doubles when no job suitability match has
been undertaken. The study also concluded
that 80% of staff turnover can be attributed
to mistakes made during the employee
selection and recruitment process.
Many personality and individual
assessment tests are based on bi-polar
scales (either/or) type of questions. In other
words they identify people as either one
thing or another. PRISM ‘Professional’
differs in how data is gathered and
reveals balances and imbalances
instead of the ‘typecasting’ that
comes from bi-polar methods.
In addition to PRISM‘s eight behaviour
dimensions, the report identifies and
measures 26 key aspects of work preference.
This information allows you to make
many links between your behaviour,
natural behaviour preferences and
your work behaviour. The report also
enables you to gain an insight into your
behavioural preferences from several
points of view. In addition to the normal
PRISM reports, you can receive outputs
on Emotional Intelligence and on
‘The Big Five’ - one of the most widely
accepted and used models of personality.
PRISM ‘Professional’ has a number of
added facilities. For example, it manages
a 360-degree process with the option to
include generic or in-house competencies.
It can create team maps and match a team
with a team benchmark, as well as searching
an extensive list of potential candidates to
identify those who best fit a specific job or
role. It also has a team diagnostic facility
which measures team performance
as well as the quality of inter-personal
relationships within the team.
Why PRISM?
www.neuro-performance.co.uk
or contact us at : perform@neuro-performance.co.uk
If you would like to know more about PRISM and how it can enhance your business,
please contact us today.