This document provides an overview of Scrum and how it can help teams deliver results. Scrum is an agile framework that embraces uncertainty and allows for continuous learning and improvement through short "sprints" of work. The essential elements of Scrum include sprint planning, daily stand-up meetings, and reviews/retrospectives to build learning. Scrum prioritizes clarity, engagement, autonomy for cross-functional teams, and continuous improvement. The document suggests Scrum can help workforce partners collaborate more effectively to tackle challenges like unemployment, skills gaps, and poverty.
The document discusses Agile management and provides an overview of its key principles and practices. It defines Agile as valuing customer involvement, frequent delivery of working software, collaboration, and responding to change. The document outlines the seven dimensions of software projects including value, people, functionality, quality, tools, time, and process. It then discusses how Agile managers should energize people, empower teams, align constraints, develop competence, grow structure, and continuously improve using a model of Agile management.
This document discusses how digital transformation is influencing the workplace. It begins by defining digitization and explaining where it originated from. Digitization refers to the conversion of analog information like text, images, and sounds into digital data. This process has been ongoing since the 1940s and has accelerated dramatically in recent decades due to advances in computing power and connectivity.
The document then explores how the digital transformation is changing the working world. New technologies are blurring industry boundaries and allowing non-traditional competitors to enter established markets. Work is becoming more flexible as digital tools enable new ways of collaborating across distances. Younger generations already view technology as a natural part of their lives and have different expectations of the workplace. Overall, digital transformation
The document provides 10 tips for best practices in managing virtual teams using web tools. It recommends establishing clear standards and communication routines, selecting the right collaboration tools, and finding ways for team members to socially interact and share ideas online. It also emphasizes celebrating accomplishments, creating transparency, enabling ongoing learning, and considering the diversity of team members when selecting tools. The overall goal is to effectively manage remote teams through a mix of traditional and new web-based technologies.
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.
1. The document discusses managing virtual teams, which are comprised of people across different locations who use technology to collaborate remotely. It outlines five principles for managing virtual teams effectively: manage proactively, respect and trust team members, manage consistently with discipline, set realistic expectations and hold teams accountable, and foster fun.
2. Trends show that mobile technology has changed where and how people work, and virtual teams can work seamlessly with the right collaboration tools. However, managing virtual teams presents challenges in aligning culture, performance, communication and technology.
3. Proactive management is important for virtual teams, with open communication and coaching to build cohesion. Trust, clear expectations, accountability, and making meetings effective are
HR Hackathon 2016, Berlin - Keynote Birgit Mallow
Keynote Summary: What the hell is up-to-date leadership?
Today’s dynamic markets are challenging industries more and more. Birgit Mallow speaks practically about the skills and competences that managers need nowadays. She shows how managers stimulate creativity and innovation for one thing, and on how to manage growth and efficiency for the other. And HR has a key role in all of this!
What does it say traditional approaches about risk management? And what about agile? Why scrum by design is able to manager risk in a great way? How risks can be managed in agile big programs?
The document discusses Agile management and provides an overview of its key principles and practices. It defines Agile as valuing customer involvement, frequent delivery of working software, collaboration, and responding to change. The document outlines the seven dimensions of software projects including value, people, functionality, quality, tools, time, and process. It then discusses how Agile managers should energize people, empower teams, align constraints, develop competence, grow structure, and continuously improve using a model of Agile management.
This document discusses how digital transformation is influencing the workplace. It begins by defining digitization and explaining where it originated from. Digitization refers to the conversion of analog information like text, images, and sounds into digital data. This process has been ongoing since the 1940s and has accelerated dramatically in recent decades due to advances in computing power and connectivity.
The document then explores how the digital transformation is changing the working world. New technologies are blurring industry boundaries and allowing non-traditional competitors to enter established markets. Work is becoming more flexible as digital tools enable new ways of collaborating across distances. Younger generations already view technology as a natural part of their lives and have different expectations of the workplace. Overall, digital transformation
The document provides 10 tips for best practices in managing virtual teams using web tools. It recommends establishing clear standards and communication routines, selecting the right collaboration tools, and finding ways for team members to socially interact and share ideas online. It also emphasizes celebrating accomplishments, creating transparency, enabling ongoing learning, and considering the diversity of team members when selecting tools. The overall goal is to effectively manage remote teams through a mix of traditional and new web-based technologies.
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.
1. The document discusses managing virtual teams, which are comprised of people across different locations who use technology to collaborate remotely. It outlines five principles for managing virtual teams effectively: manage proactively, respect and trust team members, manage consistently with discipline, set realistic expectations and hold teams accountable, and foster fun.
2. Trends show that mobile technology has changed where and how people work, and virtual teams can work seamlessly with the right collaboration tools. However, managing virtual teams presents challenges in aligning culture, performance, communication and technology.
3. Proactive management is important for virtual teams, with open communication and coaching to build cohesion. Trust, clear expectations, accountability, and making meetings effective are
HR Hackathon 2016, Berlin - Keynote Birgit Mallow
Keynote Summary: What the hell is up-to-date leadership?
Today’s dynamic markets are challenging industries more and more. Birgit Mallow speaks practically about the skills and competences that managers need nowadays. She shows how managers stimulate creativity and innovation for one thing, and on how to manage growth and efficiency for the other. And HR has a key role in all of this!
What does it say traditional approaches about risk management? And what about agile? Why scrum by design is able to manager risk in a great way? How risks can be managed in agile big programs?
The document discusses various concepts related to agile management including scrum, lean startup, design thinking, benefits of agile approaches, and management philosophies. It also covers topics like self-organizing teams, different levels of managerial authority, developing competence, enhancing communication structures, delivering value, continuous improvement, and tracking happiness. The Management 3.0 model is presented as having six organizational views based on complexity thinking.
Why agile doesn't work in your organizationGino Marckx
The document discusses why Agile methods often fail to work in organizations and how to address these issues. It identifies the top causes of failed Agile projects as being cultural, strategic, or tactical issues. Specifically, it notes that a lack of understanding of the broader organizational change required, company culture being at odds with Agile values, and insufficient training are among the leading causes. It also examines barriers to further Agile adoption, finding that the ability to change organizational culture is the greatest challenge. The document advocates assessing an organization's culture and addressing cultural misalignments to successfully implement Agile.
The document provides guidance on facilitating online agile retrospectives. It discusses the roles of the facilitator as architect, pilot and guide. It emphasizes that online facilitation is not the same as in-person and suggests considering digital constraints and interactive approaches. The document then outlines the typical stages of a retrospective - set the stage, gather data, generate insights, decide what to do, and close out - and provides tips for each stage. It aims to help facilitators effectively lead remote retrospectives.
Accelerate [XLR8] your agile transformationEmiliano Soldi
How organizations nowadays could innovate and transform themselves, to catch up with this faster-moving world?
How is possible to incrementally change the organization from within?
How to leverage self-organization, collaborative leadership and motivation to involve people from the whole organization to reach the Big-Opportunity?
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)Jason Yip
The document outlines 8 principles for effective Agile coaching as developed by the Spotify Ads R&D Agile Coaching team. The principles are: 1) Build relationships with both project teams and senior leadership for insight and influence. 2) Focus on long-term systems and habits over short-term wins. 3) Enable others rather than becoming operational. 4) Involve existing leaders in problem-solving. 5) Balance quick wins with addressing underlying issues. 6) Let coaching strategy follow business strategy and needs. 7) Collaboration between coaches is more effective than silos. 8) Intentionally share work to influence change, not just organically.
The document summarizes a session on Real Time Strategic Change (RTSC). It provides an overview of RTSC principles and areas of work. It then discusses a case study where RTSC was applied to a social services organization undergoing a change initiative. Key aspects of scoping possibilities, developing leadership, and creating organizational congruence were discussed as they related to the case.
This document provides an agenda and background information for Session II of a Real Time Strategic Change Learning Series. The session aims to teach participants how to accelerate change work by applying six principles of Real Time Strategic Change. The agenda includes presentations on the history and application of the principles, as well as a case study discussion. Participants will work in breakout groups to analyze scenarios through the lens of individual principles in order to better understand and apply them.
This document summarizes the first session of an online learning series about Real Time Strategic Change (RTSC). The session introduced participants to RTSC principles and how the series will work. Key points included: setting expectations for the series outcomes, clarifying the purpose and applying RTSC to current work, and getting feedback to improve future sessions. Participants engaged in discussion forums to share experiences and get clarification on integrating RTSC into their work.
The document discusses organization development and why it is important for project management. It focuses on the healthy startup and development of project teams. Specifically, it discusses the Tuckman Model of Team Development and outlines the top five reasons for project team failures. It then introduces the concept of a Project Team Collaboration Agreement, which defines how a team will operate together in critical areas to help avoid failures and increase success. The Collaboration Agreement covers defining issues about the organization, roles, and how the team will structure itself.
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
Five leadership lenses for agile successRowan Bunning
Sense Making lens - what is the problem contexts and appropriate management approach?
Systems Thinking lens - what should our organisation be optimised for and what are the dynamics?
Lean Thinking lens - how is our org. design relative to a customer value focus?
Cultural Analysis lens - what are our implicit beliefs shaping behaviour?
Self-Leadership lens - how do I show up as a leader to deal with complexity?
As presented at #sglon18
Social sourcing and lean leadership for european project opening upFrank Willems
1) The document discusses the principles of social sourcing and lean leadership. It provides practical case studies of social sourcing projects and discusses relevant social network theories.
2) Lean leadership principles that can enable success in social sourcing are explained, including creating continuous flow and eliminating waste. Theory U and its listening modes are presented as a leadership approach.
3) The audience is challenged to identify problems that could be solved using social media data and lean problem-solving techniques, with the goal of creating value for customers through sustainable practices.
Teams That Flow ebook - Nokia #SmarterEverydayNokia
Flow is the psychological description of those really satisfying occasions
at work: you’re productive, engaged, confident and operating at your full potential. When a team is in flow, it’s innovative, harmonious and productive. Being part of it improves the performance of each member. Communication is purposeful and clear. Friction is seen as an opportunity, not a personal threat. Location and time zones pose no barriers. The balance is just right, and everything flows.
This book is a guide to building a team that flows. We’re going to begin with the theory, explaining the concepts and elements you need to create flow, before moving onto the practicalities of harnessing the power of collaboration,
working alongside technology, and leading a more productive working life within any team.
This document discusses challenges and misconceptions around engineering management in agile environments. It addresses common threats like unclear goals, lack of autonomy and alignment. Effective management requires focusing on the team and system rather than individuals. Automation, allowing failures, avoiding silos and killing unproductive activities can help. A manager should act as a servant leader, coach and influencer to promote the team, sharing knowledge and adding value. The journey of effective engineering management is never-ending.
This leadership seminar was delivered for Accenture in Bonifacio Global City (BGC) for their Top ACT event. It was the first time they were doing an event such as this for their newly launched mentorship program so delivering the Agile Leadership talk for them was a very big deal for me.
I mixed a little bit of tech geekiness in the deck so the sub-title is 'Decoding Leadership in Today's World'. I also tackled why leadership is important and why it's difficult at the same time.
I also noted that leadership is more difficult nowadays because influencing people has become more elusive. Technology has increased our awareness and so it has also increased our skepticism. We don't put our faith in someone or something as easily as before.
Influence is earned. Which means leadership is earned. And how you earn leadership stems from who you are and how authoritative you are in what you do and say.
Earning influence requires a ton of hard work, intentional practice, research and diplomacy. These things do not come often to a lot of people. There are a few gems of an individual that has these and I implore people to work towards having these characteristics as it will serve them in becoming the best leaders they can be.
I also talk about passion and how it is grossly misunderstood by the world at large. It does take passion to be a leader but it is the difficult side of passion that enables this. The side that takes a lot of sacrifice and (I daresay) martyrdom.
Life is not about work and pay. Rather, it is about sharing your faith to others. Give what you have freely to others. How can you share and give to others if they don't want what you have?
Because they don't want to be like you?
The Bible says in Titus 2:7 "And you yourself must be an example to them by doing good works of every kind. Let everything you do reflect the integrity and seriousness of your teaching."
You have to be someone who matters to people. That takes authority which turns to influence.
Leadership is impossible without the willingness to suffer for something you truly believe in. The good news is leadership can be agile!
Leadership is not a long, hard development that will launch after everything has been "quality-assured."
You learn, you practice - and yes you might faith sometimes and experience 'bugs' along the way, but the important thing is to 'just keep shipping.'
This talk was also delivered to Fluor Philippines, in Alabang. They are a Fortune 500 company with more than 56,000 employees worldwide. They also have offices in Manila and Cebu with a combined headcount of almost 3,000 employees. They got me to talk about leadership for their Mentoring program. It was a very exciting time for them and I, in turn, was thrilled for the opportunity to speak about leadership in their event.
This document summarizes a session on applying Real Time Strategic Change (RTSC) principles. The session provides an agenda that includes discussing insights from prior sessions, rules of thumb for RTSC practitioners, and a live case study. The rules of thumb advise focusing on client needs, integrating RTSC with other methods while staying true to principles, and working on many fronts to align diverse efforts. The case study portion asks participants to discuss a situation and how RTSC principles have been applied to identify opportunities to further progress.
Lean Kanban India 2019 Conference | Enabling Business Agility through a simp...LeanKanbanIndia
Session Title: Enabling Business Agility through a simpler alternative
Session Detail: In these times of rapid change, Business agility has become a buzzword for organizations to not only survive but also grow and thrive. Though often used, Business Agility has varied shades, and means different things for organizations. The approach for transformation towards business agility can also be unique to organizations and the context in which they operate. In this talk we present our experiences coaching and consulting organizations in their transformation journey. We share a model for percolating change towards business agility, progressively from individual teams to the organization as a whole. Techniques (including Lean) used in our approach will be highlighted as we go through our story.
This one day course covers fundamentals of agile. The course will explore the origins and history of agile, understand the agile mindset, and learn techniques for planning, estimation, tracking progress, and adapting processes. The instructor has over 15 years of experience in areas like business analysis, project management, agile coaching, and is certified in several agile frameworks. The course will help participants apply agile beyond software development and establish an agile mindset focused on continuous learning, feedback, and improvement.
This document discusses team structure and development. It describes what a team is and different types of teams. It outlines the stages of team development from forming to adjourning. It also discusses effective team communication styles, building agreement within a team, and successful team meetings and presentations. The key aspects covered are forming, storming, norming, and performing as the stages of team development, as well as the importance of understanding goals, roles, and having cohesion within effective teams.
Management challenges while building a healthy engineering culture. Avoiding agile anti-patterns, while promoting a systemic view of the organisation. Team motivation: key drivers and pitfalls.
This document contains over 30 quotes and sayings related to leadership, success, teamwork, and personal growth. Some of the key ideas expressed are that opportunities are most valuable when prepared for in advance, true heroism is serving others, leadership requires keeping a team united and focused on goals rather than personal agendas, and that the role of a good leader is enabling others to excel while remaining largely unnoticed themselves.
The document discusses various concepts related to agile management including scrum, lean startup, design thinking, benefits of agile approaches, and management philosophies. It also covers topics like self-organizing teams, different levels of managerial authority, developing competence, enhancing communication structures, delivering value, continuous improvement, and tracking happiness. The Management 3.0 model is presented as having six organizational views based on complexity thinking.
Why agile doesn't work in your organizationGino Marckx
The document discusses why Agile methods often fail to work in organizations and how to address these issues. It identifies the top causes of failed Agile projects as being cultural, strategic, or tactical issues. Specifically, it notes that a lack of understanding of the broader organizational change required, company culture being at odds with Agile values, and insufficient training are among the leading causes. It also examines barriers to further Agile adoption, finding that the ability to change organizational culture is the greatest challenge. The document advocates assessing an organization's culture and addressing cultural misalignments to successfully implement Agile.
The document provides guidance on facilitating online agile retrospectives. It discusses the roles of the facilitator as architect, pilot and guide. It emphasizes that online facilitation is not the same as in-person and suggests considering digital constraints and interactive approaches. The document then outlines the typical stages of a retrospective - set the stage, gather data, generate insights, decide what to do, and close out - and provides tips for each stage. It aims to help facilitators effectively lead remote retrospectives.
Accelerate [XLR8] your agile transformationEmiliano Soldi
How organizations nowadays could innovate and transform themselves, to catch up with this faster-moving world?
How is possible to incrementally change the organization from within?
How to leverage self-organization, collaborative leadership and motivation to involve people from the whole organization to reach the Big-Opportunity?
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)Jason Yip
The document outlines 8 principles for effective Agile coaching as developed by the Spotify Ads R&D Agile Coaching team. The principles are: 1) Build relationships with both project teams and senior leadership for insight and influence. 2) Focus on long-term systems and habits over short-term wins. 3) Enable others rather than becoming operational. 4) Involve existing leaders in problem-solving. 5) Balance quick wins with addressing underlying issues. 6) Let coaching strategy follow business strategy and needs. 7) Collaboration between coaches is more effective than silos. 8) Intentionally share work to influence change, not just organically.
The document summarizes a session on Real Time Strategic Change (RTSC). It provides an overview of RTSC principles and areas of work. It then discusses a case study where RTSC was applied to a social services organization undergoing a change initiative. Key aspects of scoping possibilities, developing leadership, and creating organizational congruence were discussed as they related to the case.
This document provides an agenda and background information for Session II of a Real Time Strategic Change Learning Series. The session aims to teach participants how to accelerate change work by applying six principles of Real Time Strategic Change. The agenda includes presentations on the history and application of the principles, as well as a case study discussion. Participants will work in breakout groups to analyze scenarios through the lens of individual principles in order to better understand and apply them.
This document summarizes the first session of an online learning series about Real Time Strategic Change (RTSC). The session introduced participants to RTSC principles and how the series will work. Key points included: setting expectations for the series outcomes, clarifying the purpose and applying RTSC to current work, and getting feedback to improve future sessions. Participants engaged in discussion forums to share experiences and get clarification on integrating RTSC into their work.
The document discusses organization development and why it is important for project management. It focuses on the healthy startup and development of project teams. Specifically, it discusses the Tuckman Model of Team Development and outlines the top five reasons for project team failures. It then introduces the concept of a Project Team Collaboration Agreement, which defines how a team will operate together in critical areas to help avoid failures and increase success. The Collaboration Agreement covers defining issues about the organization, roles, and how the team will structure itself.
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
Five leadership lenses for agile successRowan Bunning
Sense Making lens - what is the problem contexts and appropriate management approach?
Systems Thinking lens - what should our organisation be optimised for and what are the dynamics?
Lean Thinking lens - how is our org. design relative to a customer value focus?
Cultural Analysis lens - what are our implicit beliefs shaping behaviour?
Self-Leadership lens - how do I show up as a leader to deal with complexity?
As presented at #sglon18
Social sourcing and lean leadership for european project opening upFrank Willems
1) The document discusses the principles of social sourcing and lean leadership. It provides practical case studies of social sourcing projects and discusses relevant social network theories.
2) Lean leadership principles that can enable success in social sourcing are explained, including creating continuous flow and eliminating waste. Theory U and its listening modes are presented as a leadership approach.
3) The audience is challenged to identify problems that could be solved using social media data and lean problem-solving techniques, with the goal of creating value for customers through sustainable practices.
Teams That Flow ebook - Nokia #SmarterEverydayNokia
Flow is the psychological description of those really satisfying occasions
at work: you’re productive, engaged, confident and operating at your full potential. When a team is in flow, it’s innovative, harmonious and productive. Being part of it improves the performance of each member. Communication is purposeful and clear. Friction is seen as an opportunity, not a personal threat. Location and time zones pose no barriers. The balance is just right, and everything flows.
This book is a guide to building a team that flows. We’re going to begin with the theory, explaining the concepts and elements you need to create flow, before moving onto the practicalities of harnessing the power of collaboration,
working alongside technology, and leading a more productive working life within any team.
This document discusses challenges and misconceptions around engineering management in agile environments. It addresses common threats like unclear goals, lack of autonomy and alignment. Effective management requires focusing on the team and system rather than individuals. Automation, allowing failures, avoiding silos and killing unproductive activities can help. A manager should act as a servant leader, coach and influencer to promote the team, sharing knowledge and adding value. The journey of effective engineering management is never-ending.
This leadership seminar was delivered for Accenture in Bonifacio Global City (BGC) for their Top ACT event. It was the first time they were doing an event such as this for their newly launched mentorship program so delivering the Agile Leadership talk for them was a very big deal for me.
I mixed a little bit of tech geekiness in the deck so the sub-title is 'Decoding Leadership in Today's World'. I also tackled why leadership is important and why it's difficult at the same time.
I also noted that leadership is more difficult nowadays because influencing people has become more elusive. Technology has increased our awareness and so it has also increased our skepticism. We don't put our faith in someone or something as easily as before.
Influence is earned. Which means leadership is earned. And how you earn leadership stems from who you are and how authoritative you are in what you do and say.
Earning influence requires a ton of hard work, intentional practice, research and diplomacy. These things do not come often to a lot of people. There are a few gems of an individual that has these and I implore people to work towards having these characteristics as it will serve them in becoming the best leaders they can be.
I also talk about passion and how it is grossly misunderstood by the world at large. It does take passion to be a leader but it is the difficult side of passion that enables this. The side that takes a lot of sacrifice and (I daresay) martyrdom.
Life is not about work and pay. Rather, it is about sharing your faith to others. Give what you have freely to others. How can you share and give to others if they don't want what you have?
Because they don't want to be like you?
The Bible says in Titus 2:7 "And you yourself must be an example to them by doing good works of every kind. Let everything you do reflect the integrity and seriousness of your teaching."
You have to be someone who matters to people. That takes authority which turns to influence.
Leadership is impossible without the willingness to suffer for something you truly believe in. The good news is leadership can be agile!
Leadership is not a long, hard development that will launch after everything has been "quality-assured."
You learn, you practice - and yes you might faith sometimes and experience 'bugs' along the way, but the important thing is to 'just keep shipping.'
This talk was also delivered to Fluor Philippines, in Alabang. They are a Fortune 500 company with more than 56,000 employees worldwide. They also have offices in Manila and Cebu with a combined headcount of almost 3,000 employees. They got me to talk about leadership for their Mentoring program. It was a very exciting time for them and I, in turn, was thrilled for the opportunity to speak about leadership in their event.
This document summarizes a session on applying Real Time Strategic Change (RTSC) principles. The session provides an agenda that includes discussing insights from prior sessions, rules of thumb for RTSC practitioners, and a live case study. The rules of thumb advise focusing on client needs, integrating RTSC with other methods while staying true to principles, and working on many fronts to align diverse efforts. The case study portion asks participants to discuss a situation and how RTSC principles have been applied to identify opportunities to further progress.
Lean Kanban India 2019 Conference | Enabling Business Agility through a simp...LeanKanbanIndia
Session Title: Enabling Business Agility through a simpler alternative
Session Detail: In these times of rapid change, Business agility has become a buzzword for organizations to not only survive but also grow and thrive. Though often used, Business Agility has varied shades, and means different things for organizations. The approach for transformation towards business agility can also be unique to organizations and the context in which they operate. In this talk we present our experiences coaching and consulting organizations in their transformation journey. We share a model for percolating change towards business agility, progressively from individual teams to the organization as a whole. Techniques (including Lean) used in our approach will be highlighted as we go through our story.
This one day course covers fundamentals of agile. The course will explore the origins and history of agile, understand the agile mindset, and learn techniques for planning, estimation, tracking progress, and adapting processes. The instructor has over 15 years of experience in areas like business analysis, project management, agile coaching, and is certified in several agile frameworks. The course will help participants apply agile beyond software development and establish an agile mindset focused on continuous learning, feedback, and improvement.
This document discusses team structure and development. It describes what a team is and different types of teams. It outlines the stages of team development from forming to adjourning. It also discusses effective team communication styles, building agreement within a team, and successful team meetings and presentations. The key aspects covered are forming, storming, norming, and performing as the stages of team development, as well as the importance of understanding goals, roles, and having cohesion within effective teams.
Management challenges while building a healthy engineering culture. Avoiding agile anti-patterns, while promoting a systemic view of the organisation. Team motivation: key drivers and pitfalls.
This document contains over 30 quotes and sayings related to leadership, success, teamwork, and personal growth. Some of the key ideas expressed are that opportunities are most valuable when prepared for in advance, true heroism is serving others, leadership requires keeping a team united and focused on goals rather than personal agendas, and that the role of a good leader is enabling others to excel while remaining largely unnoticed themselves.
In his first year as BCS President, Jim Norton focused on (1) raising the profile of computer science in schools and increasing the relevance of BCS to students, and (2) enhancing BCS engagement with its volunteers. He gave numerous keynote speeches and represented BCS at various external events. Notable developments included closer integration between BCS boards, work towards professional status recognition, and restructuring boards to better support the IT profession.
This document discusses how to introduce Agile practices into non-Agile organizations. It emphasizes that change takes time and must be an evolutionary process rather than a revolution. Key steps include starting with current practices, pursuing gradual change, respecting existing roles, and encouraging leadership at all levels. Above all, change programs must attend to people's needs to be successful. Introducing Agile requires enabling transformation through evolution not revolution, focusing on people and culture, making it a collective journey, and providing experienced coaching.
This is a version of the presentationI delivered last year to the MIH Tech Conference in Prague.
About 2 years after the introduction of Scrum to 24.com I take a look at some of the things we've learned, in particular how to manage innovation in a Scrum environment, and how to use Scrum techniques in non-Scrum teams
This document summarizes a project aimed at providing pathways for adult learners to engage with learning and improve their skills to transition into entrepreneurship. The project brings together lifelong learning professionals from across Europe to develop a practical guide. Partners involved are organizations from the UK, Spain, and Germany. The project holds workshops in Granada, Sheffield, and Germany to facilitate knowledge sharing and identify barriers and solutions through activities like knowledge cafés and mentoring circles. Feedback from participants indicates the workshops were interactive and useful for applying others' experiences to their own transitions. Participants found value in sharing across backgrounds and learning best practices to use in their own work.
The document summarizes changes made between different versions of the Scrum Guide and SAFe frameworks over time. Some key changes to Scrum included removing prescriptive language, emphasizing a self-managing Scrum Team rather than self-organizing teams, and introducing the concept of a Product Goal. Changes to SAFe included improving business outcomes, evolving continuously to incorporate new knowledge, and the introduction of SAFe 5.1 with minor updates to the Big Picture framework graphic.
Tortillis Group has been assisting organizations adopt an agile approach and we practice the best in class teachings including training, coaching and mentoring.
This document discusses building effective teams. It covers topics like using online tools for team building, emphasizing commitment, empowering team members, motivating the team, providing ongoing training, and ensuring support. Building a good team provides benefits like improved collaboration, communication, commitment and accountability. The overall message is that taking time to build a cohesive team through various best practices can help ensure project and business success.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
Advantages of reading the e-book:
Better understanding of basic Scrum, Agile and outsourcing method,
Understanding of the importance of group work and consequences of that approach,
Understanding of business value that comes with getting project done in Scrum,
Better understanding and need of preparedness for making a project in Scrum.
In many ways, the Agile Manifesto gives us a road-map and lays a firm foundation for efficient software development.
There are naysayers among those who swear by traditional methods; but these criticisms do not hold water because the
entire agile movement rests on robust methodologies and concepts. So what does this augur for the future? No one can
tell with certainty.
Agility encompasses believing and relying on one's ability to respond to unpredictable events, rather than banking on the
competence to indulge in pre-planning. At the end of the day, the methodologies remind us that even though we create
and work with software, the human element, and the resultant collaboration it enhances, is all too important in the larger
scheme of things.
Business Need And Current Situation EssayJill Lyons
The document discusses Siltronica's move from the traditional Waterfall methodology to an Agile approach like Scrum for software development. It explains that Agile is preferable in most situations as it allows for faster, incremental delivery of value to stakeholders and greater flexibility to changing business needs. It also briefly mentions that Siltronica began offshoring some IT capabilities to other countries in the early 2000s. The summary is in 3 sentences as requested.
Changes Between Different Versions Scrum GuidesSoumya De
The document summarizes the key changes between different versions of the Scrum Guide from 2011 to 2020. Some of the major changes include:
- The 2020 version aimed to make Scrum a minimally sufficient framework by removing prescriptive language.
- It emphasized that there is one Scrum Team rather than separate teams, and introduced the concept of a Product Goal.
- The 2020 version provided more clarity around the Sprint Goal, Definition of Done, and Product Goal as commitments of the Sprint Backlog, Increment, and Product Backlog respectively.
- It shifted the focus from a self-organizing team to a self-managing Scrum Team that chooses who, how and what to
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Your HR project to develop a centralized model of deliveri.docxdanhaley45372
Your HR project to develop a centralized model of delivering HR services has progressed through very critical stages of the project thus far. It is now time to present actionable, decision-making information to project leaders. This can be best accomplished when projects have been successfully managed, devoid of any major risks, and have been properly closed out and finalized.
Write a five to six (5-6) page paper in which you:
1. Explain what it means to successfully direct and manage project work and identify and discuss 3-4 strategies you might use to manage and sustain progress in your HR project. Be specific.
2. Identify and discuss a minimum of 3 strategies that could be used to address and resolve any risks within the control of the project. HINT: See Exhibit 14.5 in the textbook. Is any one of the strategies you selected more important than the others? Why?
Exhibit 14.5
RISK EVENT RESOLUTION STRATEGIES RISKS WITHIN PROJECT CONTROL
Understand and control WBS
Closely monitor and control activity progress
Closely manage all project changes
Document all change requests
Increase overtime to stay on schedule
Isolate problems and reschedule other activities
Research challenging issues early
RISKS PARTIALLY WITHIN PROJECT CONTROL
Establish limits to customer expectations
Build relationships by understanding project from client’s perspective
Use honesty in managing client expectations
Work with client to reprioritize cost, schedule, scope, and/or quality
Carefully escalate problems
Build team commitment and enthusiasm
RISKS OUTSIDE PROJECT CONTROL
Understand project context and environment
Actively monitor project environment
Understand willingness or reluctance of stakeholders to agree to changes
3. Describe 2-3 actions a project manager may take as they begin to close out the project. Be sure to justify using the actions you discuss.
4. Review Project Management in Action: The Power of Lessons Learned (pages 518-520 in the textbook) and provide an overview to the project team on the significance of the information. Be specific.
Pg 518-520 from book
PROJECT MANAGEMENT IN ACTION The Power of Lessons Learned Projects are discrete. They have a beginning and an end, at which time the project team disbands and moves on to other things. Despite the fact there has inevitably been significant tacit learning during the project, there is often only a limited capture of this into a sharable form for future reuse. Too often, as the project team dissolves, the learning fades into the memories of individuals minds. This makes it extremely difficult for others to benefit in the future from the insights learned. The usual excuses for this loss echoing through the corridors include just too hard, not enough time, team disbanded before we had the chance, and many more. The key error here is the incorrect assumption that learning during or from projects is an added bonus or a nice- to-have luxury. This is not the case in best.
Scrum is an agile framework for managing product development that emphasizes transparency, inspection, and adaptation. It defines roles of Product Owner, Development Team, and Scrum Master. The Product Owner represents stakeholders and prioritizes items in the Product Backlog. The cross-functional Development Team works to deliver increments each sprint. The Scrum Master removes impediments and ensures the team follows Scrum practices.
There's been a lot of talk recently the benefits of on #agile adoption on non-development teams. In this presentation, first delivered at @ncwit, I explore the benefits of agile to #diversity and #inclusion
This document provides a summary of key Scrum concepts and roles. It explains that Scrum is a framework, not a methodology, and emphasizes empirical process control and self-organization. The three Scrum roles - Product Owner, Scrum Master, and Development Team - and their responsibilities are defined. Key Scrum events like the Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Retrospective are also summarized in terms of their purpose and timebox guidelines.
This document provides an overview of Scrum, an agile framework for project management. It describes the key Scrum roles of Product Owner, Development Team, and Scrum Master. The Product Owner prioritizes features in the Product Backlog and maximizes return on investment. The cross-functional Development Team works to deliver increments each sprint. The Scrum Master helps the team apply Scrum and removes impediments. Sprints are short, time-boxed iterations where the team selects backlog items to deliver a working product increment. Daily stand-ups, sprint planning and reviews, and retrospectives support inspection and adaptation of the process.
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
Scrum is an agile project management framework that helps software development teams structure and simplify their work. It uses short iterative "sprints" to efficiently solve problems. The document provides an overview of Scrum, including its history, core roles, phases, artifacts, benefits, and how to apply it. Scrum focuses on collaboration, adaptability, and delivering value to the customer through working software. It emphasizes individuals, interactions, working software over documentation, and responding to change over following a plan.
This document provides an overview of Scrum, an agile framework for project management. It describes key Scrum roles like the Product Owner, Development Team, and Scrum Master. It also outlines Scrum artifacts such as the Product Backlog, which is a prioritized list of features and requirements. Sprints are short, timed iterations where a cross-functional team selects Product Backlog items to complete. Daily stand-ups, Sprint planning, reviews and retrospectives are meetings that occur within the Scrum process. The document emphasizes inspecting and adapting work through these meetings to maximize value delivery.
This document provides an overview of Scrum, an agile framework for project management. It describes Scrum roles like the Product Owner, Development Team, and Scrum Master. It explains Scrum artifacts like the Product Backlog, which is a prioritized list of features and requirements. It also outlines Scrum events like Sprint Planning, Daily Scrums, Sprint Reviews, and Retrospectives. The document emphasizes that Scrum is meant to provide structure for iterative development, emphasize working software over documentation, and allow for inspection and adaptation through its events and time-boxed Sprints.
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1. INNOVATION IS
ABOUT DOING:
How Scrum can help deliver
inspired results
The
guide
provides
an
overview
of
Scrum,
suggests
a
case
for
applying
it
to
workforce
development
challenges,
and
offers
a
list
of
resources
where
you
can
learn
more.
Prepared
by:
Kristin
E.
Wolff
&
Vinz
Koller,
Social
Policy
Research
Associates
March
2015
2. 2|
Table of Contents
3
This guide was created to support SPR’s Scrum Quickshop at the National
Association of Workforce Boards (NAWB) Annual Forum in March 2015. It
provides a brief introduction to Scrum, offers lessons from a Scrum user, and
cites a collection of multimedia resources that provides additional depth and
breadth for those who want to give Scrum a go. If you are reading this prior to
the Forum, please take this quick poll so we can design the session around
your needs and interests: http://bit.ly/1AJ9jto
4 5 6 7
page
page
page
page
page
8 9 11 12 13
page
page
page
page
page
Introduction:
Why
Scrum?
The
Problem:
Too
Many
Waterfalls
A
Solution:
Scrum
The
Values,
Ideas
(and
People)
Behind
Scrum
The
Essentials
of
Scrum
Scrum
and
Workforce
Development
Lessons
from
a
Scrum
Novice
Scrum
in
Ten
Steps
More
About
Scrum
About
Social
Policy
Research
Associates
(SPR)
3. 3|
Introduction:
Why Scrum?
Scrum
helped
the
FBI’s
internal
team
do
in
24
months
with
5%
of
the
total
budget
what
Lockheed
could
not
do
in
ten
years
with
90%
of
the
budget:
let
the
FBI
access
its
own
knowledge.
Scrum is a framework. It provides a
structure that helps teams align
around common goals, learn quickly
(and collectively), and accelerate
productivity so they can deliver more,
better, faster, and with greater
satisfaction than is common using
traditional planning approaches.
Scrum is an antidote to many of the
things that get in the way of group
progress including: the tyranny of
“the plan;” the blind-man-and-the-
elephant problem (no one person
able to see the big picture); sending
information “up the chain” while
awaiting decisions, and so on.
It’s not a panacea for all that ails, but
if your goal is to accelerate human
progress – in particular, to move from
idea to implementation quickly –
Scrum can be a powerful ally.
Over the long run, Scrum builds trust
and cultivates the kinds of habits that
lead to effective collaboration and
increase innovation capacity – high
levels of engagement, the ability to
identify and commit to shared goals,
risk tolerance, and an explicit focus
on learning and documentation. This
enables organizations and teams to
develop effective solutions to new
problems, not once, but over and
over again.
We’ll
now
take
a
quick
look
at
the
roots
of
Scrum
together
with
its
key
components
and
find
out
why
it
is
such
a
powerful
way
to
support
the
way
we
work
(and
live)
today.
4. 4|
The Problem: Too
Many Waterfalls
Traditional project planning – using the waterfall method – can work where few
variables are unknown. But as military generals, along with information
technologists, have discovered, it is not well suited to developing new products
and services or responding to unforeseen challenges. No matter how much
planning occurs before project launch, unanticipated events and new ideas are
inevitable. They can derail, delay, and otherwise compromise the ability of
teams to move forward.
“I
have
always
found
that
plans
are
useless,
but
planning
is
indispensable.”
Dwight
D.
Eisenhower
.
The waterfall method – so named because its reflection on a Gantt chart often looks much like a waterfall: http://en.wikipedia.org/wiki/Waterfall_model
5. 5|
ASolution:
Scrum
Scrum embraces uncertainty, treating every project as process of learning in
which the product is tested and improved throughout its development. It offers
a process for integrating changes (or not) and a method for dealing with
barriers as they (inevitably) emerge.
“At
its
root,
Scrum
is
based
on
a
simple
idea:
whenever
you
start
a
project,
why
not
regularly
check
in,
see
if
what
you’re
doing
is
heading
in
the
right
direction,
and
if
it’s
actually
what
people
want?
And
question
whether
there
are
any
ways
to
improve
how
you’re
doing
what
you’re
doing,
any
ways
of
doing
it
better
and
faster,
and
what
might
be
keeping
you
from
doing
that.”
Jeff
Sutherland
6. 6|
The Values, Ideas
(and People) Behind
Scrum
Scrum prioritizes applied learning in service of excellence and efficiency:
§ It loves clarity and does not love waste.
§ It emphasizes taking in information that helps determine options for
action (Observe, Orient, Decide, Act).
§ It rests on highly-engaged teams that are cross-functional (and not
rooted in hierarchy), autonomous, empowered, and purpose-driven.
§ It employs a version of Deming’s long-tested Plan/Do/Check/Act cycle
that build continuous improvement into the development process.
§ It forces priority setting, insists on focus, and uses precise language and
metrics (e.g., “half-done is not done”) to guide activity.
§ It encourages mastery of process – and then invites creativity.
§ It is human – it builds on patterns of human behavior and cultivates
trusted relationships, reducing the likelihood of political and social
barriers that can interfere with team progress.
In
2001,
a
group
of
technology
luminaries
developed
what
has
come
to
be
known
as
“The
Agile
Manifesto”
–
a
statement
of
four
values
and
12
principles
intended
to
guide
product
development.
Scrum
is
a
framework
for
putting
these
values
into
practice.
http://
agilemanifesto.org/
principles.html
7. 7|
The Essentials of
Scrum
Processes
The Sprint is the defined time-period
(one month or less) in which a goal is
accomplished. This requires Sprint
planning in which the goal is
determined realistic and the definition
of “done” is agreed upon by all team
members.
The Daily Scrum is the 15-minute
event in which team members meet
to synchronize their activities in a
structured way.
Reviews and Retrospectives are
events that build learning and
improvement into the Sprint process.
Technologies & Tools
The Product Road Map (or Backlog)
is a living document that serves as
the sole source of information
defining the product/project
requirements
The Scrum Board is a large, visible,
shared tracking systems in which
team members document what needs
doing, what is in process, and what is
complete throughout the life of a
Sprint.
People
Teams are the main actors, not
individuals. Heroes and heroic
behaviors are unwelcome.
All people engaged in the process
have clear roles: the Product Owner
holds the vision and stewards the
project; the Scrum Master guides
team activity using Scrum tools and
rules; and Team Members develop
solutions iteratively, improving with
each Sprint (and Sprint cycle).
Members are responsible to one
another independent of rank or
hierarchy outside the team.
8. 8|
Scrum and
Workforce
Development
Can
Scrum
transform
the
way
workforce
partners
collaborate?
Help
them
to
do
more
with
less,
build
skills,
and
deliver
more
value
to
customers
and
stakeholders?
Even
have
fun
in
the
process?
We
think
so.
Unemployment. Skills gaps.
Employee engagement. Wage
stagnation. Poverty.
We need better solutions to our most
important workforce challenges. As
stewards of workforce policy and
resources, state and local workforce
boards have important roles to play
in identifying and prioritizing those
challenges, and designing new
solutions suited their communities.
Toward that end, workforce boards
collaborate with partner agencies,
businesses, and non-profit,
philanthropic, and civic organizations
–even with customers. They support
task forces, alliances, and
increasingly, backbone organizations.
Such partnerships can yield important
insights and bring new resources to
shared goals.
But the gap between developing a
shared strategy and implementing it
can be significant, especially when
the strategy spans organizations or
political jurisdictions.
Scrum can help close this gap. It
offers stakeholders practical ways to
work together to accomplish big
things in a short period of time. It can
also provide a vehicle for engaging
stakeholders in not just strategy and
policy development, but in the design
of programs and tools themselves.
Scrum is proven and it is scaleable.
Over time, it can be transformative –
helping turn innovation into a core
competency rather than a special
occasion.
9. Lessons
from a
Scrum
Novice
We’ve
experimented
with
Scrum
in
a
variety
of
contexts:
• Within
a
nonprofit
organization
–
at
the
Board
level
and
collectively
with
staff
• Within
a
small
private-‐sector
firm
• In-‐person
and
at
a
distance
• During
events
not
necessarily
embedded
in
an
everyday
work
context.
We’re
sharing
what
we
learned
with
the
following
caveats:
• We
are
self-‐taught
–
no
certified
Scrum
Masters
among
us.
• We
did
not
strictly
adhere
to
all
of
the
rules,
nor
did
we
adhere
to
all
of
the
rules
equally
strictly.
• We
collected
lessons
in
real
time
and
retrospectively,
drawing
from
Scrum-‐like
approaches
we
had
used
previously.
10. 10|
Scrum.
Simple to
understand. Tough
to do. Worth a try.
Lesson #1: Much of the Scrum
framework is simply good project
management. Take the transparency
that a Project Map (Backlog) invites.
Simply making the entire list of tasks
and progress visible vastly increased
the frequency and relevance of
communication among team
members. (In contrast, when was the
last time you collaborated effectively
over a Gantt chart?)
Lesson #2: Hackers and
Millennials were quick to embrace
Scrum. Among the team members in
a few projects were “camp” alumni –
people who had participated in
hackathons, barcamps, and similar
intense personal or professional
development experiences. For them,
as well as for younger workers,
Scrum felt familiar – the intensity, the
team-orientation, the tools, etc. – and
was quickly embraced. More senior
team members tended to struggle
with the absence of traditional
leaders or predictable hierarchy, and
felt the Sprints were, at times, too
chaotic. But all team members
responded positively to the intensity
and focus of team activity.
Lesson #3: You can’t Sprint
forever. Scrum is a framework for
accelerating human progress. If it is a
hammer, then not every human
endeavor is a nail. It is most effective
when thoughtfully employed –
people, team, organizations need
other ways of working together too.
Lesson #4: Adopting partial
practices can work if the goal is as
much about culture change as
product delivery. We employed the
basics – the map, the questions, the
time-box, and the reviews, but we
also shared the role of Scrum Master,
shifted team members, and moved
deadlines. The result was very high
engagement – especially among the
initial skeptics – and the products and
speed of delivery exceeded
expectations nearly every time. As
importantly, the approach changed
the way team members interacted
with one another. After a few quick
wins, “rank” disappeared. Scrum
enabled unlikely teams to collaborate
quickly and effectively on work that
really mattered to their organizations,
firms, Boards, professional fields, or
to them as individuals.
“The
combination
of
structure,
creativity,
and
intensity
helped
us
get
much
further
than
I
thought
we
would
in
a
couple
of
weeks.
It
was
actually
pretty
fun.”
Nonprofit
Board
Member
and
First-‐time
Scrum
participant.
11. 11|
Scrum in Ten Steps
1
What project in your portfolio lends itself to Scrum?
Who is on your Scrum team?
Get ready....
Source: Scrum: The Art of Doing Twice the Work in Half the Time (Jeff
Sutherland, 2014). These steps have been slightly modified from the original
presented in the Appendix: Implementing Scrum—How to Begin.
2 3 4 5
Identify
the
Product
Owner
6 7 8 9 10
Holds
the
vision
and
knows
the
risks/rewards
3-‐9
people
with
all
the
necessary
skills
Serves
as
coach
and
barrier
buster.
Everything
that
needs
doing,
prioritized.
Level
of
effort
vs.
value,
definition
of
“done”
First
scrum
meeting
–
team
defines
length
of
sprint
(usually
2-‐3
weeks)
and
scope
of
work
Scrum
Board
of
three
columns
–
Do
,
Doing,
Done
–
populated
with
sticky
notes
15
mins,
3
questions:
What
did
you
do
yesterday?
What
will
you
do
today?
Are
there
any
obstacles?
Public
demonstration
of
what
was
accomplished
during
the
sprint.
Process
review
after
last
sprint:
What
went
well?
What
can
be
made
better
in
next
sprint?
Assemble
the
Team
Identify
the
Scrum
Master
Define
the
Product
Road
Map
Develop
real
effort
Estimate
Plan
the
Sprint
Make
work
Visible
Employ
a
Daily
Scrum
Implement
the
Sprint
Demo
Retrospect
to
inform
next
Sprint
Cycle
12. 12|
For More
Information
Things
to
Read
Scrum: The Art of Doing Twice the
Work in Half the Time
Jeff
Sutherland,
2014
The Definitive Guide to Scrum:
The Rules of the Game
Ken
Schwaber
&
Jeff
Sutherland,
2013
Why the Lean Startup Changes
Everything
Steve
Blank,
2013
http://bit.ly/1CJSs4A
Scrum: A Breathtakingly Brief and
Agile Introduction
Chris
Simms
&
Hillary
Louise
Johnson,
2012
The Best Kept Management Secret
on the Planet: Agile
Steve
Denning
in
Forbes,
2012
(Accompanied
by
some
nice
links)
http://onforb.es/1EU03jq
Websites
Scrum.org
ScrumAlliance.org
AgileLearningLabs.com
Things
to
Watch
Scrum: The Future of Work
http://bit.ly/1Le8VEB
Scrum in Seven Minutes
http://bit.ly/17rGpAl
Implementing Scrum in a Non-
Engineering Team
http://bit.ly/1AmdFmL
Things
to
Listen
to
LabCast: Reaching Your Full
Potential with Scrum
http://bit.ly/19xS6Hd
A Tale of Two Scrums: Agile Done
Right and Agile Gone Wrong
http://bit.ly/1CJxu8D
Scrum One, Scrum All: Why Agile
Isn’t Just for Technical Teams
http://bit.ly/19xT1r4
(This
last
one
offers
nice
links
for
the
non-‐technical).
13. 13|
About Social Policy
ResearchAssociates (SPR)
For over two decades, SPR has provided rigorous research and evaluation
and unparalleled technical assistance and training services to programs and
agencies supported by: the US Departments of Labor, Education, and Housing
and Urban Development; foundations and nonprofit organizations serving
young people and those with barriers to employment; and policy organizations
and boards providing community leadership in the areas of education and
employment.
Find us:
spra.com
1333 Broadway, Suite 310
Oakland, CA 94612
510.763.1499
Questions?
Vinz Koller, Director of Technical Assistance & Training
vinz_koller@spra.com
Kristin Wolff, Senior Associate
kwolff@thinkers-and-doers.com
We
help
frame,
launch,
support,
and
evaluate
programs
that
improve
lives,
increase
prosperity,
and
enhance
communities
for
government,
business,
and
philanthropy
sector
clients.