Agile development works well in small teams. But we encounter problems when Scrum is applied to other teams and the rest of the organisation. Large Scale Scrum (LeSS) can help. This slide deck explains why.
More with LeSS - An Introduction to Large Scale Scrum by Tim AbbottAgile ME
While there are multiple Scrum Scaling Frameworks, Large Scale Scrum is the leading framework for Scrum Scaling that truly drives success. More than just a prescription, we'll discuss the thinking and organizational tools as well as some of the practices that make LeSS truly unique.
Why Scale? When choose each scaling approach? SAFe? LeSS? Enterprise Kanban? Other? Scaling experts will compare the different approaches, share from their experience and answer questions from the audience.
This is the LeSS section presented by Sagi Smolarski
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
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 development works well in small teams. But we encounter problems when Scrum is applied to other teams and the rest of the organisation. Large Scale Scrum (LeSS) can help. This slide deck explains why.
More with LeSS - An Introduction to Large Scale Scrum by Tim AbbottAgile ME
While there are multiple Scrum Scaling Frameworks, Large Scale Scrum is the leading framework for Scrum Scaling that truly drives success. More than just a prescription, we'll discuss the thinking and organizational tools as well as some of the practices that make LeSS truly unique.
Why Scale? When choose each scaling approach? SAFe? LeSS? Enterprise Kanban? Other? Scaling experts will compare the different approaches, share from their experience and answer questions from the audience.
This is the LeSS section presented by Sagi Smolarski
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
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.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
20220607 Introduction to Flight LevelsCraeg Strong
The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
Ever wondered how Agile can be implemented in larger organisation/project. SAFe is the answer. In this session we will understand the core principles and values that is require to implement SAFe in larger organisation.
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
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.
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
20220607 Introduction to Flight LevelsCraeg Strong
The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
Ever wondered how Agile can be implemented in larger organisation/project. SAFe is the answer. In this session we will understand the core principles and values that is require to implement SAFe in larger organisation.
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
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.
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
Mohinder Kohsla Design thinking A complimentary approach to agileAgileCymru
With so many projects not meeting their projected goals, either through over delivery of functionality to not fit for purpose or not meeting market needs due to our inability to accurately capture customer requirements. Developers are looking at new ways of product development such as design thinking that is user-centred in its ability to capture not only the functional, but also the emotional unmet needs of the customer
Scaling Agile with LeSS (Large Scale Scrum)TEST Huddle
In this webinar, Elad will cover the principles that the #LeSS framework has to offer in order to enable bug organisations to become agile.
View webinar recording - https://huddle.eurostarsoftwaretesting.com/resource/agile-testing/scaling-agile-less-large-scale-scrum/
Expanding an Agile Culture in organisations with Design thinkingAngel Diaz-Maroto
This workshop is about how to use a design thinking process an techniques to better understand organisation's culture and minimize resistance to change in the creation of an Agile culture. The strategy is to combine empathy for the context, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. This solutions are aimed to create reasons for people in the organisation to embrace Agile.
You'll also learn some useful design thinking techniques that you can use in your retrospectives!!
Description:
Design Thinking refers to the methods and processes to investigate complex problems in highly uncertain systems, acquiring information, analysing knowledge, and positing solutions. This workshop is about the usage of this process to better understand organisation's culture and minimise resistance to change in the creation of an Agile culture. The strategy is to combine empathy for the context, creativity in the generation of insights and solutions, and rationality to analyse and fit solutions to the context. This solutions are aimed to create reasons for people in the organisation to embrace Agile.
This iterative process of observation, ideation and implementation can be integrated within your retrospectives and also applied outside IT to create a continuous improvement engine for organisational culture in organisations.
Large-Scale Scrum (LeSS) is scaling framework created by Craig Larman and Bas Vodde. I Presented a case study on LeSS to PlayScrum-Pune user group on 7th Nov.
Leading Large Scale Product Development with Large-Scale Scrum (LeSS)Kamlesh Ravlani
Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk. On the other hand, organizations are actively identifying ways to reduce hierarchies and reducing layers of middle management to become adaptive and agile.
Leaders leading large scale product development initiatives are seeking structure and process clarity to fail-proof their undertaking. Plethora of (Scrum) scaling frameworks and methodologies are trying to address these challenges. Some organically and others in more prescriptive way. In this session Kamlesh Ravlani discusses Large-Scale Scrum (LeSS) framework and how leaders can apply it to re-design and descale their organization to scale the value delivery.
Large-Scale Scrum is Scrum applied to many teams working on one product. Scrum is almost linearly scalable, hence LeSS framework elements are essentially the same as one team Scrum. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. From my practical experience working on and leading multiple large scale product development initiatives, and LeSS framework, I'll share elements and practices useful for leaders to re-design the organizations and to enhance the focus on customer value.
Salesforce.com is an enterprise Cloud Computing Leader that specializes in Software as a Service. With several hundred teams working on our diverse product suite, releasing three times a year is not an easy endeavor. Our Agile processes are the key to our success. In this deck, learn the 5 fundamental elements of our successful enterprise implementation of Agile software development methodologies.
Design Thinking and Agile Development in a Nutshell at Cebit 2014Tobias Schimmer
A few slides I created to enable 100+ international students in Hannover, Germany, to develop their ideas from a Design Thinking iteration as software prototypes on SAP technology.
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
What can DesignOps do for you? by Carol Smith at TLMUX in MontrealCarol Smith
You have probably seen the terms DesignOps and/or ResearchOps float by in your social media queue. These teams make designing (and researching) at scale beautifully efficient and successful. Carol steps through how these teams work, the types of activities they perform, situations they are helpful for, and ways you can leverage these types of programs in your organization. Carol will share examples from her experiences and stories from other organizations that are using Design Ops to do effective design at scale.
Presented at Tout le monde UX in Montreal, Quebec, Canada on February 28, 2019. http://toutlemonde-ux.com/
The Role of a BA on a Scrum Team IIBA Presentation 2010scrummasternz
What is your role as a BA on a Scrum team? How do you fit in? This presentation was given to the IIBA conference in NZ in 2010 by Stephen Reed. Stephen had worked extensively as a BA and moved into using Scrum with multiple teams at a large Insurance company. This experience led to a lot of questions around what the BA should be doing on a Scrum team. This presentation goes some way to listing what worked in the teams Stephen was involved in. The BA role does not change and all the skills of a great BA are necessary still on a great Software Development team, just more focused on being a team member and utilising those skills for the Scrum process of getting working software to the customer with more focus and clarity for the user.
Developing a digital mindset - recordingSprout Labs
This webinar is based on our free eBook Developing a digital mindset: Powerful methods to disrupt learning. Digital technologies are disrupting business. But it’s not the technologies themselves that are causing the disruption, it’s what we do with them that’s creating change. It’s the thinking processes and mindsets around using technologies that hold the key. It’s about having a digital mindset.
Similar to Short Introduction to Large Scale Scrum LeSS (20)
Slides from Anton Skornyakov's presentation on Slicing Work.
His main claim: The main question to focus on when doing work in unpredictable environments is:
"What checkable results are useful on our way to full completion?"
This helps with topics such as delegation, ownership, motivation, responsibility, innovation, progress measurement, transparency, adaptability, resilience, ability to change direction of a project, self-organisation etc.
Slicing Work – The Key to Unlocking Business AgilityAnton Skornyakov
Slides from Anton Skornyakov's presentation on Slicing Work.
His main claim: The main question to focus on when doing work in unpredictable environments is:
"What checkable results are useful on our way to full completion?"
This helps with topics such as delegation, ownership, motivation, responsibility, innovation, progress measurement, transparency, adaptability, resilience, ability to change direction of a project, self-organisation etc.
Traum Informed Agile, presentation from OOP 2023Anton Skornyakov
In recent decades, our scientific and clinical understanding of how our nervous system develops and works has increased tremendously. Its implications are so profound, they radiate far beyond the field of psychology. Topics such as trauma informed law, trauma-informed volleyball coaching, legal counseling, education, social activism have arisen. It is time to think about how it affects leadership.
CREATING CONNECTIONS WHILE BEING EFFECTIVE – LIBERATING STRUCTURES at Scrum G...Anton Skornyakov
Anton used these slides to introduce Liberating Structures during the Global Scrum Gathering in Vienna 2019.
Structures used are:
Impromptu Networking
Wicked Questions
Min specs
Outcome Based-Innovation – Berlin Lean StartUp Meetup 17.10.2014Anton Skornyakov
Learn how to understand what customers value about your potential product. Introducing the Job-To-Be-Done concept and the deeper level of the outcomes for each job.
Important to understand concepts for product owners, CPO, anyone who has impact on which features a product or service are going to be implemented.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
2. “There is no question that the cost of production is
lowered by separating the work of planning and the
brain work as much as possible from the manual
labor“
Frederick Taylor
What it is actually about…
5. Team-based Organizations
Learning humans over “one-skill
resources”
Teams over individuals as unit of
‘resourcing’
Give work to creative teams over
Creating teams around work
Stable organizations over dynamic
matrixed structures
Guidelines
Specialisation
intechnology
Specialisation in
customer domain
Most
Traditional
Teams
Probably more
preferable
Team = Development-Team
6. Product Owner
Single Team Scrum Large Scale Scrum
PO is the single person
responsible for the team working
on items with the highest ROI
PO is the single person
responsible for the team working
on items with the highest ROI
PO clarifies PBIs with the team
PO connects team with users /
stakeholders needed for
clarification
PO accepts / rejects the work
PO typically accepts anything that
fulfils the DoD
7. Roles & Backlogs
PO
Product Backlog
Item 1
Item 2
Item 3
Item 4
Item 5
Item 6
Item 7
Item 8
Item 9
…
Sprint Backlog 1
Item 1
Item 4
Item 5
Item 8
Team 1
Sprint Backlog 2
Item 2
Item 7
Item 9
Item 10
Team 2
Sprint Backlog 3
Item 3
Item 6
Item 11
Team 3
1 Product Backlog Sprint backlog per team
SM
SM
Up to 8 dev.
teams
1 Scrum Master
per 1-3 teams
11. Events with Representatives
Meeting Planning One
Overall Product
Backlog
Refinement
Overall
Retrospective
Participants
PO + Team
Representatives +
SM
PO + Team
Representatives +
SM
PO + SM + Team
Representatives +
(Managers)
Activities/Focus
- Teams apportion
items
- clear open questions
- discuss coordination
for upcoming sprint
- Split big items
- lightweight analysis for
basic understanding
- estimate
- identify strongly related
items and apportion
items to teams
- issues common to all
teams: closeness to
customer, CoP,
coordination, systematic
organisational issues
- Is PO doing well?
13. Extending “Done” to cover
potentially shippable
Implement Code
Implement
Integration Tests
Implement Unit
Tests
Today 2 years 5 years 10 years
analysis &
design
customer tests
customer doc
performance tests
marketing material
production
Needed to be
potentially shippable
16. Why I like it
1. The minimal rules to kick-off learning in larger org.
2. Real decision authority, that I’ve rarely experienced
1. Very important efficiency gain is possible (Pareto rule)
3. Real product quality ownership of the teams
1. Enables real motivation
2. Enables real learning
3. Allows to tap into the cognitive potential of all employees
4. Honesty about feature teams | DoD vs. potentially shippable
20. Coordination (= Integration)
Nr. 1: Just Talk
Communicate in Code
- social coding tools: github/gitlab
- Have a CI & highly visible build results
Scrum of Scrum - SoS only means of last resort
Communities of Practice
Travelers
Component Guardians (mentors not quality gate keepers)
Leading Team Approach, when needed to sync with externals
21. Scrum Master
1. Question
2. Educate
3. Facilitate
4. Actively do nothing (observe)
5. Interrupt
DO’s
1. Remove impediments (thats
for the team to do)
2. Never suggest one thing (if
you must suggest, suggest a
lot of things
DONT’s
22. Team vs. manager responsibility
setting overall
direction
designing the
team and its
organisational
context
Monitoring and
managing work
and progress
Execute team
tasks
Manager-led
teams
Self-Managing
teams
Self-
Designing
team
Self-
Governing
teams
Management responsibility
Team’s own responsibility
Changing from manager-lead teams to self-managing teams has huge implications on the role of managers. It means that:
• the team checks whether they are on track (monitor the progress)
• the team takes action when not on track (manage the progress)
• the team decides how to work (managing the process)
• the team resolves team conflict and fixes problems in the team (monitor and manage the process)