The document discusses transforming from a command-and-control style of leadership to servant leadership. It describes command-and-control as relying on hierarchy and authority, while servant leadership focuses on serving others first and helping them grow. The key is shifting one's thinking from a focus on one's own needs to focusing on others' needs and building trust. Transforming involves gradually reducing selfishness and thinking about how to benefit the team as a whole.
Delivery Excellence in software Product DevelopmentChandan Patary
The document discusses how organizations can improve productivity through effective project governance and metrics-driven decision making. It explains that tracking key productivity parameters and demonstrating value to stakeholders through data can help maximize efficiency and minimize risks. Effective governance includes change management, requirement management, and benefit realization to increase output and knowledge building over time.
This document discusses different modes of coaching that an agile coach can employ when starting a new assignment with a team. It recommends that the coach understand the business context, current practices, and ways to optimize work. The coach should help simplify workflows, empower team members to decide and learn from failures, and demonstrate improvements through demos and deliverables. The goal is to create a collaborative, learning culture where the team frequently delivers value to end users.
This guidebook can help team members to know what is expected out of Agile Transformation
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/10ZXTbrhnl5CFQO_z_Ms2ZlGgCVap4lvg/view?usp=sharing
Enterprise agile transformation needed a vitamins or an aspirinChandan Patary
This document discusses whether an enterprise agile transformation requires minor changes like an aspirin or major changes like vitamins. It notes that aspirin provides immediate pain relief while vitamins provide optional wellness benefits. The document suggests assessing the industry and disruption level to determine if the organization needs aspirin-like fixes or vitamin-like optimizations. It also discusses using models like the five forces and panchabhoota to understand organizational transformation. The importance of an optimistic mindset culture and applying the right "medicine" based on context is emphasized. Key takeaways focus on doing market assessments, using problem/solution space approaches, understanding transformation models, and applying system thinking to continue business operations.
Exhibiting Rebus Leadership in the Complex DomainChandan Patary
The document discusses Rebus Leadership Theory, which is presented as a leadership approach for navigating complex domains and achieving enterprise agility. Rebus Leadership Theory includes pillars, principles, and values, and aims to develop "Rebus Agents" by operating at different leadership levels. Applying Rebus Leadership can help organizations adapt to changing environments, lead in conditions of high uncertainty and ambiguity, and compete against more agile players.
Delivery Excellence in software Product DevelopmentChandan Patary
The document discusses how organizations can improve productivity through effective project governance and metrics-driven decision making. It explains that tracking key productivity parameters and demonstrating value to stakeholders through data can help maximize efficiency and minimize risks. Effective governance includes change management, requirement management, and benefit realization to increase output and knowledge building over time.
This document discusses different modes of coaching that an agile coach can employ when starting a new assignment with a team. It recommends that the coach understand the business context, current practices, and ways to optimize work. The coach should help simplify workflows, empower team members to decide and learn from failures, and demonstrate improvements through demos and deliverables. The goal is to create a collaborative, learning culture where the team frequently delivers value to end users.
This guidebook can help team members to know what is expected out of Agile Transformation
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/10ZXTbrhnl5CFQO_z_Ms2ZlGgCVap4lvg/view?usp=sharing
Enterprise agile transformation needed a vitamins or an aspirinChandan Patary
This document discusses whether an enterprise agile transformation requires minor changes like an aspirin or major changes like vitamins. It notes that aspirin provides immediate pain relief while vitamins provide optional wellness benefits. The document suggests assessing the industry and disruption level to determine if the organization needs aspirin-like fixes or vitamin-like optimizations. It also discusses using models like the five forces and panchabhoota to understand organizational transformation. The importance of an optimistic mindset culture and applying the right "medicine" based on context is emphasized. Key takeaways focus on doing market assessments, using problem/solution space approaches, understanding transformation models, and applying system thinking to continue business operations.
Exhibiting Rebus Leadership in the Complex DomainChandan Patary
The document discusses Rebus Leadership Theory, which is presented as a leadership approach for navigating complex domains and achieving enterprise agility. Rebus Leadership Theory includes pillars, principles, and values, and aims to develop "Rebus Agents" by operating at different leadership levels. Applying Rebus Leadership can help organizations adapt to changing environments, lead in conditions of high uncertainty and ambiguity, and compete against more agile players.
The why, what and how of Facilitation
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
This book project is a labour of love for all contributors. Our mission is to promote the power of facilitation worldwide. We are making the book available for free in order to enable and encourage everyone to read it and to share it.
We encourage you to make a voluntary donation, of as much as you are able, to the International Association of Facilitators. Please join us in supporting IAF to promote the power of facilitation worldwide: #FacPower.
A collaborative team of facilitators and visual practitioners formed to write a book to showcase the power of facilitation. Most of the team are members of the International Association of Facilitators, and many are IAF Certified Professional Facilitators.
The book is a compilation of chapters written by different authors, or author teams, designed to promote the power of facilitation. Each chapter connects key perspectives on specific dimensions of facilitation, organisational and community development with the respective authors’ practice and thinking about our craft.
The team has sought to model a facilitative approach to the project throughout.
Download your own copy https://facpower.org/
Achieving business agility_by_restructuring_the_organizationChandan Patary
This document discusses strategies for transforming organizations to increase business agility through restructuring. It proposes a framework with four pillars: management vision, organizational structure, organizational culture, and process optimization. The framework is supported by four accelerators: portfolio management, defining new roles and operating models, assessing culture, and establishing a software factory. To implement the framework, the document recommends creating a transformation program, identifying business value, restructuring around business value using a Spotify model, developing a growth mindset, defining new roles, applying a cultural model, and enabling swarming behavior. The goal is to reinvent the organization to meet changing market needs and enhance customer value through an agile transformation.
This document proposes adopting agile practices in IT support and operations teams to address challenges around siloed organizations, long delivery cycles, lack of flexibility and automation. It recommends conducting assessments, establishing governance, running discovery workshops, and coaching squads on agile principles like continuous delivery, lean processes, measurement and collaboration. Key metrics for success include increased deployment frequency and quality, decreased failure rates, faster recovery times, and improved customer satisfaction.
PDMA Event -- "Roadmapping" February 2014Chris Sakas
This document summarizes a panel discussion on best practices for roadmapping. The panelists discussed determining the right horizon, granularity, and cadence for roadmaps, as well as how much detail is needed. They also covered whether different versions are needed for different stakeholders, and how roadmaps relate to other planning artifacts. The panelists represented companies in software, education, and marketing technology and shared examples from developing roadmaps at both young and large enterprises.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
The document discusses agile leadership and how it has evolved with the pace of change in business. It notes that organizations need to change from reacting to initiating in order to keep up. Agile principles focus on individuals, interactions, customer collaboration, and responding to change. Agile leadership requires leading with agility, inspiring a vision, empowering self-organizing teams, and facilitating organizational change through continuous learning and improvement. Anyone can develop agile leadership skills with an understanding of agile mindsets and values.
Agile 2012 - leadership agility workshop slides -- final.pptxdrewz lin
At the Expert level, I would focus on fixing specific problems through proven practices.
At the Achiever level, I would emphasize process improvements and team motivation.
At the Catalyst level, I would step back to understand broader organizational challenges impacting agility.
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 discusses how adopting Agile practices has changed HR work at Titansoft. It outlines 3 key changes: 1) Creating a more engaging company culture focused on feedback, transparency, and continuous learning. 2) Implementing non-traditional HR practices like salary transparency, flexible work hours, and self-managed teams. 3) Applying Agile concepts like minimal planning, feedback loops, and retrospectives to HR projects and processes. The changes helped improve employee engagement and retention while reducing individual manager workloads.
This document contains 6 case studies describing organizations undergoing agile or lean transformations. The case studies outline challenges the organizations face and questions an agile coach might address to help with the transformation. The case studies cover companies in various industries including automotive, databases, banking, healthcare, and restaurants. Kanban and lean principles applied in a healthcare setting are also detailed. The document provides context to help an agile coach develop engagement strategies and initial action plans to assist the organizations.
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
I am often asked to run leadership coaching session or workshops for some very successful companies who are my clients because senior managers see “leadership” in the organisation as a crisis situation. I have also had the opportunity over the years to connect with hundreds if not thousands of leaders from all around the world, in different sectors of society, business, political, charity etc. What I can say categorically is that not all executives, managers, supervisors etc. are natural-born leaders. They may have a leadership position within the business, but the position in and of it self does not guarantee that the employee is actually a leader.
Read the whole article : http://wp.me/p6p8Ch-bw
There are as many types of agile coaches out there as there are flavors of ice cream. And, their levels of leadership maturity and skill can vary just as widely. It can leave one fretting, “What am I really getting when I bring in an agile coach? And, how do I ‘grow’ my own?” In fact, what are the “must have” skills of an agile coach and how can you tell if your coach has them?
The Agile Coach Competency Framework is one big clue to answering these questions. Over the past two years, this framework has guided the development of hundreds of agile coaches. Agile managers and champions also use it to obtain “truth in advertising” to hire the right coach at the right time.
We will explore this framework and provide lightening-talk-style case studies that showcase how it has been used in the real world. You’ll leave with ideas and actions to help you become a more savvy purveyor (and/or developer) of agile coaches.
This document provides information about agile leadership training programs offered by the Center for Agile Leadership. It discusses why agile leadership is important for executives, managers, and team members to develop organizational and leadership agility. It then describes what is covered in the training, including agile frameworks, developing teams, and facilitating retrospectives. Finally, it provides details on how the training is conducted, including upcoming class dates, pricing, and testimonials about the impact of the program.
Agile transformations can disrupt companies if not managed properly. The document discusses several challenges companies may face during a disruption including communication breakdowns, leadership crises, and difficulties adapting to new ways of working. It also notes that many companies are investing heavily in digital technologies but most do not feel prepared for the level of change required. Finally, it emphasizes the need for organizations to focus on areas like strategy, adaptability, speed of execution, building new skills, and practicing effective change management in order to successfully control disruptions.
Evoking excellence through agile coachingChris Chan
This document discusses the role of an Agile coach and why organizations engage Agile coaches. It begins by outlining the speaker's experience transitioning between different Agile frameworks over 15 years. It then explains that an Agile coach helps organizations achieve excellence, transform culture, develop people, and innovate through practices like mentoring, facilitating, teaching, and consulting. The document differentiates between types of Agile coaches and discusses common myths about coaching. It emphasizes that coaching is not about having all the answers but rather facilitating self-discovery. The document provides resources for developing coaching competencies and engaging an effective coach.
Human Resources. A sweet and sour contribution to the agile journey in big organizations
HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done.
Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms.
Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?
Executive Business Coaching for Developing Business Strategy, Organization and Team Structuring, Delivery & Quality Management, Leadership Skills and Soft Skills. Its best suited for Business Owners/Entrepreneur of Small and Medium Enterprises that are going thru hyper growth
The document discusses key aspects of driving a successful organizational transformation to Agile. It emphasizes the importance of securing executive sponsorship, introducing business stakeholders to Agile concepts, sharing a clear business vision with teams, onboarding an Agile coach, creating cross-functional self-organized teams, shifting from individual to team-based performance, driving cultural changes, and keeping teams motivated throughout the transformation journey. The transformation process requires an iterative approach and focus on collaboration to overcome challenges and drive improvements.
The why, what and how of Facilitation
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
This book project is a labour of love for all contributors. Our mission is to promote the power of facilitation worldwide. We are making the book available for free in order to enable and encourage everyone to read it and to share it.
We encourage you to make a voluntary donation, of as much as you are able, to the International Association of Facilitators. Please join us in supporting IAF to promote the power of facilitation worldwide: #FacPower.
A collaborative team of facilitators and visual practitioners formed to write a book to showcase the power of facilitation. Most of the team are members of the International Association of Facilitators, and many are IAF Certified Professional Facilitators.
The book is a compilation of chapters written by different authors, or author teams, designed to promote the power of facilitation. Each chapter connects key perspectives on specific dimensions of facilitation, organisational and community development with the respective authors’ practice and thinking about our craft.
The team has sought to model a facilitative approach to the project throughout.
Download your own copy https://facpower.org/
Achieving business agility_by_restructuring_the_organizationChandan Patary
This document discusses strategies for transforming organizations to increase business agility through restructuring. It proposes a framework with four pillars: management vision, organizational structure, organizational culture, and process optimization. The framework is supported by four accelerators: portfolio management, defining new roles and operating models, assessing culture, and establishing a software factory. To implement the framework, the document recommends creating a transformation program, identifying business value, restructuring around business value using a Spotify model, developing a growth mindset, defining new roles, applying a cultural model, and enabling swarming behavior. The goal is to reinvent the organization to meet changing market needs and enhance customer value through an agile transformation.
This document proposes adopting agile practices in IT support and operations teams to address challenges around siloed organizations, long delivery cycles, lack of flexibility and automation. It recommends conducting assessments, establishing governance, running discovery workshops, and coaching squads on agile principles like continuous delivery, lean processes, measurement and collaboration. Key metrics for success include increased deployment frequency and quality, decreased failure rates, faster recovery times, and improved customer satisfaction.
PDMA Event -- "Roadmapping" February 2014Chris Sakas
This document summarizes a panel discussion on best practices for roadmapping. The panelists discussed determining the right horizon, granularity, and cadence for roadmaps, as well as how much detail is needed. They also covered whether different versions are needed for different stakeholders, and how roadmaps relate to other planning artifacts. The panelists represented companies in software, education, and marketing technology and shared examples from developing roadmaps at both young and large enterprises.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
The document discusses agile leadership and how it has evolved with the pace of change in business. It notes that organizations need to change from reacting to initiating in order to keep up. Agile principles focus on individuals, interactions, customer collaboration, and responding to change. Agile leadership requires leading with agility, inspiring a vision, empowering self-organizing teams, and facilitating organizational change through continuous learning and improvement. Anyone can develop agile leadership skills with an understanding of agile mindsets and values.
Agile 2012 - leadership agility workshop slides -- final.pptxdrewz lin
At the Expert level, I would focus on fixing specific problems through proven practices.
At the Achiever level, I would emphasize process improvements and team motivation.
At the Catalyst level, I would step back to understand broader organizational challenges impacting agility.
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 discusses how adopting Agile practices has changed HR work at Titansoft. It outlines 3 key changes: 1) Creating a more engaging company culture focused on feedback, transparency, and continuous learning. 2) Implementing non-traditional HR practices like salary transparency, flexible work hours, and self-managed teams. 3) Applying Agile concepts like minimal planning, feedback loops, and retrospectives to HR projects and processes. The changes helped improve employee engagement and retention while reducing individual manager workloads.
This document contains 6 case studies describing organizations undergoing agile or lean transformations. The case studies outline challenges the organizations face and questions an agile coach might address to help with the transformation. The case studies cover companies in various industries including automotive, databases, banking, healthcare, and restaurants. Kanban and lean principles applied in a healthcare setting are also detailed. The document provides context to help an agile coach develop engagement strategies and initial action plans to assist the organizations.
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
I am often asked to run leadership coaching session or workshops for some very successful companies who are my clients because senior managers see “leadership” in the organisation as a crisis situation. I have also had the opportunity over the years to connect with hundreds if not thousands of leaders from all around the world, in different sectors of society, business, political, charity etc. What I can say categorically is that not all executives, managers, supervisors etc. are natural-born leaders. They may have a leadership position within the business, but the position in and of it self does not guarantee that the employee is actually a leader.
Read the whole article : http://wp.me/p6p8Ch-bw
There are as many types of agile coaches out there as there are flavors of ice cream. And, their levels of leadership maturity and skill can vary just as widely. It can leave one fretting, “What am I really getting when I bring in an agile coach? And, how do I ‘grow’ my own?” In fact, what are the “must have” skills of an agile coach and how can you tell if your coach has them?
The Agile Coach Competency Framework is one big clue to answering these questions. Over the past two years, this framework has guided the development of hundreds of agile coaches. Agile managers and champions also use it to obtain “truth in advertising” to hire the right coach at the right time.
We will explore this framework and provide lightening-talk-style case studies that showcase how it has been used in the real world. You’ll leave with ideas and actions to help you become a more savvy purveyor (and/or developer) of agile coaches.
This document provides information about agile leadership training programs offered by the Center for Agile Leadership. It discusses why agile leadership is important for executives, managers, and team members to develop organizational and leadership agility. It then describes what is covered in the training, including agile frameworks, developing teams, and facilitating retrospectives. Finally, it provides details on how the training is conducted, including upcoming class dates, pricing, and testimonials about the impact of the program.
Agile transformations can disrupt companies if not managed properly. The document discusses several challenges companies may face during a disruption including communication breakdowns, leadership crises, and difficulties adapting to new ways of working. It also notes that many companies are investing heavily in digital technologies but most do not feel prepared for the level of change required. Finally, it emphasizes the need for organizations to focus on areas like strategy, adaptability, speed of execution, building new skills, and practicing effective change management in order to successfully control disruptions.
Evoking excellence through agile coachingChris Chan
This document discusses the role of an Agile coach and why organizations engage Agile coaches. It begins by outlining the speaker's experience transitioning between different Agile frameworks over 15 years. It then explains that an Agile coach helps organizations achieve excellence, transform culture, develop people, and innovate through practices like mentoring, facilitating, teaching, and consulting. The document differentiates between types of Agile coaches and discusses common myths about coaching. It emphasizes that coaching is not about having all the answers but rather facilitating self-discovery. The document provides resources for developing coaching competencies and engaging an effective coach.
Human Resources. A sweet and sour contribution to the agile journey in big organizations
HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done.
Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms.
Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?
Executive Business Coaching for Developing Business Strategy, Organization and Team Structuring, Delivery & Quality Management, Leadership Skills and Soft Skills. Its best suited for Business Owners/Entrepreneur of Small and Medium Enterprises that are going thru hyper growth
The document discusses key aspects of driving a successful organizational transformation to Agile. It emphasizes the importance of securing executive sponsorship, introducing business stakeholders to Agile concepts, sharing a clear business vision with teams, onboarding an Agile coach, creating cross-functional self-organized teams, shifting from individual to team-based performance, driving cultural changes, and keeping teams motivated throughout the transformation journey. The transformation process requires an iterative approach and focus on collaboration to overcome challenges and drive improvements.
To serve or not to serve - there is no question for a leaderSteven Martin
This document discusses leadership styles and proposes that servant leadership is most effective. It begins by describing issues commonly seen in organizations with top-down leadership, such as lack of accountability, innovation and customer alignment. The author then discusses how servant leadership, where leaders prioritize serving their people, tends to have better results. Key aspects of servant leadership discussed include empowering teams, coaching others, and focusing on people's growth. Transitioning to this leadership style requires commitment, self-awareness, understanding others, and demonstrating servant leader characteristics incrementally. Overall the document advocates that servant leadership can improve organizational performance, productivity and employee satisfaction compared to traditional top-down management.
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
Leadership Essentials For Process ProfessionalsNat Evans
This document discusses essential leadership skills for leading process improvement initiatives. It contains an introduction and four articles on leadership topics. The introduction provides an overview of the compilation and its goal of sharing practical leadership advice from experienced practitioners. The first article discusses five essential leadership qualities: perspective, respect, humility, active listening, and avoiding a "superhero" complex. It argues that success depends on creating an environment where teams can flourish through collaboration. The other articles provide advice on questions leaders should ask before starting improvement, interview leadership skills, and habits of effective leaders. The compilation aims to bridge the gap between theoretical leadership concepts and practical application in process improvement.
Shift Happens : From Scaled Agile to Agile at ScaleAsh
- Scaling Agile refers to implementing Agile practices in large organizations with multiple teams, rather than just individual teams. It allows for delivering business value across programs and portfolios.
- There are several scaled Agile frameworks that provide options for large-scale implementation while delivering business value, such as SAFe and LeSS.
- "Agile at Scale" focuses more on empowering people and having a servant leadership culture than just doing Agile practices. It values adopting an Agile mindset over forming teams and processes.
- An Agile organization requires empowering people as servant leaders to model behavior changes. It also means evolving the leadership to support an Agile culture.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
What Is The Process Of Becoming A Professional Agile Coach?Advance Agility
An agile coach is a member of project management whose role is to motivate individuals, groups and teams of an organization to adopt agile values and 12 principles of agile methodology. Basically, a majority of agile coaches come from a background of IT, project management, product management and software development.
Fast Track to Success Managing People & PerformanceDeella Bcdef
This document provides an overview of managing people and performance for fast track success, outlining six dimensions of high-performing teams: an overriding sense of purpose, building on strengths and skills, a strong results ethic, open communication and mutual accountability, being a cohesive, compassionate and unified team, and taking considered risks to improve performance. It emphasizes clarity of roles, goals, and measures; utilizing individuals' competencies; developing further skills; and celebrating achievements to motivate exceptional results. The overall aim is to get the best possible performance from team members through establishing trust and understanding within the team.
Asking the Right Question In Your Next PM Interview by Avast PMProduct School
Main takeaways:
- What to ask in interviews when you're new to the Product Manager role
- What to ask in interviews when you're an experienced Product Manager
- How to come up with new questions
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
The document discusses developing leadership agility as a business imperative. It notes that volatile, uncertain, complex, and ambiguous conditions require leaders to become more focused, fast, and flexible. Research shows that agile companies have significantly better financial performance than average companies. The document promotes developing leadership agility through assessments, coaching, scenarios, and reinforcing an agile culture.
Government PO What to expect when they are expectingsparkagility
The document discusses the product owner role in an agile context, particularly for government organizations. It describes the traditional product owner responsibilities of managing the product backlog. However, it notes that the role may need to evolve for government settings, where a "value team" approach with multiple stakeholders facilitating decision making could be more effective than a single product owner. The document explores how organizational structures and value team configurations may need to adapt for government agencies.
Tushar Somaiya is an experienced agile coach and trainer who founded ShuHaRiAgile and CoachingDojo to provide agile training and coaching. He has over 13 years of IT experience and 6 years of agile experience. He is a certified coach who helps teams discover their potential through neuroscience-based coaching. Tushar is passionate about creating democratic and self-organizing teams and believes in servant leadership.
The document discusses how Pinnacle Management Group uses Team Scorecards to help companies measure and improve their organizational culture and performance. It summarizes that the Team Scorecard examines communication, trust, alignment, and productivity; identifies areas for improvement; and provides training and tools to help teams work more effectively together. Customized reports and assistance are provided to help companies achieve their business goals.
Building Leadership Development from Scratch - ASTD 2011Benjamin McCall
This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,
The document discusses the relationship between performance, leadership, culture and strategy. It states that there is a direct correlation between an organization's performance and the strength of its leadership, culture and strategy. A strong culture that outlines clear values guides employees and leads to better statistical performance, higher employee satisfaction and retention. Developing a clear purpose, strong leadership, aligned culture and strategic plan of action are key to achieving goals and high performance.
The document discusses the relationship between performance, leadership, culture and strategy. It states that there is a direct correlation between an organization's performance and the strength of its leadership, culture and strategy. A strong culture outlines clear values and guides employees, creating a more engaged and satisfied workforce. To develop a strong culture, the document recommends determining the organization's purpose, strengthening leadership, assessing and aligning the current culture, and establishing goals and strategies to improve performance.
Coaching tools were discussed including Appreciative Inquiry, NLP Rapport, and affirmations. Appreciative Inquiry focuses on identifying strengths through positive questioning to help clients achieve goals. NLP Rapport uses mirroring techniques to match communication styles and build rapport. Affirmations are positive self-statements that can be used regularly to develop a growth mindset and overcome limiting beliefs.
This document discusses various coaching tools that can be used in coaching sessions, including:
- Appreciative Inquiry, which focuses the coaching conversation on the client's strengths and successes to help them achieve their goals.
- NLP Rapport, which involves mirroring a client's communication style to build trust and understanding.
- Affirmations, which are positive statements repeated to develop a growth mindset and overcome limiting beliefs. Used consistently, affirmations can help clients think more positively.
The document discusses using NLP Rapport as a coaching tool to build better relationships. It describes how James, who was struggling to collaborate with team members, practiced mirroring the communication style of Sagar during an interview. By matching Sagar's tone of voice, body language, and language, James was able to build rapport and have an excellent conversation. James then applied this technique when meeting with clients, which allowed him to connect with them and leave the meetings feeling optimistic. The document emphasizes the importance of preparing, practicing mirroring skills, and studying NLP to effectively use rapport building as a coaching tool.
This document provides an overview of "The Product Owner Guidebook". It contains 10 chapters that cover topics contributing to effective product management, such as leadership, customers, technology, organizational culture, high-performance teams, user experience, process, and marketing management. The guidebook aims to boost confidence, enhance knowledge, and develop skills for product team members, coaches, and leaders. It explains how the different elements in product management are connected and why most product teams are not proficient in all areas. The goal is to deliver stronger results, maximize effectiveness, and reduce anxiety through coaching and guidance.
The Product Owner Guidebook_FREE_100pages.pdfChandan Patary
This guidebook provides information for product leaders on developing an entrepreneurial mindset and leadership competencies. It includes chapters on finding great product leaders, the ingredients of product leadership, developing an entrepreneurial mindset as a product owner, building leadership skills effectively, and learning from the examples of Netflix, Amazon, and failed businesses. The guidebook also contains case studies on collaboration challenges, setting up a laughing club, and establishing business solutions for organic farmers.
23rd September,2022, I got an opportunity to present my proposition, entitled “Product Development: From Your Backyard Swimming Pool to the English Channel” to the community “Scrum Masters of the Universe”, Des Moines, IA.
This Virtual event registered by 98 attendees.
I emphasized about building large system, what it takes to build such systems successfully.
What are the various aspects we should watch out for to overcome some of the challenges, I have shared.
Some of the interesting questions developed.
1. How Obeya can help us to minimize some of the complexity
2. How do we know to address complexity, should we focus short term or long term ?
3. How UX and Other features development can minimize silos mindset
4. How legacy leadership mindset can be surmounted
Thanks to the participants who were with us till the end, that indicates, dedication, passion and curiosity to learn and grow.
Let us continue this learning journey as a community and support each other with great knowledge and grow.
You can find the video here: Please have a look : https://youtu.be/fEjUIP9MkDU
A big thanks to "Scrum Master of the Universe" Community!!
This document will help the readers to use these Checklists to improve the productivity of their work
I have personally used these for my own development and now making those free and public
All these checklists are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/16mUFgDJkCTQcEXHfifai0hlAqPxfbCq9/view?usp=sharing
A Guidebook of Coaching High Performance Team 200 pagesChandan Patary
First 200 pages from the book , A Guidebook of Coaching High Performance Team, Please have a look
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/1gtmMTr6bYvphrJt9l8IIZO7WjXrrElTe/view?usp=sharing
First 150 pages from the Scrum Master Guidebook. It has 514 pages.
Download from here: https://drive.google.com/file/d/1hlNuI1wOguHciqq-onqz7AeJ70X3smCY/view?usp=sharing
We Can Lead - A Guidebook of Personal Leadership and Self-CoachingChandan Patary
This document discusses how discovering and understanding oneself can help one grow into a stronger leader. It explores developing self-awareness, purpose, passion and self-actualization which can aid leadership development. Specific techniques mentioned include value discovery exercises, developing resilience and a growth mindset, enhancing grit, learning from mentors, and applying principles from neuroscience to motivate oneself and team. The document advocates taking time to reflect internally in order to strengthen leadership skills and lead with more self-knowledge, courage and transformation.
We can Lead - A Guidebook of Personal Leadership & Self-CoachingChandan Patary
Want to Improve Your Leadership Skills? Want to Help Others to Improve Their Leadership Skills? Through Leadership Coaching, which you are good at.
Why another Leadership book? These slides will highlight what can we get from the Personal Leadership Guidebook, which everyone can refer to know more about personal leadership. Available @ Amazon
Descaling Organizational Complexity to Expedite Product Delivery_newChandan Patary
The document discusses descaling organizational complexity to expedite product delivery. It identifies several challenges that complex organizations face, such as siloed departments, long delivery cycles, and lack of flexibility. The document proposes looking at current processes, communication flows, and timelines to identify areas of greatest pain or highest return. It advocates forming self-managed cross-functional teams organized around customer needs rather than departments. Metrics for measuring success include increased revenue from new products, profit from implemented ideas, and customer satisfaction.
The document promotes three guidebooks written by Chandan Lal Patary that provide case studies and lessons learned from over 10 years of research and experience coaching Agile transformations. The Agilist's Guidebook shares stories and challenges for Agile coaches. The Scrum Master Guidebook contains real-time case studies and challenges for Scrum Masters. The third book is a leadership guidebook for self-coaching leaders, filled with case studies based on Patary's 10 years of research outcomes. Many coaches have benefited from the lessons shared in these three books available on Amazon.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
The document provides information about the book including copyright details, a disclaimer about errors, and contents. It contains:
1) Copyright and publishing details for the book along with a disclaimer about errors.
2) A contents listing of the chapters and sections in the book.
3) An acknowledgements section and information about the author and reviewer.
The scrum master guidebook Chapter 2 sampleChandan Patary
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Top mailing list providers in the USA.pptxJeremyPeirce1
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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2. Chandan Lal Patary Page 1 of 1
Preface:
Business transformation is crucial for any organization. There are several factors which influences
efficient transformation process. Be it a people, process, technology or domain. This book is the
collections of various Linked in Post in different facet of organization growth to do excellent
execution specially software product developmentareas. Thisbook is the outcome of severalyears
of my research in software product development.
This book pursues an ambitious goal: it attempts to provide answers to the questions on various
angle of transformation issues and how to become excellent in software product development. It
highlights challenges organization and team members are facing. This book has all the top liked
linked in posts. Out of 206 blogs I have choose the best one. I have been collecting these blogs
from July 2015.
At the end all these concepts can help any organization and team to run the software product
development much more efficient way. By understanding all these practices systematically any
team can become more mature and deliver value.
Increase speed of product development
Align individual and corporate objectives
Create a culture driven by performance
Increase shareholder value creation
Achieve stable and consistent communication of performance at all levels
Enhance individual development and quality of life
All these steps are part of the team journey to maturing the process and it will transform an
organization which will be a natural slow process. Persistence is the key with frequent inspection
and adaptation about the progress.
All these concepts have applied into our environment and achieved benefit, same thing has to
experiment and check for the benefit in individual context.
84. 7/30/2016 Shri Krishna as an Excellent Crisis Leader and Life Coach | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/shrikrishnaexcellentcrisisleaderlifecoachchandanlalpatary?trk=mpreadercard 3/15
He was able to show different perspective to Arjun by
delivering Bhagavad Geeta during the battle of
Mahabharata.
Let us look into the few stories from Mahabharata.
The Story of Jarasandha:
Jarasandha was the king of Magadha. Jarasandha grew up and
became a very powerful king.He defeated many other kings and made
them promise their allegiance to him making him supreme emperor.
He gave both his daughters in marriage to Kamsa of Mathura.
Krishna killed Kamsa, making Jarasandha an enemy. Jarasandha
attacked Mathura seventeen times and Krishna decimated his army,
sparing Jarasandha alone.Krishna, Arjuna, and Bhima went to
Jarasandha's palace and Bhima challenged Jarasandha to a wrestling
fight.
Bheema and Jarasandha fought for 14 days, both equally matched and
neither succumbed to the other's blows. Bheema realizing that