Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
Lean Change Management (part I) - IAD 2014Fabio Armani
The document discusses various frameworks and tools for managing organizational change, including Kotter's 8-Step Process for Leading Change. It describes each of the 8 steps in Kotter's process, including creating urgency, building a guiding coalition, forming strategic vision and initiatives, enlisting a volunteer army, enabling action, generating short-term wins, sustaining acceleration, and instituting change. It also discusses using insights collection, generating options, experiments/MVPs, and measurements to implement change using a lean startup approach.
Alternatives to scaling your agile process: valuing outcomes over outputEdwin Dando
This document discusses alternatives to simply scaling up agile processes. It argues that organizations should focus on continuously improving outcomes rather than just increasing output or volume. Some key points made include:
- Agile is about mindset and values, not processes, and scaling up risks losing those. Organizations should fix weaknesses before scaling.
- True scaling happens incrementally based on measuring business impacts, not just adopting more processes. Teams should regularly inspect and adapt.
- There are many ways to improve value, quality and productivity within existing teams, like improving technical practices and skills, before considering larger scale changes.
- Scaling is primarily a "people problem" - organizations should focus on building networks between self-organ
Agile Auckland agile 101 back to basicsEdwin Dando
This document provides an overview and introduction to agile concepts and Scrum. It begins with the objectives to provide a baseline understanding of agile and discusses why agile principles are needed in contrast to traditional predictive management. It then defines what agile and Scrum are, focusing on transparency, inspection and adaptation. Potential pitfalls of misapplying agile concepts are also covered. The document aims to educate practitioners on doing agile properly through mentored learning and finding the right approach for each situation.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
This document discusses using lean startup principles and agile tools to drive organizational change. It introduces the lean change cycle of preparing, introducing, reviewing changes and collecting insights. Key aspects covered include collecting insights through various tools, generating options for change experiments, prioritizing those options. The document also discusses minimum viable change (MVC) experiments, preparing and introducing changes, and reviewing outcomes. Overall it provides a framework for planning and executing organizational change initiatives using agile and lean startup principles.
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
Lean Change Management (part I) - IAD 2014Fabio Armani
The document discusses various frameworks and tools for managing organizational change, including Kotter's 8-Step Process for Leading Change. It describes each of the 8 steps in Kotter's process, including creating urgency, building a guiding coalition, forming strategic vision and initiatives, enlisting a volunteer army, enabling action, generating short-term wins, sustaining acceleration, and instituting change. It also discusses using insights collection, generating options, experiments/MVPs, and measurements to implement change using a lean startup approach.
Alternatives to scaling your agile process: valuing outcomes over outputEdwin Dando
This document discusses alternatives to simply scaling up agile processes. It argues that organizations should focus on continuously improving outcomes rather than just increasing output or volume. Some key points made include:
- Agile is about mindset and values, not processes, and scaling up risks losing those. Organizations should fix weaknesses before scaling.
- True scaling happens incrementally based on measuring business impacts, not just adopting more processes. Teams should regularly inspect and adapt.
- There are many ways to improve value, quality and productivity within existing teams, like improving technical practices and skills, before considering larger scale changes.
- Scaling is primarily a "people problem" - organizations should focus on building networks between self-organ
Agile Auckland agile 101 back to basicsEdwin Dando
This document provides an overview and introduction to agile concepts and Scrum. It begins with the objectives to provide a baseline understanding of agile and discusses why agile principles are needed in contrast to traditional predictive management. It then defines what agile and Scrum are, focusing on transparency, inspection and adaptation. Potential pitfalls of misapplying agile concepts are also covered. The document aims to educate practitioners on doing agile properly through mentored learning and finding the right approach for each situation.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
This document discusses using lean startup principles and agile tools to drive organizational change. It introduces the lean change cycle of preparing, introducing, reviewing changes and collecting insights. Key aspects covered include collecting insights through various tools, generating options for change experiments, prioritizing those options. The document also discusses minimum viable change (MVC) experiments, preparing and introducing changes, and reviewing outcomes. Overall it provides a framework for planning and executing organizational change initiatives using agile and lean startup principles.
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
cPrime provides enterprise agile transformation services including training, coaching, and consulting. They have experience transforming over 50 Fortune 100 companies to agile. cPrime has a large team of certified agile experts and thought leaders with experience across industries. They use assessments, planning, training, and coaching to drive organizational transformations through changing mindsets and processes one team at a time.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
The document discusses an event called Agile Riga Day 2011 about adopting agile practices at organizations. It outlines some common challenges organizations face before and after starting their agile adoption, such as resistance to change, not fully understanding agile principles and rituals, lack of customer involvement, and difficulties implementing technical practices. The document provides recommendations for a successful agile adoption, such as starting iteratively, involving customers, implementing quality practices, and maintaining readiness for continuous change.
The document discusses an agile transformation process with three key ingredients: adopting practices and evolving them, building teams to model new behaviors, and finding tools to improve cooperation. It states that after agile transformations, project success rates increased to 80% and profitability increased. The transformation involves internalizing agile principles, building an open culture, and continuous improvement. Pilot projects are used to test changes through workshops, trainings and retrospectives. Barriers to enterprise-wide transformations include organizational behavior problems and a lack of transformational leadership. Benefits include increased agility, faster development cycles, higher customer satisfaction, and increased business value and employee happiness.
This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Lean Change Management (part II) - IAD 2014Fabio Armani
This document discusses an approach for managing organizational change using lean and agile principles. It proposes using a "Lean Change Canvas" and "Transformation Canvas" to plan and guide change initiatives at both the project and enterprise levels. The canvases help involve stakeholders, establish a shared vision and target state, and select early changes to validate the overall transformation approach through an iterative process. The document emphasizes that organizational change emerges from many localized actions rather than a top-down plan, and that success is defined by environmental fit rather than simply closing gaps to a predefined future state.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
Gems of agile a glimpse of agile for senior managementNeeraj Bachani
This document discusses the benefits of using Agile methodologies compared to traditional waterfall approaches for software development projects. It notes that Agile allows for quicker delivery of working software, better ability to accommodate changing requirements, and more user involvement. Common challenges with waterfall projects are unclear requirements, inability to change scope easily, and late testing and user involvement. The document then provides an overview of different Agile frameworks like Scrum, XP, and Kanban and explains their core principles and characteristics like iterative delivery, collaborative teams, and rapid adaptation. Benefits highlighted include faster time to market, higher quality, better usability, and satisfied customers.
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
The document provides an overview of agile frameworks including Scrum, Lean, and Kanban. It begins by defining agile and its history and principles. It then summarizes each framework in turn: Scrum focuses on iterative development with sprints and daily stand-ups; Lean aims to maximize value and minimize waste; and Kanban uses visual boards and work-in-progress limits to manage continuous flow. The document outlines key techniques for applying these frameworks outside of software development and emphasizes an evolutionary approach to process improvement.
Agile Transformation - Cultural and Behavioral ChallengesSesh Veeraraghavan
This document discusses agile transformation and the cultural and behavioral adjustments required. It defines transformation as a thorough change and culture as the attitudes and behaviors of a social group. Successful cultures adapt, evolve, and contribute. Agile transformation is needed for faster delivery, better quality, customer focus, and predictable delivery. True transformation requires changes to human factors like behaviors, attitudes, and cultures rather than just methodologies. Transformations can bring up hidden biases and resistance. Addressing issues like ownership, belonging, status quo, leadership, execution, responsibility, communication, and perceived helplessness is important. The document provides strategies to overcome cultural roadblocks like a lack of transparency, denial of problems, and an unwillingness to "rock the boat."
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
The GE WorkOut process is a method used to streamline processes, eliminate non-value added work, quickly identify and meet new business initiatives, and build an empowered workforce. It involves cross-functional teams analyzing problems and developing recommendations to meet goals set by leadership. The process has key elements of bottom-up idea generation by those closest to the work, followed by top-down approval and implementation of solutions within 90 days. When implemented successfully, it can help organizations become more efficient and responsive to changing market conditions.
Agile Myths and Pitfalls - 2020 (ver 0.8)Fabio Armani
This document discusses several common myths and misconceptions about agile methodology. It begins by explaining that agile values people-oriented approaches and self-organizing teams. It then addresses specific myths, such as the ideas that agile means no documentation, no planning, or no managers. For each myth, it provides details to explain why the myth is not accurate and summarizes the reality of agile practices. The overall document aims to clarify what agile does and does not entail for readers.
The document discusses strategies for agile transformation, including Kanban and evolutionary transformation models. It summarizes Kanban principles of starting with the current process and pursuing incremental change. XP (extreme programming) is described as Scrum plus software engineering. Models are presented for customizing agile software processes and relating XP practices to feedback and decision-making timescales. Next steps proposed include visualizing workflow using a cumulative flow diagram to identify bottlenecks and improve collaboratively.
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The document discusses how Agile development methods and AGILE instructional design can be used together to improve training programs. It describes how Agile was created to make software development more flexible and rapid, and how AGILE was created for the same reasons for instructional design. While they have different focuses, Agile on software tactics and AGILE on comprehensive learning, they are complementary. The document advocates using Agile values, Scrum framework, and iterative development with AGILE instructional design and the ADDIE model to create both formal training and structured performance support. This holistic approach aims to better link learning to job performance.
This document discusses the contributions of W. Edwards Deming to Total Quality Management. It notes that Deming was a key figure who helped implement quality management programs in Japan after World War II. Deming developed several important concepts for quality management, including his 14 Points, 7 Deadly Diseases, the Deming Cycle (Plan-Do-Check-Act), and his System of Profound Knowledge. The document outlines each of Deming's 14 Points for quality management and describes his System of Profound Knowledge, which includes an appreciation for systems, understanding of variation, the theory of knowledge, and psychology.
cPrime provides enterprise agile transformation services including training, coaching, and consulting. They have experience transforming over 50 Fortune 100 companies to agile. cPrime has a large team of certified agile experts and thought leaders with experience across industries. They use assessments, planning, training, and coaching to drive organizational transformations through changing mindsets and processes one team at a time.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
The document discusses an event called Agile Riga Day 2011 about adopting agile practices at organizations. It outlines some common challenges organizations face before and after starting their agile adoption, such as resistance to change, not fully understanding agile principles and rituals, lack of customer involvement, and difficulties implementing technical practices. The document provides recommendations for a successful agile adoption, such as starting iteratively, involving customers, implementing quality practices, and maintaining readiness for continuous change.
The document discusses an agile transformation process with three key ingredients: adopting practices and evolving them, building teams to model new behaviors, and finding tools to improve cooperation. It states that after agile transformations, project success rates increased to 80% and profitability increased. The transformation involves internalizing agile principles, building an open culture, and continuous improvement. Pilot projects are used to test changes through workshops, trainings and retrospectives. Barriers to enterprise-wide transformations include organizational behavior problems and a lack of transformational leadership. Benefits include increased agility, faster development cycles, higher customer satisfaction, and increased business value and employee happiness.
This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Lean Change Management (part II) - IAD 2014Fabio Armani
This document discusses an approach for managing organizational change using lean and agile principles. It proposes using a "Lean Change Canvas" and "Transformation Canvas" to plan and guide change initiatives at both the project and enterprise levels. The canvases help involve stakeholders, establish a shared vision and target state, and select early changes to validate the overall transformation approach through an iterative process. The document emphasizes that organizational change emerges from many localized actions rather than a top-down plan, and that success is defined by environmental fit rather than simply closing gaps to a predefined future state.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
Gems of agile a glimpse of agile for senior managementNeeraj Bachani
This document discusses the benefits of using Agile methodologies compared to traditional waterfall approaches for software development projects. It notes that Agile allows for quicker delivery of working software, better ability to accommodate changing requirements, and more user involvement. Common challenges with waterfall projects are unclear requirements, inability to change scope easily, and late testing and user involvement. The document then provides an overview of different Agile frameworks like Scrum, XP, and Kanban and explains their core principles and characteristics like iterative delivery, collaborative teams, and rapid adaptation. Benefits highlighted include faster time to market, higher quality, better usability, and satisfied customers.
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
The document provides an overview of agile frameworks including Scrum, Lean, and Kanban. It begins by defining agile and its history and principles. It then summarizes each framework in turn: Scrum focuses on iterative development with sprints and daily stand-ups; Lean aims to maximize value and minimize waste; and Kanban uses visual boards and work-in-progress limits to manage continuous flow. The document outlines key techniques for applying these frameworks outside of software development and emphasizes an evolutionary approach to process improvement.
Agile Transformation - Cultural and Behavioral ChallengesSesh Veeraraghavan
This document discusses agile transformation and the cultural and behavioral adjustments required. It defines transformation as a thorough change and culture as the attitudes and behaviors of a social group. Successful cultures adapt, evolve, and contribute. Agile transformation is needed for faster delivery, better quality, customer focus, and predictable delivery. True transformation requires changes to human factors like behaviors, attitudes, and cultures rather than just methodologies. Transformations can bring up hidden biases and resistance. Addressing issues like ownership, belonging, status quo, leadership, execution, responsibility, communication, and perceived helplessness is important. The document provides strategies to overcome cultural roadblocks like a lack of transparency, denial of problems, and an unwillingness to "rock the boat."
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
The GE WorkOut process is a method used to streamline processes, eliminate non-value added work, quickly identify and meet new business initiatives, and build an empowered workforce. It involves cross-functional teams analyzing problems and developing recommendations to meet goals set by leadership. The process has key elements of bottom-up idea generation by those closest to the work, followed by top-down approval and implementation of solutions within 90 days. When implemented successfully, it can help organizations become more efficient and responsive to changing market conditions.
Agile Myths and Pitfalls - 2020 (ver 0.8)Fabio Armani
This document discusses several common myths and misconceptions about agile methodology. It begins by explaining that agile values people-oriented approaches and self-organizing teams. It then addresses specific myths, such as the ideas that agile means no documentation, no planning, or no managers. For each myth, it provides details to explain why the myth is not accurate and summarizes the reality of agile practices. The overall document aims to clarify what agile does and does not entail for readers.
The document discusses strategies for agile transformation, including Kanban and evolutionary transformation models. It summarizes Kanban principles of starting with the current process and pursuing incremental change. XP (extreme programming) is described as Scrum plus software engineering. Models are presented for customizing agile software processes and relating XP practices to feedback and decision-making timescales. Next steps proposed include visualizing workflow using a cumulative flow diagram to identify bottlenecks and improve collaboratively.
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The document discusses how Agile development methods and AGILE instructional design can be used together to improve training programs. It describes how Agile was created to make software development more flexible and rapid, and how AGILE was created for the same reasons for instructional design. While they have different focuses, Agile on software tactics and AGILE on comprehensive learning, they are complementary. The document advocates using Agile values, Scrum framework, and iterative development with AGILE instructional design and the ADDIE model to create both formal training and structured performance support. This holistic approach aims to better link learning to job performance.
This document discusses the contributions of W. Edwards Deming to Total Quality Management. It notes that Deming was a key figure who helped implement quality management programs in Japan after World War II. Deming developed several important concepts for quality management, including his 14 Points, 7 Deadly Diseases, the Deming Cycle (Plan-Do-Check-Act), and his System of Profound Knowledge. The document outlines each of Deming's 14 Points for quality management and describes his System of Profound Knowledge, which includes an appreciation for systems, understanding of variation, the theory of knowledge, and psychology.
The document provides an introduction to agile project management. It discusses why agile project management is needed due to increased consumer expectations and work pressures. It then defines what agile project management is, covering the history and key principles of agile methodology. The rest of the document outlines an agenda for managing agile projects, discussing practices like using organic self-organizing teams, establishing a guiding vision, implementing simple rules, and providing open information.
Agile adoption is driven by the need for organizations to be able to respond quickly to changes. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Agile uses iterative and incremental development with short feedback loops to deliver working software frequently. Projects with uncertainty benefit from Agile's ability to adapt quickly. Agile roles include cross-functional team members, a product owner, and a facilitator. Common Agile practices include retrospectives, backlog preparation, daily stand-ups, and demonstrations to get frequent feedback.
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...VersionOne
Dean Leffingwell, creator of SAFe, and Lee Cunningham, director of enterprise agile, at VersionOne, share insights on successful and repeatable patterns for implementing SAFe, the role of lean/agile leadership for transformational change, and more. Watch the webinar: http://bit.ly/1dZobtK
The document discusses concepts related to quality management in healthcare. It covers Deming's 14 points for quality management philosophy, including building quality into processes to eliminate need for inspection, continuous improvement, breaking down barriers between departments, and eliminating targets/quotas in favor of leadership. It also discusses core values of organizations like Sony and Nordstrom, and concepts like total quality management, leadership, and quality systems.
This presentation focuses on the steps a school district can take to create a comprehensive, district-wide approach to energy efficiency. From assessing energy performance to recognizing and promoting achievement – and everything in between – a self-implementing process is the most cost-effective way to quickly reduce operating costs and generate long-term recurring savings.
This document discusses agile leadership and introduces agile principles and scrum methodology. The key points are:
1. Agile focuses on purpose-driven leadership, social business, and delivering value through small, self-organizing teams.
2. Scrum uses sprints, daily stand-ups, product backlogs and retrospectives to frequently deliver working software. Core roles are the product owner, scrum master and development team.
3. Successful agile adoption requires collaborative leadership that empowers teams, provides transparency, and focuses on relationships, communication, and continuous improvement over documentation and plans.
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Agile strategy execution framework, part 1Alan Leeds
This presentation shows how agile concepts can be combined with strategy execution best practices, resulting in a meaningful, practical and quickly deployable strategy execution framework.
The document discusses facilitating innovation, leadership, and strategy through agile practices. It summarizes that companies must constantly adjust to volatility, uncertainty, complexity and ambiguity pressures from their environment. It then describes how technologies can disrupt business models and the five domains they impact. The rest of the document outlines the speaker's services which include workshops and coaching to help organizations and individuals improve performance in innovation, leadership and strategy through agile principles.
Innovation is defined as the production, adoption, assimilation and exploitation of a novel value that renews products, services and markets or develops new methods of production. Innovation can be both a process and an outcome. Agile principles focus on individuals, collaboration, responding to change and frequent delivery of working software. Agile aligns well with innovation as it is iterative, dynamic and involves feedback. Examples where agile has enabled innovation include education through tools like SOLE that delegate learning to students, disaster management through goal-driven teamwork, and connecting IoT devices through collaborative development. The presentation concludes that agile provides values and an open framework to realize innovations faster through experimentation and opportunities.
EFQM Sustainable Excellence -Primer and Good PracticesChris Hakes
Primer on the 2010 EFQM Excellence Model.
Examples of International good practices for Leadership, Strategy, People, Process and Resource Management.
Examples of sound of measurement practices for People, Customer, Societal and Business results.
Agile Development Methodologies for Highly Regulated OrganizationsCelerity
Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.
GlaxoSmithKline (GSK) adopted the Accelerating Delivery & Performance (ADP) approach to improve its business performance and ability to face challenges. ADP combines the GSK Change Framework, GSK Fundamentals of Delivery, and a focus on metrics. It was developed starting in 2009 by combining Lean Sigma, project management, and organizational development. By 2012, over 350 employees had become expert practitioners in applying ADP's principles and over 3,000 employees were actively using it in their daily work. The program has continued expanding ADP across GSK while adapting and improving it.
Similar to Strategic planning for agile leaders - AgileAUs 2019 Workshop (20)
Agile2022 What parkrun has taught me 2022-07-18.pdfMia Horrigan
’ve been doing Parkrun for a year now. Yes, I’m one of those crazy people that get up early every saturday morning and run 5 Kms with 166490 parkrunners across 20 countries and 1637 locations. After a while, something interesting happened, I was asked to explain estimation to a group of people new to agile ways of working and found that I could explain relative estimation by using my Parkrun experience with my friends.
The requirement is the same – run a distance of 5 kms. However, the time taken will vary widely between runners. Even though the parkrun is a set 5kms, it takes our whole group to finish anywhere between 20 – 55 mins. So why don’t we all finish at the same time? Well, there are a number of factors to consider including our fitness, age, equipment and expertise at running as well as the complexity of the course. The same is true with estimations for work products. There is natural variability between estimates by people based on context, team members capability and so forth.
As a Professional Scrum Trainer (PST), I have found Parkrun anecdotes a relatable way to explain some complex concepts such as velocity, pairing, relative estimation, sprinting, sustainable pace and more. This presentation is for people wanting to understand agile principles as it will share these and other training tips and techniques that you can use with your teams.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
Activating improvements through retrospectives Mia Horrigan
had been sitting in a few team retrospectives and hearing the same old tired pattern of "what went well, what didn't, what can we improve". The teams were bored, I was bored, they were just doing mechanical Scrum. Retrospectives are such a powerful tool to drive continuous improvement, but what i was seeing was a stagnation and the true value of this event was being lost.
End of the Sprint was coming up so as the enterprise agile coach, I thought I'd provide some of my favourite patterns and ended up providing my 20 Scrum Masters with a playbook to accelerate and reinvigorate learning and improvement, retrospectives and ideas as well as links to where to find more.
Would love to share these patterns with you, discuss the pain points we were experiencing and how we were able to reinvigorate this event and improve overall quality of our delivery. It will be a workshop so would also love to hear your favourite patterns so we can share them with the group in this workshop and help inspire our teams to strive for activating real improvements.
The document discusses various techniques that can be used in Agile retrospectives to improve team learning and facilitate fast course corrections. It provides over 20 different retrospective patterns and ideas that teams can use, such as the 3 Ls technique where team members identify what they liked, learned, and lacked in the previous sprint. The document emphasizes that retrospectives should be conducted in a psychologically safe environment where there is no blame or judgment to promote open sharing and learning from failures.
When scaling Agile at an enterprise level, coordination and alignment across multiple teams is challenging as whilst Agile teams are self-organising and empowered, someone needs to steer the train to keep it on the tracks to facilitate program level processes and execution, escalate impediment, manage risk, and drive program-level continuous improvement. In this presentation I share my experiences of being a Release Train Engineer on a transformational project across a large government enterprise and explore the challenges and lessons learnt. In particular, I will focus on the Scrum of Scrums and how the RTE is essentially the Master Scrum Master of the Release Train and how to ensure you have Scrum Masters working together towards achieving the goals for the Train's Product Increment.
Confessions of a scrum mom Scrum Australia 2016Mia Horrigan
How to evolve from the Scrum Mom who runs around trying to fix everything to a Scrum Master Sensei that guides the team towards self organisation
In this session Mia draws upon her experiences running a Release train of 85 team members and how at an enterprise level, the Scrum Mom pattern isn't scalable.
Mia will explain that whilst the team may be successful in the short term due to the heroic efforts of the Scrum Mom and a few good individuals, this pattern will not allow facilitation of program level processes and execution and will ultimately prevent the team from becoming a self organised, empowered team.
Mia will present a Scrum Master Maturity model and elaborate on how to apply the model based on the Scrum Master's level of maturity as well as the capability and maturity of the team and the organisation.
Scrummdiddlyumpious and the Killjoys. Two teams , same product but Oh so diff...Mia Horrigan
What makes one team Scrumdiddlyumptious whilst another the Killjoys? At LAST Conference this week, I discussed a tale of two new agile teams within the same branch working on a large scale transformation across the enterprise. These were two of 18 teams now working on this program and in the same 12 month period, one team soared and exemplified the Agile mindset and were empowered, self-organizing, high performing and continuously improving whilst the other team struggled all the way and felt "Agile" was being imposed on them and "killing all their joy".
This was an exploration of the impact of leadership and culture. Whilst these teams were in the same branch and working on the same product, they had different middle level management. The difference in respective leadership style and approach was discussed and we explored how with the right agile leadership mindset, middle managers can make or break a team. Whilst Scrumdiddlyumptious was high performing, the Killjoys was plagued with vested interests, and a lack of agile mindset meant they were given permission not to change. As a results lots of anti-patterns emerged.
Agile product onwership and the business analystMia Horrigan
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 and well-being.
Growing pains scaling agile in service delivery LAST Conf 2014Mia Horrigan
The team I was working with had a “great problem” – more work than we could deliver. However this success brought mixed blessings as the strain of growing so quickly was starting to show. We had a backlog of work, process issues, resourcing and quality issues and a lot of knowledge residing with one or two of the original start-up team who were now single points of failure.
The innovative, "can do" attitude of the start-up company was still there but we were having growing pains. We knew that what we were experiencing in our market (Australia) would eventually be seen in our USA market if we didn’t find a solution to our growing pains.
We looked to Lean and Agile as a multidisciplinary approach to achieving an effective product strategy, development and delivery capability that could be scaled to the whole organization.
Lean Coffee is an structured but agenda less meeting that allows participants to gather, build and talk.
Our implementation of Lean coffee was a way to informally discuss what was important to the team and look at ways to improve our efficiency, effectiveness and processes within the service delivery team
ACS Presentation : How to teach your team Agile in 3 monthsMia Horrigan
presentation given to ACS Agile Special interest group. Outlines my experiences as an Agile coach introducing Scrum to the team.
By using psychology based approach to implementing Scrum we were able to guide them through the learning process over a three month period
The power to Say NO - Using Scrum in a BAU TeamMia Horrigan
Using Scrum to empower your team during BAU (business as usual) development and maintenance. presentation at the #LAST Conference Melbourne 27 Jul 2012
#LAST (Lean, Agile, Systems Thinking)
ACS an agile approach to optimising your digital strategy v4.1Mia Horrigan
An organization used Agile and User-Centered Design (UCD) methods to develop a digital strategy in response to upcoming legislation that would cut $1.9 billion in funding. They used Scrum, Kanban, and UCD tools like personas and user stories to iteratively develop features. This allowed them to remain responsive to stakeholder needs and prioritize the most valuable features. The approach helped increase user engagement and trust in the organization's digital offerings.
Presentation we did to a group of project managers who had not had any exposure to using Agile methodologies. Gives a basic overview of Agile with a User Centered design approach.
As an industry based lobby group we were faced with Legislation to reduce government funding by $1.9B. We needed to respond quickly and adopted an Agile approach to our digital campaign strategy in order to have a skinny version of the website up and running as soon as possible. We used a mix of Scrum and Kanban methods to prioritize widgets we required on the website and ensure our campaign remained responsive to stakeholders and built iterative changes to the site in order to respond to stakeholders and the political debate.
Process/Mechanics
The session will be a short 10min talk focusing on how a mix of Agile approaches, namely Kanban and Scrum were used as a management tool to coordinate the development of a new website for the campaign. The presenter will explain how the adoption of Scrum allowed the team to iteratively build features based on weekly sprint cycles and ensured weekly collaboration and communication between product owner, designers and developers of the website.
The presenter will demnonstrate how the introduction of a Kanban board to the Scrum process helped to manage the backlog of work packages and help focus the team on the ranked priorities for the current sprint. This provided a process to manage Workflow and allowed the team to remain flexible and responsive to the changing environment and stakeholder needs when changes were required mid sprint
Learning outcomes
• The blend of Scrum and Kanban helped to focus the team on the priorities and remain flexible and responsive to the changing environment and stakeholder needs
These Agile methods are an effective management tool and can aid coordination of work effort to deliver a campaign strategy
Final wireframes from screen concept to user interaction v0.4Mia Horrigan
The document discusses how wireframes were initially developed based on business processes and data requirements rather than user needs, resulting in an unintuitive interface. It then describes how the team shifted to an agile, user-centered approach using tools like personas, scenarios and prototypes to understand users and design an interface that meets their needs and supports their work. This iterative process in close collaboration with users improved the design and increased buy-in.
Social network analysis was used on a large, political project to better understand information flows. It revealed who the central and influential individuals were, how knowledge spread through formal and informal networks, and differences between core and peripheral members. This informed the development of detailed "ZenAgile personas" capturing user profiles, communication preferences, and social roles to help target communications and ensure all user needs were met. Analyzing the information architecture and social networks in this way helped improve knowledge sharing and minimize unnecessary work.
This document discusses the importance of understanding users in business process design and improvement projects. It notes that while processes are typically analyzed and documented first, understanding user needs, behaviors, and context is also critical for project success. The document recommends designing processes and systems with users in mind rather than just for the business. It provides examples of how to better understand users through personas, communication channel preferences, and segmentation of what users want. The trends discussed include a focus on users and agile approaches over traditional waterfall and documentation-heavy methods.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Mentoring - A journey of growth & developmentAlex Clapson
If you're looking to embark on a journey of growth & development, Mentoring could
offer excellent way forward for you. It's an opportunity to engage in a profound
learning experience that extends beyond immediate solutions to foster long-term
growth & transformation.
Strategic planning for agile leaders - AgileAUs 2019 Workshop
1. 30/06/2019
1
STRATEGIC PLANNING FOR AGILE LEADERS
DRIVING BUSINESS AGILITY
Nexus
E.A.T.
DEVOPS
PO Sync
Flow
Continuous Improvement
Agile is an
umbrella term.
Agile is not a
methodology!
Agile is a way of
thinking that seeks
alternatives to
traditional project
management by
focussing on products,
outcomes and value.
Reduces Risk by using
Incremental, iterative
work cadences, known
as “Sprints”
WHAT IS AGILE?
2. 30/06/2019
2
over processes
and tools
over comprehensive
documentation
over contract
negotiation
Individuals and
interactions
Working products Collaboration
over following a
plan
Respond to change
Agile Manifesto
“We are uncovering better ways of developing [products]
by doing it and helping others do it.
Through this work we have come to value… ”
12 PRINCIPLES OF THE AGILE MANIFESTO
Our highest priority is to
satisfy the customer through early and continuous
delivery of valuable software.
Welcome changing requirements, even late
in development. Agile processes harness change
for the customer's competitive advantage.
Deliver working software frequently, from
a couple of weeks to a couple of months, with
a preference to the shorter timescale.
Business people and developers must
work together daily throughout the project.
Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done.
The most efficient and effective method of conveying
information to and within a development team is
face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Continuous attention to technical excellence
and good design enhances agility.
Simplicity – the art of maximizing the amount
of work not done – is essential.
The best architectures, requirements, and designs
emerge from self-organizing teams.
At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behaviour accordingly.
</>
14
Source: http://agilemanifesto.org/principles.html
3. 30/06/2019
3
Agile is a
mindset.
Encompasses values,
principles, and
behaviours.
It’s a contemporary
way of working for
everyone –
executives, leaders
and teams.
ITERATIVE CYCLES – DEMING CYCLE
Do - Implement the
Plan. Collect data
Plan - Establish objectives. Start on a small scale
Check - Study the results and the data
Adjust - Make
corrective
action and
improvements
4. 30/06/2019
4
HOW IS AGILE DIFFERENT?
AGILE TRADITIONAL
Requirements Design Implement Verify
• Value-driven
• Status measured by actual delivery
• Build-in quality
• Iterative
• Fast-feedback
• Continuous improvement
Vs
• Plan-driven
• Status measured tasks % complete
• Check quality only downstream
• Delivery of value only at the end
• Improvement lessons learned at the end
TRADITIONAL VS. AGILE APPROACH
Agile
Value (and priority) driven
Valued epics and features drive estimates
Resources and Time are fixed, Scope is estimated
Development is iterative and incremental
Focus is adaptive
Demonstrate progress by delivering value every two weeks
Quality is built in with continuous validation (testing, acceptance
reviews, standards compliance checks)
Optimises smaller, economically sensible, batch sizes for speed of
delivery of valued features
Leverages frequent multiple concurrent learning loops
Work is organised for fast feedback
Multidisciplinary, cross skilled team with knowledge of the product
invested in the whole team through shared experiences.
Continuous learning.
Waterfall/Traditional
Schedule driven
Plan creates the cost, schedule, estimates
Scope is fixed, resources and time are estimated
Development is phase based , controlled so that multiple
phases may occur in parallel
Focus is predictive
Demonstrate progress by reporting on activity and stage
gateways
Product quality at the end after extensive test/fix activities
Batches are large (frequently 100%)
Critical learning applies major analyse‐design ‐build‐test loop,
with multiple iterations of build and test
Process is tolerant of late learning
Handovers between analyse‐design‐build‐test phases with
knowledge invested in SME’s across multiple teams .
VS
5. 30/06/2019
5
AGILE LEADERSHIP
OUR FOCUS AS LEADERS
Development
Team
Scrum Master
Product Owner“What” Challenges:
“How” Challenges:
“Who/How” Challenges:
“Grow Agility”
Agile Leaders
6. 30/06/2019
6
Exercise
minutes
Challenges of
the Agile Leader
5
PURPOSE
Discover what participants want
to change to be a good Agile
Leader
11
Have a look at the current state of Agility
in your company and answer the
following questions:
• What challenges do you see to make that
change?
• What do you think needs to change so that
your organisation have the Agility?
12
DECISION‐MAKING IN AN UNCERTAIN WORLD
• Simple
everything is known
• Complicated
more is known than
unknown
• Complex
more is unknown than
known
• Chaotic
very little is known
Source: Stacey RD. Strategic Management and
Organizational Dynamics: The Challenge of Complexity. 3rd
ed. Harlow: Prentice Hall, 2002.
Scrum
Simple
8. 30/06/2019
8
AGILE LEADERS
To support and lead the Agile Transformation, Agile leaders create an
environment where:
Teams focus on building
high quality, high value
solutions for customersPeople are more
important than ideas
People continuously improve and
develop each other
Failure is a necessary
consequence of doing
something new
People trust each other, even
when things go wrong
People are encouraged to
test hypothesis in order
to learn and improve
“
Our job as managers in creative
environments is to protect new ideas
from those who don’t understand that in
order for greatness to emerge, there
must be phases of not‐so‐greatness.
Protect the future, not the past
- Ed Catmull, President of Pixar and Disney
LEADERS GROW AGILITY
“
9. 30/06/2019
9
LEAN AGILE LEADERSHIP
LEAN AGILE LEADERSHIP - OUR CHALLENGE
It is not enough that management commit
themselves to quality and productivity, they
must know what it is they must do.
Such a responsibility cannot be delegated.
—W. Edwards Deming
…and if you can’t come, send no one
—Vignette from “Out of the Crisis,”, W. Edwards Deming
“ “
10. 30/06/2019
10
SAFe® LEAN-AGILE PRINCIPLES
1-Take an economic
view
2-Apply systems
thinking
3-Assume variability;
preserve options
4-Build incrementally
with fast, integrated
learning cycles
6-Visualise and limit
WIP, reduce batch sizes,
and manage queue
lengths
7-Apply cadence,
synchronise with
cross-domain
planning
8-Unlock the intrinsic
motivation of
knowledge workers
9-Decentralise
decision-making
WSJF
5-Base milestones on
objective evaluation
of working systems
1. Where does your organisation stands in embracing a Lean-Agile mindset?
2. Pair up. Discuss the results of the self-assessment. Do you have similar
low or high scores?
ACTIVITY: ASSESSING A LEAN-AGILE MINDSET
Plan-based delivery
Fear of speaking up
Silos
Status quo
Standardisation
Command and control
management
Value-focussed
delivery
Psychological safety
to speak up
Flow
Innovation
Relentless
improvement
Leadership
2 31 54 6
2 31 54 6
2 31 54 6
2 31 54 6
2 31 54 6
2 31 54 6
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TAKING ACTION: IMPROVING THE LEAN-AGILE MINDSET
1. Pair up with another pair (groups of 4).
2. Compare your scores.
3. Choose one of the lower scored factors.
4. Brainstorm 1 action you could take to improve this area.
5. Write down one idea and add it to the Backlog.
A system must be managed. It will not manage
itself.
Left to themselves, components become selfish,
independent profit centers and thus destroy the
system…
The secret is cooperation between components
toward the aim of the organisation.
— W. Edwards Deming
APPLY SYSTEMS THINKING
“
“
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APPLY SYSTEMS THINKING - TYPES OF SYSTEMS
• The ecosystem of all your products
• Collection of technical components
• A team of people working together to deliver value
• A team of teams
• The whole organisation
CHANGE AND CULTURE
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• Long-term detailed plans
• Assign and control the work
• Maximize capacity and effort
• Keep all on schedule
• Driven by meetings and reports
• Intervene to fix all problems
• Provide external motivators ($, job title)
25
A Mindset and Behavioral Shift for Management
• Goals, vision, direction
• Foster the environment
• Help remove impediments
• Attend Sprint Reviews
• Share incremental feedback
• Manage for value
• Autonomy, mastery, purpose
PREDICTIVE MANAGEMENT EMPIRICAL MANAGEMENT
Are you going to be impacted by the change, or are
you going to help lead the change?
Change means changing behaviour, not just tools
Awareness Desire Knowledge Action Reinforcement
• Set the vision
• Establish the roadmap
• Communicate the
nature of change
• Set expectations
• Set short term learning
and behavioural targets
• Communicate the
benefits of change
• Identify the expected
behaviour
• Create change support
mechanisms and
frameworks across all
levels
• Leaders walk-the-walk
• Demonstrate through
behavioural modelling
• Reward and reinforce
the expected behaviour
• Celebrate learning
• Celebrate victory
• Train people
• Reflect on experiences
• Share lessons learned
• Support expected
behaviour with
experienced people
• Transfer knowledge
• Refine the roadmap
• Set new short term
and behavioural
targets
Source: Zen Ex Machina (2016) Agile Essentials
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WHERE DO WE START?
Reflect,
improve and
align existing
processes
3-6 months
Scale
learnings to
new teams
5-18 months
Start small,
with the
basics
1-3 months
• Choose an agile framework
• Choose a Product Owner
• Train the team when they’re
ready to start
• Establish a Product Backlog
• Coach the Team
• Choose a Scrum Master
Add patterns
and processes
2-4 months
• Build upon learnings
incrementally
• Add processes on top of
the agile framework
• Identify, define and
repeatable patterns
• Learn and improve through
experimentation
• Adjust Branch processes that
impede agile teams from
delivery
• Adjust governance, roles and
responsibilities
• Establish tactical and strategic
inspect/adapt cycles for
leadership and executive
• Share lessons learned across
the Branch
• Assess readiness of other
teams to adopt an agile
framework
• Train teams just-in-time
• Add scaling support
frameworks as required
Source: Zen Ex Machina (2016) Agile Essentials
DEVELOPING CAPABILITY AND MATURITY
28
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VALUE DOESN’T FOLLOW SILOS
BUILD CROSS-FUNCTIONAL AGILE TEAMS
Optimized for communication and delivery of value
Deliver value every two weeks
Three roles:
▸ Agile teams are cross‐functional, self‐organizing entities that can define, build
and test, and where applicable, deploy increments of value
- Scrum Master
- Product Owner
- Development Team
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TEAM FOCUS
COLLABORATION OVER COORDINATION
To motivate people who work beyond basic tasks, give them these three
factors to increase performance and satisfaction:
• Autonomy — Our desire to be self directed. It increases engagement over
compliance.
• Mastery — The urge to get better skills.
• Purpose — The desire to do something that has meaning and is
important. Organisations that only focus on resource optimisation without
valuing purpose will end up with poor customer service and unhappy
employees.
Source: Pink, Daniel H. Drive: (2009) The Surprising Truth About What Motivates Us. Riverhead Books, New York, New York
CENTRALISE vs DECENTRALISED DECISION MAKING
• Infrequent - Not made very often
and usually not urgent
(example: internationalisation
strategy)
• Long-lasting - Once made, highly
unlikely to change
(example: common technology
platform)
• Significant economies of scale –
Provides large and broad
economic benefit
(example: compensation strategy)
• Frequent - Routine, everyday
decisions
(example: Team and Program
Backlog)
• Time critical - High cost of delay
(example: point release to customer)
• Require local information -
Specific and local technology or
customer context is required
(example: Feature criteria)
Centralise De-centralise
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DEFINING A FEATURE
Has our
investment
been worth it?
• Has product delivery improved?
• How much happier are users and
business?
• Are employees empowered?
• How do we know?
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Exercise
minutes
Current State
3
To understand what you measure
today, and why
37
What type of measures do you track today?
Individually, write down each of the
measures you currently track on separate
sticky notes.
Activity Output Outcome Impact
Measuring activities and outputs
might create undesirable
consequences and may not align
to our outcomes
Are developers busy?
Are test first practices
being used?
Is the team velocity
increasing?
Are developers integrating
code frequently? How
frequently?
What is the quality of
the code?
Percentage
completed?
Source Evidenced Based Management Guide
https://www.scrum.org/resources/evidence‐based‐management
Is build automation
present?
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ACTIVITY
Count actions taken
% complete
IMPACT
Reflect on effect on the organisation
OUTCOME
Reflect on change to
users/customers
Measuring activity just tells where time was
spent, not what value was produced
PROGRESS VALUE
OUTPUT
Count things produced
• Success =
• All requirements delivered…
• By agreed-upon date…
• For an agreed-upon cost
• “On track” = project follows plan,
hits milestones
• Problem: focus on activity and
output, not outcomes and value
40
TRADITIONAL MEASURES DON’T FOCUS ON VALUE
• Success = value is maximized
• Quality and capability are
sustainable
• Focuses on outcomes, not activity
and output
TRADITIONAL AGILE
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AGILITY
BUSINESS VALUE
UNREALISED
VALUE
(UV)
CURRENT
VALUE
(CV)
ABILITY TO
INNOVATE
(A2I)
TIME TO
MARKET
(T2M)
MARKET
VALUE
ORGANISATIONAL
CAPABILITY
Source Evidenced Based Management Guide. scrum.org/resources/evidence‐based‐management
EVIDENCE BASED MANAGEMENT (EBM)
Leading Indicators Lagging Indicators
• Employee satisfaction
• Customer satisfaction
• Usage index
• Revenue per employee
• Product cost ratio
• NPS (Net Promoter Score)
CURRENT VALUE
How happy are our customers? stakeholders? employees?
Is satisfaction, happiness, repeat business improving or falling?
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CUSTOMERS VALUE
• What is our
Value
Proposition?
• Why do our
customers work
with us?
• What outcomes
do they want
from our
products?
• How would we
measure that!
We believe [doing this] for [these people]
will achieve [this outcome]. We will know
that this is true when we see
[this measurement] changed
Feature Customer
Measure
Outcome
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Leading Indicators Lagging Indicators
• Competitor strength/weakness
• Customer acquisition or defection
• % of new vs Existing customers
• Market share trends
• Overall market growth/decline
relative to market share trends
• Change in Share Price
UNREALISED VALUE
Can any additional money be made in this market?
Is it worth the effort and risk to pursue?
Should further investments be made to capture Unrealised
Value?
• Potential future
value that could
be realised if we
were able to
perfectly meet
the needs of all
potential
customers
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Leading Indicators Lagging Indicators
• Reduction in # handovers
• Frequency of build success
• Build pass/fail trends
• Release stabilisation trends
• Mean time to repair (MTTR)
• Cycle time
• Lead time
• Time to learn
• Release frequency
TIME TO MARKET
How long does take?
• Idea to outcome?
• Improvement to realisation?
• How fast can we learn from new experiments?
Leading Indicators Lagging Indicators
• Time spent context switching
• Reduced time to make decisions
• Time for innovation and knowledge building
• Technical debt
• Defect and production incident trends
• Innovation rate
• Installed version index
• Usage Index
ABILITY TO INNOVATE (A2I)
What’s preventing the organisation from delivering new value?
What’s preventing customers/users from benefiting from that
innovation?
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As low-value features
accumulate, more
budget and time is
consumed
maintaining rather
than innovating
IMPEDIMENTS TO DELIVERING VALUE REDUCES A2I
Maintaining multiple code branches or
product versions
Complex or monolithic application architecture
Insufficient production-like environments to test on
Lack of operational excellence
Lack of decentralised decision-making
Spending too much time fixing defects or
reducing technical debt
Innovation and
building new
functionality
vs.
Incremental business
change to expand
capacity
vs.
Maintaining business
operations
WHAT % BUDGET TO SPEND ON INNOVATION?
Source: 2016-2017 Global CIO Survey N=1081
Incremental business change
18%
58%
2010 2016-17
Source: Forrester, October 2010, 2011 IT Budget
Planning Guide For CIOs
Business operations
Incremental business change
Business innovation
Business operations
16%
26%
57%
29%
Business innovation
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• Measure success in terms of value and
outcomes, not output and progress.
• Celebrate success and learn what helped
create it.
• Focus on improving results. EBM provides a
holistic view.
• Maximize learning to become wiser and
stronger.
• Do the best you can. The result will be far
better than fearing failure and doing little.
51
CONCLUSIONS
FIN
ZENEXMACHINA.COM
MELBOURNE@ZENEXMACHINA.COM
IN /ZENEXMACHINA