Leading an Agile Transformation is much more than just following a recipe. Learn from 2 case studies how attempting to use the same approach led to vastly different outcomes.
The document discusses how organizations can improve agility through adopting agile principles and practices. It advocates for applying agile beyond just technology teams to the whole organization. Key points include empowering teams, continuous improvement, outcome-driven work, limiting work-in-progress, and increasing visibility. Adopting these agile elements could help engage employees and deliver value to customers faster with less risk. The presenter provides an overview of their company, Agile Velocity, which helps organizations transform to become more agile.
AgileLIVE – Accelerate Enterprise Agile with the Scaled Agile Framework®: Part IVersionOne
Interested in finding out how to scale agile faster, easier and smarter using the Scaled Agile Framework® (SAFe)? If so, make sure you watch this two-part webinar series!
Scrum, XP, Kanban and related methods have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale across the enterprise. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization – and accelerates the realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
Part I: Join Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, for an overview of SAFe, a publicly–accessible knowledge base of proven lean and agile practices for enterprise-class software development.
Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, has spent his career helping software teams achieve their goals. A renowned methodologist, author, coach, entrepreneur and executive, Dean's most recent project is the Scaled Agile Framework (scaledagileframework.com), a public-facing website which describes a comprehensive system for scaling lean and agile practices to the largest software enterprises.
Andy Powell is Product Evangelist for VersionOne and Scaled Agile Framework Program Consultant. During his 12-year career in the software development industry, Andy has assisted in numerous 500+ person agile tool rollouts with companies such as Siemens, Adobe, EMC and Sabre, giving him considerable experience in leading major projects. Andy received a Bachelor of Science degree in Mechanical Engineering from the University of Notre Dame and graduated magna cum laude.
Lee Cunningham is an Enterprise Agile Coach for VersionOne focused on agile program and portfolio management. Lee has trained and consulted with hundreds of teams in organizations of all sizes in the US, Canada and the UK. Lee served in the United States Air Force and earned a Bachelor of Business Administration degree from the University of North Florida.
This document discusses applying agile concepts to data warehousing projects to deliver results faster. It begins with the presenter's background and an overview of Snowflake Computing. It then covers the 12 principles of agile, explaining how each could be applied in a data warehousing context, such as having daily standups with business users, using prioritized backlogs and user stories, delivering working code/reports frequently in short iterations focused on a subject area, and using data vault modeling techniques. Retrospectives are emphasized as important for continuous improvement.
AgileLIVE Webinar: Agile Leadership for the EnterpriseVersionOne
This webinar discussed agile leadership for the enterprise. It began with an overview of the increasing pace of change and the need for enterprise agility. However, sustaining agility across the entire organization is challenging. The webinar then profiled three companies that achieved thriving enterprise agility through aligning their unique cultures with agile approaches tailored for each. Finally, it explored how leadership can both influence culture toward greater agility and develop more agile leadership competencies to enable ongoing organizational change and flexibility.
Why Agile Transformations Get Stuck - David Hawks, AgileCamp Dallas 2018Agile Velocity
In this world of exponentially increasing market disruption, it is more imperative than ever for organizations to not only achieve operational agility (efficiency, speed, etc.), but also organizational agility (speed to respond to market change).
Traditional Leadership Paradigms, Org. Structures, and Culture all get in the way, as too many companies focus on team level change and framework implementation (Scrum and SAFe). In this session, we explore how leaders can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
The document summarizes the agile transformation of Cisco Video Business. It describes how the business prepared for the transformation by restructuring the organization and execution models to be more agile-aligned. Key steps included establishing agile values and culture, clarifying roles, and training leadership and rolling out transformation in batches over multiple sprints with coaching support. The transformation aimed to improve ability to adapt to fast market changes and enhance predictability of complex feature delivery.
Where Does Agile Go Wrong - David Hawks, DeveloperWeek Austin 2019 Agile Velocity
This document discusses common problems that organizations face when trying to implement agile practices. It identifies seven main problems: 1) adopting mini-waterfall approaches instead of true agile, 2) lack of teamwork, 3) using the wrong team designs, 4) trying to go too fast, 5) building the wrong features, 6) sole focus on the team level without consideration for the system or organization, and 7) lack of a structured methodology. The document provides examples and explanations for each problem area and promotes using the Path to Agility framework to guide successful agile transformations.
The document discusses how organizations can improve agility through adopting agile principles and practices. It advocates for applying agile beyond just technology teams to the whole organization. Key points include empowering teams, continuous improvement, outcome-driven work, limiting work-in-progress, and increasing visibility. Adopting these agile elements could help engage employees and deliver value to customers faster with less risk. The presenter provides an overview of their company, Agile Velocity, which helps organizations transform to become more agile.
AgileLIVE – Accelerate Enterprise Agile with the Scaled Agile Framework®: Part IVersionOne
Interested in finding out how to scale agile faster, easier and smarter using the Scaled Agile Framework® (SAFe)? If so, make sure you watch this two-part webinar series!
Scrum, XP, Kanban and related methods have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale across the enterprise. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization – and accelerates the realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
Part I: Join Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, for an overview of SAFe, a publicly–accessible knowledge base of proven lean and agile practices for enterprise-class software development.
Dean Leffingwell, software industry veteran and Lean Systems Society Fellow, has spent his career helping software teams achieve their goals. A renowned methodologist, author, coach, entrepreneur and executive, Dean's most recent project is the Scaled Agile Framework (scaledagileframework.com), a public-facing website which describes a comprehensive system for scaling lean and agile practices to the largest software enterprises.
Andy Powell is Product Evangelist for VersionOne and Scaled Agile Framework Program Consultant. During his 12-year career in the software development industry, Andy has assisted in numerous 500+ person agile tool rollouts with companies such as Siemens, Adobe, EMC and Sabre, giving him considerable experience in leading major projects. Andy received a Bachelor of Science degree in Mechanical Engineering from the University of Notre Dame and graduated magna cum laude.
Lee Cunningham is an Enterprise Agile Coach for VersionOne focused on agile program and portfolio management. Lee has trained and consulted with hundreds of teams in organizations of all sizes in the US, Canada and the UK. Lee served in the United States Air Force and earned a Bachelor of Business Administration degree from the University of North Florida.
This document discusses applying agile concepts to data warehousing projects to deliver results faster. It begins with the presenter's background and an overview of Snowflake Computing. It then covers the 12 principles of agile, explaining how each could be applied in a data warehousing context, such as having daily standups with business users, using prioritized backlogs and user stories, delivering working code/reports frequently in short iterations focused on a subject area, and using data vault modeling techniques. Retrospectives are emphasized as important for continuous improvement.
AgileLIVE Webinar: Agile Leadership for the EnterpriseVersionOne
This webinar discussed agile leadership for the enterprise. It began with an overview of the increasing pace of change and the need for enterprise agility. However, sustaining agility across the entire organization is challenging. The webinar then profiled three companies that achieved thriving enterprise agility through aligning their unique cultures with agile approaches tailored for each. Finally, it explored how leadership can both influence culture toward greater agility and develop more agile leadership competencies to enable ongoing organizational change and flexibility.
Why Agile Transformations Get Stuck - David Hawks, AgileCamp Dallas 2018Agile Velocity
In this world of exponentially increasing market disruption, it is more imperative than ever for organizations to not only achieve operational agility (efficiency, speed, etc.), but also organizational agility (speed to respond to market change).
Traditional Leadership Paradigms, Org. Structures, and Culture all get in the way, as too many companies focus on team level change and framework implementation (Scrum and SAFe). In this session, we explore how leaders can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
The document summarizes the agile transformation of Cisco Video Business. It describes how the business prepared for the transformation by restructuring the organization and execution models to be more agile-aligned. Key steps included establishing agile values and culture, clarifying roles, and training leadership and rolling out transformation in batches over multiple sprints with coaching support. The transformation aimed to improve ability to adapt to fast market changes and enhance predictability of complex feature delivery.
Where Does Agile Go Wrong - David Hawks, DeveloperWeek Austin 2019 Agile Velocity
This document discusses common problems that organizations face when trying to implement agile practices. It identifies seven main problems: 1) adopting mini-waterfall approaches instead of true agile, 2) lack of teamwork, 3) using the wrong team designs, 4) trying to go too fast, 5) building the wrong features, 6) sole focus on the team level without consideration for the system or organization, and 7) lack of a structured methodology. The document provides examples and explanations for each problem area and promotes using the Path to Agility framework to guide successful agile transformations.
Why 76% of Organizations are Failing at Agile - Agile Cincinnati April 2019Agile Velocity
Traditional leadership paradigms, organization structures, and culture all get in the way of agility, as too many enterprises focus on team level change and framework implementation (Scrum and SAFe). Explore how leaders can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.
Outcome Driven Transformation with David Hawks and Bob Sarni - Michigan Techn...Agile Velocity
Virtual Agile Meetup with David Hawks, Bob Sarni and Michigan Technology Services
Michigan Technology Services offers instructor-led Agile and Scrum training and coaching. We collaborate with stellar people – like David Hawks and Bob Sarni, globally recognized Agile trainers and coaches.
In a pre-Covid world our training would take place at our location in the Farmington Hills/Novi area, 20 miles outside of Detroit, or at your location anywhere around the world. Our Agile workshops and Agile coaching sessions are now offered online/virtually, reducing your need to travel.
We continue to support the local Agile community and sponsor regional Agile conferences and meetups. We have successfully run Agile and Certified ScrumMaster, Product Owner and Agile Leadership courses for multiple teams from globally recognized organizations. We also provide Agile coaching for great companies, helping them with their Agile journey.
We are planning a series of free virtual meetups for our Agile friends.
Meetup with David Hawks and Bob Sarni – October 27, 2021
Intro to Path to Agility – an Outcome-Driven Agile Transformation Framework
About this virtual meetup
While many organizations operate in an Agile way, they are still not fully realizing Agile’s benefits. There has been tremendous focus on implementing all of the Agile practices without understanding if and how the various Agile frameworks, tools, and skills are driving results. Path to Agility is the solution to this growing problem. Path to Agility orients your Agile transformation around guiding business outcomes like speed, market responsiveness, and customer satisfaction. The Agile transformation framework then identifies the right Agile outcomes and capabilities that your organization should focus on to help you build your transformation roadmap.
Salesforce.com underwent a major enterprise-wide transformation to an Agile development methodology over the course of just 3 months. The transformation was done in a "Big Bang" approach where everyone transitioned together. The results were significant increases in features delivered per team, decreased time between major releases, and improved customer and employee satisfaction. The transformation approach involved executive commitment, a dedicated cross-functional rollout team, training employees in Agile concepts, and radical transparency.
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
Webinar: Scaling Agility: 5 Practices to Get Your Organization StartedAgile Velocity
Agile ‘thinking’ can seem simple until you look at adopting an Agile methodology across an organization. Then it can become daunting, or at a minimum complex. Any way you look at it, most of us need some guidance to get and keep the ball rolling to empower our organizations to change.
In this webinar, Mike and Bryan discussed different tactics and practices that organizations can take as they begin to scale agility across the organization.
Key takeaways include:
– Signs it’s time to start scaling agility
– 5 practices your organization can implement to begin scaling agility
– Tips for evolving these practices into a framework that’s right for your culture
Learn how your organization can combat growing pains and increase agility.
AgileCamp San Francisco 2019 - Overcome Transformation Impediments with Outco...Agile Velocity
In this workshop at AgileCamp San Francisco 2019, attendees learned common impediments to agility and how implementing Agile develops new capabilities across the organization.
Kanban Coaching Exchange - Why asking to become agile gets you in troubleHelen Meek
- Wolfgang Wiedenroth is the Managing Director of it-agile, a consulting firm focused on agile software development. He has over 15 years of experience in agile methods like Scrum, Kanban, and others.
- He discusses how simply asking teams to "become agile" often causes problems and confusion. Instead, teams should focus on becoming purposeful and effective by clarifying their goals and addressing current issues through collaborative improvement.
- Kanban, with its focus on starting from the current state and empowering teams, provides a method for purposeful change and giving teams more control over their work. Asking "How do we become purposeful and effective?" leads to better outcomes than
Be agile. Scale up. Stay Lean with SAFe by Michael StumpAgile ME
Today’s successful companies are recognizing that software is increasingly a competitive advantage for their business. Real, tangible software development value occurs only when end-users are successfully operating the software in their environment. To ensure a faster flow of value to the business, the Scaled Agile Framework helps teams successfully deliver a differentiated and engaging customer experience, achieve quicker time to value, and gain increased capacity to innovate. The process of deploying software builds to production is no less important than developing and testing the new functionality. As an industry, we are currently mastering more Agile, better and faster methods for incrementally developing potential user value. In practice, however, these achievements are jeopardized by poorly managed deployments that happen too late in the lifecycle and delays value delivery. Bringing deployment operations (DevOps) onboard the Agile Release Train, engaging them in the PSI planning and other program level events, and establishing environments, practices and disciplined procedures in support of a continuous deployment pipeline helps the enterprise enable faster feedback and a more predictable value delivery rhythm. Join Michael Stump (Principal Contributor to SAFe), Thought Leader from Scaled Agile Inc. and software industry veteran to get an in-depth overview of how SAFe together with DevOps can provide the most customer value and quality in the sustainable shortest lead time.
Large Scale Agile Transformation in an On-Demand WorldSteve Greene
White Paper from Chris Fry and Steve Greene of salesforce.com. This white pager describes the large scale agile transformation of the salesforce.com R&D organization.
The Empowering Agile Teams Presentation has been presented at numerous Agile Conferences and has been VERY well received. Many teams get frustrated due to the lack of understanding of what they are expected to deliver vs what has been perceived. Gone are the days of opacity. Teams are better equipped to handle the day to day workload and are less fearful of commitment in an environment where healthy team relationships are valued.
The document discusses modern portfolio management approaches, contrasting them with traditional approaches. It addresses questions around choosing, coordinating, and monitoring projects and initiatives. Traditional portfolio management is described as struggling with these issues due to assumptions of certainty and a mechanistic view of work. Modern approaches emphasize accepting uncertainty, coordinating initiatives at different levels of detail, and managing demand to make best use of limited capabilities. Techniques discussed include using different "flight levels" to coordinate work, using portfolio boards and capacity tokens, applying policies for conflicting demands, and prioritizing work based on cost of delay and urgency.
Building Your SAFe Implementation StrategyAlex Yakyma
The document discusses strategies for building a SAFe implementation, including defining the enterprise vision, creating an incremental rollout strategy, building a guiding coalition of leaders, organizing around value streams, executing the rollout incrementally, and addressing mindset and culture changes. It provides guidance on establishing a transformation team, training stakeholders, advocating for the changes, and focusing initially on the most important mindset issues.
Adaptive Delivery at Scale With the Scaled Agile Framework (SAFe)Martin Burns
It is not enough to want adaptive delivery; you need to know what to do.
Traditional Agile Delivery does not map the territory of Scale well. We need a better map.
From Incremental & Iterative to Agile – What's the Right Process For Your Tea...Atlassian
Every software team has heard the phrase “going agile" and many consider themselves agile, but what does it mean to be truly agile? Implementing agile in a team takes commitment and is anything but “nimble and quick”. In fact, sometimes you need to become good at Incremental and Iterative Development (IID) before you can be Agile. In this talk, you will learn whether IID or Agile is right for your team, how to deploy and maintain a selected process, and how to make JIRA work for your development process.
The document discusses implementing agile practices at Yellow Pages (YP) and its subsidiaries. It finds that the level of software maturity determines whether an organization is ready for agile or should first transition to incremental and iterative development. At YP, the most mature team successfully adopted agile while less mature teams continued with iterative development. Key factors for agile success included commitment from all roles, dedicated resources, and experienced scrum masters. The optimal approach depends on an organization's ability to fully commit to agile principles.
Overcome Transformation Impediments with Outcome-Driven Agility - David Hawks...Agile Velocity
Over 50% of all Agile transformations fail. In this workshop, attendees learned common impediments to agility and how implementing Agile develops new capabilities across the organization.
Continuous Architecture and Emergent Design: Disciplined Agile StrategiesScott W. Ambler
An overview of how disciplined agile teams address architecture and design. This includes initial agile architecture modeling, proving the architecture early in the project, test-driven development, architecture spikes, architecture handbooks, and many more.
Architecture and design are so important to disciplined agile teams that we consider these issues every day. Your approach to architecture is a key enabler of agility at scale.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Agile DC 2013 - Comparing Scaled Agile Framework (SAFe) with Disciplined Agil...Greg Pfister
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
The ROI of Scaling Agile - How to justify the investment in terms your CFO wi...Steve Elliott
You know the benefits of moving through an Agile transformation but the inevitable question always comes up - Does Agile really improve cost, schedule, productivity, quality and customer satisfaction compared to traditional methods?
Join Scott Blacker, VP of Products at AgileCraft and Phillip Manketo, Senior Agile Consultant at Eliassen Group, for an one-hour session as they share insight into how to justify your Agile investment.
In the last years many enterprises have decided to make Agile transformation in order to improve products delivery and to increase customer satisfaction. Also they want happy people while working on these products.
Self-managed teams are working since more than a decade with success. some of these teams belong to non-agile organizations, that in some way make no easy to perform their work while ensuring Agile values and principles.
When the complexity of these environments is high, new formats for communication and governance are needed. Scaled Agile Frameworks can be used in order to avoid this kind of troubles and resolve decision making with success.
SAFe is one of the mayor frameworks used to scale Agile at enterprise, in this talk we will discover why.
Why 76% of Organizations are Failing at Agile - Agile Cincinnati April 2019Agile Velocity
Traditional leadership paradigms, organization structures, and culture all get in the way of agility, as too many enterprises focus on team level change and framework implementation (Scrum and SAFe). Explore how leaders can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.
Outcome Driven Transformation with David Hawks and Bob Sarni - Michigan Techn...Agile Velocity
Virtual Agile Meetup with David Hawks, Bob Sarni and Michigan Technology Services
Michigan Technology Services offers instructor-led Agile and Scrum training and coaching. We collaborate with stellar people – like David Hawks and Bob Sarni, globally recognized Agile trainers and coaches.
In a pre-Covid world our training would take place at our location in the Farmington Hills/Novi area, 20 miles outside of Detroit, or at your location anywhere around the world. Our Agile workshops and Agile coaching sessions are now offered online/virtually, reducing your need to travel.
We continue to support the local Agile community and sponsor regional Agile conferences and meetups. We have successfully run Agile and Certified ScrumMaster, Product Owner and Agile Leadership courses for multiple teams from globally recognized organizations. We also provide Agile coaching for great companies, helping them with their Agile journey.
We are planning a series of free virtual meetups for our Agile friends.
Meetup with David Hawks and Bob Sarni – October 27, 2021
Intro to Path to Agility – an Outcome-Driven Agile Transformation Framework
About this virtual meetup
While many organizations operate in an Agile way, they are still not fully realizing Agile’s benefits. There has been tremendous focus on implementing all of the Agile practices without understanding if and how the various Agile frameworks, tools, and skills are driving results. Path to Agility is the solution to this growing problem. Path to Agility orients your Agile transformation around guiding business outcomes like speed, market responsiveness, and customer satisfaction. The Agile transformation framework then identifies the right Agile outcomes and capabilities that your organization should focus on to help you build your transformation roadmap.
Salesforce.com underwent a major enterprise-wide transformation to an Agile development methodology over the course of just 3 months. The transformation was done in a "Big Bang" approach where everyone transitioned together. The results were significant increases in features delivered per team, decreased time between major releases, and improved customer and employee satisfaction. The transformation approach involved executive commitment, a dedicated cross-functional rollout team, training employees in Agile concepts, and radical transparency.
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
Webinar: Scaling Agility: 5 Practices to Get Your Organization StartedAgile Velocity
Agile ‘thinking’ can seem simple until you look at adopting an Agile methodology across an organization. Then it can become daunting, or at a minimum complex. Any way you look at it, most of us need some guidance to get and keep the ball rolling to empower our organizations to change.
In this webinar, Mike and Bryan discussed different tactics and practices that organizations can take as they begin to scale agility across the organization.
Key takeaways include:
– Signs it’s time to start scaling agility
– 5 practices your organization can implement to begin scaling agility
– Tips for evolving these practices into a framework that’s right for your culture
Learn how your organization can combat growing pains and increase agility.
AgileCamp San Francisco 2019 - Overcome Transformation Impediments with Outco...Agile Velocity
In this workshop at AgileCamp San Francisco 2019, attendees learned common impediments to agility and how implementing Agile develops new capabilities across the organization.
Kanban Coaching Exchange - Why asking to become agile gets you in troubleHelen Meek
- Wolfgang Wiedenroth is the Managing Director of it-agile, a consulting firm focused on agile software development. He has over 15 years of experience in agile methods like Scrum, Kanban, and others.
- He discusses how simply asking teams to "become agile" often causes problems and confusion. Instead, teams should focus on becoming purposeful and effective by clarifying their goals and addressing current issues through collaborative improvement.
- Kanban, with its focus on starting from the current state and empowering teams, provides a method for purposeful change and giving teams more control over their work. Asking "How do we become purposeful and effective?" leads to better outcomes than
Be agile. Scale up. Stay Lean with SAFe by Michael StumpAgile ME
Today’s successful companies are recognizing that software is increasingly a competitive advantage for their business. Real, tangible software development value occurs only when end-users are successfully operating the software in their environment. To ensure a faster flow of value to the business, the Scaled Agile Framework helps teams successfully deliver a differentiated and engaging customer experience, achieve quicker time to value, and gain increased capacity to innovate. The process of deploying software builds to production is no less important than developing and testing the new functionality. As an industry, we are currently mastering more Agile, better and faster methods for incrementally developing potential user value. In practice, however, these achievements are jeopardized by poorly managed deployments that happen too late in the lifecycle and delays value delivery. Bringing deployment operations (DevOps) onboard the Agile Release Train, engaging them in the PSI planning and other program level events, and establishing environments, practices and disciplined procedures in support of a continuous deployment pipeline helps the enterprise enable faster feedback and a more predictable value delivery rhythm. Join Michael Stump (Principal Contributor to SAFe), Thought Leader from Scaled Agile Inc. and software industry veteran to get an in-depth overview of how SAFe together with DevOps can provide the most customer value and quality in the sustainable shortest lead time.
Large Scale Agile Transformation in an On-Demand WorldSteve Greene
White Paper from Chris Fry and Steve Greene of salesforce.com. This white pager describes the large scale agile transformation of the salesforce.com R&D organization.
The Empowering Agile Teams Presentation has been presented at numerous Agile Conferences and has been VERY well received. Many teams get frustrated due to the lack of understanding of what they are expected to deliver vs what has been perceived. Gone are the days of opacity. Teams are better equipped to handle the day to day workload and are less fearful of commitment in an environment where healthy team relationships are valued.
The document discusses modern portfolio management approaches, contrasting them with traditional approaches. It addresses questions around choosing, coordinating, and monitoring projects and initiatives. Traditional portfolio management is described as struggling with these issues due to assumptions of certainty and a mechanistic view of work. Modern approaches emphasize accepting uncertainty, coordinating initiatives at different levels of detail, and managing demand to make best use of limited capabilities. Techniques discussed include using different "flight levels" to coordinate work, using portfolio boards and capacity tokens, applying policies for conflicting demands, and prioritizing work based on cost of delay and urgency.
Building Your SAFe Implementation StrategyAlex Yakyma
The document discusses strategies for building a SAFe implementation, including defining the enterprise vision, creating an incremental rollout strategy, building a guiding coalition of leaders, organizing around value streams, executing the rollout incrementally, and addressing mindset and culture changes. It provides guidance on establishing a transformation team, training stakeholders, advocating for the changes, and focusing initially on the most important mindset issues.
Adaptive Delivery at Scale With the Scaled Agile Framework (SAFe)Martin Burns
It is not enough to want adaptive delivery; you need to know what to do.
Traditional Agile Delivery does not map the territory of Scale well. We need a better map.
From Incremental & Iterative to Agile – What's the Right Process For Your Tea...Atlassian
Every software team has heard the phrase “going agile" and many consider themselves agile, but what does it mean to be truly agile? Implementing agile in a team takes commitment and is anything but “nimble and quick”. In fact, sometimes you need to become good at Incremental and Iterative Development (IID) before you can be Agile. In this talk, you will learn whether IID or Agile is right for your team, how to deploy and maintain a selected process, and how to make JIRA work for your development process.
The document discusses implementing agile practices at Yellow Pages (YP) and its subsidiaries. It finds that the level of software maturity determines whether an organization is ready for agile or should first transition to incremental and iterative development. At YP, the most mature team successfully adopted agile while less mature teams continued with iterative development. Key factors for agile success included commitment from all roles, dedicated resources, and experienced scrum masters. The optimal approach depends on an organization's ability to fully commit to agile principles.
Overcome Transformation Impediments with Outcome-Driven Agility - David Hawks...Agile Velocity
Over 50% of all Agile transformations fail. In this workshop, attendees learned common impediments to agility and how implementing Agile develops new capabilities across the organization.
Continuous Architecture and Emergent Design: Disciplined Agile StrategiesScott W. Ambler
An overview of how disciplined agile teams address architecture and design. This includes initial agile architecture modeling, proving the architecture early in the project, test-driven development, architecture spikes, architecture handbooks, and many more.
Architecture and design are so important to disciplined agile teams that we consider these issues every day. Your approach to architecture is a key enabler of agility at scale.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Agile DC 2013 - Comparing Scaled Agile Framework (SAFe) with Disciplined Agil...Greg Pfister
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
The ROI of Scaling Agile - How to justify the investment in terms your CFO wi...Steve Elliott
You know the benefits of moving through an Agile transformation but the inevitable question always comes up - Does Agile really improve cost, schedule, productivity, quality and customer satisfaction compared to traditional methods?
Join Scott Blacker, VP of Products at AgileCraft and Phillip Manketo, Senior Agile Consultant at Eliassen Group, for an one-hour session as they share insight into how to justify your Agile investment.
In the last years many enterprises have decided to make Agile transformation in order to improve products delivery and to increase customer satisfaction. Also they want happy people while working on these products.
Self-managed teams are working since more than a decade with success. some of these teams belong to non-agile organizations, that in some way make no easy to perform their work while ensuring Agile values and principles.
When the complexity of these environments is high, new formats for communication and governance are needed. Scaled Agile Frameworks can be used in order to avoid this kind of troubles and resolve decision making with success.
SAFe is one of the mayor frameworks used to scale Agile at enterprise, in this talk we will discover why.
This document provides an overview of a presentation on helping managers transition to an agile mindset. It discusses the challenges modern managers face and roles they should focus on. Managers are encouraged to adopt a servant leadership approach and focus on motivating teams. A key recommendation is for managers to shift their focus from directing individuals to designing organizational environments that support agility. Interactive exercises have attendees explore their current responsibilities and how to better align with agile principles.
2021 marks the 20 anniversary of the Agile Manifesto. Yet many organizations are still struggling to clearly improve value delivery for their customers. In this talk Scott Ambler and Mark Lines explain why agile has struggled in the past and what we can do about it. Go beyond agile rhetoric, agile methods and frameworks and learn how to optimize agility for your situation, not others. We can do better, and it is not difficult. Disciplined Agile can help. The journey starts with an investment in learning, optimizing for your situation, and then removing obstacles to accelerate delivery and delight your customers.
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
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
This document discusses team design approaches for agile transformations. It describes forming cross-functional stable teams that remain intact over multiple projects. These teams should be self-organizing and have all the skills needed to develop customer value from start to finish. The document also discusses big teams that support stable teams, component teams, communities of practice, and using an experimental approach to inform initiatives for improving enterprise capacity and throughput.
Three Secrets of Agile Leadership: From Working Hard to Working SmartPeter Stevens
Updated Version. Keynote Talk at Agile Business Day 2020. Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility for more impact in your life and work.
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
More Agile and LeSS dysfunction - may 2015Rowan Bunning
Whilst becoming proficient at single-team Agile is not easy, scaling to many teams and possibly many sites adds many additional challenges.
Often these challenges include...
1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
Tech Talk: CA Project and Portfolio Management Team Member ExperienceCA Technologies
The CA PPM microsessions offer an opportunity for CA PPM product management to present a perspective on a particular feature or functional area that is currently being considered for an upcoming release with the goal of collecting feedback in an intimate and interactive forum. In this session, the focal point will be the CA PPM team member experience as well as how customers promote engagement between project managers and team members. CA PPM product management will be available immediately following the session for additional Q&A on the topic at hand. (Due to the nature of these sessions, please limit your organization’s attendance to only one session of this type to allow others the chance to participate.) Seating is limited and available first come-first served.
For more information, please visit http://cainc.to/Nv2VOe
Getting to Better Problems (AgileShift conference)Allison Pollard
Ever feel discouraged by the impediments, setbacks, and struggles that come from leading change? If you created a backlog to address each challenge, would it seem a mile long? Allison and Jason share the improvement kata model so you can lead groups in focusing on the next problem to solve and owning change for themselves.
Continuous improvement is a journey rather than a destination. Come hear examples of how an improvement kata approach has enabled change at the team and organizational levels through small actions. Learn how you can apply katas in your organization.
Discovery Model—An Approach for Agile at ScaleCA Technologies
1. Paulo Barbieri of ADP presented on their Discovery Model approach for scaling Agile.
2. ADP transitioned to an Agile model due to cultural, work organization, and technical pain points like lack of empowerment and dependencies between teams.
3. The Discovery Model uses Scrum Teams for development work and a Discovery Team to provide the product strategy and next epics of work for the Scrum Teams. It includes elements like continuous planning, deployment on demand, and centers of excellence to support the teams.
Erhan koseoglu Delighting vodafone turkey's customers via agile transformationAgile Lietuva
In big organizations like Vodafone Turkey, it is always a challenge to start a change initiative. Especially in a bureaucratic and awkward environment, there is a huge risk of resistance to change and therefore a huge risk of failure for an Agile transformation initiative. This lecture talks about the real case study of how Agile transformation has started as a pilot inside the Vodafone IT and how in just a few months that pilot turned into an organizational change initiative via the establishment of Scrum Studio leading to innovation culture and a superior customer experience as a result. The starting motivation of this transformation, the achievements via Scrum, the motivation achieved via empowered Scrum teams, the improved transparency via evidence-based management, the KAIZEN culture that is triggered with the transformation, the more effective collaboration between the parties and the significant positive reflections of all these on the customer side as results will be explored in details through the lecture. This lecture is for everyone who is interested about starting an Agile transformation inside a big enough company and growing that initiative through the whole organization via creating customer delight.
Case Study: Oppenheimer Funds Brings IT to the People with ITSM Self-Service...CA Technologies
Are you making the most of the fact that your service management program is IT's face to the business? It's not enough to drive user adoption--they must want to use it. We need to put the consumer first in all interactions with IT, whether via a user interface or direct person-to-person. Hear the whys and hows of successfully deploying, innovating and modernizing self-service and service catalogs to make the most business impact.
For more information, please visit http://cainc.to/Nv2VOe
Agile Upstream and Downstream Webinar - EnglishCollabNet
Enterprises continue to struggle with scaling agile planning across their varied development teams. As the chart above shows less than 20% have been able to scale agile planning. Still further, only 13% of workgroups have connected their upfront agile planning to their subsequent software development and delivery tools and practices. This leads to isolated high performing teams doing great work, but the enterprise continuing to struggle with the overall delivery of projects and products on time.
This webinar will show you CollabNet’s unique ability to bring these upstream and downstream practices together in a consistent repeatable manner, providing teams the ability to trace not only the work but the output of the work throughout the lifecycle and share that information with the business stakeholders.
Key Takeaways:
Understand the difference between agile upstream and agile downstream.
How CollabNet’s TeamForge platform can link together upstream and downstream agile.
Best practices for scaling agile development upstream and downstream across the enterprise.
How to gain visibility across the enterprise on how these teams are doing and how they can best collaborate with one another.
This document discusses truths and misconceptions about agile software development. It begins by establishing that agile is more than a high-level concept, and discusses differences between traditional project management and agile principles. Key differences between agile methodologies like Scrum and XP are outlined. The document then addresses common misconceptions about agile and Scrum, establishing truths around topics like planning, fixed-date projects, risk management, rework, and the role of metrics and documentation in Scrum.
Agile Tour Taichung 201601 從趨勢科技的agile之旅談改變的導入AgileTaichung
The document discusses Trend Micro's journey towards adopting Agile practices. It began in 2007 with 10 projects adopting Agile and has since grown to 49 projects, 7 of which have continued for multiple iterations. Surveys in 2010 found improvements in processes. Key aspects of the transition included developing an Agile mentality, establishing communities to share knowledge, and making continuous improvements. The presentation emphasizes that change is an ongoing journey and provides tips for introducing change, such as clarifying objectives and benefits, starting with early adopters, and expanding influence over time.
Getting Beyond Groupthink and Ineffective BrainstormingSteven Martin
Even in the best of circumstances, chances are on any project or program, there can be some amount of alternate opinions that are not heard. Some recent research suggests that the traditional group brainstorming techniques are actually not very effective. And when it comes to generating ideas, groupthink can severely limit diversity of thought. In the end, there are better ways to generate and sustain ideas.
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.
Managers and the land of the lost 2016 octSteven Martin
hat should you be doing as a Manager who is transitioning / managing in an Agile environment? Learn an exercise you can do with your Managers to help them determine what their role is in a changing Agile environment.
Pin the tail on the metric v01 2016 octSteven Martin
This presentation takes a different approach to metrics. Instead of listing the Top 10 field-tested metrics, we first talk about goals as prerequisites for metrics. Next, we discuss characteristics of good and bad metrics. We end with walking through an activity called “Pin the Tail on the Metric,” a technique to facilitate the critical thinking needed to determine what types of metrics can help your organization discuss trade-offs, options, and ultimately make better forward-looking decisions.
White Paper: Managers and the Land of the Lost v00 PaperSteven Martin
Instructions for how to run an exercise to help people determine their roles and responsibilities. While originally intended to be a framework to help Managers figure out their roles in an Agile setting, this can be applied to all roles and teams.
Agile Lean Startup Mind Meld Published VersionSteven Martin
The document discusses applying concepts from Agile and Lean Startup methodologies to a case study. It outlines how a large company used short iterations and experiments informed by personas to validate problems and solutions with customers, in order to improve revenue growth. Key concepts included minimum viable products, build-measure-learn loops, and incremental releases to gather feedback. Cross-functional teams planned work in iterations and conducted demos and retrospectives to continuously learn and adapt their approach. While the templates were less important, the critical thinking behind applying Agile, Lean Startup and empirical processes helped make the approach successful.
Pin the tail on the metric v00 75 min versionSteven Martin
This presentation shows a different approach to metrics. Instead of listing the Top 10 field-tested metrics, we first talk about goals as prerequisites for metrics. Next, we discuss characteristics of good and bad metrics. We end with walking through an activity called “Pin the Tail on the Metric,” a technique to facilitate the critical thinking needed to determine what types of metrics can help your organization discuss trade-offs, options, and ultimately make better forward-looking decisions.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!