This document summarizes a webinar about real-life test management challenges and solutions. It discusses team-based challenges such as staff not getting along or working to their potential. It provides examples of how coaching staff and building relationships helped address these issues. It also discusses project-based challenges like unrealistic timelines and priorities. The document emphasizes communicating with stakeholders, using servant leadership, and gaining early involvement in projects. It provides recommendations for managing challenges related to people, projects, and stakeholders.
Linda Dulye - The Approachable Leader IABC ECCDulye
The document discusses an approachable leadership model that focuses on effective communication through establishing a clear vision and strategy, using various formal and informal communication practices, providing tools and training to develop communication skills, and emphasizing two-way feedback to understand employees and respond to their needs. The model aims to increase employee engagement and productivity by making leaders more approachable through their communication abilities.
The three college principals partnered on a quality improvement initiative using Lean and Six Sigma processes. They focused on areas like enrollment, fee collection, payroll, and student services. The partnership approach allowed them to share ideas, think differently, and achieve benefits like improved processes, increased efficiency, and reduced waste. Key outcomes included staff developing a mindset of continuous improvement and colleges gaining advantages over those working alone.
The document discusses a prototyping workshop being held on September 17-18, 2012 to develop new prototype services that address workforce challenges in social services. It provides the workshop agenda, which includes idea briefing, team formation, developing user personas, and business case breakouts. 20 ideas sourced from an online crowdsourcing platform are presented, focusing on person-centered care, collaborative working, and linking inductions to standards. The objective is to select 5-8 ideas to take forward as prototypes with potential for future pilots and recommendations.
Purposeful Community and Change Leadership for the 21st Centuryohedconnectforsuccess
Purposeful Community and Change Leadership for the 21st Century
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12Cynthia Clay
Learn how to make the leap from face-to-face classroom delivery to the virtual classroom. Learn practical techniques you can apply immediately, as well as learn about myths about webinar delivery and learn how to overcome technology snafus.
Managing Big Data - what every IT Executive Needs to KnowJim Vaselopulos
Effectively managing ‘Big Data’ presents huge opportunities for IT to deliver business value. IT can show tremendous value to the business by having a well implemented big data program.
BUT, the IT Executive needs to understand the limits and impediments to our human ability to process information. Without properly accommodating for our limitations, we diminish the REAL value we can provide to the business.
This document discusses motivational theory and design strategies to motivate positive behavior change. It covers key theories around intrinsic and extrinsic motivation, and the psychological needs of autonomy, mastery, belonging and fun. Design strategies are proposed to harness inertia, enable personalization and goal-setting, cultivate reflection and belonging, facilitate competition and scaffold success. The document concludes with an interactive exercise where attendees develop research plans for clients seeking behavior change in their target audiences.
Linda Dulye - The Approachable Leader IABC ECCDulye
The document discusses an approachable leadership model that focuses on effective communication through establishing a clear vision and strategy, using various formal and informal communication practices, providing tools and training to develop communication skills, and emphasizing two-way feedback to understand employees and respond to their needs. The model aims to increase employee engagement and productivity by making leaders more approachable through their communication abilities.
The three college principals partnered on a quality improvement initiative using Lean and Six Sigma processes. They focused on areas like enrollment, fee collection, payroll, and student services. The partnership approach allowed them to share ideas, think differently, and achieve benefits like improved processes, increased efficiency, and reduced waste. Key outcomes included staff developing a mindset of continuous improvement and colleges gaining advantages over those working alone.
The document discusses a prototyping workshop being held on September 17-18, 2012 to develop new prototype services that address workforce challenges in social services. It provides the workshop agenda, which includes idea briefing, team formation, developing user personas, and business case breakouts. 20 ideas sourced from an online crowdsourcing platform are presented, focusing on person-centered care, collaborative working, and linking inductions to standards. The objective is to select 5-8 ideas to take forward as prototypes with potential for future pilots and recommendations.
Purposeful Community and Change Leadership for the 21st Centuryohedconnectforsuccess
Purposeful Community and Change Leadership for the 21st Century
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12Cynthia Clay
Learn how to make the leap from face-to-face classroom delivery to the virtual classroom. Learn practical techniques you can apply immediately, as well as learn about myths about webinar delivery and learn how to overcome technology snafus.
Managing Big Data - what every IT Executive Needs to KnowJim Vaselopulos
Effectively managing ‘Big Data’ presents huge opportunities for IT to deliver business value. IT can show tremendous value to the business by having a well implemented big data program.
BUT, the IT Executive needs to understand the limits and impediments to our human ability to process information. Without properly accommodating for our limitations, we diminish the REAL value we can provide to the business.
This document discusses motivational theory and design strategies to motivate positive behavior change. It covers key theories around intrinsic and extrinsic motivation, and the psychological needs of autonomy, mastery, belonging and fun. Design strategies are proposed to harness inertia, enable personalization and goal-setting, cultivate reflection and belonging, facilitate competition and scaffold success. The document concludes with an interactive exercise where attendees develop research plans for clients seeking behavior change in their target audiences.
Eage 2009 Future Perspectives On Collaboration In The Oil & Gas IndustryKjetil Kristensen
The document summarizes the findings of a survey on collaboration in the oil and gas industry. It finds that (1) collaborative environments are now seen as mission critical for improving decision making and knowledge sharing as teams are spread globally, (2) audio, video, and data sharing are the most important collaboration functionalities but are often difficult to use, and (3) while technology is important, usability, work practices, training, and management strategies are also key to ensuring collaboration delivers value.
The document discusses the fundamentals of collaboration. It states that collaboration is a process and outcome that involves people working together to create outcomes they cannot achieve individually. It also discusses identifying problems that cost resources, innovation, or competitiveness and can only be solved through collaboration, known as solution value. Finally, it provides tips on various aspects of collaboration such as focusing on people, adoption, structure, technology, and innovation.
Connect the brain friendly way liz guthridge april 2012Liz Guthridge
The document provides tips for communicating in a brain-friendly way to effectively engage and influence others. It discusses how neuroscience research shows the brain is more emotional and tires quickly. It recommends 7 ways to communicate clearly, concisely and compellingly: name things, be positive, improve clarity, be visual, use metaphors, set deadlines, and slow down. Specific tactics are outlined, and resources are provided to learn more communication strategies grounded in brain science.
Fintech Belgium_Webinar 8: Manage Deconfinement / Covid-19: Home Working Cha...FinTech Belgium
This document summarizes a webinar on managing deconfinement during the coronavirus pandemic. The webinar includes:
- Presentations on the impact of coronavirus on gift cards and customer habits from Monizze and the situation of banks from Febelfin regarding recruitment and diversity.
- A comparison of the current crisis to 2008 from Isabel Group regarding recruitment strategies during crises.
- A Q&A session and concluding remarks.
The webinar aims to discuss managing the transition out of lockdown and lessons learned for human resources, recruitment, and inclusion from industry representatives experiencing the effects of the coronavirus crisis.
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
The document discusses the concepts of Enterprise 2.0 and Web 2.0. It provides definitions of Enterprise 2.0 from various experts that focus on adopting social media and participative technologies in organizations. The document then reviews principles and lessons from prior management philosophies like Scientific Management, the work of Deming, Drucker, Senge and Toyota. It proposes a new perspective on Enterprise 2.0 as a learning organization focused on knowledge work and workers.
The document discusses transforming classroom training to effective virtual delivery. It outlines techniques for interactive webinars including engaging participants every 3 minutes, using diverse polls, allowing participant chat and exchanges, creating problem-based learning experiences, and soliciting regular feedback. It also discusses avoiding common errors like lecturing, prohibiting chat, and boring slides. Finally, it provides tips for handling technology issues and recommends practicing beforehand.
The course was about how to implement user centered design in organizations. It was part of the Master degree program in Business with orientation in User Centered Design. Laurea University of Applied Sciences.
The document discusses how to build a strong business case to justify investments in new technical documentation tools. It outlines the basic steps, including identifying current limitations, evaluating options, and showing how the recommended option would improve processes. Key questions to answer are how the tools would benefit different departments, the costs associated with each option, and how the investment aligns with business goals. Presenting a well-researched case that quantifies improvements can help secure approval.
This presentation walks through the drivers of waste in the design and construction process. It shows how to change these drivers to create a trust-based, turnkey solution that lowers cost, shortens the schedule and improves the quality.
Email me of the audio portion.
This document provides summaries of sessions from the IBM CONNECT 2012 conference on social business. The sessions discuss how leading companies are using social technologies to transform their business, engage employees, innovate products and services, and gain insights from data. Specific sessions highlight experiences from Bayer MaterialScience, Premier Health, Asian Paints, BASF, Genworth Financial, and Presbyterian Healthcare Services in leveraging social media and collaboration platforms.
This document provides summaries of sessions from the IBM CONNECT 2012 conference on social business. The sessions discuss how leading companies are using social technologies to transform their business, engage employees, innovate products and services, and gain insights from data. Specific sessions highlight how Bayer MaterialScience, Premier Health, Continental AG, BASF, Asian Paints, and Presbyterian Healthcare Services are applying social business approaches.
Why You Must Mobilize Your Workforce. Now. Apperian
Gain innovative edge. Attract top talent. Be a leader in your industry. Mobilize your workforce. Jeremy Majchzrak, VP of Client Services at Apperian addresses your pressing mobilization questions:
- What does “mobilize my workforce” really mean?
- Why are we shifting to mobilization?
- Why now?
- Where do I start?
The document discusses improving employee engagement through more effective leadership. It states that over 70% of employees are disengaged, costing businesses $300 billion per year. Traditional performance evaluations and programs are only 1% effective at addressing the main causes of disengagement, which are a lack of understanding, skills, or support from supervisors. It introduces the Supervisor/Employee Team Achievement Agreement and Review process, which is 80% effective by focusing on intrinsic rewards like feeling understood rather than extrinsic rewards. This approach inspires employees through clear expectations and guidance rather than just motivating and controlling performance.
The Achilles' Heel of Agile Teams... Value by Daniel Walsh FiveWhyzDaniel Walsh
Delivering valuable software is a guiding principle for Agile team. Understanding how a product or service creates value for users and the organization is core aspect of the product owner and product manager roles. Yet value remains elusive and ambiguous for many teams as they struggle with how to articulate and validate value creation. This session invites participants to dive deeper into the exploring the concept of value. What does it mean for a product to be “valuable?” How does a team know if they are generating value or if any given development activity is producing value? How do we measure value? The ability to articulate and distinguish between value-in-exchange vs value-in-use is one of the first steps on the journey. An increased focus on value-in-use has interesting applications for customer pricing and co-creation with users.
Influence Skills National Oilwell Varco October 2012ProfessorUrich
The document discusses the power of influence and persuasion. It provides several ideas on how to effectively influence others, including that the facts don't always matter, people are often annoying and irrational, and conflict is underrated. It emphasizes that authority is less important than influence, and influencing others is about making them feel good rather than what is said. Keys to effective influence include overcoming communication blockers, finding win-win opportunities, becoming a persuasive messenger, avoiding conflict and controlling information.
Australian cio summit 2012 david gee news releasePermission to Play Drives ...IT Network marcus evans
Permission to Play Drives Innovation in IT: Interview with: David Gee, Chief Information Officer, Credit Union Australia, a speaker at the marcus evans Australian CIO Summit 2012, talks about the discovery skills of innovators and how ideas become business.
Webinar Deck - Successful Strategies for Internal CollaborationCentral Desktop
Most people think only large, enterprise companies need to collaborate internally but SMBs can have some of the same collaboration issues, just on a smaller scale. This webinar will cover best practices for supporting remote teams and how to pick the right tools to support profitable collaboration.
The document discusses social learning and how companies can benefit from social media and networking. It advocates for a strategic and measured approach to social learning that aligns with business goals. Key points include connecting people, both formal and informal learning approaches, and using social media to encourage employee networking, identify project teams, and ensure alignment with organizational vision. Companies should start with understanding how social learning can support their business strategy.
The document summarizes a presentation on social learning. It discusses how social learning can connect people, develop skills for a company's talent, and evolve communication channels from paper to digital. While new options for social learning exist, companies must choose what is best for developing the right skills. Social learning can help connect employees, encourage networking, and allow flexible project teams. When done effectively, social learning engages communities and supports organizational goals through collaboration and sharing lessons learned.
Eage 2009 Future Perspectives On Collaboration In The Oil & Gas IndustryKjetil Kristensen
The document summarizes the findings of a survey on collaboration in the oil and gas industry. It finds that (1) collaborative environments are now seen as mission critical for improving decision making and knowledge sharing as teams are spread globally, (2) audio, video, and data sharing are the most important collaboration functionalities but are often difficult to use, and (3) while technology is important, usability, work practices, training, and management strategies are also key to ensuring collaboration delivers value.
The document discusses the fundamentals of collaboration. It states that collaboration is a process and outcome that involves people working together to create outcomes they cannot achieve individually. It also discusses identifying problems that cost resources, innovation, or competitiveness and can only be solved through collaboration, known as solution value. Finally, it provides tips on various aspects of collaboration such as focusing on people, adoption, structure, technology, and innovation.
Connect the brain friendly way liz guthridge april 2012Liz Guthridge
The document provides tips for communicating in a brain-friendly way to effectively engage and influence others. It discusses how neuroscience research shows the brain is more emotional and tires quickly. It recommends 7 ways to communicate clearly, concisely and compellingly: name things, be positive, improve clarity, be visual, use metaphors, set deadlines, and slow down. Specific tactics are outlined, and resources are provided to learn more communication strategies grounded in brain science.
Fintech Belgium_Webinar 8: Manage Deconfinement / Covid-19: Home Working Cha...FinTech Belgium
This document summarizes a webinar on managing deconfinement during the coronavirus pandemic. The webinar includes:
- Presentations on the impact of coronavirus on gift cards and customer habits from Monizze and the situation of banks from Febelfin regarding recruitment and diversity.
- A comparison of the current crisis to 2008 from Isabel Group regarding recruitment strategies during crises.
- A Q&A session and concluding remarks.
The webinar aims to discuss managing the transition out of lockdown and lessons learned for human resources, recruitment, and inclusion from industry representatives experiencing the effects of the coronavirus crisis.
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
The document discusses the concepts of Enterprise 2.0 and Web 2.0. It provides definitions of Enterprise 2.0 from various experts that focus on adopting social media and participative technologies in organizations. The document then reviews principles and lessons from prior management philosophies like Scientific Management, the work of Deming, Drucker, Senge and Toyota. It proposes a new perspective on Enterprise 2.0 as a learning organization focused on knowledge work and workers.
The document discusses transforming classroom training to effective virtual delivery. It outlines techniques for interactive webinars including engaging participants every 3 minutes, using diverse polls, allowing participant chat and exchanges, creating problem-based learning experiences, and soliciting regular feedback. It also discusses avoiding common errors like lecturing, prohibiting chat, and boring slides. Finally, it provides tips for handling technology issues and recommends practicing beforehand.
The course was about how to implement user centered design in organizations. It was part of the Master degree program in Business with orientation in User Centered Design. Laurea University of Applied Sciences.
The document discusses how to build a strong business case to justify investments in new technical documentation tools. It outlines the basic steps, including identifying current limitations, evaluating options, and showing how the recommended option would improve processes. Key questions to answer are how the tools would benefit different departments, the costs associated with each option, and how the investment aligns with business goals. Presenting a well-researched case that quantifies improvements can help secure approval.
This presentation walks through the drivers of waste in the design and construction process. It shows how to change these drivers to create a trust-based, turnkey solution that lowers cost, shortens the schedule and improves the quality.
Email me of the audio portion.
This document provides summaries of sessions from the IBM CONNECT 2012 conference on social business. The sessions discuss how leading companies are using social technologies to transform their business, engage employees, innovate products and services, and gain insights from data. Specific sessions highlight experiences from Bayer MaterialScience, Premier Health, Asian Paints, BASF, Genworth Financial, and Presbyterian Healthcare Services in leveraging social media and collaboration platforms.
This document provides summaries of sessions from the IBM CONNECT 2012 conference on social business. The sessions discuss how leading companies are using social technologies to transform their business, engage employees, innovate products and services, and gain insights from data. Specific sessions highlight how Bayer MaterialScience, Premier Health, Continental AG, BASF, Asian Paints, and Presbyterian Healthcare Services are applying social business approaches.
Why You Must Mobilize Your Workforce. Now. Apperian
Gain innovative edge. Attract top talent. Be a leader in your industry. Mobilize your workforce. Jeremy Majchzrak, VP of Client Services at Apperian addresses your pressing mobilization questions:
- What does “mobilize my workforce” really mean?
- Why are we shifting to mobilization?
- Why now?
- Where do I start?
The document discusses improving employee engagement through more effective leadership. It states that over 70% of employees are disengaged, costing businesses $300 billion per year. Traditional performance evaluations and programs are only 1% effective at addressing the main causes of disengagement, which are a lack of understanding, skills, or support from supervisors. It introduces the Supervisor/Employee Team Achievement Agreement and Review process, which is 80% effective by focusing on intrinsic rewards like feeling understood rather than extrinsic rewards. This approach inspires employees through clear expectations and guidance rather than just motivating and controlling performance.
The Achilles' Heel of Agile Teams... Value by Daniel Walsh FiveWhyzDaniel Walsh
Delivering valuable software is a guiding principle for Agile team. Understanding how a product or service creates value for users and the organization is core aspect of the product owner and product manager roles. Yet value remains elusive and ambiguous for many teams as they struggle with how to articulate and validate value creation. This session invites participants to dive deeper into the exploring the concept of value. What does it mean for a product to be “valuable?” How does a team know if they are generating value or if any given development activity is producing value? How do we measure value? The ability to articulate and distinguish between value-in-exchange vs value-in-use is one of the first steps on the journey. An increased focus on value-in-use has interesting applications for customer pricing and co-creation with users.
Influence Skills National Oilwell Varco October 2012ProfessorUrich
The document discusses the power of influence and persuasion. It provides several ideas on how to effectively influence others, including that the facts don't always matter, people are often annoying and irrational, and conflict is underrated. It emphasizes that authority is less important than influence, and influencing others is about making them feel good rather than what is said. Keys to effective influence include overcoming communication blockers, finding win-win opportunities, becoming a persuasive messenger, avoiding conflict and controlling information.
Australian cio summit 2012 david gee news releasePermission to Play Drives ...IT Network marcus evans
Permission to Play Drives Innovation in IT: Interview with: David Gee, Chief Information Officer, Credit Union Australia, a speaker at the marcus evans Australian CIO Summit 2012, talks about the discovery skills of innovators and how ideas become business.
Webinar Deck - Successful Strategies for Internal CollaborationCentral Desktop
Most people think only large, enterprise companies need to collaborate internally but SMBs can have some of the same collaboration issues, just on a smaller scale. This webinar will cover best practices for supporting remote teams and how to pick the right tools to support profitable collaboration.
The document discusses social learning and how companies can benefit from social media and networking. It advocates for a strategic and measured approach to social learning that aligns with business goals. Key points include connecting people, both formal and informal learning approaches, and using social media to encourage employee networking, identify project teams, and ensure alignment with organizational vision. Companies should start with understanding how social learning can support their business strategy.
The document summarizes a presentation on social learning. It discusses how social learning can connect people, develop skills for a company's talent, and evolve communication channels from paper to digital. While new options for social learning exist, companies must choose what is best for developing the right skills. Social learning can help connect employees, encourage networking, and allow flexible project teams. When done effectively, social learning engages communities and supports organizational goals through collaboration and sharing lessons learned.
Balance - Module 5 Collaborative work environment - FINAL.pptxSMKCreations
Welcome to the Collaborative Working Module for Work-Life Balance. This module gives you the insights and tools you need to successfully balance work and personal life. It will equip you with resources to allow team members to build a balanced and productive working environment that helps foster success for everyone.
The document proposes a financial education platform to spark open dialogue between parents and children about family finances. The platform would allow families to view their individual accounts and spending categories together online. This aims to help students better understand finances, manage debt, and build long-term relationships with TD bank. Key goals are to influence positive financial behavior, address expectations about salaries and debt repayment, and strengthen TD's brand as a trusted financial partner. The proposal estimates an initial $5 million investment could acquire over 33,000 new clients within a few years and generate increased retention, cross-selling, and customer lifetime value for TD bank.
The document discusses idea generation techniques and success factors. It defines idea generation as coming up with possible solutions to problems and opportunities. Several idea generation techniques are covered, including idea challenges, SCAMPER, opposite thinking, brainstorm cards, and analogy thinking. Success factors for idea generation include defining the problem well, involving the right people, setting constraints, considering timing, marketing ideas effectively, and planning crisis responses. The overall purpose of generating new ideas is to improve existing approaches and develop novel solutions.
Instructions do a professional power point presentation follssuser337fce
This document outlines plans and processes for implementing change management and performance evaluations. It includes 12 slides with details on:
- Addressing personal conflicts through acknowledgement, impact analysis, and open communication processes.
- Monitoring implementation for resistance and celebrating successful leadership and team performance.
- Continuous process improvement including identifying opportunities, analyzing root causes, implementing actions, and standardizing solutions.
- Implementing delivery management, task accountability, and reviewing/improving solutions through daily stand-ups, shared documentation, and feedback sessions.
The document provides processes for communicating plans, evaluating performance, and monitoring for resistance to drive successful change through virtuous leadership and team collaboration.
Why Teams Fail & 14 Success Factors for a TurnaroundDiane Boivie
The document discusses reasons why teams fail and success factors for improving team performance and turnarounds. It provides 10 reasons why teams fail, including disempowering leadership and lack of accountability. It also lists 10 ways to improve teamwork, such as aligning teams around goals and strategies. Additionally, the document outlines 14 success factors for team turnarounds, including factors related to productivity like leadership and resources, as well as positivity factors like trust and respect. The purpose is to help teams assess weaknesses and make improvements to enhance performance.
Individuals and interactions - Gil Broza - Agile Israel 2013AgileSparks
This document outlines 10 lessons for putting people before process in agile development environments. It begins by discussing the traditional "waterfall" development model and the need for a new approach prioritizing individuals and interactions. The lessons then focus on treating people as more than resources, maintaining focus through small cycles and frequent delivery, nurturing the joy of delivering value to customers, taking small safe steps with feedback, tailoring environments to individuals, investing in high-performing teams, leading collaboratively instead of strictly managing, and allowing human conduct to guide practices over rigid adherence to "best practices". An online conference is promoted to learn more about these people-centric lessons.
SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and E...Jeff Willinger
The document discusses strategies for improving employee engagement and adoption of enterprise social computing projects. It provides a framework that focuses on defining why the project is being done, communicating what's in it for employees, and ensuring the user experience is effortless. If an organization clearly defines the purpose, incentives, and usability, it can drive employee engagement and realize the full benefits of its investment in enterprise social computing.
This document discusses design collaboration and the key elements involved. It describes collaboration as involving motivation, diversity, sharing, communication, support, and problem solving. The design process is also outlined, involving discover, define, develop, and deliver phases. Different models of collaboration are presented, including open/hierarchical, open/flat, closed/hierarchical, and closed/flat. Social networking technologies and mechanisms for conversation, coordination, and collaborative ethnography are also covered.
This key note speech at a recent Rutgers conference on innovation was focused on opening the aperture of the participants thinking. Its title, "???", provoked interest even before the talk was delivered.
Change Management - Stop Talking About What You Do And Start Talking About Wh...Tim Creasey
Prosci change management webinar - "stop talking about what you do and start talking about what you deliver." Delivering live twice this week - Sept 3 at 11AM EDT and Sept 4 at 4PM EDT. Register to join us: http://www.change-management.com/webinars.htm
http://www.linkedin.com/in/timcreasey/
@timcreasey
The document provides information on innovation leadership and how to foster innovation within organizations. It discusses how traditional business thinking differs from innovative thinking and identifies six innovative thinking skills: paying attention, personalizing, imaging, serious play, collaborative inquiry, and crafting. It then provides three ways to experiment with innovation: by reframing challenges, focusing on the customer experience, and practicing rapid prototyping. Finally, it outlines how leaders can foster a culture of innovation within their organizations by providing organizational encouragement, removing organizational impediments, and showing leadership encouragement.
Speak Using Both Sides of Your Brain Like a Collaborative LeaderSusan Antoft
The document provides information on collaborative leadership and team dynamics. It discusses how collaborative leaders focus on both managing tasks and sustaining relationships. They use questioning rather than telling to build trust and foster collaboration. Leaders must adapt their approach across the different stages of team development (forming, storming, norming, performing), focusing more on tasks early on and relationships later. Signs of successful collaboration include teams being self-organizing, empowered, and consensus-driven rather than leader-driven.
The document discusses improving personal and group effectiveness through problem solving. It introduces the PAPER method, a 5-step problem solving process of defining the problem, analyzing it, planning solutions, executing a plan, and reviewing results. Mastering problem solving enhances key executive competencies like assessing situations, decision making, communication, and working with others. It allows goals to be achieved by resolving obstacles and improving various performance areas. Common reasons problems go unsolved include lack of a systematic approach and not dedicating enough time and resources.
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
Using tech and data to provide better support for new parents, Tayo Medupin (...mysociety
This document discusses using technology and data to better support new parents. It discusses how tech and data have the potential to remove judgement but are currently benefiting individual brands over collective impact. The document outlines a research process involving speaking with parents, professionals and volunteers. It proposes that tech and data could better support parents by focusing on open ecosystems rather than competition or ownership of solutions.
Final final collaborating on outcomes 30 5 12Kerry McCarroll
The Building Change Trust is a 10 year £10 million charitable fund established by the Big Lottery Fund to support change and transformation in the Northern Ireland Community and Voluntary sector. Its vision is for a strong, vibrant, independent and relevant community and voluntary sector in Northern Ireland. The Trust is actively considering its role in supporting impact measurement to help organizations focus on impact, understand achievements, and identify what works to make best use of limited resources.
Similar to Test Management Challenges + Solutions - Selena Delesie (20)
Teams often lose sight of the goal of agile development to deliver a quality product consistently. There is an objective way to look at team and organizational quality practices and contrast them with behavioural patterns. In this talk, Selena introduces a quality assessment model that she has developed with Janet Gregory. It is a practical means to reflect, assess and adapt both behaviours and practices in your team and organization.
Agile Leadership for Team Members - Eurostar WebinarSelena Delesie
Teams struggle for many reasons, leaving people frustrated, complacent, and content to exist in mediocrity. There is a secret that propels individuals, teams, and entire organisations to be really successful: leadership! Not just executives, managers, or those with leader titles get to lead – everyone does. Even testers.
In this webinar, Selena will look at
Specific leadership behaviours that make a big impact in any team, by any team member.
What these behaviours look like within specific activities to understand how team members can be remarkable leaders.
How embracing your inner leader, you will learn how to engage yourself and your team, while improving outcomes in your organisation.
Habits of Highly Successful Agile OrganizationsSelena Delesie
Transitioning to Agile can be challenging. You have probably been told what you're supposed to do and the process everyone will follow. But that's easier said then done, isn't it? You're left wondering how people are supposed to interact and how the organizational culture is going to change.
Do you speak up and help define requirements, or do you sit back and do what you're told?
Do you leave programmers alone so they can get stories completed faster, or do you work closely with them to understand defects?
How do our interactions change with managers and executives?
... and what does it all really look like?
Having been through Agile transitions that have succeeded and failed, Selena will examine the trends that led to different outcomes. You'll be surprised to discover that a successful Agile transition is more than process, techniques and collaboration alone. Join this session to learn the key habits that will transform you and your organization into an Agile success story.
Teams struggle for many reasons, leaving people frustrated, complacent, and content to exist in mediocrity. There is a secret that propels individuals, teams, and entire organizations to be really successful: leadership! Not just executives, managers, or those with leader titles get to lead - everyone does. Even testers.
This presentation examines three specific leadership behaviours that make a big impact in any team, by any team member. You explore what these behaviours look like within specific quality objectives to understand how testers can be remarkable leaders. By embracing your inner leader, you will learn how to engage your team and improve quality in your organization. You leave with clarity and actions to shift yourself and your team to lead from within, and become truly remarkable.
The best bits of my agile suitcase... the tools I use most for rapid transformation for my clients. They are happier and more successful, while delivering higher value & quality for customers and shareholders. Change can be hard... fast change that lasts is even harder. Employ these tools for success.
Presented at Agile Toronto 2016.
Keynote in various forms: Agile Testing Days 2015, Trondheim Test Conference 2016, StarWest Conference 2016, expoQA2016
Successful Agile companies and Richard Branson embrace seven specific principles for their competitive edge. And it feels good too. I share personal life and work experiences to highlight the principles in action. The only person stopping you from being a great leader is YOU.
Test Management Challenges + Solutions - Selena Delesie
1. Real-Life
Test Management
Challenges & Solutions
STP September 2010 Webinar
Selena Delesie
Consulting Software Tester, Agile Coach
Delesie Solutions
www.delesiesolutions.com
selena@delesiesolutions.com
Last updated September 20, 2010
Copyright (c) 2010, Delesie Solutions
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2. About Me...
People
Manager:
Test Program / 8 years Wireless,
Project Lead: Client, Server,
8 years Web,
Embedded
Family & Health
Friends Nut
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3. Some Types of
Test Management Challenges
Team-Based
Project-Based
Stakeholder-Based
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4. Team-Based Challenges
Staff not Getting Along
Training Staff
Rapid Growth
Staff not Working to Potential
Project, Staff, Budget, & Test
Environment Co-ordination
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5. A Story about a Team
I'm the new Test Manager
Starting team size: 3
Ad-hoc process, lacking critical thinking
I did all project planning
Team size in 1 year: 10
Team members rely on me to make decisions
Some team members under-performing
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6. Team Takeaways
Delegate project planning & leadership to
senior team members
Stop providing all the answers
Coach team members on new skill areas &
techniques so they can succeed
Provide regular training workshops
Regular 1:1's with all team members
Learn about motivators for each person
Build relationships & a fun environment
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7. Team Results
Team members grow & develop
More work accomplished
Team members took ownership
People spoke up, shared idea's, and
made decisions
Team members held each other
accountable
Everyone worked hard, and had fun
Department highly regarded in the
company
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8. Management vs. Leadership
Management
is about doing things right.
Leadership
is about doing the right thing.
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9. “The best executive is the one who
has sense enough to pick good men
to do what he wants done,
and self-restraint enough to
keep from meddling with them
while they do it.”
~ Theodore Roosevelt
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10. Servant Leadership
Objective: Enhance growth of individuals, and
increase teamwork & personal involvement.
Conscious decision to lead in order to better
serve others, not to increase own power.
Emphasizes collaboration, trust, empathy, &
ethical use of power.
Servant Leader Qualities: listening, empathy,
healing, awareness, persuasion, foresight,
conceptualization, stewardship, growth &
building community.
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11. Managers – Change Your Perspective
To be a great manager, stop control
tactics, and be a servant-leader to:
Gain respect
Improve morale and motivation
Increase productivity
Build a strong successful team
Improve value of testing in your
organization
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12. Coaching, Not Telling
“You get the best effort from others not by lighting a fire
beneath them, but by building a fire within.”
~ Bob Nelson
Goal: Help coachee recognize ways they can
improve their effectiveness.
Provide positive support & feedback.
Offer occasional advice.
Ask questions & rely on staff, who become the
experts, to provide information.
One-on-one, or in a group.
Improves leadership, employee accountability,
teamwork, communication, goal setting, specific
skills.
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13. Create a Healthy Environment
Build Relationships
Open Communication
Collaboration
Work Hard, Play Hard
Responsibility & Accountability
Team Commitment & Team Results
Reflect & Adapt
Be a Learning Organization
Lead by Example
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14. Project-Based
Non-Functional Requirements
Not Enough Time
Not Enough People
Test Environment Lacking
Quality is not a Priority
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15. A Story about Projects
30 testers across 10 projects
Minimum recommended testing
outpaced capacity by 400%
Testers expected to work weekends
and evenings for months
Not enough people or time
Quality was said to be important,
but not invested in or understood
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16. Takeaways from Projects
Deciding what testing to do is like grocery
shopping: Choose what to buy without going
over budget, and buy what's needed most.
Put 'test buying process' into hands of project
managers
They decided what projects & what testing
would be completed within available budget,
with our guidance.
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17. Results from Projects
Stakeholders gained immense respect for
testing process, and trusted our decisions.
Test group brought into new projects at same
time as development.
Existing projects re-prioritized & schedules
revised.
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18. Learn to Say 'No'
Don't be a victim of circumstance
It's okay for people to want something
Don't commit the impossible
Educate on what testing can do
Provide value every step of the way
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19. Tie Testing to Money
How much do they want to spend to
get the information they need?
Put decision in their hands – they set
the priorities
Eliminate mandatory overtime – if
needed, get it paid for over & above
salaries
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20. Early Project Involvement
Get testing involved at start of projects
Educate & show how you add value
Don't become a roadblock
Be a top-tier service provider
Focus on 'we', not 'you' and 'me'
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21. Agreed Upon Target Quality Levels
Decision makers determine priorities
Provide guidance & information to help
them make best decisions possible
Find out what risks are acceptable &
which are not; publish & sign-off
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22. Stakeholder-Based
Developers & Testers Blaming
Test not Included in Meetings
Code Changes Result in many
New/Reopened Bugs
Unrealistic Expectations of Test Team
Reporting the Right Information
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23. A Story about Stakeholders
I was the new Test Manager
He was the new Development Manager
Told me he didn't want testers to interact
with developers
Reason: We would intentionally use
information we learn to make them look bad.
What?!
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24. Stakeholder Takeaways
Used active listening to learn more
It wasn't about us
Built relationships
Spoke openly, honestly, & respectfully
“We”, not “you” and “me”
Built trust
Result: Became a big supporter of my
department, sought our advice, and
advocated for changes to help us be a
better service.
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25. Communication Techniques
Be Personable
Listen, and Understand
Foster Open Communication
The Whole Team Approach
Build Trust
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29. Information is Meaningful & Useful
They understand the
information and find
value in it.
If they don't...
Was it the wrong
information?
Was it the right
information presented in
the wrong way?
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30. Information is Accurate & Complete
Don't Risk:
Wrong Decisions Being Made
Losing Credibility
Causing More Work
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32. Information is Actionable
That was
interesting,
what's next?
Clear on Next Steps
Decision to be made?
Need support?
What do they need to do?
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33. What About Your
Test Management Challenges?
Things to Consider...
People Involved
Leadership vs. Management
Communication Techniques
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35. Related & Recommended
Agile Testing: A Practical Guide for Agile Testers and Teams
– Lisa Crispin and Janet Gregory
Behind Closed Doors: Secrets of Great Management
– Esther Derby and Johanna Rothman
Difficult Conversations – Anne Dickson
The 5 Essential People Skills – Dale Carnegie Training
Lessons Learned in Software Testing – Kaner, Bach & Pettichord
The Five Dysfunctions of a Team – Patrick Lencioni
Surviving the Top Ten Challenges of Software Testing
– Wiliam E. Perry and Randall W. Rice
Listen For Success: A Guide to Effective Listening – Arthur K. Robertson
Anything by Virgina Satir
The Social Styles Handbook – Wilson Learning
http://www.geraldmweinberg.com – Gerald M. Weinberg
http://www.nkarten.com/ – Naomi Karten
http://www.ayeconference.com/ – AYE Conference
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