The MLR Model
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Une évaluation comparable de la performance basée sur le temps d'escale des navires
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User Stories Suck by David Hawks at North Dallas Product Owners Meetup
The User Story concept was invented almost 20 years ago, it’s time for an update. This outdated process supports an old way of working focused on predictable requirements delivery instead of product discovery. Wouldn’t you like to know much earlier which features are not going to be valued by your market? We need techniques that shorten the feedback loop with customers, not stakeholders. We need to prioritize based on riskiest assumptions and iterate quickly through small experiments in order to (in)validate our ideas as fast as possible.
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Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal.
Introduction to scrum at scale
It was repeatedly observed that as the number of Scrum teams within an organization grew, two major issues emerged:
* The volume, speed, and quality of their output (working product) per team began to fall, due to issues such as cross-team dependencies, duplication of work, and communication overhead.
* The original management structure was ineffective for achieving business agility. Issues arose like competing priorities and the inability to quickly shift teams around to respond to dynamic market conditions.
In this presentation I will show you how to counteract these issues, using Scrum@Sclae framework for effectively coordinating multiple Scrum teams was clearly needed which would aim for the following:
* Linear scalability: A corresponding percentage increase in delivery of working product with an increase in the number of teams.
* Business agility: The ability to rapidly respond to change by adapting its initial stable configuration.
Beyond the Scrum Master - Becoming an Agile Coach
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
Certified Scrum Product Owner Training
The document discusses the role and responsibilities of a Product Owner in Scrum. It emphasizes that the Product Owner is responsible for creating a product vision and backlog, prioritizing the backlog, regularly interacting with the team, reviewing product increments, and helping estimate work. The Product Owner plays a key role in ensuring the team delivers business value through each sprint.
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The document is a presentation by ProcessWhirl Management Consulting about becoming an Agile coach. It discusses what an Agile coach is and the competencies required, including ICF core coaching competencies. It promotes an upcoming one-day workshop on becoming an Agile coach, as well as SAFe certification courses. The presentation provides an overview of the role and responsibilities of an Agile coach, and encourages participants to consider joining the field.
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The document summarizes a presentation about increasing team productivity by organizing around products rather than projects. It discusses brief history of approaches to productivity, measuring team performance, building social capital and trust within teams, and using Kanban methods like visualizing work and limiting work-in-progress to improve flow. The presentation describes a case study where a client used Scrum and Kanban principles to transition outsourced developers and an in-house team into a cohesive tribe with increased predictability, trust, and productivity.
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MECE (Mutually Exclusive, Collectively Exhaustive) Principle
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
The presentation features illustrative examples from various industries to show MECE in action, providing practical insights and inspiration. It includes engaging group activities designed for the practice of the MECE principle, fostering collaborative learning and application. Key takeaways and success factors for mastering the MECE principle and applying it in your professional work are also covered.
The MECE Principle presentation is meticulously designed to provide you with all the tools and knowledge you need to master the MECE principle. Whether you're a business analyst, manager, or strategist, this presentation will empower you to deliver insightful and actionable analysis, drive better decision-making, and achieve outstanding results.
LEARNING OBJECTIVES:
1. Understand the MECE Principle
2. Improve Analytical Skills
3. Apply MECE Framework
4. Enhance Decision-Making
5. Optimize Resource Allocation
6. Facilitate Strategic Planning
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The MLR Model
- 1. The PAM Series MLR Model © Multi-slide presentation. No animations or transitions
- 2. Team Functions within the Team The MLR Model © 2 Copyright © David Browne
- 3. Team Organisation Functions within the Team Functions within the Organisation The MLR Model © 3 Copyright © David Browne
- 4. Team Organisation Functions within the Team Functions within the Organisation Task The MLR Model © 4 Copyright © David Browne
- 5. Team Organisation Manager Products Unemotional Skills Functions within the Team Functions within the Organisation Task The MLR Model © 5 Copyright © David Browne
- 6. Team Organisation Manager LeaderProducts Unemotional Skills Charismatic & Uncharismatic Ideas Qualities Emotional Functions within the Team Functions within the Organisation Task The MLR Model © 6 Copyright © David Browne
- 7. Team Organisation Manager Leader Role Products Unemotional Skills Charismatic & Uncharismatic Ideas Qualities Emotional Functions within the Team Functions within the Organisation Task The MLR Model © 7 Copyright © David Browne
- 8. You Team Organisation Manager Leader Role Products Unemotional Skills Charismatic & Uncharismatic Ideas Qualities Emotional Functions within the Team Functions within the Organisation Task The MLR Model © Copyright © David Browne 8
- 9. You Team Organisation Manager Leader Transactional Role Products Unemotional Skills Charismatic & Uncharismatic Ideas Qualities Emotional Functions within the Team Functions within the Organisation Task The MLR Model © 9 Copyright © David Browne
- 10. You Team Organisation Manager Leader Transactional Transformational Delegation Motivation Role Products Unemotional Skills Charismatic & Uncharismatic Ideas Qualities Emotional Functions within the Team Functions within the Organisation Task The MLR Model © 10 Copyright © David Browne