Lean, Agile, Digital, Two-speed, DevOps, Enterprise Accelerators, Lean Startup… where's a change leader to start? Company leadership around the world recognizes the opportunities, and the urgency, in driving effective change and create room for rapid innovation in their organization, but we've learned that it's unwise to "pick" a single model to follow.
In this session, we use CA's internal "agile" transformation as a backdrop to focus on the fallacy of believing that any one departmental transformation can be sustainably successful without increasing agility in the operational value stream as well. Creating sustaining agility requires bouncing back and forth between "systemic fix" and "deep value steam fix" perspectives.
Utilizing Flow, Pull, and Kanban ThinkingAgileDenver
You’ve heard of “Kanban” by now, or heard someone say they’ve “switched to kanban”, or “tried kanban” and it didn’t work. If you’ve said these yourself or you’re just starting to learn about flow, pull, and kanban concepts, this is a “don’t miss session” for you!
We’ll first review three meanings of the term “kanban”, and identify two misconceptions of what “kanban” is and isn’t. Then expand on what “pull” means and identify a fundamental element that different pull systems share.
We’ll then look at ways to introduce principles of flow, pull, and kanban in your current workflow process. Practices that have been used in real-world contexts with teams just starting their agile journeys and experienced teams looking to continue improving.
How to facilitate leadership participation, not just buy inAgileDenver
Are you frustrated with leadership wanting to delegate the Agile transformation and not getting involved? Come to this talk and learn about new ways to facilitate leadership engagement, not just buy-in. Learn how to form an Agile Leadership Scrum team, where leadership will understand they are responsible for the success or failure of an Agile transformation. There is something for every Agilist in this talk. Leaders will learn a new paradigm for engagement and understand how they can actively lead an Agile transformation. Agile coaches will learn how to build a significantly powerful guiding coalition. Agile team members will learn how to leverage leadership support to quickly resolve impediments and increase transparency.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
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?
Utilizing Flow, Pull, and Kanban ThinkingAgileDenver
You’ve heard of “Kanban” by now, or heard someone say they’ve “switched to kanban”, or “tried kanban” and it didn’t work. If you’ve said these yourself or you’re just starting to learn about flow, pull, and kanban concepts, this is a “don’t miss session” for you!
We’ll first review three meanings of the term “kanban”, and identify two misconceptions of what “kanban” is and isn’t. Then expand on what “pull” means and identify a fundamental element that different pull systems share.
We’ll then look at ways to introduce principles of flow, pull, and kanban in your current workflow process. Practices that have been used in real-world contexts with teams just starting their agile journeys and experienced teams looking to continue improving.
How to facilitate leadership participation, not just buy inAgileDenver
Are you frustrated with leadership wanting to delegate the Agile transformation and not getting involved? Come to this talk and learn about new ways to facilitate leadership engagement, not just buy-in. Learn how to form an Agile Leadership Scrum team, where leadership will understand they are responsible for the success or failure of an Agile transformation. There is something for every Agilist in this talk. Leaders will learn a new paradigm for engagement and understand how they can actively lead an Agile transformation. Agile coaches will learn how to build a significantly powerful guiding coalition. Agile team members will learn how to leverage leadership support to quickly resolve impediments and increase transparency.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
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?
Wolfgang hilpert scaling agile war stories - scrum germany 2017-11-17Wolfgang Hilpert
The product development of a team with over 200 engineers at 5 globally distributed locations had to be organized such that one software product with a bunch of functional and significant quality improvements could be delivered on a single day.
In this talk we discuss techniques and concepts that have been applied to drive the agile transformation and the scaling of agile methods within a mid-size, globally distributed enterprise. We talk about challenges that we faced and measures to address these.
Agile Gurugram 2019 Conference | Design Thinking: an approach for transformationAgileNetwork
Session Title : Design Thinking: an approach for transformation
Session Overview : In this talk, we discuss how Design Thinking (DT) approach helps create a journey for Lean-Agile transformation.
A common challenge that organisations face is where and how to start the transformation process. Sometimes, organisations are midway in the process but one needs to reinvigorate the transformation journey. Design thinking helps define a structured approach of how one can one go about this process. It helps us understand how to assess the current state and emerge viable alternatives for taking the transformation process to the next step.
We understand the DT process and how it maps to the needs about transformation process. We understand how the output of the DT process can be mapped to the Lean-Agile transformation objective.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Xp2015 Scaling Agility explored - LeSS SAFe comparisonGosei Oy
What is the problem that Scaling Agile is solving? How does it look from the perspectives of coordination, organizational control by William G Ouchi, batching and queues, and business. How are LeSS and SAFe addressing the real root causes?
Scrum works best with small teams that work to deliver software that is prioritized by the team backlog. It is then built-in iterative models with sprints by having the highest priority items implemented first. But when it comes to managing large organizations, a Scaled Agile Framework is adopted. Scaled Agile Framework, also known as SAFe, is an enterprise-scale development framework, developed by methodologist Dean Leffingwell. It uses a combination of existing lean and agile principles and combines them into a templated framework for large-scale projects. In the session, we are going to know why we should scale and we are going to talk about different scaling framework and in the end, we are going to talk more about SAFe.
Leading enterprise transformation lessons adopting agile in governmentAgileDenver
USGS’s NGTOC is responsible for the development, maintenance, and updating of the systems, data, and services that enable The National Map. Four years ago the NGTOC embarked on a journey to adopt Agile methods within their Systems Development Branch to ensure development activities can better support the Center and users of The National Map. This presentation will focus on my role as a leader in a government organization, how I helped facilitate this agile transformation, and what I learned along the way.
Kanban is the New Scrum! Failure Transformation Patterns, Similarities, and L...Shahin Sheidaei
You are in charge of a whole organization (or a number of teams). Your ultimate desire is for them to become more productive. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? What can lead to a successful Kanban Transformation compared to Scrum? Is there a golden ratio of Scrum practices v.s. Kanban that makes your transformation successful? Are there any fundamental differences between them? What are the pitfalls that you want to avoid? Join me in this session to share with you my experience as both Scrum and Kanban coach. I will be sharing lessons learned to help organizations and leaders realize the true potential of their organization focusing on factors that really matter the most.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
You are in charge of a whole organization or a number of teams. Your ultimate desire is for them to become more productive, which translates into effectiveness and/or efficiency. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? Is there a golden ratio of Scrum practices v.s. Kanban that make your transformation successful? Do you find yourself in Scrumfalls? Is Kanban the magic solution? You are telling yourself: It’s time to switch to Kanban. Others have done it, so it must be the magic solution. If that’s you, most probably you are spending now time and money on a new “method” while barely moving the needle. I can assure you It can become successful, it has been done!
Kanban is the new Scrum these days. Let’s look at the failure modes of adopting Kanban deeper and together. What are the conditions needed for a Kanban method to flourish and find its roots in an organization? What can lead to a successful Kanban introduction compared to Scrum? Are there any fundamental differences between them? How can you make sure if you are moving from Scrum to Kanban, or having the thought of it, to become successful? What are the pitfalls that you want to avoid?
Join me in this session to share with you my experience as both Scrum and Kanban coach helping organizations transform. I will be sharing lessons learned and coaching techniques to help organizations and leaders realize the true potential of Kanban.
Agility is a path. It is a journey; a journey of continuous improvement. Increasing enterprise agility requires that top-down change management is connected to the bottom-up enthusiasm of Scrum.
Ken Schwaber and Gunther Verheyen from Scrum.org started presenting the new "Agility Path" framework in July 2013. It was first presented at the Scrum Day Europe in Amsterdam, Netherlands, and at a SIG event by the VKSI in Karlsruhe, Germany.
Agility Path introduces the use of the Scrum framework to manage the change process toward increased agility across the organization, without making Scrum the mandatory process for the entire organization.
Let’s demystify the Scaled Agile Framework and a lot of the FUD (Fear, Uncertainty and Doubt) going around about it. Let’s explore when and why SAFe can be useful, What’s unique about it compared to other approaches to scaling, what is causing all the bad publicity and how can we make sure we implement it effectively if we decide it’s right for us.
Talk for Agile Maine Day 2017
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
Organizational Agility: Take Agile Beyond the Team - Webinar w/ David HawksAgile Velocity
The benefits of total organizational agility can be seen in many of the world’s largest companies--think Google, Apple, and Amazon. While they may not explicitly call themselves capital-“A” Agile, they work with a heavy emphasis on Agile principles like a focus on delivering value, shortened feedback loops, quick time-to-market, and an opposition to traditional top-down management techniques. These principles go beyond teams. Instead, they are ingrained throughout the whole organization and its culture.
As a result, these companies have the ability to change and adapt to their markets and have now grown into industry leaders. How did they do it? What can you learn from the changes they’ve made?
In this webinar, David Hawks discusses 7 ways your organization can begin operating more like some of the top companies in the world.
Key discussion points include:
- What is organizational agility and what are the benefits?
- 7 ways to bring organizational agility to your business
- Why is it imperative to apply Agile principles across the whole organization?
- Q&A with the audience
Looking for guidance during your Agile transformation? Contact info@agilevelocity.com for more information on how we can help.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Beating the competition requires constant change. It means doing things differently…which isn’t always easy. Changing habits is hard, especially if people are successful in spite of themselves.
When an organization makes the business decision to change strategy, process or tools, there is typically resistance to accepting and complying with the new processes. To get the intended results with everyone on board, you must follow a planned approach to do things differently.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
Wolfgang hilpert scaling agile war stories - scrum germany 2017-11-17Wolfgang Hilpert
The product development of a team with over 200 engineers at 5 globally distributed locations had to be organized such that one software product with a bunch of functional and significant quality improvements could be delivered on a single day.
In this talk we discuss techniques and concepts that have been applied to drive the agile transformation and the scaling of agile methods within a mid-size, globally distributed enterprise. We talk about challenges that we faced and measures to address these.
Agile Gurugram 2019 Conference | Design Thinking: an approach for transformationAgileNetwork
Session Title : Design Thinking: an approach for transformation
Session Overview : In this talk, we discuss how Design Thinking (DT) approach helps create a journey for Lean-Agile transformation.
A common challenge that organisations face is where and how to start the transformation process. Sometimes, organisations are midway in the process but one needs to reinvigorate the transformation journey. Design thinking helps define a structured approach of how one can one go about this process. It helps us understand how to assess the current state and emerge viable alternatives for taking the transformation process to the next step.
We understand the DT process and how it maps to the needs about transformation process. We understand how the output of the DT process can be mapped to the Lean-Agile transformation objective.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Xp2015 Scaling Agility explored - LeSS SAFe comparisonGosei Oy
What is the problem that Scaling Agile is solving? How does it look from the perspectives of coordination, organizational control by William G Ouchi, batching and queues, and business. How are LeSS and SAFe addressing the real root causes?
Scrum works best with small teams that work to deliver software that is prioritized by the team backlog. It is then built-in iterative models with sprints by having the highest priority items implemented first. But when it comes to managing large organizations, a Scaled Agile Framework is adopted. Scaled Agile Framework, also known as SAFe, is an enterprise-scale development framework, developed by methodologist Dean Leffingwell. It uses a combination of existing lean and agile principles and combines them into a templated framework for large-scale projects. In the session, we are going to know why we should scale and we are going to talk about different scaling framework and in the end, we are going to talk more about SAFe.
Leading enterprise transformation lessons adopting agile in governmentAgileDenver
USGS’s NGTOC is responsible for the development, maintenance, and updating of the systems, data, and services that enable The National Map. Four years ago the NGTOC embarked on a journey to adopt Agile methods within their Systems Development Branch to ensure development activities can better support the Center and users of The National Map. This presentation will focus on my role as a leader in a government organization, how I helped facilitate this agile transformation, and what I learned along the way.
Kanban is the New Scrum! Failure Transformation Patterns, Similarities, and L...Shahin Sheidaei
You are in charge of a whole organization (or a number of teams). Your ultimate desire is for them to become more productive. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? What can lead to a successful Kanban Transformation compared to Scrum? Is there a golden ratio of Scrum practices v.s. Kanban that makes your transformation successful? Are there any fundamental differences between them? What are the pitfalls that you want to avoid? Join me in this session to share with you my experience as both Scrum and Kanban coach. I will be sharing lessons learned to help organizations and leaders realize the true potential of their organization focusing on factors that really matter the most.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
You are in charge of a whole organization or a number of teams. Your ultimate desire is for them to become more productive, which translates into effectiveness and/or efficiency. You would ask yourself which is a golden key here, Kanban or Scrum? Is it an either/or question? Shall you start by practicing Scrum for a while and switch when matured? Is there a golden ratio of Scrum practices v.s. Kanban that make your transformation successful? Do you find yourself in Scrumfalls? Is Kanban the magic solution? You are telling yourself: It’s time to switch to Kanban. Others have done it, so it must be the magic solution. If that’s you, most probably you are spending now time and money on a new “method” while barely moving the needle. I can assure you It can become successful, it has been done!
Kanban is the new Scrum these days. Let’s look at the failure modes of adopting Kanban deeper and together. What are the conditions needed for a Kanban method to flourish and find its roots in an organization? What can lead to a successful Kanban introduction compared to Scrum? Are there any fundamental differences between them? How can you make sure if you are moving from Scrum to Kanban, or having the thought of it, to become successful? What are the pitfalls that you want to avoid?
Join me in this session to share with you my experience as both Scrum and Kanban coach helping organizations transform. I will be sharing lessons learned and coaching techniques to help organizations and leaders realize the true potential of Kanban.
Agility is a path. It is a journey; a journey of continuous improvement. Increasing enterprise agility requires that top-down change management is connected to the bottom-up enthusiasm of Scrum.
Ken Schwaber and Gunther Verheyen from Scrum.org started presenting the new "Agility Path" framework in July 2013. It was first presented at the Scrum Day Europe in Amsterdam, Netherlands, and at a SIG event by the VKSI in Karlsruhe, Germany.
Agility Path introduces the use of the Scrum framework to manage the change process toward increased agility across the organization, without making Scrum the mandatory process for the entire organization.
Let’s demystify the Scaled Agile Framework and a lot of the FUD (Fear, Uncertainty and Doubt) going around about it. Let’s explore when and why SAFe can be useful, What’s unique about it compared to other approaches to scaling, what is causing all the bad publicity and how can we make sure we implement it effectively if we decide it’s right for us.
Talk for Agile Maine Day 2017
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
Organizational Agility: Take Agile Beyond the Team - Webinar w/ David HawksAgile Velocity
The benefits of total organizational agility can be seen in many of the world’s largest companies--think Google, Apple, and Amazon. While they may not explicitly call themselves capital-“A” Agile, they work with a heavy emphasis on Agile principles like a focus on delivering value, shortened feedback loops, quick time-to-market, and an opposition to traditional top-down management techniques. These principles go beyond teams. Instead, they are ingrained throughout the whole organization and its culture.
As a result, these companies have the ability to change and adapt to their markets and have now grown into industry leaders. How did they do it? What can you learn from the changes they’ve made?
In this webinar, David Hawks discusses 7 ways your organization can begin operating more like some of the top companies in the world.
Key discussion points include:
- What is organizational agility and what are the benefits?
- 7 ways to bring organizational agility to your business
- Why is it imperative to apply Agile principles across the whole organization?
- Q&A with the audience
Looking for guidance during your Agile transformation? Contact info@agilevelocity.com for more information on how we can help.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Beating the competition requires constant change. It means doing things differently…which isn’t always easy. Changing habits is hard, especially if people are successful in spite of themselves.
When an organization makes the business decision to change strategy, process or tools, there is typically resistance to accepting and complying with the new processes. To get the intended results with everyone on board, you must follow a planned approach to do things differently.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
Lean Agile Center of Excellence - Agile2017 TalkDeema Dajani
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Managing the Stakeholder Challenges of Agile TransformationsThomas Luke Jarocki
Upload of the August 19th presentation by Thomas Luke Jarocki of Emergence One International to the Silicon Valley Agile Trends and Leadership Event at the Visa Auditorium.
Tips for Driving User Adoption and Satisfaction of ITSMCA Technologies
Implementing ITSM software and processes is not enough to ensure ITSM success. They must be broadly accepted and adopted by business users, power users and decision makers. Learn about the steps Intermountain Healthcare takes to enable Continual Service Improvement leading to successful adoption of ITSM. They share personal experiences and other real world examples, detailing the tricks and the treats of user adoption.
For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
In this webinar, SAFe Fellow Richard Knaster (SPCT, PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (SPCT, PMP, PMI-ACP) outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as:
Scope management
Time management
Cost management
Quality management
Risk management
Watch the video: tp://bit.ly/2n4T211
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Change Management for Strategy Execution & Sustainable ResultsClearAction
How to implement new processes, technologies, and strategies with maximum engagement and minimal resistance. Applications to customer experience management, marketing operations, and any business challenge.
See https://ClearAction.com
Don't waterfall your agile transformation effort. LACE stands for Lean Agile Center for Excellence, it's your uber group of change agents that shepard your Agile transformation. Whether the transformation is an organization decision, or a grass roots movement, you are going to hit a point where LACE is needed to sustain the change. Stickiness! LACE is one of the critical factors for the more successful enterprise transformations.
Providing direct support in delivering sustainable change.Guy Jones (ACMA)
In a business environment where change is the norm... Senior Leader Strategic Support is about providing direct support in delivering sustainable change.
Supporting senior leaders and their teams, I bring value into your organisation by working directly with colleagues to create and deliver activities and initiatives, within the four elements of sustainable change (shared purpose, strategic planning, colleague engagement and performance management), so as to increase engagement, buy-in and accountability.
Managing Director at Duke Corporate Education in Singapore, John Davis shares a new leadership framework designed to help organizations compete in a modern, complex, volatile world. The SHIFT framework (Speed, Human-Centricity, Imagination, Flexibility and Trust) outlines key characteristics needed for the future of leadership.
Build an Innovation Engine in 90 Days Webinar
Share on email EMAILShare on print PRINT More Sharing Services SHARE
By Scott D. Anthony and David Duncan
Today's innovators face a dilemma: Ad hoc innovation efforts like hack-a-thons are easy to do but rarely pay off. Yet building large-scale innovation functions can require big change and take time to produce major results.
There's an intermediate option: The "minimum viable innovation system" - a reliable and repeatable innovation capability that can be up and running in 90 days.
In this webinar Innosight's Scott D. Anthony and David Duncan, coauthors of the new Harvard Business Review article "Build an Innovation Engine in 90 Days," share how to build a lean and mean innovation system in your organization.
There are massive changes happening in talent management that require companies to implement talent acceleration strategies. These changes create a great impact on staffing and people processes, but also create risks for business capability and continuity. This webinar will give you a firm grounding in what you need to know and how your company or organization can respond to the new agile marketplace.
Join us for this trend-setting 40-minute webinar & learn:
The four big problems most companies face.
Three tactical strategies to implement now.
Defining the talent acceleration challenge.
The value of talent acceleration – effective metrics to quantify business & people impact.
Explore what is an Agile culture
Explore the Agile Mindset
Explore what is an Agile culture
Explore the Agile Mindset
Review the 6 basic steps required to transition to an agile culture that will accept the Agile Mindset
This deck describes the Agile Leaders in an Enterprise always has to accept the change as a way and constantly adapt than resisting change. The inspiration is taken from the book who moved my cheese.
When assessment and development are disconnected, liabilities and missed opportunities can result. Make sure your organization avoids the risks.
What’s Inside?
• How 1 + 1 = 3
• Why assessment and development must be aligned with your business
• Three vulnerabilities that occur when assessment and development are disconnected
Similar to Transformation some assembly required - 05-21-2017 (20)
When building your Behavior-Driven Development (BDD) examples, do you first dive into detailing all the given-when-then narratives? Chances are good that you're doing more speculative work than you should. Let's learn how to shape our BDD features using a just-in-time (JIT) mentality. In this hands-on workshop, you'll learn about when and how to negotiate stories around BDD scenario names. You'll discover how this focus can help you: * learn how to break down larger stories * determine the scope to be delivered * transition the conversation (story) into a dependable artifact.
MHA2018 - How the Marine Corps Creates High-Performing Teams - Andrew McKnigh...AgileDenver
Andrew McKnight "Outside of the 13-week grueling boot camp that every Marine goes through, what do the Marines do to have the title of the ""World's 911 Response Force?""
It isn't because they come out of the Marine Corps boot camp being able to run 3-miles with ease, are hand-to-hand combat proficient, or can shoot a human-sized target from 500 yards with deadly accuracy.
It's because the most basic team in the Marines is a 4-person, cross-functional team that is empowered to train, learn and grow together; are technically and tactically proficient, and operate in a decentralized decision-making model the ensures those with the most current and relevant information are the ones making the decisions.
Join me in exploring how the Marine Corps uses this small unit to excel on the battlefield, and how you can use these approaches to build high performing teams in your organization."
MHA2018 - Your Agile Adoption is Going to Fail (and you're gonna fall right o...AgileDenver
"You can see your whole agile transition program starting to lose its grip. Culture and mind-sets have not changed (or not changed enough). You're going to fall! This lecture will shed light on the true and dire nature of your situation, and provide you with a thin lifeline and carabiner of hope. Most Agile adoptions focus on the implementation of a framework (Scrum, XP, SAFe, LeSS, etc) and the use of practices and techniques as an attempt to ""fake it 'til you make it,"" which should spur on the growth mindset. Companies and coaches believe you can change the culture and change the mindsets and the benefits of a truly agile organization will then follow. This is all a lovely self-deception. Humans are emotional creatures, and even the most logical Spock-like among us are still driven by the chemicals and irrational survival thought processes in our brains. This talk covers several examples of irrational failures, followed by examples of irrational successes, where the use of the art of persuasion was applied. In this new age where facts no longer matter, fake news fools people, and Stephen Colbert's 'truthiness' is in the dictionary, it's time to lay down the cumulative flow diagrams and focus on the actual methods that will affect change. (But yeah, the reality is most of you are going down -- not everyone has what it takes to summit Everest.)
"
MHA2018 - 3 Minute Improv Games to Improve Your Teams - Wayde StallmannAgileDenver
"You will be surprised to learn that Improv Teams and Software Teams have many similarities; The same techniques Improv Teams use to turn a group of random individuals into Great Team Players can be used by Software Teams to improve Collaboration, Creativity, Communication & Trust.
This unique workshop will have attendees out of their seats and on their feet actively practicing the techniques Improv Teams use to build Collaboration, Creativity, Communication and Trust. This not only shows attendees how they can become a Great Team Player, but also how to train others within their organization. This hands on workshop provides actionable material for participants to use immediately upon returning to work. A flyer with the top 20 games is provided to every participant.
Learning Outcomes:
* You'll see firsthand how these improv games will help your teams as we play several games.
* You'll learn the same techniques Improv teachers use to train people to become Great Team Players.
* You'll learn how to bring fun back to your workplace.
After attending this workshop you'll be able to start your meetings or retrospectives with any of the 60 different free 3 minute games at: http://www.teamfirstdevelopment.com/warm-ups/. These games all work well over the phone and can be replayed.
"
MHA2018 - Rebuilding Trust through Transparency - Meg WardAgileDenver
"Are you in a position where it feels like there's no trust between you and your stakeholders? Or are you worried that you might be heading into that position?
I've been there, and I'm here to help. In February 2016, I moved from Developer to Manager of a team who were in their fifth year of a two-year project. To make matters worse, they had another deployment of an equally complex product that needed to happen nearly immediately due to competitive pressures (spoiler alert: we did not hit the deadline the customer wanted).
In this talk, I'll cover tips and tricks to build transparency, and with that transparency, build trust as well as about how to overcome a legacy of distrust and build stronger relationships. Additionally, I will talk about what has and hasn't worked and how we've dealt with and overcome additional setbacks."
MHA2018 - The Experimentation Mindset - Doc NortonAgileDenver
Among the traits that distinguish a good team from a great team is their ability to innovate. Despite the rhetoric in favor of innovation, most organizations are stuck in an implementation mindset, stifling creativity, excellence, and the resultant innovation. The experimentation mindset frees us from self-imposed constraints, allowing us to continually learn and improve. In this session, we’ll talk about how we learn as individuals and how we learn as organizations. We’ll take a look at some examples of the experimentation mindset happening in the agile community today and we’ll talk about how you can foster such a mindset in your own organization.
MHA2018 - Only Responsible Leaders Can Collaborate in a High-Functioning Team...AgileDenver
"As a Lean-Agile leader, you can turn your leadership team into a high-performing Lean-Agile leadership team. This highly interactive mashup workshop explores what happens when team members take personal responsibility, come from a place of vulnerability, and therefore authentically facilitate real collaboration to produce great results.
Christopher Avery's responsibility process describes the phases we go through on our way to taking real responsibility.
Patrick Lencioni describes the five dysfunctions of team, and by extension the five behaviors of a high-functioning, collaborative team.
Jean Tabaka taught us how to facilitate collaboration by creating safety in a room and on a team and by ensuring that all voices are heard.
In this highly interactive workshop, we will explore together what happens we are a stuck in something less than a place of responsibility, and what impact that has on our ability to collaborate effectively on a team.
Then we will explore how working our way to a place of responsibility also helps us create and contribute to a healthy team, and how to facilitate a team that can collaborate to create great things.
Attendees will walk away with a process you can run with your team to help you and your team reach performance and responsibility."
MHA2018 - Herbie - understanding and applying WiP limits effectively - John Y...AgileDenver
Herbie is an interactive game which compares four different types of WiP limits and how they impact on throughput, the history of WiP limits such as Henry Ford and Taiichi Ohno and how to apply Little's law. It is a fun and engaging game with plenty of opportunity for discussion and learning.
MHA2018 - It's a "self-organizing" team -- how can I help them? - Erika LenzAgileDenver
"Your teams seem to be working ok -- they attend meetings, stories move across the board, most work gets done, eventually. But when a problem comes up, they point fingers or scatter like ants in a rainstorm. Why aren't they proactive? Why don't they have a sense of ownership? Why don't they collaborate and participate in decision-making? You told them they were self-organizing!!!
""Self-organization"" is one of the most misunderstood concepts in Agile. Research shows that most high-performing teams are self-organizing. Why, then, are high-performing teams so rare?
This talk will help participants accomplish the following learning objectives:
* Be able to distinguish between the four types of team (manager-led, self-managing, self-organizing, self-governing).
* Identify what kind of team(s) they are working with.
* Understand the types of authority teams need to have to be self-organizing.
* Understand the types of support needed from managers, scrum masters, and others.
* Identify behaviors they can model / exhibit to help their teams become more self-organizing.
This is primarily a lecture format, interspersed with table or paired discussions. "
MHA2018 - Validate It Before You Build It: The Experiment Canvas - Brad SwansonAgileDenver
Validated Learning is the core of the Lean Startup philosophy and it tells us to run low-cost experiments to validate our product ideas. The Experiment Canvas is a one-page simple tool that guides you through the process from articulating the problem (the market opportunity), identifying risks & uncertainties, and selecting the most appropriate experiments to address the biggest risks. Participants will learn about a variety of techniques for running low-cost product experiments to measure gauge the market and ultimately to build the Right Thing.
MHA2018 - How Agile Coaching Practices Can Be Used in Schools To Get Students...AgileDenver
"Are we doing all we can as educators to prepare students for the demands of the modern workplace? In this session we will explore how Agile is being used in the classroom, how SCRUM ceremonies are the key to student reflection and growth, and what our community can do to promote Agile in schools. This session will be divided into 3 parts:
1. What Are the Challenges that Public and Private Education Faces in the 21st Century?
2. How Coaching Students Using Agile Ceremonies Can Solve the Problem of Workplace Readiness
3. What the Agile Community Can Do To Promote Agile in Schools "
MHA2018 - Going with the Flow: Adapting Scrum Practices for Marketing - Andre...AgileDenver
The worlds of software and marketing are converging, but that doesn't mean the two groups look the same when practicing Agile. Scrum, while still the dominant choice for developers, often fails to translate in a marketing environment. But by incorporating more flow-based practices from the Kanban world, marketers can take Agile and make it their own. This session draws on new research from hundreds of marketers, as well as on-the-ground experience from an Agile marketing coach. If you're struggling with Agile outside of IT, you may need to start going with the flow.
MHA2018 - When will it be done - Probabilistic Predictions - Prateek SinghAgileDenver
"The very first question a customer asks us when we start work is - When will it be done? Traditional methods of answering this question are fraught with errors. The most common errors include heavy reliance on estimates and use of averages to give one deterministic answer. We are all aware that our world is not deterministic and each prediction has a probability of being right and a complimentary probability of being wrong. In this session, we will use examples and a simple exercise to demonstrate a much easier method which can help make probabilistic predictions.
These predictions can help teams have more informed conversations with their customers about their probability of completing a project on time and around the risk profiles of their projects. The audience will learn how with very little estimation and simple measurements they can better inform and equip teams, managers and customers with information about possible completion dates of the project. We will show how these techniques are actively being used to predict the completion of single items and a set of multiple items in the real world. "
MHA2018 - Docker and Jenkins Pipeline for Continuous integration - Mark WaiteAgileDenver
"DevOps lets development teams deploy to production. Developers and testers don't want to break production.
Combining Docker containers and Jenkins Pipeline automates the deployment pipeline and reduces production breaks.
They are a powerful pair in the DevOps toolbox."
MHA2018 - Jen Krieger - Getting Started with KanbanAgileDenver
Often times teams that struggle with Scrum see Kanban as the "easier" way of working. Do you have a team that thinks that? Kanban is as rigorous in process as Scrum is, when you take advantage of all of the tools it has to offer. Come and learn the history of Kanban, the basic mechanics on getting started, and what you do once you master To Do, Doing & Done.
MHA2018 - The Immunity to Change - How to discover individual or team resista...AgileDenver
Often we know what we need to change in our behaviors; however, for some reason we either don’t, won’t or can’t sustain the change. This session teaches a method, Immunity to Change, that can help get to the root of the resistance to those changes. This session introduces a method for discovering why we often know exactly what to do differently, but for whatever reason fail to do so. This is the face of really knowing, believing and wanting to change! In the session we explore the theoretical underpinnings of the Immunity to Change (ITC) method. And throughout the session each participant has the opportunity to build their own ITC map and perhaps discover meaning for a personal change in their lives.
MHA2018 - How Agile connects to the Social Nature of a High-Performance Workp...AgileDenver
"Social networks can make a huge impact on business success. Agile transformations can create threats and resistance even with the best intentions when we do not consider how each message is received. In this talk, we will consider how using the SCARF model (status, certainty, autonomy, relatedness and fairness) can guide leaders in their message and create more safety and high performance in the workplace.
Agile has claimed high performing teams is critical and we have debates over how to measure high performance but we need to turn our focus from numbers to the social aspects of the workplace? Everyone experiences change in different ways but there are instinctual responses that should be understood and considered so that we create an inviting and positive reaction to the changes we are asking people to make.
By understanding how the brain responds to events, you can more effectively remove common barriers managers and their teams face each day. We will talk through how social qualities impact relationships and decisions, how the brain works and how you can relate these to our core agile principles and experience more successful transformations."
MHA2018 - Workbook Breaking Out of The Rut-rospective: Finding Activities to ...AgileDenver
In this highly interactive and hands-on workshop, we will share our favorite activities for retrospectives and explore their best purposes. We will engage in exercises that focus on *activities* for any part of the retro: from setting the stage to gathering data to deciding what to do. We'll look at specific, common team scenarios: brand new team, disaffected/underperforming team member(s), distributed teams, technical challenges, etc. and discover how to find the right activity for the right team issue. Attendees will leave with a workbook of ideas (some provided by me, most crowdsourced by the group) and renewed enthusiasm for their team's retrospectives.
MHA2018 - Breaking Out of The Rut-rospective: Finding Activities to Engage Yo...AgileDenver
In this highly interactive and hands-on workshop, we will share our favorite activities for retrospectives and explore their best purposes. We will engage in exercises that focus on *activities* for any part of the retro: from setting the stage to gathering data to deciding what to do. We'll look at specific, common team scenarios: brand new team, disaffected/underperforming team member(s), distributed teams, technical challenges, etc. and discover how to find the right activity for the right team issue. Attendees will leave with a workbook of ideas (some provided by me, most crowdsourced by the group) and renewed enthusiasm for their team's retrospectives.
MHA2018 - Introduction to Observational Coaching - Daniel LynnAgileDenver
"Starting out as a new agile coach is difficult. Where do you go? How do you start? Learn to leverage a coaching approach that focuses on observations and, from them, insights and goals. Through this, coaches will be able to better target their efforts and create demonstrable improvement in teams.
In this workshop, we provide scenarios drawn from real-life experience with teams and organizations. After an introduction to good observation techniques, groups will be asked to collect observations from various scenarios.
Groups will then collaborate with others and draw insights from common behaviors and trends. From this, we will leverage the Coaching Card technique to plan possible coaching paths forward and identify ways that progress could be validated and demonstrated in practice.
Attendees will leave this session with a structured approach to guide their ongoing coaching efforts and share those experiences with others in the organization."
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
CH: Hello! Today we would like to share a few stories with you… stories about applying agile practices, at pursuing a transformation to agility throughout a medium-large business… so at a scale of 1000’s. I’ve worked with a few large transformations in the past few years, and I’m lucky to be joined by Eric Willeke, who has led a number of these transformations in the last decade. Today, we are both with CA Technologies through the Rally Software acquisition. And if you’re local, listen on, because I bet you’re wondering – will I be happy when CA buys my startup? We think you’ll be happily surprised to learn that CA is no longer where startups go to die, but instead is walking the walk, doing the hard work of transforming the business to an agile business.
We want to share some of our learnings on that journey (next slide)
Abstract
Transformation: Some Assembly Required
Lean, Agile, Digital, Two-speed, DevOps, DevSecOps, Enterprise Accelerators, and Lean Startup… where's a change leader to start? Company leadership around the world recognizes the opportunities, and the urgency, in driving effective change and create room for rapid innovation in their organization, and the market landscape in transformation is becoming increasingly cluttered as the market moves to try and fill that need.
We've learned that it's unwise to "pick" a single model to follow, and that's especially true when you're tackling business-wide transformation, across the multiple operational value streams that comprise your modern enterprise. (The only thing that seems to be true is calling it by one of these specific things tends to be too narrow and cause multiple transformation programs with potentially overlapping or duplicative work to develop).
From leveraging lean (hoshin kanri) strategy deployment to create organizational catch-ball of corporate strategy to agile departments and “traditional” agile teams and back, to facilitating full operational value stream collaboration in large-group agile steering and working sessions, we focus on the fallacy of believing that any one “departmental” or transformation can be sustainably successful without the operational value stream increasing agility as well. In fact, creating a successful sustainable business-wide agile transformation requires bouncing back and forth between "systemic fix" and "deep value steam fix" perspectives.
In this session, we use CA's internal "agile" transformation as a backdrop to share the key mindsets of effective transformation we've learned supporting hundreds of companies in their change journeys.
——
We will discuss the motivation behind transformation and how to communicate those outcomes with clarity to your organization, explore how transformation is experienced different at different levels of an organization while needing to be tightly aligned, how to manage and execute your transformation as an integral part of your business, and share a handful of the most useful tools and models we've applied.
EW: Transformation is a messy, (yucky!) human process…
… yet we try to extend it to enterprise scale!
At the team level, this is hard enough. New collaborative behaviors, often new means of conflict, of risk taking and transparency… But we take this human change process that’s hard for people, and take it to enterprise scale
When we look at trying to get a decades old, 10,000+ people companies to change quickly…
We need thousands of people to change, to behave differently. It’s no small task, here or anywhere.
EW: To do this, we create models… lots of models, and lots of ideas… We’re trying to make sense of a very chaotic messy environment.
Unfortunately, as transformation leaders we tend to get stuck in our models… trapped by the very things we try to use for making sense of the world. This talk is about those models… the ones we’ve used in our own transformations to help simplify while striving to avoid losing the nuance that can make the difference between excellence and mediocrity
We would like to talk about the relatively simple models that have helped us
CH:
Handful of things we’ll talk about today:
Every transformation has it’s own business context, it’s “WHY”. We’ll share enough that to have what we tackled to have our story make sense to you, and then we will share what we’ve found to work here, in that business context.
Leveraged 3 main frames or lenses to drive the change needed for this business transformation
Focusing on improving the end to end values streams one at a time
Focusing on removing the crosscutting barriers, the things that slow EVERYBODY down
Focusing on our people, how do we support them in their personal growth, plant the seeds for self-replicating agility
Finally, there are a few mindsets that didn’t quite fit into the 3 frames, but we think important enough that we want to share them with you.
[Tone: This is what was successful for us. Use “we’ve found” “we’ve seen”]
CH Company context:
CA is a 40 year old software company. We make products that help our customers create, deploy, monitor, and secure the applications they need to run their business. A good chunk of our business is software products for the mainframe, and you may or may not know that X% of the world’s critical business transactions still run on mainframe…) It’s a huge, gradually declining market. We’ve been entering the enterprise software (non-mainframe) business over the last couple of decades, almost exclusively by acquisition – that’s been our primary source of enterprise software growth. Although we grow primarily through acquisition, we haven’t always done a great job of making sure our acquisitions have a good home in our company, in our portfolio.... So.. like any good change effort, we can turn that around, we can turn something negative into something amazing, a real turnaround. And we think CA is on that path. In the past couple of years, we’ve adopted a believable, customer-centric mission, and articulated our aspirational values that are in line with lean-agile thinking... And begun to eliminate some of our own barriers, too... Let’s talk about this large scale transformation with that backdrop. I’d love to hand it off to Eric who led this from the beginning...
EW:
Beginning of the current wave…
So let’s talk about what
Started with the CPO organization and some of the immediate value stream neighbors
About 300 people working on about X products, some in active development, many in maintenance. We’re a 40 year old company!
Once you get these things started, you kind of lose track of the details, and that’s ok.
We started with teams that knew how to do agile software development.
Stats: 22+ release trains, ~3k people, Scrum wave a few years ago,
Renewed focus two years ago with acquisition of Rally.
After leading our east coast services I was asked to participate and later lead this effort, and now serve as the initiative leader and essentially as the day to day executive sponsor
Initially product manager, now initiative owner
EW:
Most agilists are good at the value stream focus. It’s a critical lens. You don’t get impact unless you focus on that.
We invested to accelerate, improve, and automate each individual value stream, respecting the business imperatives of each.
(This hits process and technology – how do you work, and how do you automate that work in ways specific to the specific business or product)
We have a lot of activities that are OUTSIDE the value streams, some of which need to be adjusted or removed for progress to be made in all our value streams.
Examples include your infrastructure automation, Agile Central, HR systems, etc.
Thigs that agilists have been bitching about for years…
And of course, we have pursued a very intentional strategy of investing in people who could be our change leaders. Invest deeply in people, enabling successful navigation of change through training such as SPC, leading safe, large group facilitation of lean-agile strategy deployment, and of course, clarity of intent, communications.
EW: Address all three pillars, flowing to the current constraint
EW:
Only change, to obfuscate the names of the business units
End to end customer delivery focused
Roles & responsibilities for agile roles
How do we make our work visible, what tooling do we use, how do we make that visible?
EW
CH
CH: SAFe, Lean, "devops", ToC - they're all about the horseshoe – a customer centric, SSLT horseshoe.
EW
Must be owned by the teams/trains/VS doing it
Requires real growth by the leadership teams
Requires intense clarity and careful listening
Aggressively pursue the "they" and close siloes
CH
EW Purpose/intent is per value stream - be sure to understand it, because it varies with the market and customer in each value stream
EW
CH
CH
Not activities: One of biggest battles I’ve had to fight
EW:
Story: Surprised by security and CDBU
EW:
We’re going to talk about a bunch of ideas in this section, but any one of them could be a talk in itself. We want to give you some ideas of the kinds of things that have been useful for us to tackle.
EW
CHCommon language, a common way of representing our work to break down silos. For example, one of the cross-cutting support efforts was to make sure we had a common understanding of what a story, feature, capability is, and that they’re all stored in Agile Central.
Have you ever traveled to another country and learned some of the language? You break down silos, quickly.
Our common language leveraged SAFe, did company training, so everyone had some common language. We don’t just mean our product teams. Our leaders, our global customer success and support team members, even our legal team members…
EW
CHHoshin Kanri, catchball…. We need to create clarity of language: It’s strategy definition, strategy articulation, and strategy deployment.
It’s really all about what you’re NOT going, and helping people understand the connection between their work and the company goals
CH e.g. strategy deployment of corporate intiatives in manageable small experiements and chunks, limited wip, corporate clarity from corporate, CEO initiatives all the way down to my daily work…
And we’re starting to see some of those lagging indicators, quality, response time, time to market. I think if you find Eric after this, he can tell you about a mainframe BU case study that’s about to be made public….
EW
EW
EW
CH:
Here’s the thing.You do invest in your people by having an attainable, relatable, clear mission.
This isn’t just a corporate mission, it’s something we can feel as individuals… as any good “why” is – as any good mission is.
AND enabling this – requires a certain set of knowledge
CH: Need to add talk track
The "how" is adult learning application
training, experimentation, sharing, learning
CH
EW: Success is anecdotes and behaviors
e.g. Self-organizing customer-education group aligning to delivery group
e.g. Two different offices spontaneously forming facilitation CoP and creating opportunities for intentional practice of their members
e.g. Mike, our CEO, standing in front of the entire SLT and stating “as CEO, I only get three initiatives this year”
EW:
Story – When we started we had four business units. We now have 6, plus two significant horizontals. Not to mention two significant and several small acquisitions. Our plans changed continually, but the models we’ve shared help hold things together as a vision, while allowing fast sense and respond internally.
EWWe talked about this earlier in the context of helping form value stream leadership teams. It’s important to remember this goes for leadership teams of all sorts… initiative leadership teams, and most importantly for me to remember, for Transformation leadership teams
CH Credit dilemma and Changing to Sustaining
EW Lack of feedback