We all seem to love the term 'continuous improvement' - which is an honourable intention. But in reality 'continuous improvement' can be hell on earth - e.g. to always be 'not good enough'. In fact, some corporations, managers and teams have been known to use this phrase as an excuse for behaving badly. So, how can an honourable intention like continuous improvement create a negative impact, ie. apathy? If so - how do we avoid it? What are other ways of handling this need to consistently overcome challenges in an ever-changing industry? And does 'continuous improvement' have a limit or is it an endless source of success? Using case study examples this talk reflects on what continuous improvement really feels like on the ground and explores how we might want to approach 'getting better' by looking at and drawing from other industries, research, ideas and real-life experiences.
Agile Basics for Government with ThoughtWorks
Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.
But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.
This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.
Designing Mobile Solutions for Social & Economic ContextsJonny Schneider
Technology should help solve problems for people, but all people (and their problems) are unique - there is no one size fits all. This is especially true of Mobile, where environments and user needs are much more diverse than in other computing platforms. For instance, building mobile applications for the widest reach in India requires thinking about feature phones, non-English interfaces, the 'language' of missed calls, low-bandwidth situations, cultural nuances and numerous other unique conditions.
Jonny Schneider and Nagarjun Kandukuru argue that the practice of design thinking helps mobile developers solve the most important problems in context-appropriate ways. They demonstrate how the best mobile applications lie at the intersection of technical feasibility, business viability and crucially, user delight.
How To (Not) Open Source - Javazone, Oslo 2014gdusbabek
Releasing an open source project while maintaining a shipping product is hard! Different behaviors, attitudes and actions can help or hinder your cause; and they are not always obvious.
The Blueflood distributed metrics engine was released as open source software by Rackspace in August 2012. In the succeeding months the team had to strike a manageable balance between the challenges of growing a community, being good open source stewards, and maintaining a shipping product for Rackspace. Find out what worked, what did not work, and the lessons that can be applied as you endeavor to take your project out into the open.
In this presentation you will learn about strategies for releasing open source products, pitfalls to avoid, and the potential benefits of moving more of your development out in the open.
We have also made a few realizations about the community growing up around metrics. It is still young, and there are problems that come with that youth. I'll talk about some things we can do to make a better software ecosystem.
Agile Basics for Government with ThoughtWorks
Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.
But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.
This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.
Designing Mobile Solutions for Social & Economic ContextsJonny Schneider
Technology should help solve problems for people, but all people (and their problems) are unique - there is no one size fits all. This is especially true of Mobile, where environments and user needs are much more diverse than in other computing platforms. For instance, building mobile applications for the widest reach in India requires thinking about feature phones, non-English interfaces, the 'language' of missed calls, low-bandwidth situations, cultural nuances and numerous other unique conditions.
Jonny Schneider and Nagarjun Kandukuru argue that the practice of design thinking helps mobile developers solve the most important problems in context-appropriate ways. They demonstrate how the best mobile applications lie at the intersection of technical feasibility, business viability and crucially, user delight.
How To (Not) Open Source - Javazone, Oslo 2014gdusbabek
Releasing an open source project while maintaining a shipping product is hard! Different behaviors, attitudes and actions can help or hinder your cause; and they are not always obvious.
The Blueflood distributed metrics engine was released as open source software by Rackspace in August 2012. In the succeeding months the team had to strike a manageable balance between the challenges of growing a community, being good open source stewards, and maintaining a shipping product for Rackspace. Find out what worked, what did not work, and the lessons that can be applied as you endeavor to take your project out into the open.
In this presentation you will learn about strategies for releasing open source products, pitfalls to avoid, and the potential benefits of moving more of your development out in the open.
We have also made a few realizations about the community growing up around metrics. It is still young, and there are problems that come with that youth. I'll talk about some things we can do to make a better software ecosystem.
Anti-patterns for not-so-smart processes: Avoiding the BPM and SOA pitfalls. A short presentation to focus your project on success - featuring the "magic progress fairy"
why do some teams perform and others fail? Team effectiveness research has highlighted key actions you can take to enhance team performance. While many are obvious, they are uncommon, so the canvas makes them actionable.
Using EventStorming to drill into domain modelling complexity: from the big picture into the design of aggregates, processes and read models. A different approach to enterprise software modelling.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Kanban Metrics in practice for leading Continuous ImprovementMattia Battiston
Why should I bother collecting metrics? How can they help me? My CFD is pretty and colourful, but what is it actually trying to tell me?
CFD, control chart, lead time distribution, percentiles...Metrics can be daunting to start with but if you know how to interpret them they can drive continuous improvement and forecast the future and take your Kanban system to the next level! It’s much easier than you think, no need for complex maths or expensive software.
At Sky Network Services a few teams are using Kanban and metrics. In this talk I’ll share our experience: what metrics we use, how we use each one of them, what little data we collect to get a whole lot of value, what pitfalls we encountered.
Downloads
Powerpoint: https://goo.gl/4CkKJd
PDF: https://goo.gl/VDW93U
Anti-patterns for not-so-smart processes: Avoiding the BPM and SOA pitfalls. A short presentation to focus your project on success - featuring the "magic progress fairy"
why do some teams perform and others fail? Team effectiveness research has highlighted key actions you can take to enhance team performance. While many are obvious, they are uncommon, so the canvas makes them actionable.
Using EventStorming to drill into domain modelling complexity: from the big picture into the design of aggregates, processes and read models. A different approach to enterprise software modelling.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Kanban Metrics in practice for leading Continuous ImprovementMattia Battiston
Why should I bother collecting metrics? How can they help me? My CFD is pretty and colourful, but what is it actually trying to tell me?
CFD, control chart, lead time distribution, percentiles...Metrics can be daunting to start with but if you know how to interpret them they can drive continuous improvement and forecast the future and take your Kanban system to the next level! It’s much easier than you think, no need for complex maths or expensive software.
At Sky Network Services a few teams are using Kanban and metrics. In this talk I’ll share our experience: what metrics we use, how we use each one of them, what little data we collect to get a whole lot of value, what pitfalls we encountered.
Downloads
Powerpoint: https://goo.gl/4CkKJd
PDF: https://goo.gl/VDW93U
Continuous Improvement from the trenches - LAST Conference - 18-09-2015Ryan McKergow
Insanity; it’s doing the same thing over and over again, and expecting different results. Improving as an organisation is hard. What is even harder? Continuously improving. Yet it is key to any Agile transformation as we challenge ingrained practices and rigid ways of working. How do we manage to do this?!
During this presentation, I will share the strategies I've used to introduce Retrospectives, Lean Coffee, Brown Bags, Team 1:1s, and Guilds in the trenches. All of these continuous improvement practices have fast tracked Agile transformations in the teams and organisations I've worked with. Implement these practices and you can go beyond Agile adoption too.
I gave this presentation at Agile Noida 2016. Toyota Kata, as articulated by Mike Rother, is an approach to establish a culture of Continuous Improvement. In this talk, I have tried to identify a few simple practices that Lean/Agile teams can adopt to help establish a Continuous Improvement culture.
A Close-out Report is one that summarizes the execution of a contract. It indicates key performance factors and compares actual data against baseline data.
I prepared this sample for an SMP (Structural, Mechanical & Piping) EPC (Engineering, Procurement & Construction) Mining Construction Contract for a project in 2012 - 2014 in Western Australia.
For more information, please contact me (ahadjaran@yahoo.com)
Project Management Training in Indonesia - Module 05 Project Closing ProcessAlin Veronika
A brief description about Applied Project Management Course.
In this course, you will be introduced to the core knowledge required around project management skills and key initiatives for quality, human resource, communications, risk management, and procurement management.
Aligned with the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) latest edition, this course will build new competencies and skills to complete an extensive, realistic, project case study. This course is designed to master the core principles of project management and gain the hands-on confidence to practice new skills in your organizations.
You will propose, plan and execute a full-scale project under typical organizational constraints. You will work together in teams with other participants and each team member will take a turn as project manager, defining objectives and performing tasks and producing deliverables critical to the project success. Follow your project through the life cycle, resolving issues of performance, scheduling and control as you address questions of leadership and management.
At the conclusion of the course, you will provide a closing presentation to the project sponsor that includes a thorough review of the results, lessons learned, and recommendations for improvements.
For more information:
PT. Avenew Indonesia
Tel: +62 21 3005 3639
HP: +62 812 9788 2500 (Bayu)
Email: info@avenew-indonesia.com
Web: avenew-indonesia.com
blog: http://avenew-indonesia.blogspot.com
How To Close-Out Your Project Successfully!Louis Henry
Here are 4 steps that you can use to close-out your projects.
If you're a entrepreneur or salesperson then you should set up a closing system for yourself; it will only give you room to improve your results...
Continuous Improvement is Broken - Scrum Gathering AtlantaYuval Yeret
Continuous Improvement is not working as advertised. Why do we care?
Why is it happening?
What can we do about it?
Converted from Prezi presented at Scrum Gathering Atlanta 2012 - prezi.com/1voub1uqpxi_/continuous-improvement-is-broken-scrum-gathering-atlanta/
Objectives & Benefits
P, Q, C, D, S, M (Productivity, Quality, Cost, Delivery, Safety & Morale)
Work environment becomes cleaner, more productive, more efficient, organized and safer. Improvements are visible to everyone, including your customers and partners.
Reduce time of looking for something
If it is necessary to look for materials or tools after starting work, there could be a big loss of time.
Reduce Cost
If the workplace is clean and well organized, work efficiency could be raised and quantity of defective services could be decreased. Accordingly, service cost will be reduced.
Shorten the delivery time
If the shop floor is dirty and in disorder, shortage of raw materials will lead to delay of delivery.
Secure safe working condition
Raw materials or products that are not put properly, water or oil split on the floor may cause occupational accidents.
Employer’s morale
Raise employer’s morale, consequently raise productivity.
Ms. Ngwe Nyunt Shin @ Shin Lay
+Director of IMCM: Institute of Management Consultants Myanmar
+MPC: Myanmar Productivity Center Consultant, UMFCCI
+B.C.Sc(Q), Dip.CA, MBA in International Business Administration
(candidate, 2nd semester, IICSE University, USA), Certified Kaizen Consultant (UMFCCI & Japan Productivity Center)
Continuous improvement from the trenches - Elabor8 Lunch and Learn Meetup - ...Ryan McKergow
Improving as an organisation is hard. What’s even harder is continuously improving an organisation. Continuous improvement is key to any Agile transformation, because in order to improve our processes we must constantly challenge the ingrained practices and rigid ways of working. But how do we do this?
In this talk will discuss how we have employed continuous improvement practices such as Retrospectives, Lean Coffee, Lunch and Learns, Team 1:1s, and Guilds, in order to fast-track Agile transformations. By implementing these practices you too can go beyond mere Agile adoption.
Why Content Projects Fail - Deane Barker - Presentation at eZ Conference 2017eZ Systems
Deane Barker, Chief Strategy Officer at Blend Interactive spoke at eZ Conference 2017 on Why Content Projects Fail. Deane discussed 5 reasons for why content projects fail, and what we can do to prevent it. From the case study syndrome to development myopia and more, Deane highlights the areas of failure for content projects. And then goes over practical ways to overcome these failure to achieve success.
Today, the traditional PMO does a great job of reporting and metrics, however, what needs to improve is their ability to truly remove roadblocks and barriers. The PMO needs to improve project execution and the establishment of resilient project teams!
You will not become agile by implementing scrumJurriaan Kamer
Many companies have implemented Scrum and are "doing agile." However, many companies struggle to achieve the expected benefits. They will never become truly agile. Why?
Companies only doing Scrum are ill-equipped to overcome organizational impediments like anti-agile company culture, top-down leadership behavior, counter-productive organization structure, and approval processes. These challenges are addressed by doing a deep dive into the DNA differences between traditional companies and Silicon Valley-style digital organizations.
Presentation by Jurriaan Kamer. Read more at www.agilecio.net or follow us on Twitter at @agile_cio.
Recruitment trainer Nicky Coffin talks though 6 steps to high billing success. Includes staying focused on key tasks, quarterly achievements and pro actively making long term gains in your business
Leadership Best Practices for Recession RecoveryLeilaBT
January 2010 webinar for SHRM
While better times for your organization and team may not yet be the reality, several signs point to an improved 2010.
To prepare for a healthier economy, managers will have to dust off some old management practices while embracing some new ones. Rushing to hire and curtailing 1:1 time and group discussions are two "don\'t you dare" practices. Emphasizing innovation for everyone\'s sake is a "must do."
Presentation made during the 2017 Gatineau-Ottawa Agile Tour by Nicolas Mercier and Frédéric Paquet.
Portfolio management is a key aspect of organizational performance. The ability to visualize upcoming projects, projects in progress, the process of value creation, the dependencies, the ability to share a common vision and to throttle the work in progress based on organizational capacity are all contributing elements to the effectiveness of an organization.
Unfortunately, the shared vision of a portfolio is too often buried in a tool shared with too few people and does not help the organization build a global and cohesive plan of action.
But when we think about it... Value chain, limiting work in progress, transparency, flow... have you ever thought about using Kanban for portfolio management? Seems like a great idea!
Create alignment around what delivers value to your end-users, use cadence to move forward, help shape a new organizational culture, support innovation, continuous improvement, and leadership and unite people around a shared mission, that is what Kanban at the strategic level can bring.
This is a power point file with embedded spreadsheets that anyone can use to assess the impact of Covid-19 on their business now. It is the second of five modules.
The people who will succeed today are those who figure out how to benefit from, or take advantage of, continuous disarray, disorder and disruption. In this webinar, Bill Jensen will identify the habits most necessary for success in today’s world full of disruption. Attendees will learn from disruptive heroes about how they have become masters of disruption simply because they refuse to accept the status quo.
Attendees of this webinar will learn:
Five habits most necessary for success in a disruptive world.
The how-tos and why-musts of disruption.
Key lessons from disruptive heroes about how they are changing the game.
The Tragedy of Bias in Technical Hiring in Five Acts (Grace Hopper 2014)Kelsey Anderson Foley
Why do some companies succeed in hiring women engineers while others struggle with even attracting qualified female candidates? This talk will follow fictitious hiring manager Monty Gue from startup Roam.io and savvy engineer Julie Ette through the recruiting and interviewing process while exposing subtle biases in hiring practices that drive technical women elsewhere. Using recent behavioral psychology research on judgment and bias, it will provide insight for better approaches.
Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage – including how to leverage the potential of digital technologies. These efforts go by various names – Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies don’t deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.
Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context you’re in.
Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact.
LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...Lean Kanban Central Europe
The goal of this presentation is to show how a Financial Technology Company in Brazil sustainable evolve from 20 teams running around 50 initiatives to 140 teams with more then 400 initiatives in 4 years, becoming NYSE's Biggest IPO Since Snap in 2018, following what we call an Agile Journey supported by Kanban. Some of the practices we use in our organization that will be presented here: Fit for Purpose clients segmentation, OKRs to provide alignment between strategic, tactical and operational levels, Lean Canvas and A3 for design, implementation and delivery process follow up and, finally, a Portfolio Kanban that started in a Power Point, with metrics done manually in Excel, based in the Spotify Product Development process and today is evolving based on Flight Levels, supported by tools as Swiftkanban and PowerBI and in the autonomy of people involved in this process, as Management and Product Owners.
LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...Lean Kanban Central Europe
At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn’ t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features’ presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.
LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...Lean Kanban Central Europe
Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.
Das zweite Veränderungsprinzip von Kanban ('Vereinbare evolutionäre Prozessverbesserungen') mag den Eindruck erwecken, dass ein Mandat für eine Kanban-Initiative - sobald einmal vereinbart - verlässlich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen können unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verständnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt mögliche Konsequenzen und betont die Notwendigkeit einer ständigen und gleichzeitig ethisch begründeten Suche nach einem immer wieder neuen Mandat für Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei mögliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis.
LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhea...Lean Kanban Central Europe
What if I told you that heavy metal and Agile have a lot in common? What if a musician could walk into a room full of Agile coaches and nobody could tell them apart? What if there are universal principles that can be applied irrespective of what you do? What if frameworks don’t actually work? Join the metalhead CEO and learn interesting things about music, Agile and life in general.
LKCE19 - Mathias Schroeder - Strategische Ausrichtung mal anders (aka Wardley...Lean Kanban Central Europe
Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einführung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung für Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben.
Some companies motivate people with perks, ultimately draining motivation. Here’s a scientific explanation & some hands-on options for enabling true motivation.
This type is called autonomous motivation(AM).It’ s the inner engine that enables employees to produce exceptional results, act as intrapreneurs & handle stiff challenges with grace.Research shows, AM shouldn’ t be confused with intrinsic motivation or fun. < /br> High AM results in a reduced operational risk, as it lowers the probability of work - related accidents & decreases the error rate.An increased AM will lead to healthier employees & improve outcome quality.Yet, the most important effect: it enables people to think & work productively in complex contexts. < /br> I’ ll speak about the psychology of motivation & its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they’ re mishandled, though, highly motivated teams can turn into passive groups of people who don’ t mind producing waste.
The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. David’s talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.
LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...Lean Kanban Central Europe
In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to:
* reduce the number of critical incidents by 50 % every year
* reduce the cost for centralised quality assurance by 60 %
* reduce the amount of central leadership positions to 5 %
'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland.
This is an experience report of our continuous transformation.
Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zusätzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu können war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!
Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.
LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...Lean Kanban Central Europe
Um die eigenen Leadership-Fähigkeiten auszubauen und selbst Führung für sich und andere zu übernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstführung zu betrachten. Dieser Vortrag vermittelt Möglichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration für wirksame (Selbst-)Führung nutzen lassen.
LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...Lean Kanban Central Europe
Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, Gästebetreuung, Officemanagement und die zuständige „Kannst-du-mal-kurz-Zentrale“ - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplinär. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, über die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind.
The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.
LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...Lean Kanban Central Europe
Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong?
The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks.
This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...Lean Kanban Central Europe
Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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
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
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. Intro
• Katherine Kirk
– Over 10 years contracting and freelancing in a variety of
roles within the IT and Media industries
– Coach, PM, Delivery Improvement Specialist, DBA, Web
Admin etc etc
– Specialise working with really "troubled" projects, where
simplistic solutions don't quite cut it
– MSc in Software Engineering at University of Oxford, and
holds a first class BSc (Hons) Multimedia Computing
3. Why Hell on Earth?
The Fundamental Issue
“Continuous Improvement is based on
two dangerous inbuilt assumptions which
automatically predisposition it to failure”
4. Agenda
• NEW Industry demands: Continuous Improvement is
not enough
• People dislike Continuous Improvement Programs
– 2 common failures
– Why they occur, using Eastern Philosophy
• A different perspective
• Suggest a technique for tomorrow
6. ... Sigh ...
• Late 90’s/early 2000’s management style is no
longer the answer
– 1 big release
– 1 big star per company to run the show
– 1 single innovation department
– A couple main territories worldwide
7. Its MUCH tougher out there!
Ever changing industry:
Innovation is the norm
17. The era we live in now
… its about consistent innovative thinking:
“Globalisation + technology = complexity”
– Need for speed
– We require innovative solutions:
• to release, to adapt for a variety of territories, adjust to
legislation, interfacing / extending legacy systems, service
multiple devices and multiple versions (e.g. mobile, IPTV
etc)….
18. Our response?
• Just ALWAYS keep improving
– We think Continuous Improvement is the answer
• Improvement =
• Work out what is wrong
• Change it to what’s right
• Build on what’s right with other right things
• Continuous =
– Do this over and over, indefinitely
21. An interesting pattern
• Ask a software engineer
• Ask an environmental scientist
• Ask an archaeologist
22. Whaaa??
• Engineers are discovery junkies
– Teen years in dark rooms ‘improving’!
STORY: “1 apathetic team
= 7 out of 10 out-of-hour ‘tech gurus’”
23. Summary
• So Continuous Improvement
– isn’t cutting it in the industry ?
– somehow it’s messing up morale?
• But
– We love to improve
– We GENUINELY want to get better and better
– Industry DEMANDS it
26. Two common failures
• Distilled, exaggerated ‘parables’
– Story 1: The Continuous Improvement Manager
– Story 2: The Continuously Improving Application
27. We need Continuous Improvement!
•
•
•
•
•
People are gaming management
Quality is dropping
Can’t deliver what we promised
No predictability / consistency
Apathy (increase in sick days/everyone wants to work from
home)
• Product is degrading (legacy code hell)
28. Story 1:
Continuous Improvement Management
• Philosophy:
– Continuous Improvement framework
• Give you 50% less (e.g. Time)
• Expect 100% more (e.g. Output)
• Driver
– Faster, better
– Get predictable improvement
– Get promotion!
29. Example
Phase
Will take
Output
Team
Manager
Phase 1
4 weeks
10 items
...
Anger
Request
2 weeks?
20 items?
Permissive
Frustration
Phase 2 - achieved
2 weeks
20 items
Excitement
Pleased
Request
1 week?
40 items?
Trepidation
Determined
Phase 3 – achieved
1 week
40 items
Surprise &
Exhausted
Confidence
& drive
Anger/Frustration
Convinced
Request
2.5 days? 80 items?
This is CRAP
PROVEN
Yes it works!!!!
(sack those who don’t believe it)
30. The GREAT divide
• Management confirms
– I’ve seen a pattern
• The team can ALWAYS do more than they say
• There WAS something wrong with their attitude
• Ignore the protestations of impossibility
• Team confirms
– I’ve seen a pattern
•
•
•
•
Manager is disengaged from our situation
To make this work we now need to game the system
Trying to make it better never works
Best to get left alone just to do our job
31. Ouch?
• They will revert to original behaviour
– People are gaming management
– Quality is dropping
– Can’t deliver what we promised
– No predictability / consistency
– Apathy (increase in sick days/everyone wants to
work from home)
– Product is degrading (legacy code hell)
33. Story 2:
Continuously Improving Application
• Philosophy:
– Make something MUCH better
– Respond really really quickly
– Adapt to what is asked
• Driver
– Make people happy
– Get it out now
– Get promotion!
36. What’s happening here?
“The influence of idiots”
Press release driven development (PRDD)?
Who judges something to be an improvement?
Who is judging the judge?
38. Time for....
The Fundamental Issue
“Continuous Improvement is based on
two dangerous inbuilt assumptions which
automatically predisposition it to failure”
39. Dangerous Inbuilt Assumptions
Continuous
Improvement
• Assumption 1:
• Assumption 2:
“Infinite improvement
is possible”
• Allows unrealistic
expectation
“Something is wrong
and must be fixed”
• Begins with negative
judgement
42. Get a different perspective
Modeling (e.g. architecture) in different ways
=
Freedom to choose strategy and reaction
43. Applying eastern philosophy
• This is not a recent technique
– Steve Jobs
– Management & Mindfulness Research
• Mindfulness
– Mahasi Vipassana – a very ‘practical’ strain of
Buddhism
• AIM 1: Reduce Suffering
• AIM 2: Continually Improve indefinitely till enlightenment
44. Recap: Exploiting the weakness
A request has come in:
the app MUST be
modified
Judgement
Expectation
Assumption
• Something is
WRONG with
the app
• You must fix
it NOW. You
can make it
better over
and over,
forever
• John said so,
he is in
charge and
he’s very
loud
SUBJECTIVE instead of OBJECTIVE
45. WARNING: They’re poisons
Assumption
Expectation
Judgement
• You’re not necessarily
working with the REAL
data!!
• Breeds apathy
• Subject to ignorant
• Getting what you expect
influence
might not be what is
• Can be critical, and selfbest (e.g. not innovative
orientated
enough)
• Too much emotional
investment: expectation
can create morale
crashes when it isn’t
achieved
48. Expectation
• “Assumes, presumes, takes for granted. Its a manifestation of
arrogance. Expectation is bound to fail us one way or another for
it projects an ideal, a concrete goal on the future whose
parameters we don’t know. We simply don’t know what is going to
happen. So when our expectation fails to materialise we are
disappointed, depressed by it. A life that rests on expectation is
forever falling into ditches. Consider how many times we’ve been
disappointed in our lives. Such is the measure of expectation.
• Expectation is a dangerous poison. When we fail to get what we
expect, we are disappointed, humiliated, depressed”
Bhante Bodhidhamma
50. Aspiration
• “Does not expect, assume, presume. It does not have a success
time or finishing date. Aspiration does not presume fulfilment, does
not presume on others. It is simply a movement in the mind, a
desire for the wise, the beautiful and the virtuous. An inclination
towards a goal. And so aspiration gathers all the necessary
qualities and support to move in that direction.
• Aspiration is humble. Not the false humility of a prideful self. [Not]
a cover to prevent the humiliation of failure in others eyes. Genuine
humility is that groundedness that comes with seeing life not as
success and failure, but as trial and error. If things dont work out,
well, at least I know what is not for me. It clarifies future action”
Bhante Bodhidhamma
52. • Judging – to take a position that is critical, and selfrighteous.
• Judicious – there is a judging that is not judgmental;
judicious means to be wise and sensible. To be judicious
means to see the whole situation even from the other
person’s or institution’s point of view. To do that we must
drop our own little opinion and see it in a wider
perspective. These are the virtues we expect in a judge –
not to be hijacked by a crowd baying for blood or duped
by the clever arguments of lawyers.
Bhante Bodhidhamma
54. Example
• Assumption
– We can (when we can’t)
– We can’t (when we might)
• Investigation
– How interesting: What can we do?
– How interesting: What can’t we do?
55. Recap: Exploiting the weakness
A request has come in:
the app MUST be
modified
Judgement
Expectation
Assumption
• Something is
WRONG with
the app
• You must fix
it NOW. You
can make it
better over
and over,
forever
• John said so,
he is in
charge and
he’s very
loud
SUBJECTIVE instead of OBJECTIVE
56. A different view
A request has come in:
the app MUST be
modified
Investigate
• Explore what and why
this is occurring
Judicious
• Review its
importance and
effect to overall
context
Aspire
• Understand
urgency – do our
best – commit to
only what is
realistic
OBJECTIVE iteration instead of SUBJECTIVE steps
57. Armed with the new info...
... lets revisit our two stories....
58. Story 1:
Aspiration/Investigation/Judiciousness
Phase
Will take
Output
Team
Manager
Phase 1
4 weeks
10 items
...
Anger
Request
2 weeks?
20 items?
Permissive
Frustration
Phase 2 - achieved
2 weeks
20 items
Excitement
Pleased
Request
1 week?
40 items?
Sensible
Hopeful
Phase 3 – achieved
3 weeks
25 items
Pleased
Confident
Request
3 weeks
25 items?
Confident
Trusting
Sustainable pace?
= resilient innovation?
Aspire: 2 weeks,
20 items, no
legacy?
Try new things? We can predict!
We get better
Learning a lot!
59. • Less delusion = more solution = based on
reality
• Predictability? Reliability?
• Morale: Easier to stay in discovery state for
longer periods = foundation for innovation
– ‘not being good enough’ vs ‘learning a lot’
63. So, all is not lost!
• A change in perspective can help
– Increase long term sustainable pace
– increase resilience to adapt to different rapidly
changing scenarios
– could lead to better predictability and more
reliability
65. Review
Point 1 -
New Industry demands: aggressive competition, relentless
innovation
Point 2 -
Pattern 1: People dislike Continuous Improvement
Programs
Point 3 -
Pattern 2: Common Continuous Improvement Program
failures - Unrealistic management & Legacy code
Point 4 -
Continuous Improvement Programs fail because of
unrealistic expectation, inbuilt subjectivity and false
assumptions
Point 5 -
Different techniques can help
69. During the meeting...
• Watch the mood of the room
– Morale: up or down?
• Too many ‘single opinions’? Time to collaborate...
• Too many demands? Time to break down ‘what we can
do’ versus ‘what we aspire to do’....
• Too many assumptions? Time to investigate reality...
• Use the model as a collaborative scale
– E.g. Where are we: expectation / aspiration
• Look at how you deal with others
70. Example: Conversations
Expectation
“By this date or else”
Aspiration
“Let’s aim for this … but commit to
that”
Judgment
“You’re not productive enough”
“This is useless/wrong”
Judiciousness
“What’s the bigger picture: what’s
the workload? What may be blocking
progress?”
Assumption
“We can’t / we can do this”
Investigation
“Why do we think we can’t/can?”
72. The era we live in now
… its about consistent innovative thinking:
“Globalisation + technology = complexity”
– The need for speed
– We require innovative solutions:
• to release, to adapt for a variety of territories, adjust to
legislation, interfacing / extending legacy systems, service
multiple devices and multiple versions (e.g. mobile, IPTV
etc)….
73. We gotta do it all, y’all!
Solve
tricky
problems
Be more
resilient
?
Invent
cool
things