The document provides an overview of a workshop on Business Value Engineering. It discusses:
1) Business Value Engineering as an approach to continuously improve how teams deliver value to customers by looking at processes end-to-end and incrementally improving.
2) Attribution to thinkers like Peter Drucker, Taiichi Ohno, and others who have influenced the approach.
3) The workshop agenda covers defining business value, developing business value models, identifying metrics, and examining elements and theories of business value engineering.
This document introduces business value engineering (BVE) as an approach to continuously improving how businesses deliver value to customers. It discusses how BVE comprises values, principles and practices to incrementally deliver more value from a team. The document calls for starting basic BVE practices, which can yield good results, and outlines some problems currently preventing accurate measurement of success in delivering customer value. It proposes making processes, assumptions and failures more visible to facilitate continuous learning and improvement through action.
Consulting toolkit defining the questionchrisdoran
This document discusses the importance of properly defining problems before attempting to solve them. It notes that spending more time understanding and framing the key question is important for developing effective solutions. Several tips and tools are provided for iterating and refining problem questions, such as considering different levels of scope and perspective. Defining the key problem to address, desired outcomes, and criteria for evaluating solutions is presented as a crucial first step.
The document discusses creating customer success through business development tactics and skills. It addresses establishing personal commitments to customers, balancing emotional and critical thinking skills, maintaining the right beliefs when interacting with customers like putting the customer's needs first and checking one's ego, and prioritizing relationships and time with customers. The goal is to understand customers, solve their problems, and ensure initiatives are aligned with business objectives.
Kaz Hirai reveals Sony's 'One Sony' turnaround strategy, which will cut 10,000 jobs. The plan focuses on digital imaging, gaming, and mobile, which aim to make up 70% of Sony's total sales by 2014. Sony will also streamline its HDTV business to return it to profitability by 2014.
Expanding Business Engagement webmeeting printout Kristin Wolff
These are the slides used by Social Policy Research in a technical assistance webmeeting with the Expanding Business Engagement initiative October 3, 2012.
A Brave New World - Where Conference KeynoteCharlene Li
Keynote at Where Conference, April 3, 2012 by Charlene Li.
Description: Our personal devices provide endless streams of data set in context of who we are, where we are, who we know, and what we do. But what can we realistically expect the future to look like, and how soon will it be before it gets here? The key is to understand what new opportunities are unleashed through the combination of these different contextual data – and overlay what is probably given business model, social, technology, and political constraints. We’ll also look at what this brave new world means in terms of actions you must take today.
This document introduces business value engineering (BVE) as an approach to continuously improving how businesses deliver value to customers. It discusses how BVE comprises values, principles and practices to incrementally deliver more value from a team. The document calls for starting basic BVE practices, which can yield good results, and outlines some problems currently preventing accurate measurement of success in delivering customer value. It proposes making processes, assumptions and failures more visible to facilitate continuous learning and improvement through action.
Consulting toolkit defining the questionchrisdoran
This document discusses the importance of properly defining problems before attempting to solve them. It notes that spending more time understanding and framing the key question is important for developing effective solutions. Several tips and tools are provided for iterating and refining problem questions, such as considering different levels of scope and perspective. Defining the key problem to address, desired outcomes, and criteria for evaluating solutions is presented as a crucial first step.
The document discusses creating customer success through business development tactics and skills. It addresses establishing personal commitments to customers, balancing emotional and critical thinking skills, maintaining the right beliefs when interacting with customers like putting the customer's needs first and checking one's ego, and prioritizing relationships and time with customers. The goal is to understand customers, solve their problems, and ensure initiatives are aligned with business objectives.
Kaz Hirai reveals Sony's 'One Sony' turnaround strategy, which will cut 10,000 jobs. The plan focuses on digital imaging, gaming, and mobile, which aim to make up 70% of Sony's total sales by 2014. Sony will also streamline its HDTV business to return it to profitability by 2014.
Expanding Business Engagement webmeeting printout Kristin Wolff
These are the slides used by Social Policy Research in a technical assistance webmeeting with the Expanding Business Engagement initiative October 3, 2012.
A Brave New World - Where Conference KeynoteCharlene Li
Keynote at Where Conference, April 3, 2012 by Charlene Li.
Description: Our personal devices provide endless streams of data set in context of who we are, where we are, who we know, and what we do. But what can we realistically expect the future to look like, and how soon will it be before it gets here? The key is to understand what new opportunities are unleashed through the combination of these different contextual data – and overlay what is probably given business model, social, technology, and political constraints. We’ll also look at what this brave new world means in terms of actions you must take today.
The document discusses key aspects of leading user experience (UX) teams and enacting cultural change. It addresses behaviors and styles required of UX leaders, models for assessing leadership qualities and situational factors. The document also covers techniques for facilitating organizational change, including developing a vision, building coalitions, addressing resistance, and focusing on short-term wins. Leaders are advised to understand different personality types and leverage their own strengths while compensating for weaknesses.
Making Personas Work (Without Breaking the Bank) - UX London 2011Kim Goodwin
Maybe you’ve thought about using personas, but been concerned about adopting an expensive tool. Perhaps you or some of your colleagues have tried using personas and been disappointed in the results. Personas seem like a simple concept, yet it’s all too easy to turn them into black holes that slurp up time and resources without giving you much that’s useful in return. Kim shares a number of brief case studies to illustrate how to get the most form these powerful tools.
This document discusses the importance of usability in contact centers and incorporating measurement into the design process. It outlines how to benchmark current performance, observe system use, conduct expert evaluations, make UI changes, model performance, approve designs, and measure performance repeatedly. Measuring performance before and after UI changes allows organizations to understand the initial performance decrement, lag time to restore performance, and long-term benefits of improved usability. Incorporating measurement at each stage of the design process helps optimize contact center UIs and user experience.
Agile Tour Montréal 2010 - The Lean within Scrum par Joe Little Agile Montréal
The document discusses connections between Lean principles and practices from Toyota Production System and aspects of the Scrum framework. It covers key Lean terms like kaizen, kanban, mura, muri, muda and their similarities to concepts in Scrum like continuous improvement through retrospectives, the product backlog and impediment list, and maximizing work in progress. The document emphasizes respecting people, continuous learning, challenging assumptions, and optimizing flow and cycle times as foundational principles of both Lean and Scrum. It provides examples of how practices like visual management, standard work, stop the line culture, and gemba walks translate to elements in Scrum like the product backlog, daily standups and retrospectives.
The document discusses process mapping, which involves creating a visual map of the key activities, decisions, and information flows within a business process. Process mapping helps identify opportunities for process improvement. Standard symbols are used to represent different process elements. Process maps can vary in level of detail and perspective. Mapping the customer experience holistically can provide valuable insights, as can quantifying different aspects of a mapped process.
This document provides an overview of techniques for increasing business value delivery using Scrum. It discusses Priority Poker and benefit-cost analysis for prioritizing user stories based on business value. It also covers Business Value Engineering, a framework for continuously improving how business value is delivered through techniques like value stream mapping. Additionally, it outlines applying the Pareto Principle at each level to focus on the "vital few" highest value items through practices like smaller stories and learning to decline lower priority work. The goal is to motivate teams to optimize delivery of business value to customers.
The document discusses creating a workplan for consulting projects with the following key steps:
1. Structure the problem-solving process by creating an issue tree to identify sub-issues.
2. For each sub-issue, generate hypotheses and determine what analyses and data sources are needed to evaluate the hypotheses.
3. Assign responsibilities and deadlines to team members and maintain the workplan as a living document throughout the project.
The document provides definitions and context around business value engineering. It discusses business value engineering as a learning and incremental improvement approach focused on delivering more value to customers. The document then summarizes different approaches to business value engineering, comparing the more traditional Procter & Gamble approach of extensive customer research and marketing to the experimental approach used by Google of quickly prototyping and testing ideas.
1. Business value engineering (BVE) aims to continuously deliver more business value to customers through incremental improvements. It takes a learning approach focused on understanding customer needs.
2. Agile specifications provide just enough documentation for developers to implement user stories, typically being developed for one or a few user stories at a time. The content is determined by the team and improves over time based on feedback.
3. BVE and agile specifications work together when product owners work with stakeholders to develop specifications in sprints before stories, ensuring developers understand needs while avoiding unnecessary documentation. Continuous feedback improves the process.
This document provides guidance on ways to improve business value delivery using Scrum. It discusses holding a priority poker planning session to assign business value points and calculate the return on investment for each user story. Having clear goals, enabling specifications, definition of ready criteria, and business value engineering processes are recommended. Applying the Pareto principle by focusing on the highest value stories first through minimum marketable feature sets and faster releases is advised. Conducting agile release planning and continuously refactoring the release plan is also suggested to improve learning and business value delivery.
This document provides an overview of Joe Little's presentation on delivering more business value through agile practices. The presentation discusses:
1. Using priority poker and benefit-cost analysis to assign business value points to user stories and order the product backlog based on the return on investment of each story.
2. The concept of "business value engineering" as a framework to continuously improve how business value is delivered through practices like value stream mapping and the scientific method.
3. Three initial ideas to try - priority poker with benefit-cost analysis, business value engineering, and applying the Pareto principle to focus on the highest value work.
The document provides an overview of business value engineering (BVE) concepts and frameworks. It defines BVE as an approach to continuously improving delivery of business value to customers through incremental changes. The document then outlines several key elements of a BVE framework, including: defining business value for a given project, mapping current processes, identifying underlying assumptions, developing a business value model, and testing improvements through a plan-do-check-act cycle. The goal of BVE is to better link product development to realized business value for key stakeholders.
The document discusses what a UX strategy is and how to develop one. It explains that a UX strategy defines the big picture vision for a product by focusing on solving the users' problems rather than just designing individual screens. The levels of UX design are outlined from strategic goals down to individual interface objects. Examples of successful strategies like ProFlowers and Websense are provided that were built around understanding the users' needs rather than the company's existing solutions. The key aspects of developing a strategy are identifying the user's problem, desired outcome, knowledge, and knowledge gaps.
The document discusses creating vision and the importance of vision. It explains that to create a compelling vision, an organization needs to define its purpose and values. The purpose answers the question of why the organization exists and what business it is really in. Values provide guidelines for choices and actions and need to be clearly described. The document also introduces a framework called the "Six Value Medals" to help identify and assess an organization's values. The medals represent different types of values like human values, organizational values, quality values, and perceptual values.
Marketing Roundtable - March 12th, 2013AnnArborSPARK
Learn customer identification and positioning strategies from real world case studies. Whether you’re a startup looking for angel money, or a mature company trying to grow, you will find value in the concepts and stories discussed during the hour-long presentation. Find out how to use customer personas to make better marketing decisions that deliver bottom-line results. Leave with a clearer understanding of who your customer is, who your customer isn’t.
Ad Monetization Products with SoundCloud's Product ManagerProduct School
JoriBell, Product Manager at SoundCloud, talked about her experiences bringing monetization products to SoundCloud and how to introduce seemingly "questionable" product features to a larger organization. In her talk she focused on soft skills related to stakeholder management and communications as well as hard skills to highlight processes and tools that aid in gaining support from a broader, international company like SoundCloud.
The document discusses connections between Lean principles and practices from Toyota Production System and aspects of the Scrum framework. It covers key Lean terms like kaizen, kanban, mura, muri, muda and their similarities to concepts in Scrum like continuous improvement through retrospectives, the product backlog and impediment list, and maximizing work in progress. The document emphasizes respecting people, continuous learning, challenging assumptions, and optimizing flow and cycle times as foundational attitudes in both Lean and Scrum.
For 25 years, Ricardo Semler has been putting into practice what increasing numbers of modern management gurus are now preaching. He heads a democratic company, Semco, where employees set their hours, determine their salaries and choose their bosses. In this session we will talk about the main management changes that Semco introduced, which are very aligned with the agile mindset. We’ll also hear from managers of five companies on their real and concrete experience in putting some of these concepts in practice.
Invited speakers for this session: Rui Pedro Alves (Partner at Rupeal), Jurgen Appelo (Book author “Management 3.0”), João Pedro Martins (CTO at Create.IT), Alexandre Magno (Principal at AdaptWorks) and Miguel Muñoz Duarte (Partner at Imatch)
Presented at Scrum Gathering Portugal 2011
http://www.scrumalliance.org/events/269-portugal
The document is a presentation by David Tighe and Brooke Bovo of Bovo-Tighe, LLC about improving employee productivity through engagement techniques. They discuss how HR professionals can play a key role in raising productivity within 90 days by examining engagement tools, applying a case study, and establishing habits of communication, trust and truth. The case study highlights how these techniques helped biotech company Targacept strengthen collaboration and decision making to bring new drugs to market faster.
This document discusses motivational theory and design strategies to motivate positive behavior change. It covers key theories around intrinsic and extrinsic motivation, and the psychological needs of autonomy, mastery, belonging and fun. Design strategies are proposed to harness inertia, enable personalization and goal-setting, cultivate reflection and belonging, facilitate competition and scaffold success. The document concludes with an interactive exercise where attendees develop research plans for clients seeking behavior change in their target audiences.
The Creative Activist Toolkit is a series of PDF booklets designed to help today’s youth impact the world through creativity and social entrepreneurship. Produced by the Global Youth Fund and the Creative Visions Foundation, the toolkit chapters are offered free to download. Email us if you would like to contribute a chapter. This chapter helps young changemakers create an effective presentation to show funders and offers useful tips on how to "perfect their pitch."
The document discusses key aspects of leading user experience (UX) teams and enacting cultural change. It addresses behaviors and styles required of UX leaders, models for assessing leadership qualities and situational factors. The document also covers techniques for facilitating organizational change, including developing a vision, building coalitions, addressing resistance, and focusing on short-term wins. Leaders are advised to understand different personality types and leverage their own strengths while compensating for weaknesses.
Making Personas Work (Without Breaking the Bank) - UX London 2011Kim Goodwin
Maybe you’ve thought about using personas, but been concerned about adopting an expensive tool. Perhaps you or some of your colleagues have tried using personas and been disappointed in the results. Personas seem like a simple concept, yet it’s all too easy to turn them into black holes that slurp up time and resources without giving you much that’s useful in return. Kim shares a number of brief case studies to illustrate how to get the most form these powerful tools.
This document discusses the importance of usability in contact centers and incorporating measurement into the design process. It outlines how to benchmark current performance, observe system use, conduct expert evaluations, make UI changes, model performance, approve designs, and measure performance repeatedly. Measuring performance before and after UI changes allows organizations to understand the initial performance decrement, lag time to restore performance, and long-term benefits of improved usability. Incorporating measurement at each stage of the design process helps optimize contact center UIs and user experience.
Agile Tour Montréal 2010 - The Lean within Scrum par Joe Little Agile Montréal
The document discusses connections between Lean principles and practices from Toyota Production System and aspects of the Scrum framework. It covers key Lean terms like kaizen, kanban, mura, muri, muda and their similarities to concepts in Scrum like continuous improvement through retrospectives, the product backlog and impediment list, and maximizing work in progress. The document emphasizes respecting people, continuous learning, challenging assumptions, and optimizing flow and cycle times as foundational principles of both Lean and Scrum. It provides examples of how practices like visual management, standard work, stop the line culture, and gemba walks translate to elements in Scrum like the product backlog, daily standups and retrospectives.
The document discusses process mapping, which involves creating a visual map of the key activities, decisions, and information flows within a business process. Process mapping helps identify opportunities for process improvement. Standard symbols are used to represent different process elements. Process maps can vary in level of detail and perspective. Mapping the customer experience holistically can provide valuable insights, as can quantifying different aspects of a mapped process.
This document provides an overview of techniques for increasing business value delivery using Scrum. It discusses Priority Poker and benefit-cost analysis for prioritizing user stories based on business value. It also covers Business Value Engineering, a framework for continuously improving how business value is delivered through techniques like value stream mapping. Additionally, it outlines applying the Pareto Principle at each level to focus on the "vital few" highest value items through practices like smaller stories and learning to decline lower priority work. The goal is to motivate teams to optimize delivery of business value to customers.
The document discusses creating a workplan for consulting projects with the following key steps:
1. Structure the problem-solving process by creating an issue tree to identify sub-issues.
2. For each sub-issue, generate hypotheses and determine what analyses and data sources are needed to evaluate the hypotheses.
3. Assign responsibilities and deadlines to team members and maintain the workplan as a living document throughout the project.
The document provides definitions and context around business value engineering. It discusses business value engineering as a learning and incremental improvement approach focused on delivering more value to customers. The document then summarizes different approaches to business value engineering, comparing the more traditional Procter & Gamble approach of extensive customer research and marketing to the experimental approach used by Google of quickly prototyping and testing ideas.
1. Business value engineering (BVE) aims to continuously deliver more business value to customers through incremental improvements. It takes a learning approach focused on understanding customer needs.
2. Agile specifications provide just enough documentation for developers to implement user stories, typically being developed for one or a few user stories at a time. The content is determined by the team and improves over time based on feedback.
3. BVE and agile specifications work together when product owners work with stakeholders to develop specifications in sprints before stories, ensuring developers understand needs while avoiding unnecessary documentation. Continuous feedback improves the process.
This document provides guidance on ways to improve business value delivery using Scrum. It discusses holding a priority poker planning session to assign business value points and calculate the return on investment for each user story. Having clear goals, enabling specifications, definition of ready criteria, and business value engineering processes are recommended. Applying the Pareto principle by focusing on the highest value stories first through minimum marketable feature sets and faster releases is advised. Conducting agile release planning and continuously refactoring the release plan is also suggested to improve learning and business value delivery.
This document provides an overview of Joe Little's presentation on delivering more business value through agile practices. The presentation discusses:
1. Using priority poker and benefit-cost analysis to assign business value points to user stories and order the product backlog based on the return on investment of each story.
2. The concept of "business value engineering" as a framework to continuously improve how business value is delivered through practices like value stream mapping and the scientific method.
3. Three initial ideas to try - priority poker with benefit-cost analysis, business value engineering, and applying the Pareto principle to focus on the highest value work.
The document provides an overview of business value engineering (BVE) concepts and frameworks. It defines BVE as an approach to continuously improving delivery of business value to customers through incremental changes. The document then outlines several key elements of a BVE framework, including: defining business value for a given project, mapping current processes, identifying underlying assumptions, developing a business value model, and testing improvements through a plan-do-check-act cycle. The goal of BVE is to better link product development to realized business value for key stakeholders.
The document discusses what a UX strategy is and how to develop one. It explains that a UX strategy defines the big picture vision for a product by focusing on solving the users' problems rather than just designing individual screens. The levels of UX design are outlined from strategic goals down to individual interface objects. Examples of successful strategies like ProFlowers and Websense are provided that were built around understanding the users' needs rather than the company's existing solutions. The key aspects of developing a strategy are identifying the user's problem, desired outcome, knowledge, and knowledge gaps.
The document discusses creating vision and the importance of vision. It explains that to create a compelling vision, an organization needs to define its purpose and values. The purpose answers the question of why the organization exists and what business it is really in. Values provide guidelines for choices and actions and need to be clearly described. The document also introduces a framework called the "Six Value Medals" to help identify and assess an organization's values. The medals represent different types of values like human values, organizational values, quality values, and perceptual values.
Marketing Roundtable - March 12th, 2013AnnArborSPARK
Learn customer identification and positioning strategies from real world case studies. Whether you’re a startup looking for angel money, or a mature company trying to grow, you will find value in the concepts and stories discussed during the hour-long presentation. Find out how to use customer personas to make better marketing decisions that deliver bottom-line results. Leave with a clearer understanding of who your customer is, who your customer isn’t.
Ad Monetization Products with SoundCloud's Product ManagerProduct School
JoriBell, Product Manager at SoundCloud, talked about her experiences bringing monetization products to SoundCloud and how to introduce seemingly "questionable" product features to a larger organization. In her talk she focused on soft skills related to stakeholder management and communications as well as hard skills to highlight processes and tools that aid in gaining support from a broader, international company like SoundCloud.
The document discusses connections between Lean principles and practices from Toyota Production System and aspects of the Scrum framework. It covers key Lean terms like kaizen, kanban, mura, muri, muda and their similarities to concepts in Scrum like continuous improvement through retrospectives, the product backlog and impediment list, and maximizing work in progress. The document emphasizes respecting people, continuous learning, challenging assumptions, and optimizing flow and cycle times as foundational attitudes in both Lean and Scrum.
For 25 years, Ricardo Semler has been putting into practice what increasing numbers of modern management gurus are now preaching. He heads a democratic company, Semco, where employees set their hours, determine their salaries and choose their bosses. In this session we will talk about the main management changes that Semco introduced, which are very aligned with the agile mindset. We’ll also hear from managers of five companies on their real and concrete experience in putting some of these concepts in practice.
Invited speakers for this session: Rui Pedro Alves (Partner at Rupeal), Jurgen Appelo (Book author “Management 3.0”), João Pedro Martins (CTO at Create.IT), Alexandre Magno (Principal at AdaptWorks) and Miguel Muñoz Duarte (Partner at Imatch)
Presented at Scrum Gathering Portugal 2011
http://www.scrumalliance.org/events/269-portugal
The document is a presentation by David Tighe and Brooke Bovo of Bovo-Tighe, LLC about improving employee productivity through engagement techniques. They discuss how HR professionals can play a key role in raising productivity within 90 days by examining engagement tools, applying a case study, and establishing habits of communication, trust and truth. The case study highlights how these techniques helped biotech company Targacept strengthen collaboration and decision making to bring new drugs to market faster.
This document discusses motivational theory and design strategies to motivate positive behavior change. It covers key theories around intrinsic and extrinsic motivation, and the psychological needs of autonomy, mastery, belonging and fun. Design strategies are proposed to harness inertia, enable personalization and goal-setting, cultivate reflection and belonging, facilitate competition and scaffold success. The document concludes with an interactive exercise where attendees develop research plans for clients seeking behavior change in their target audiences.
The Creative Activist Toolkit is a series of PDF booklets designed to help today’s youth impact the world through creativity and social entrepreneurship. Produced by the Global Youth Fund and the Creative Visions Foundation, the toolkit chapters are offered free to download. Email us if you would like to contribute a chapter. This chapter helps young changemakers create an effective presentation to show funders and offers useful tips on how to "perfect their pitch."
What to expect from investing in startupsBenoit Wirz
This document provides guidance on evaluating startup investment opportunities by assessing three key questions: 1) What is the problem? 2) What is the proposed solution? 3) Why will the solution work? It emphasizes the importance of validating problems with customers, developing minimum viable products to test hypotheses, and expecting many solutions to fail through an iterative learning process. The key takeaways are that risk can be mitigated by focusing on problem and team fit early on, and that most teams should be able to develop minimum viable products without outside funding in order to demonstrate potential for success or opportunities for pivot.
IIBA Columbus 2015 Keynote by Luke HohmannLuke Hohmann
Here is a copy of the highly interactive keynote I gave at the IIBA Columbus meeting. The keynote was VERY light on slides and VERY HEAVY on collaborative gaming. We played a number of games to illustrate how amazing products and services are created through games like Cover Story, Product Box, Spider Web and Buy A Feature.
The document discusses the New Way of Working (NWoW), which aims to create sustainable performance and joy at work by putting the human resource at the center and creating an inspiring work environment. NWoW seeks to be good for both the organization through better performance, and for workers through improved wellbeing. It advocates creating an integrated human-centric work environment across virtual, physical, mental, and social dimensions to facilitate and motivate workers. Implementing NWoW may result in better organizational performance, happy stakeholders, and a better reputation for an organization. The document provides examples and offers guidance on how to start implementing NWoW.
Increasing the Perceived Value of Business Analysis Activities (Mar 2012, Lau...IIBA Rochester NY
Do you find yourself investing a lot of effort in requirements only to be asked “why is this taking so long”? Maybe you are hearing “let’s skip that and just get the requirements”? Do you feel there is a tension between producing quality deliverables and meeting employer demands? Do your stakeholders skip meetings, bypass reviews, and otherwise make it difficult to do quality work? Business analysis, at its core, is about creating alignment and clarity to drive positive change in our organizations. If you are having the troubles above, it may be that your definition of successful business analysis and your employer’s perception of value are out of sync. After this presentation, you’ll be better prepared to frame your business analyst activities in value terms your stakeholders understand – and will act on. We’ll help you compare your principles of success to those of your employer and stakeholders. We will provide practical ways you can increase your perceived value of common BA practices such as templates, meetings, and reviews.
Prepare for the session and leave comments here:
http://www.bridging-the-gap.com/iiba-rochester-how-to-increase-your-perceived-value-as-a-ba/
Attendees will learn:
• Models for evaluating how your organization and stakeholders perceive value and how to frame business analysis activities within that framework;
• Techniques for increasing the value generated from your business analyst activities and, just as importantly, the perception of value by your organization;
• Tactics for delivering on the core principles of business analysis when practices are challenged.
Meet the speaker: Laura Brandenburg is a business analyst consultant, author, and mentor. She has 9 years of experience across technology leadership, analysis, project management, and QA. She volunteers for IIBA as Career Center Product Manager and VP, Marketing of the Denver Chapter. She hosts Bridging the Gap, a blog about business analyst practices. She authored How to Start a Business Analyst Career and Professional Development for Business Analysts.
Visit her blog at http://www.bridging-the-gap.com.
Similar to Workshop BV Engineering SFA July 2010 (20)
The document summarizes an upcoming webinar on Agile Release Planning workshops led by Joe Little on October 19, 2020. The webinar will provide an introduction to Agile Release Planning, including details on how the workshops are structured, both online and in-person. Attendees will learn the key elements and approaches used in the workshops through discussion and working with real project examples.
Webinar: A Real Team + A Better Sprint Planning MeetingLeanAgileTraining
This document summarizes a webinar about developing real teams and improving sprint planning meetings. For real teams, the presenter recommends setting the goal of becoming a real team, defining what that means for the specific team, inspiring the team by caring about the mission, and having managers set up the team for success by addressing chemistry issues. For better sprint planning meetings, the presenter suggests using a ready-ready process beforehand to refine stories, involving business stakeholders, focusing on the sprint goal, and using a pull process to commit stories and tasks. The presenter took questions at the end of each section.
The document discusses how to convince managers to have a full-time ScrumMaster. It provides several arguments for doing so, including: explaining how a ScrumMaster can double a team's velocity in 6 months and increase value; comparing it to high-performing sports teams that have full-time coaches; and suggesting running an experiment to prove the value. It also addresses potential issues like ensuring the ScrumMaster and team are ready, developing additional ScrumMasters, and identifying the most impactful impediments to address.
The document discusses four ideas for agile transformation and invites discussion from attendees. It begins by emphasizing getting ideas and feedback from attendees. It then defines agile transformation as helping an organization change significantly to realize benefits of agility. Four specific ideas are presented: 1) Forming a management scrum team, 2) Creating an agile transformation scrum team, 3) Establishing an impediment removal scrum team, and 4) Improving engagement between business and technology sides. The document acknowledges that agile transformation has proven harder than initially expected and emphasizes the need to share experiences to continue making progress.
This document appears to be a slide deck for a presentation on changing culture and becoming more agile. Some of the key points discussed include:
- Changing culture is difficult but possible, through influencing behaviors and mindsets over time.
- Teams have significant potential to improve outcomes by 5-10x by becoming more agile and addressing impediments.
- Small, continuous improvements and learning are emphasized over big changes. The audience is encouraged to take action and focus on learning.
This document provides an agenda and overview for a webinar on the ScrumButt Test. The webinar introduces the ScrumButt Test, which was developed in 2006 to assess how well teams are following Scrum practices. Attendees will take the ScrumButt Test together and review the results. The test contains 8 questions that score teams on their use of iterations, testing practices, specifications, product ownership, backlogs, estimating, burn down charts, and team disruption. The webinar aims to help teams understand their strengths and weaknesses to improve how they implement Scrum. Higher scores on the test are associated with better business results.
People say they are doing Scrum, but in fact "We are doing Scrum, but...." And the Butts are not pretty. That is, when they move away from Scrum, almost always it is less effective. Here is the ScrumButt Test, to help.
This document discusses challenges that can arise when implementing agile practices like Scrum in large organizations after one year. It provides suggestions for improving the situation, including focusing on real teams with dedicated missions, establishing the basics of Scrum, improving change management, keeping processes simple, and using metrics to demonstrate the benefits of agile.
1. The document proposes inviting all employees in a company or department to self-organize around improving agile practices through iterative open space events held every 2-4 months.
2. It suggests the root causes of issues with agile adoption include company culture, lack of middle manager buy-in, and lack of employee engagement, and that self-organization could help address these.
3. Concerns raised include whether employees have sufficient agile knowledge and whether senior leaders will truly support the approach, though incremental changes are hoped to gain support and remove impediments over time.
This document discusses various approaches to scaling agile frameworks like Scrum. It introduces concepts like Scrum of Scrums and patterns from sources like ScrumPLOP.org. Frameworks like LeSS (Large Scale Scrum) and SAFe (Scaled Agile Framework) are described as well as the idea that scaling needs an incremental, iterative approach using patterns and minimizing unnecessary complexity and resistance to change. The key messages are that scaling is difficult but important, every situation is unique, and patterns applied incrementally are the best approach.
This document discusses various approaches to scaling agile frameworks. It describes patterns from sources like ScrumPLOP and LeSS that can be used when scaling agile practices to larger organizations or teams. These patterns include ideas like chief product owners, optimization teams, and swarming. The document emphasizes that scaling is difficult and each situation requires a flexible approach using iterative implementation of appropriate patterns.
This is an ongoing reference deck for me for doing change with Scrum. Mostly cultural change. This is a revised version after my talk at TriAgile in Raleigh May 2, 2014.
1. The document provides an overview of culture change and agile methods.
2. It discusses how culture change is difficult but possible, and emphasizes influencing change through actions rather than just words.
3. The document shares perspectives on culture change from various experts and recommends focusing on changing individual behaviors incrementally.
- Agile is a more successful approach to product development that focuses on adaptability, iterative delivery, and customer satisfaction. Scrum is the most commonly used Agile framework.
- The key goals of Agile and Scrum are to deliver more quickly and frequently while improving quality, visibility, accountability and learning. This is achieved through self-organizing cross-functional teams, minimizing work-in-process, and rapidly addressing impediments.
- Adopting Agile requires a mindset shift and executive support for teams to learn through failures and receive subtle guidance rather than rigid control from management.
1. The document provides an overview of changing organizational culture and discusses various approaches and challenges.
2. It recommends starting small by focusing on individuals and utilizing frameworks to introduce incremental changes while keeping a long term vision.
3. References are made to various thought leaders and their works on topics like change management, leadership, and organizational behavior to provide guidance on influencing culture change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
The presentation features illustrative examples from various industries to show MECE in action, providing practical insights and inspiration. It includes engaging group activities designed for the practice of the MECE principle, fostering collaborative learning and application. Key takeaways and success factors for mastering the MECE principle and applying it in your professional work are also covered.
The MECE Principle presentation is meticulously designed to provide you with all the tools and knowledge you need to master the MECE principle. Whether you're a business analyst, manager, or strategist, this presentation will empower you to deliver insightful and actionable analysis, drive better decision-making, and achieve outstanding results.
LEARNING OBJECTIVES:
1. Understand the MECE Principle
2. Improve Analytical Skills
3. Apply MECE Framework
4. Enhance Decision-Making
5. Optimize Resource Allocation
6. Facilitate Strategic Planning
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