Metrics - You are what you measure (DevOps Perth)Rob Crowley
DevOps is no longer just the concern of cutting edge start-ups in Silicon Valley and is gaining wide scale adoption within established industries. This session focuses on the Metrics pillar of DevOps and explores how we can leverage metrics to drive the software delivery process based on data rather than gut feel and opinions.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
Let It Flow: Using Flow Metrics to Combat Cognitive OverloadTasktop
Do conflicting priorities and interruptions disrupt your week? Is your calendar crammed with back-to-back meetings? If you are already overloaded and continue to take on more work, it’s likely you’re stressed. Stress impacts cognitive functioning - making it onerous to focus on and complete important work. While cognitive overload is difficult to measure, the impact is huge.
How can the impacts of stress be measured--and communicated? In this on-demand webinar, Tasktop Principal Flow Advisor, Dominica DeGrandis, presents actionable takeaways to address cognitive overload including:
- How to enable discussion for improvements using Flow Distribution and Flow Load
- How to allocate capacity for debt work by initiating “Flow Protection Time”
- How to put conditions in place for data-driven experimentation
Doing Analytics Right - Selecting AnalyticsTasktop
This webinar lays out the principles and key concerns for selecting analytics.
It covers:
* The proper purpose of analytics,
* enabling feedback loops to attain your goals such as efficiency and predictability, and
* how to avoid doing more harm than good.
In particular, we will cover: the dimensions of analytics, the key driving principles, analytics maturity, adapting the analytics to your mix of development efforts, and integrating analytics across the levels of the organization.
Kepner-Tregoe, Adding Enterprise-Wide Value to you OrganizationKepner-Tregoe
Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.
Metrics - You are what you measure (DevOps Perth)Rob Crowley
DevOps is no longer just the concern of cutting edge start-ups in Silicon Valley and is gaining wide scale adoption within established industries. This session focuses on the Metrics pillar of DevOps and explores how we can leverage metrics to drive the software delivery process based on data rather than gut feel and opinions.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
Let It Flow: Using Flow Metrics to Combat Cognitive OverloadTasktop
Do conflicting priorities and interruptions disrupt your week? Is your calendar crammed with back-to-back meetings? If you are already overloaded and continue to take on more work, it’s likely you’re stressed. Stress impacts cognitive functioning - making it onerous to focus on and complete important work. While cognitive overload is difficult to measure, the impact is huge.
How can the impacts of stress be measured--and communicated? In this on-demand webinar, Tasktop Principal Flow Advisor, Dominica DeGrandis, presents actionable takeaways to address cognitive overload including:
- How to enable discussion for improvements using Flow Distribution and Flow Load
- How to allocate capacity for debt work by initiating “Flow Protection Time”
- How to put conditions in place for data-driven experimentation
Doing Analytics Right - Selecting AnalyticsTasktop
This webinar lays out the principles and key concerns for selecting analytics.
It covers:
* The proper purpose of analytics,
* enabling feedback loops to attain your goals such as efficiency and predictability, and
* how to avoid doing more harm than good.
In particular, we will cover: the dimensions of analytics, the key driving principles, analytics maturity, adapting the analytics to your mix of development efforts, and integrating analytics across the levels of the organization.
Kepner-Tregoe, Adding Enterprise-Wide Value to you OrganizationKepner-Tregoe
Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
Flow Metrics: What They Are & Why You Need ThemTasktop
When it comes to assessing an IT transformation (such as Agile and DevOps), performance metrics have come under intense scrutiny. Traditional performance metrics, such as counting the number of lines of code and the number of software bugs should be used with caution, because there are bugs that are not worth fixing and code that is not worth maintaining. These old-school performance metrics represent activities, not outcomes. To visualize and optimize the business value of your software delivery, you need to find a way to measure business outcomes. To do that, we need flow metrics.
During this on-demand webinar, Dominica DeGrandis presents five key flow metrics that reveal trends on desirable business outcomes – such as faster time-to-market, responsiveness to customers, and predictable release timeframes – and explains how to implement them at your organization to measure and improve the impact and value of software products on your business.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
Prove Your Transformation ROI with Value Stream ManagementTasktop
2020 elevated IT into the spotlight, opening up a window of unprecedented support for accelerating digital innovation and emerging technologies. But even with increased buy-in for investment and adoption, will anything be different this year?
Without the ability to measure and place value on specific transformation initiatives, many organizations are still shooting in the dark, either working on new features without aligning to business strategy, or putting them on the back-burner to concentrate on things that are easier to cross off a list.
In this on-demand webinar, Tasktop Sr. Flow Advisor, Paninya Masrangsan, provides actionable insights on how to prove your transformation ROI with value stream management.
Bridging the Gap: Test Automation with Test Data on DemandTurnKey Solutions
Test data without test automation is like a bridge that takes you halfway across a river. Test automation without test data is equally fruitless.
Now you can bridge the gap with modern solutions that solve your hardest packaged, web, and custom application testing problems.
View the slides and watch this web seminar to see how to incorporate test automation with exactly the right test data when you need it, the way you need it.
Does prioritizing your development portfolio seem unclear or mired in politics? Ever feel like the decisions for what gets worked on when are somewhere between arbitrary and emotional? Ever get tired of providing cost estimates for work of uncertain value? If you answered yes to any of the above questions, this session is for you! Matt Barcomb will open with introductory concepts about shifting from a cost focus to a value focus for development work. Next, providing business value for user stories will be debunked. Then, a collaborative framework for prioritization, Benefit Mapping, will be discussed. Finally, Matt will end with ways to simplify the cost evaluation of work and risk.
Business Value of Agile Product ManagementDavid Rico
A very short overview of contemporary lean and agile product management concepts, their role in the Scaled Agile Framework (SAFe), definitions, principles, practices, and tools, what differentiates it from Scrum product owner(ship), user experience (UX) design, and other popular customer-centric thinking approaches.
Technical Excellence: Why does it not stick even now?Antti Kirjavainen
Technical excellence, meaning e.g. quality code, sound architecture, good test automation and coverage, continuous integration and continuous deployment, is the pre-requisite of sustainable software development. Sustainability of software development is essential for improving the Return On Investment and extending the life cycle of software products and services.
In my talk I will explain why the majority of organizations is still not making effective management decisions to ensure they get technical excellence.
I will argue that technical excellence is impossible to buy from a software vendor and impossible to enforce in contractual terms.
The other side to this subject is my second argument: the only way to ensure technical excellence is to have a skilled and motivated team that takes responsible of it, and giving that team the responsibility and means to ensure technical excellence
I will go over my personal experiences relating to management decisions regarding technical excellence and illustrate the thinking that is behind the ineffective decision-making related to technical excellence.
In conclusion, I will describe what kind of change of mindset is required for making effective management decisions regarding technical excellence.
Webinar: AI as a Shared Service by Salesforce Senior Director of ProductProduct School
Main Takeaways:
-AI is just a mean to an end, the end goal need to be extremely clear
-Prioritize project where you know you have the data - data access can be the most challenging piece of an AI project
-Build your solution for a use case but find ways to make it a shared service
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
Flow Metrics: What They Are & Why You Need ThemTasktop
When it comes to assessing an IT transformation (such as Agile and DevOps), performance metrics have come under intense scrutiny. Traditional performance metrics, such as counting the number of lines of code and the number of software bugs should be used with caution, because there are bugs that are not worth fixing and code that is not worth maintaining. These old-school performance metrics represent activities, not outcomes. To visualize and optimize the business value of your software delivery, you need to find a way to measure business outcomes. To do that, we need flow metrics.
During this on-demand webinar, Dominica DeGrandis presents five key flow metrics that reveal trends on desirable business outcomes – such as faster time-to-market, responsiveness to customers, and predictable release timeframes – and explains how to implement them at your organization to measure and improve the impact and value of software products on your business.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
Prove Your Transformation ROI with Value Stream ManagementTasktop
2020 elevated IT into the spotlight, opening up a window of unprecedented support for accelerating digital innovation and emerging technologies. But even with increased buy-in for investment and adoption, will anything be different this year?
Without the ability to measure and place value on specific transformation initiatives, many organizations are still shooting in the dark, either working on new features without aligning to business strategy, or putting them on the back-burner to concentrate on things that are easier to cross off a list.
In this on-demand webinar, Tasktop Sr. Flow Advisor, Paninya Masrangsan, provides actionable insights on how to prove your transformation ROI with value stream management.
Bridging the Gap: Test Automation with Test Data on DemandTurnKey Solutions
Test data without test automation is like a bridge that takes you halfway across a river. Test automation without test data is equally fruitless.
Now you can bridge the gap with modern solutions that solve your hardest packaged, web, and custom application testing problems.
View the slides and watch this web seminar to see how to incorporate test automation with exactly the right test data when you need it, the way you need it.
Does prioritizing your development portfolio seem unclear or mired in politics? Ever feel like the decisions for what gets worked on when are somewhere between arbitrary and emotional? Ever get tired of providing cost estimates for work of uncertain value? If you answered yes to any of the above questions, this session is for you! Matt Barcomb will open with introductory concepts about shifting from a cost focus to a value focus for development work. Next, providing business value for user stories will be debunked. Then, a collaborative framework for prioritization, Benefit Mapping, will be discussed. Finally, Matt will end with ways to simplify the cost evaluation of work and risk.
Business Value of Agile Product ManagementDavid Rico
A very short overview of contemporary lean and agile product management concepts, their role in the Scaled Agile Framework (SAFe), definitions, principles, practices, and tools, what differentiates it from Scrum product owner(ship), user experience (UX) design, and other popular customer-centric thinking approaches.
Technical Excellence: Why does it not stick even now?Antti Kirjavainen
Technical excellence, meaning e.g. quality code, sound architecture, good test automation and coverage, continuous integration and continuous deployment, is the pre-requisite of sustainable software development. Sustainability of software development is essential for improving the Return On Investment and extending the life cycle of software products and services.
In my talk I will explain why the majority of organizations is still not making effective management decisions to ensure they get technical excellence.
I will argue that technical excellence is impossible to buy from a software vendor and impossible to enforce in contractual terms.
The other side to this subject is my second argument: the only way to ensure technical excellence is to have a skilled and motivated team that takes responsible of it, and giving that team the responsibility and means to ensure technical excellence
I will go over my personal experiences relating to management decisions regarding technical excellence and illustrate the thinking that is behind the ineffective decision-making related to technical excellence.
In conclusion, I will describe what kind of change of mindset is required for making effective management decisions regarding technical excellence.
Webinar: AI as a Shared Service by Salesforce Senior Director of ProductProduct School
Main Takeaways:
-AI is just a mean to an end, the end goal need to be extremely clear
-Prioritize project where you know you have the data - data access can be the most challenging piece of an AI project
-Build your solution for a use case but find ways to make it a shared service
AI as a Shared Service by Salesforce Senior Director of ProductProduct School
Main Takeaways:
-AI is just a mean to an end, the end goal need to be extremely clear
-Prioritize project where you know you have the data - data access can be the most challenging piece of an AI project
-Build your solution for a use case but find ways to make it a shared service
You keep using the word agile, i do not think it means what you think it meansNathan Gloyn
Slides for the talk about what people think agile is, what agile is about and how you can get back to the idea of agile.
A recording of the talk from NDC London 2016 should be available here https://vimeo.com/158164783
What is Digital Transformation?
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
Digital transformation is imperative for all businesses, from the small to the enterprise.
Emerging technologies have become a key part of the discussion around modern digital organizations. Across the high-tech industry.
Digital transformation refers to the integration of digital technology into all areas of a business, resulting in fundamental changes to how the business operates and delivers value to customers. This process involves using technology to streamline processes, increase efficiency, improve customer experiences, and create new business models. It often involves rethinking and redesigning the way products and services are delivered, how employees work, and how data is collected and utilized. Digital transformation can help companies stay competitive in an increasingly digital world and enable them to better adapt to changing customer needs and market conditions.
Why Digital Transformation?
Improved efficiency: Digital transformation can help businesses streamline their processes, automate routine tasks, and reduce manual errors. This can lead to increased efficiency and productivity, allowing employees to focus on higher-value tasks.
Enhanced customer experiences: Digital transformation can enable businesses to better understand their customers and their needs, and provide personalized experiences that meet those needs. This can lead to increased customer satisfaction and loyalty.
Increased agility: Digital transformation can make businesses more agile and responsive to changes in the market and customer needs. By using data and analytics to inform decision-making, businesses can quickly adapt to new challenges and opportunities.
New business models: Digital transformation can enable businesses to create new business models and revenue streams, such as subscription-based services or digital marketplaces. This can open up new opportunities for growth and innovation.
Key Components of Digital Transformation
Customer Experience
Business Processes
Data Analytics
Innovation and New Business Models
Employee Empowerment
Organizational Culture
Security and Risk Management
Strategy and Leadership
Culture Change and Communication
Optimizing Processes
Data
Need for Digital Transformation
Accelerating change
Digital competition
Changing Customer Expectations
Digital adoption
Data-Driven Insights
Operational Efficiency
Talent Acquisition and Retention
Regulatory Compliance
Overall, digital transformation is needed to enable organizations to stay competitive, improve customer experience, drive growth, and improve operational efficiency. By embracing digital transformation, organizations can create a culture of innovation and agility that enables them to adapt to changing market conditions and to seize new opportunities.
Agile software development methodology is sweeping the IT Industry. Many organizations are experimenting with Agility and there are many “brands” of Agile including Scrum, XP, Lean, Crystal Clear and DSDM. Adoption of one of these methodologies could be wholesale in the case of a small well defined project that has no dependencies on other projects and can be completely delivered by a trained and motivated team. As these types of adoptions are rare organizations are looking for ways to ease into Agile practices without losing productivity.
This session is designed to discuss and identify ways that agile enablers can facilitate the transition to Agile practices. Participants learn basic Agile practices as well as techniques for introducing them to the software delivery team. This session will present common software delivery problems and the Agile path to solutions.
Agile Practices for Transitioning to SAP S/4HANA® panayaofficial
Attend this webinar for advice on best practices for transitioning to SAP S/4HANA. Topics include:
Uncovering five tips for organizations that want to implement both SAP S/4HANA and agile practices
Understanding the changes that a move to SAP S/4HANA requires
Selecting the best-fit solution to support a transition to SAP S/4HANA
These slides--based on the webinar hosted by leading IT analyst firm Enterprise Management Associates (EMA) and Digitate--provide insights into the impact of machine learning on managing workload automation.
Although Big Data is changing enterprise data architecture models, support for Big Data extends beyond the walls of IT. The most successful companies are focused on building strong business cases for Big Data to drive support, adoption and funding though the enterprise.
This webinar investigated the two perspectives in constructing a business case for Big Data as well as how to create a compelling business case for Big Data success.
During this webinar, we covered:
-Challenges Creating Business Cases for Big Data
-Two perspectives for building Big Data business-cases
-Building the business-focused case and getting to monetized benefits
-Fortifying your business case with IT-benefits
Introduction to Agility from Saint Louis Day of Dot Net session:
History, Definition, Comparison to Waterfall, Agile methodologies, Myths & Misconceptions, Common failure, & Advanced discussion points.
5. Introducing the Collaboration FrameworkAlan Hamilton
Building a cohesive solution to many of your organization's business issues and projects requires a framework approach which brings together what you have with new solutions to enhance every day work and let your people become better versions of themselves.
Similar to You Cannot Buy Technical Excellence (20)
Scan agile 2019: Facilitating Change Through Helping Leaders GrowAntti Kirjavainen
In the face of digitalization and amidst risk of being disrupted by new products, companies, and business models, many companies have woken up to the need for change in company culture, management and the way of operation.
Whether the goal is business agility, the culture of experimentation, or agile company culture, the key challenge is how to foster change in a large organization. The big question is: what investments to actions help make the change stick in the organization while still providing a return bigger than the investment.
One approach to this that I have been a part of at Agile Company Culture Accelerator at Yle, as well as other companies, is creating coaching curriculums to grow leaders and change agents to enact and catalyze the change itself.
Change in organizations spreads like innovations in the population: in a network. You can reach the early adopters with a small change agent team, but to spread the meme of change wider in the organization network, you need other tactics.
In coaching curriculums such as Yle’s Culture of New Work Leadership Coaching, we offer coaching for the hub persons in the organization network (not necessarily the ones in management positions) to grow as and into leaders and change agents. This way, we foster the change in the organization at an arm’s length. This way, different parts of the organization can tailor the change according to their own context and take responsibility for the change themselves.
In this talk, I will share my experiences in designing and carrying out these kinds of coaching curriculums for the leaders. I will also discuss the strengths and weaknesses of this way of fostering change.
This talk is targeted at coaches, change agents and managers who want new ideas on how to foster change in their organization and for their customers. The audience will walk away with tips on how to, and how not to, organize a coaching curriculum for leaders, as well as an idea how and in what context it makes sense to consider this way of fostering change.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Asiakas pyysi meiltä 3 kalvon executive summarya Management 3.0 -valmennuksesta, jotta he voisivat markkinoida tulevaa valmennusta sisäisesti yksiköiden johtotiimeille.
No, mehän teimme sellaisen! Tässä on. Mitä mieltä olet, toimiiko tälläinen?
Somatic Temenos Vision Labin kalvot 31.5.2017
Tarvitsemme autenttisia ja ihmisläheisiä tiimejä ja organisaatioita, jotta työ olisi sekä hauskempaa että tehokkaampaa.
Sitä varten tarvitsemme ihmisiä, joilla on selkeä näkemys siitä, keitä he ovat ja mitä haluavat. Ja kuinka luoda turvallinen tila autenttisuudelle ja ihmisläheisyydelle.
Kasvaminen tähän vaatii turvallisen tilan. Somatic Temenos Vision Lab on tälläinen turvallinen tila.
Siinä yhdistyy somaattinen valmennus ja Temenos. Meidän visiomme on, että tämä turvallinen tila skaalautuu ulospäin ihmisten kautta.
3 beliefs you need to let go to start you agile journey – Agile EE 2017Antti Kirjavainen
The biggest reasons so many agile transformations fail have reported to be lack of management support and general resistance to change.
In my talk I describe the 3 underlining beliefs that cause resistance to change and lack of management support for agile transformations.
These paradigms are fundamentally incompatible with the agile way of working. Trying to transform or change an organization where these beliefs are prevalent will fail.
How to change these beliefs? Answering that question is the second part of my talk. I will describe my experiments to help people unlearn these beliefs and share what I have found to work to support this kind of change in mindset and culture.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
The simple (not easy) recipe of mutual trust for teamsAntti Kirjavainen
Slides of my talk at Scan-Agile 2017.
We need safety and trust to grow an innovative, effective and resilient team. But how is that done in practice? In my talk I will describe this model of growing team’s safety and mutual trust with real life examples as well as theory. I will also describe common dysfunctions and antipatterns.
This session is for scrum masters, coaches, managers and team members who want to help their teams to improve in communication and teamwork, especially in working with individuals to help them grow and to interact with their team members in ways that enhances and not erodes safety and trust. And how to do that yourself too, as a leader.
M3.0 - meetupin toisen session teemana on vapaus ja vastuu.
Tiimit voivat itseorganisoitua, mutta vain jos saavat siihen vapauden ja heillä on edellytyksiä kantaa vastuu tekemisistään yhdessä.
Meetupin teemat
• Mitä hyötyä tiimien ja yksiläiden vapaudesta ja vastuullisuudesta on organisaatiolle?
• Miten saada tiimeille vapautta, miten tiimi voi oppia kantamaan vastuun?
Aligning marketing and development for fun and profitAntti Kirjavainen
Presentation from Product Camp Helsinki 2016
Traditionally product companies have separated the responsibilities of marketing and product development to different teams or units to optimize the productivity of both. In recent years, with the rise of Lean Startup movement, some have come to question the rationale of this separation. Developing a winning product is nowadays more and more about learning about the customer and the market faster than the competitors. Being effective in product development is thus less about building stuff fast and more about running experiments fast. In this session I will describe how aligning and combining marketing and development work together can speed up learning in your product development. I will also offer practical ways of coordinating this marketing/development work.
Kokeilukulttuuri Management 3.0 meetup Helsinki 5.2.2016Antti Kirjavainen
Käynnistimme M3.0-meetupin helmikuussa teemalla kokeilukulttuuri.
Kokeilukulttuuri mahdollistaa organisaatiolle kestävän kilpailukyvyn jatkuvan oppimisen kautta.
Kokeilukulttuurilla haetaan nopeatahtista mukautumista jatkuvasti muuttuvaan toimintaympäristöön.
Perinteisissä organisaatioissa, jossa vallalla on suunnittelu- tai asiantuntijakulttuuri, kokeilukulttuuriin siirtyminen on kuitenkin vaikeaa.
• Mitä hyötyjä organisaatio voi saavuttaa kokeilukulttuurilla?
• Miten omaksua kokeilukulttuuri?
3 beliefs you need to let go to start your agile journey - Wildcard 2015Antti Kirjavainen
Slides (with extra info) for my talk at Wildcard Unconference 2015.
For the past 10-15 years, many organisations have gone through agile transformations, mainly in the software industry. The success rate has not been stellar to say the least. The State of Agile surveys point out that management support and general resistance to change are among biggest barriers to agile adoption.
In my experience, the root causes for resistance of change and lack of management support are: belief of the importance of maximising resource utilisation, batch thinking and process roll-out positivism, the belief that new processes can be rolled out in the organisation and communicating new prescriptive processes can impact the ways of working for everyone.
These paradigms are fundamentally incompatible with the agile way of working. If an organisation tries to transform its ways of working to agile without helping its members to unlearn these paradigms, the transformation will probably fail.
In my presentation I will provide examples of how these paradigms form barriers to agile transformation. I will also describe my own attempts to help people unlearn these paradigms in order to be ready to adopt new ones. I will conclude my presentation by describing the approaches that I have found working to help people unlearn these paradigms.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
3 beliefs you need to let go to start your agile journeyAntti Kirjavainen
The purpose of this talk is to give you ideas and concrete practices to help people and organizations get rid of beliefs that hold them back from embracing the new paradigm of knowledge work.
For the past 10 – 15 years, many organisations have gone through agile transformations, mainly in the software industry. The success rate has not been stellar to say the least. The State of Agile surveys point out that management support and general resistance to change are among biggest barriers to agile adoption.
In my experience, the root causes for resistance of change and lack of management support are: belief of the importance of maximising resource utilisation, batch thinking and process roll-out positivism, the belief that new processes can be rolled out in the organisation and communicating new prescriptive processes can impact the ways of working for everyone.
These paradigms are fundamentally incompatible with the agile way of working. If an organisation tries to transform its ways of working to agile without helping its members to unlearn these paradigms, the transformation will probably fail.
In my presentation I will provide examples of how these paradigms form barriers to agile transformation. I will also describe my own attempts to help people unlearn these paradigms in order to be ready to adopt new ones. I will conclude my presentation by describing the approaches that I have found working to help people unlearn these paradigms.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
Lean-agile change initiative at Yle, year one (Agile Prague 2014)Antti Kirjavainen
Presentation slides from Agile Prague 2014.
Presentation by Mirette Kangas and Antti Kirjavainen.
We will tell the story of the first year of the lean-agile change initiative at Yle, the Finnish Broadcasting Company. The need for the change initiative rose from the on-going media industry transformation and the management’s vision to focus on value created for customers and the society.
The way a change initiative is started is crucial especially in large scale initiatives in enterprise organizations. The first steps can decide whether a lean-agile transformation becomes reality or just a case of emperor’s new clothes.
There is guidance and experience reports regarding how to start a lean-agile change initiative in an enterprise. However, much of the advice is conflicting. It is also hard to gather which cases have lead to genuine positive impacts.
As our case comes from a public service organization we have an opportunity to be more transparent than many commercial companies.
We will share how our choice of pilot lead us straight to major organization-wide improvement opportunities including budgeting process and strategy implementation. We will describe our solution to provide visibility in enacting the internet service strategy through a shared roadmap. Finally, we will share what our work during the first year made possible and what our next steps are.
My presentation in ALE Bathtub V (http://www.bathtubconferences.org/bathtub/alebathtub-v-will-be-on-12th-of-march-2012/) on March 12th 2012.
A recap of Agile Coach Camp Norway 2012 (http://www.agilecoachcamp.no/).
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
[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
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
11. Emphasis on Flow over Batches
Photo by Daniele ZeddaInfographic from People10
12. Emphasis on Flow over Batches
Photo by Daniele Zedda
82
7
22
87
4
18
93
78
13
96
0
20
40
60
80
100
120
Jan-2013 Feb-2013 Mar-2013 Apr-2013 May-2013
Ratio of Value Adding and Fixing Work
Feature work Fixing work Number of defects
19. Contract with a Warranty Period
Development
Acceptance
Testing
Support, warranty
period
6 months
We’ll fix all the defects for free
during these periods!
We’ll fix all the defects for free
during these periods!
20. Contract with a Warranty Period
Development
Acceptance
Testing
Support, warranty
period
6 months
22. Example from Real Life: The Plan
Backlog A
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Backlog B
Feature 1
Feature 2
Feature 3
Feature 4
Backlog C
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Feature 7
15months
23. Example from Real Life: The Reality
Backlog A
Architectural feature I
Feature 1
Feature 2
Architectural feature II
Feature 3
Feature 4
Feature 5
Feature 6
Backlog B
Integration work I
Feature 1
Feature 2
Additional feature I
Feature 3
Feature 4
Backlog C
Architectural feature III
Feature 1
Feature 2
Integration work II
Feature 3
Additional feature II
Feature 4
Feature 5
Feature 6
Feature 7
12monthsto
go
24. Example from Real Life: The Decision
Backlog A
Architectural feature I
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Backlog B
Integration work I
Feature 1
Feature 2
Additional feature I
Feature 3
Feature 4
Backlog C
Architectural feature III
Feature 1
Feature 2
Feature 3
Additional feature II
Feature 4
Feature 5
Feature 6
Feature 7
6monthsto
go
Duct tape & chewing
gum solutions
25. Old approaches do not solve the problem
Processes and
policies
Business value
prioritization
Contract clauses
27. Traditional Management Paradigm:
Extrinsic motivation
Desire to achieve goal G
Reward result R
Assume R leads to G
Problems with non-linear effects
From Management 3.0 by Jurgen Appelo
29. New Management Paradigm:
Intrinsic motivation
Desire to achieve goal G
Where G is its own reward
No non-linear effects
From Management 3.0 by Jurgen Appelo
46. Let excellence grow in circles or guilds!
DevOps
Circle
Team A Team B
Team C Team D
47. Houston Inc. Frontend Circle
Frontend
Circle
Board of
directors
Houston
Personne
l
Customer
s & sales
Outside
world
Houston
Inc.
Training
Feedback
Idea
s
Visibility
Outside
frontend
scene
Conferences +
events
48. Involve devs on left side of value stream
Initiatives Validation
Portfolio
Backlog
Preparation Development Deploy Learn
developersbusiness IT / architects
49. Involve devs on left side of value stream
Initiatives Validation
Portfolio
Backlog
Preparation Development Deploy Learn
developersbusiness IT / architects
Options for
solution
Risks
Concept
51. Option for Solution Study
Goal Who How
What
Deliverable
Impact Mapping
From Impact Mapping by Gojko Adzic
52. Impact Mapping
Goal Who How What
Improve time to
market of big
features in service A
Developers
Do major refactoring
of the code
Refactor high-priority
areas
Do a complete
rewrite of the system
Build new system
Do the data
migration
Replace the
backend with a new
system
Build API over
backend
Develop new
backend for high-
priority stuff
Business
Limit new features in
progress
Prioritize new
feature requests
53. Impact Mapping
Improve time to
market of big
features in service A
Developers
Do major refactoring
of the code
Refactor high-priority
areas
Do a complete
rewrite of the system
Build new system
Do the data
migration
Replace the
backend with a new
system
Build API over
backend
Develop new
backend for high-
priority stuff
Business
Limit new features in
progress
Prioritize new
feature requests
Goal Who How What
63. Emphasis on Flow over Batches
Photo by Daniele ZeddaInfographic from People10
64. Emphasis on Flow over Batches
Photo by Daniele Zedda
82
7
22
87
4
18
93
78
13
96
0
20
40
60
80
100
120
Jan-2013 Feb-2013 Mar-2013 Apr-2013 May-2013
Ratio of Value Adding and Fixing Work
Feature work Fixing work Number of defects
65. Old approaches do not solve the problem
Processes and
policies
Business value
prioritization
Contract clauses
66. Traditional Management Paradigm:
Extrinsic motivation
Desire to achieve goal G
Reward result R
Assume R leads to G
Problems with non-linear effects
From Management 3.0 by Jurgen Appelo
67. New Management Paradigm:
Intrinsic motivation
Desire to achieve goal G
Where G is its own reward
No non-linear effects
From Management 3.0 by Jurgen Appelo
75. Involve devs in choosing indicators
Leading
Indicators
Lagging
Indicators
Technical
Quality
Sound
Architecture
Developers
76. Let excellence grow in circles or guilds!
DevOps
Circle
Team A Team B
Team C Team D
77. Involve devs on left side of value stream
Initiatives Validation
Portfolio
Backlog
Preparation Development Deploy Learn
developersbusiness IT / architects
Options for
solution
Risks
Concept
