The tribe model is agile and constantly evolving by continuously experimenting and creating a culture that breeds innovation. Learn more about its participants, planning and execution of delivering the solutions.
The Product Owner Guidebook_FREE_100pages.pdfChandan Patary
This guidebook provides information for product leaders on developing an entrepreneurial mindset and leadership competencies. It includes chapters on finding great product leaders, the ingredients of product leadership, developing an entrepreneurial mindset as a product owner, building leadership skills effectively, and learning from the examples of Netflix, Amazon, and failed businesses. The guidebook also contains case studies on collaboration challenges, setting up a laughing club, and establishing business solutions for organic farmers.
How To Optimize Your Product Using Analytics by Dan OlsenProduct School
Product Management Event Held at the Product Conference in Silicon Valley.
Dan talked about what to do after you've launched your product to the market and how to use analytics to improve and optimize it. He shared his process for how to think about this approach. He also discussed the importance of identifying the metric that matters the most.
The Spotify model is a people-driven, autonomous approach for scaling agile that emphasizes the importance of culture and network. It has helped Spotify and other organizations increase innovation and productivity by focusing on autonomy, communication, accountability, and quality.
============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
#agile #spotify #xpdays #agilearena
How is ChatGPT and AI Revolutionizing Adaptive Project Portfolio ManagementOnePlan Solutions
In the rapidly evolving landscape of adaptive project portfolio management, emerging technologies like ChatGPT, Microsoft Copilot, Sofia GPT, and other AI tools are becoming viable options for gaining additional insights and saving time in your portfolio of projects.
This webinar delves into the transformative potential of these tools, offering insights into how they can streamline processes, enhance decision-making, and drive efficiency in Adaptive Project Portfolio Management.
Key Takeaways:
Project Portfolio Prioritization: Understand the role of Sofia GPT in portfolio prioritization, which is crucial for effective resource allocation and achieving high-impact outcomes.
Resource Optimization & Risk Management: Delve into how Sofia GPT aids in resource optimization and risk identification, pivotal for maximizing ROI and proactive project management.
AI-Enhanced Portfolio Decision Making: Learn how Sofia GPT’s automation and predictive analytics complement ChatGPT and Copilot, streamlining tasks and enhancing data-driven decision-making.
Enhancing Data Integrity and Strategic Insights: Explore AI’s role in augmenting data entry and automating information retrieval, ensuring data accuracy and informed strategic decision-making.
[Trung Hoang] Creating a compelling product visionTrung Hoang Nhac
How well are you communicating your product strategy?
How to create a product vision that motivates and aligns people, acts as the product's true north, and facilities collaboration?
Developer Experience (DX) as a Fitness Function for Platform TeamsAndy Marks
Co-delivered with Fendy Liauw on Wednesday May 9. See https://www.eventbrite.com.au/e/developer-experience-as-a-fitness-function-for-platform-teams-tickets-44697308854?aff=TWNetwork for details
Overcome the 6 Antipatterns of Agile AdoptionAgile Velocity
Presented at Global Scrum Gathering Orlando 2016
Because of benefits like predictability, better quality of products, and faster delivery, many companies have adopted or in the process of adopting Agile. However, there are challenges.
David Hawks, CST and Agile Evangelist, explains the common antipatterns of Agile adoption.
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
The Product Owner Guidebook_FREE_100pages.pdfChandan Patary
This guidebook provides information for product leaders on developing an entrepreneurial mindset and leadership competencies. It includes chapters on finding great product leaders, the ingredients of product leadership, developing an entrepreneurial mindset as a product owner, building leadership skills effectively, and learning from the examples of Netflix, Amazon, and failed businesses. The guidebook also contains case studies on collaboration challenges, setting up a laughing club, and establishing business solutions for organic farmers.
How To Optimize Your Product Using Analytics by Dan OlsenProduct School
Product Management Event Held at the Product Conference in Silicon Valley.
Dan talked about what to do after you've launched your product to the market and how to use analytics to improve and optimize it. He shared his process for how to think about this approach. He also discussed the importance of identifying the metric that matters the most.
The Spotify model is a people-driven, autonomous approach for scaling agile that emphasizes the importance of culture and network. It has helped Spotify and other organizations increase innovation and productivity by focusing on autonomy, communication, accountability, and quality.
============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
#agile #spotify #xpdays #agilearena
How is ChatGPT and AI Revolutionizing Adaptive Project Portfolio ManagementOnePlan Solutions
In the rapidly evolving landscape of adaptive project portfolio management, emerging technologies like ChatGPT, Microsoft Copilot, Sofia GPT, and other AI tools are becoming viable options for gaining additional insights and saving time in your portfolio of projects.
This webinar delves into the transformative potential of these tools, offering insights into how they can streamline processes, enhance decision-making, and drive efficiency in Adaptive Project Portfolio Management.
Key Takeaways:
Project Portfolio Prioritization: Understand the role of Sofia GPT in portfolio prioritization, which is crucial for effective resource allocation and achieving high-impact outcomes.
Resource Optimization & Risk Management: Delve into how Sofia GPT aids in resource optimization and risk identification, pivotal for maximizing ROI and proactive project management.
AI-Enhanced Portfolio Decision Making: Learn how Sofia GPT’s automation and predictive analytics complement ChatGPT and Copilot, streamlining tasks and enhancing data-driven decision-making.
Enhancing Data Integrity and Strategic Insights: Explore AI’s role in augmenting data entry and automating information retrieval, ensuring data accuracy and informed strategic decision-making.
[Trung Hoang] Creating a compelling product visionTrung Hoang Nhac
How well are you communicating your product strategy?
How to create a product vision that motivates and aligns people, acts as the product's true north, and facilities collaboration?
Developer Experience (DX) as a Fitness Function for Platform TeamsAndy Marks
Co-delivered with Fendy Liauw on Wednesday May 9. See https://www.eventbrite.com.au/e/developer-experience-as-a-fitness-function-for-platform-teams-tickets-44697308854?aff=TWNetwork for details
Overcome the 6 Antipatterns of Agile AdoptionAgile Velocity
Presented at Global Scrum Gathering Orlando 2016
Because of benefits like predictability, better quality of products, and faster delivery, many companies have adopted or in the process of adopting Agile. However, there are challenges.
David Hawks, CST and Agile Evangelist, explains the common antipatterns of Agile adoption.
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
Chewse is a self-service platform for ordering corporate meals that has served over 20,000 meals and can save companies $30,000-$500,000 per year on catering costs. It has grown from serving $22.1k in meals in November 2012 to $5.6k in December 2012 and $4.4k in January 2013. The corporate food market is valued at $33 billion with large cities like Los Angeles valued at $1.4 billion alone.
Presentation from full-stack agile on how you can scale your agile teams as your company grows. As your company grows your teams need to be able to adapt to change quickly.
The document outlines a sample roadmap template with three levels of confidence for planned features - high, medium, and marquee only. It lists specific features targeted for three versions across September, October, and November, with Features 1-4 in the first two versions and Features 1-3 in the third version. PIs 1-3 are also indicated on the roadmap.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. It defines the key roles of the Scrum Team, Product Owner, and Scrum Master. It describes the main artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It outlines the core Scrum events of Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Finally, it addresses common questions and concepts like estimating, prioritization by business value, and self-managing teams.
Scrum role introduction – the scrum masterLê Trọng-Hiệp
This document discusses the role of the Scrum Master. It provides an overview of the Scrum Master's responsibilities which include removing impediments, facilitating meetings like the daily scrum, and ensuring the team follows the Scrum process. It also gives examples of scenarios a Scrum Master may face and how they could address them, such as a team member being late or a team not being on track to finish a sprint. The document recommends tools a Scrum Master can use to help guide their work, like a checklist to review how the team and product owner are adhering to Scrum practices.
The document outlines Scott Ambler's presentation on DevOps in the enterprise. The presentation introduces DevOps and various views on DevOps, including continuous delivery, Agile delivery and operations, and Disciplined DevOps. It discusses the benefits of DevOps and the DevOps mindset. The presentation then explores how to choose an area of focus or "Way of Working" for DevOps efforts through continuous improvement, guided continuous improvement, and combining strategies. It provides examples of choices in lifecycles, process goals, and process blades. The document concludes by announcing upcoming webinars and training from the Disciplined Agile Consortium on DevOps and Agile transformations.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
This presentation features an "Advanced" Business Model Canvas. Building on Alexander Osterwalder's Business Model Canvas and Business Model Environment as well as Rod King's Value Chain Map. New elements are added to the Business Model Canvas while maintaining the visual structure of the original canvas.
Using the Advanced Business Model Canvas, you'll be able to carry out business model planning, analysis, design, and performance management such as in the following tools and techniques:
* Balanced Scorecard
* Strategy Map
* Value Chain Analysis
* Root-cause Analysis
* Process Analysis (as in Six Sigma)
The Advanced Business Model Canvas is envisioned as a 'one-stop tool' that facilitates 3D-Business Model Planning.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
Agile Alliance maintains a guide on the practice areas of Agile software development. They include: extreme programming, teams, lean, scrum, product management, devops, design, testing and fundamentals. Each practice area is know as an Agile Tribe with its own definitions and best practices. Many of these practices overlap or are complementary. This file is an overview of the Agile Tribes displayed as a subway map.
How Spotify Builds Products (Organization. Architecture, Autonomy, Accountabi...Kevin Goldsmith
This was an extended version of the talk that I gave at InfoShare 2016 in GDansk. This version of the talk was presented at ao.com and Think Money in Manchester UK in May 2016. This is a remix of several earlier talks and some new content to tie Spotify's autonomy and continuous improvement culture to it's data-driven product development approach to show the complete picture. As usual, I tend to talk to slides instead of putting a lot of the content into the slides themselves, so sorry if these don't have all the info.
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
Spotify uses an agile framework called the Spotify model that focuses on autonomy, alignment, and frequent delivery. Key aspects include:
- Organizing into autonomous Squads of 5-7 people that are cross-functional and self-organizing.
- Squads have autonomy over what to build and how while being aligned to product goals.
- Frequent releases in a continuous delivery model through decoupled architecture and gradual rollouts.
- An emphasis on learning from failures through post-mortems and sharing lessons in "fail walls".
- Continuous improvement through regular retrospectives and experimentation through "hack days".
DocSend studied over 200 pitch decks from startups that raised $360 million total to identify best practices for graduating from bootstrapped to seed funding or angels to a Series A. They found that decks should tell a clear story, be visual, and have 10-13 concise slides covering the company introduction, problem, solution, market opportunity, product, business model, marketing strategy, team, traction, financials, and investment ask. Startup Studio Monterrey is an innovation studio that supports Mexican entrepreneurs through an accelerator program, mentorship, and connections to transform ideas into market-ready products and services.
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
This document describes the basic team structure for an agile transformation, including roles like the Product Owner, Scrum Master, and Solution Lead. The Product Owner is responsible for maximizing business value from the team by managing the product backlog. The Scrum Master facilitates the Scrum process and removes impediments for the team. The Solution Lead translates the business vision into a technical vision and supports developers during execution. Management helps allocate team members, coach growth, and improve processes.
How to make an investor pitch deck that really worksDeck Rooster
In sales, a well established principle is, before one starts pitching to a customer, one should listen to what the customer has to say. That is because if you listen carefully he will lay out his needs in front of you, letting you present your solution in a way that fits into his needs perfectly.
The principle should be equally useful while pitching to an investor while raising funds. I can’t see a reason why it won’t be. But no one seems to be suggesting “you should listen more and talk less during an investor pitch”. Probably it is assumed that we already know what investors look for in a business. Is it a rockstar team; or may be a huge market size or is it traction or a break-through technology? Or may be different investors look for different combination of those things.
Actually all of those are means towards an end. They help investors figure out something more specific and quantitative that all investors look for in a startup before investing. But what is it?
A 10x return on their investment. That is it.
That number may vary from an early stage investor to a growth stage one, but you get the point, right? Not everyone says it out loud, because it makes them look money hungry, but that is what an investor business is all about.
But, now with that knowledge, how do you tweak your pitch and your pitch deck to make an investor feel that you are offering him an investment opportunity that could deliver a 10x return? And more importantly, can your business even deliver 10x return?
The above presentation by Deck Rooster answers those questions and offers a structure (not a template) for an investor pitch deck for startups. Check it out.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
7 Fatal Pitch Deck Mistakes Scaring Away Investors - Don't Be A Little PitchBryce North
Ahh…rejected pitch decks. Having a hard time attracting investors or not sure how to get their attention? Don't waste another minute building investment presentations that are doomed to fail! This presentation is for anyone who has spent hours chasing investors that never close.
Find more great resources here --> www.dontbealittlepitch.com
For many of us, the feeling of inevitable doom when we start writing our investment strategy can be overwhelming. Just how much effort should we put into creating something that might just get shut down? Or worse, ignored. It all feels so defeating and before you know it, you are quickly running out of cash. Major heartburn.
Check out our successful pitch deck master class: https://www.dontbealittlepitch.com/pitch-deck-master-course
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Chewse is a self-service platform for ordering corporate meals that has served over 20,000 meals and can save companies $30,000-$500,000 per year on catering costs. It has grown from serving $22.1k in meals in November 2012 to $5.6k in December 2012 and $4.4k in January 2013. The corporate food market is valued at $33 billion with large cities like Los Angeles valued at $1.4 billion alone.
Presentation from full-stack agile on how you can scale your agile teams as your company grows. As your company grows your teams need to be able to adapt to change quickly.
The document outlines a sample roadmap template with three levels of confidence for planned features - high, medium, and marquee only. It lists specific features targeted for three versions across September, October, and November, with Features 1-4 in the first two versions and Features 1-3 in the third version. PIs 1-3 are also indicated on the roadmap.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. It defines the key roles of the Scrum Team, Product Owner, and Scrum Master. It describes the main artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It outlines the core Scrum events of Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Finally, it addresses common questions and concepts like estimating, prioritization by business value, and self-managing teams.
Scrum role introduction – the scrum masterLê Trọng-Hiệp
This document discusses the role of the Scrum Master. It provides an overview of the Scrum Master's responsibilities which include removing impediments, facilitating meetings like the daily scrum, and ensuring the team follows the Scrum process. It also gives examples of scenarios a Scrum Master may face and how they could address them, such as a team member being late or a team not being on track to finish a sprint. The document recommends tools a Scrum Master can use to help guide their work, like a checklist to review how the team and product owner are adhering to Scrum practices.
The document outlines Scott Ambler's presentation on DevOps in the enterprise. The presentation introduces DevOps and various views on DevOps, including continuous delivery, Agile delivery and operations, and Disciplined DevOps. It discusses the benefits of DevOps and the DevOps mindset. The presentation then explores how to choose an area of focus or "Way of Working" for DevOps efforts through continuous improvement, guided continuous improvement, and combining strategies. It provides examples of choices in lifecycles, process goals, and process blades. The document concludes by announcing upcoming webinars and training from the Disciplined Agile Consortium on DevOps and Agile transformations.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
This presentation features an "Advanced" Business Model Canvas. Building on Alexander Osterwalder's Business Model Canvas and Business Model Environment as well as Rod King's Value Chain Map. New elements are added to the Business Model Canvas while maintaining the visual structure of the original canvas.
Using the Advanced Business Model Canvas, you'll be able to carry out business model planning, analysis, design, and performance management such as in the following tools and techniques:
* Balanced Scorecard
* Strategy Map
* Value Chain Analysis
* Root-cause Analysis
* Process Analysis (as in Six Sigma)
The Advanced Business Model Canvas is envisioned as a 'one-stop tool' that facilitates 3D-Business Model Planning.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
Agile Alliance maintains a guide on the practice areas of Agile software development. They include: extreme programming, teams, lean, scrum, product management, devops, design, testing and fundamentals. Each practice area is know as an Agile Tribe with its own definitions and best practices. Many of these practices overlap or are complementary. This file is an overview of the Agile Tribes displayed as a subway map.
How Spotify Builds Products (Organization. Architecture, Autonomy, Accountabi...Kevin Goldsmith
This was an extended version of the talk that I gave at InfoShare 2016 in GDansk. This version of the talk was presented at ao.com and Think Money in Manchester UK in May 2016. This is a remix of several earlier talks and some new content to tie Spotify's autonomy and continuous improvement culture to it's data-driven product development approach to show the complete picture. As usual, I tend to talk to slides instead of putting a lot of the content into the slides themselves, so sorry if these don't have all the info.
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
Spotify uses an agile framework called the Spotify model that focuses on autonomy, alignment, and frequent delivery. Key aspects include:
- Organizing into autonomous Squads of 5-7 people that are cross-functional and self-organizing.
- Squads have autonomy over what to build and how while being aligned to product goals.
- Frequent releases in a continuous delivery model through decoupled architecture and gradual rollouts.
- An emphasis on learning from failures through post-mortems and sharing lessons in "fail walls".
- Continuous improvement through regular retrospectives and experimentation through "hack days".
DocSend studied over 200 pitch decks from startups that raised $360 million total to identify best practices for graduating from bootstrapped to seed funding or angels to a Series A. They found that decks should tell a clear story, be visual, and have 10-13 concise slides covering the company introduction, problem, solution, market opportunity, product, business model, marketing strategy, team, traction, financials, and investment ask. Startup Studio Monterrey is an innovation studio that supports Mexican entrepreneurs through an accelerator program, mentorship, and connections to transform ideas into market-ready products and services.
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
This document describes the basic team structure for an agile transformation, including roles like the Product Owner, Scrum Master, and Solution Lead. The Product Owner is responsible for maximizing business value from the team by managing the product backlog. The Scrum Master facilitates the Scrum process and removes impediments for the team. The Solution Lead translates the business vision into a technical vision and supports developers during execution. Management helps allocate team members, coach growth, and improve processes.
How to make an investor pitch deck that really worksDeck Rooster
In sales, a well established principle is, before one starts pitching to a customer, one should listen to what the customer has to say. That is because if you listen carefully he will lay out his needs in front of you, letting you present your solution in a way that fits into his needs perfectly.
The principle should be equally useful while pitching to an investor while raising funds. I can’t see a reason why it won’t be. But no one seems to be suggesting “you should listen more and talk less during an investor pitch”. Probably it is assumed that we already know what investors look for in a business. Is it a rockstar team; or may be a huge market size or is it traction or a break-through technology? Or may be different investors look for different combination of those things.
Actually all of those are means towards an end. They help investors figure out something more specific and quantitative that all investors look for in a startup before investing. But what is it?
A 10x return on their investment. That is it.
That number may vary from an early stage investor to a growth stage one, but you get the point, right? Not everyone says it out loud, because it makes them look money hungry, but that is what an investor business is all about.
But, now with that knowledge, how do you tweak your pitch and your pitch deck to make an investor feel that you are offering him an investment opportunity that could deliver a 10x return? And more importantly, can your business even deliver 10x return?
The above presentation by Deck Rooster answers those questions and offers a structure (not a template) for an investor pitch deck for startups. Check it out.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
7 Fatal Pitch Deck Mistakes Scaring Away Investors - Don't Be A Little PitchBryce North
Ahh…rejected pitch decks. Having a hard time attracting investors or not sure how to get their attention? Don't waste another minute building investment presentations that are doomed to fail! This presentation is for anyone who has spent hours chasing investors that never close.
Find more great resources here --> www.dontbealittlepitch.com
For many of us, the feeling of inevitable doom when we start writing our investment strategy can be overwhelming. Just how much effort should we put into creating something that might just get shut down? Or worse, ignored. It all feels so defeating and before you know it, you are quickly running out of cash. Major heartburn.
Check out our successful pitch deck master class: https://www.dontbealittlepitch.com/pitch-deck-master-course
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
This document discusses teams and how to support them. It begins by defining a team as a group working toward a common goal. It then compares the differences between teams and groups, noting that teams are committed to a shared goal and hold each other accountable, while groups follow a leader's goals. The document outlines the typical stages of team development: forming, storming, norming, and performing. It discusses strategies for leading teams through each stage. Finally, it identifies key factors for effective teams, such as having shared goals, participation, feedback, and conflict resolution.
This document provides an overview of an Innovators' Guidebook developed by the Center for Care Innovation to teach the process of innovation. The guidebook takes the reader through six principles of working differently: See and Experience, Dimension and Diagram, Question and Reframe, Imagine and Model, Test and Shape, and Pitch and Commit. It provides techniques, methods, tips and worksheets to help teams apply each principle to solve problems in an innovative way. The document encourages an iterative process and emphasizes user-centered design thinking.
This document discusses teams and teamwork. It covers the importance of teams for organizations and types of teams. Teams offer benefits like synergy but can also experience problems like social loafing. Successful teams have clear goals, competent members, and use effective processes. Teams develop through forming, storming, norming, and performing stages. Team performance is influenced by factors like norms, cohesion, roles, communication, and decision-making methods.
Spotify uses a scaled agile framework of Tribes, Squads, Chapters and Guilds to manage its over 30 agile teams across 3 cities. The basic unit is the Squad, which functions like a Scrum team and is fully autonomous. Squads are organized into Tribes of related teams. This framework allows Spotify to maintain an agile mindset while scaling significantly in size and geographic distribution.
The document discusses different types of groups that exist in organizations. It defines formal groups as designated work groups defined by an organization's structure to carry out work. Informal groups evolve to meet social or affiliation needs. The five stages of group development are forming, storming, norming, performing, and adjourning. Group structure includes elements like leadership, roles, norms, status, size, and composition. Techniques for group decision making include brainstorming, nominal group technique, Delphi technique, and devil's advocacy. Factors that contribute to team effectiveness are motivating tasks, clear goals, rewards, blending of skills, agreed upon norms, and problem-solving techniques.
The document summarizes the transformation of Atlas culture from 2009 onwards from a directive style of management to a more team-based culture focused on continuous improvement. It describes how they introduced Lean concepts through training on team building, communication and problem solving. Safety teams were formed to involve all associates. Current active teams now include standard work, scheduling and process improvement. The culture is moving towards cross-functional cells and standardization with the goal of developing flexibility through cross-training and an organizational learning culture.
A team is a small group of people with complementary skills committed to a common goal and mutual accountability. There are three main types of teams: self-managing work teams, cross-functional teams composed of different specialties, and virtual teams that conduct work electronically. Effective teams go through forming, storming, norming, and performing stages. Key aspects of improving teamwork include setting goals, valuing each member, facilitating communication, and providing coaching/training.
The document describes a 2-day Leadership Agility Change Lab workshop. The workshop aims to develop the leadership abilities needed for leading change effectively. It uses exercises, coaching, and models to help participants increase their leadership agility. Participants work on a real change initiative and develop plans to apply workshop lessons. Feedback from prior participants praised the practical skills learned and long-term impact on leadership. Follow-up coaching services are also offered.
How to make Teamwork "work" by Steven SSAMBASsamba Steven
Teamwork involves a group of individuals coming together to achieve common goals. For a team to be effective, they must pay attention to four key areas: people, product, processes, and practices. The people on the team must have the right skills for the job. The product is the common goal the team aims to achieve. Processes are the systems and tools used by the team. Practices refer to the behaviors each individual and the team as a whole must demonstrate, such as working hard, respecting others, and being proactive. For a team to succeed, all four areas must be properly addressed.
This document provides a summary of the sessions and activities for a leadership development programme over 6 days. The programme focuses on developing the participants' leadership skills at different levels - as individuals, in teams, and within their organization. It uses a combination of presentations, practical exercises, discussions and guest speakers. The exercises are designed to build skills like communication, feedback, collaboration and cultural awareness. Participants also work on developing personal leadership plans and team-based experiments to apply the learnings back at work over an interim period before the final module. The programme aims to help participants accelerate their performance as leaders.
Spotify scaling-agile by henrik kniberg & anders ivarsson 2012Christophe Monnier
Dealing with multiple teams in a product development organization is always a challenge!
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite
having scaled to over 30 teams across 3 cities. Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice
- I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”
This document discusses teamwork and how to foster effective teamwork. It defines teamwork as members working collectively towards a shared goal or service. Teamwork improves quality, productivity and service. It also reduces costs. The document then lists the characteristics of effective teams, including clear purpose, open communication, shared leadership, participation, and consensus decision making. It provides guidelines for fostering teamwork, such as starting with clear goals and objectives, empowering the team, establishing rules and roles, regular reviews and communication. Finally, it lists some reasons why teams may fail, like weak leadership, unclear goals, lack of trust or collaboration.
Creating Learning Environments with Communities of PracticeOlivier Serrat
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
This document summarizes key aspects of effective team management. It discusses how groups and teams can increase organizational effectiveness through synergy, responsiveness to customers, and motivation. Different types of teams are described, including cross-functional, top management, research and development, self-managed, and virtual teams. Group dynamics that influence team functioning include size, roles, leadership, development stages, norms, and the balance of conformity and deviance. Managers can motivate teams by empowering them and encouraging evaluation of norms.
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Quality circles originated in Japan after World War 2 as a way to improve productivity and quality. They involve voluntary small groups of 5-15 employees from the same work area who meet weekly to identify and solve work-related problems. Key aspects of quality circles include being voluntary, participative, and having supportive management. The goals are to improve quality, productivity, performance and enrich the work life of employees. Setting up a quality circle program involves constituting a steering committee, selecting a coordinator, implementing the program, and monitoring progress.
Similaire à An Introduction to the Tribe Model (20)
The document describes a new Scrum of Scrums feature from Kendis that allows teams to centrally track information shared during Scrum of Scrums meetings in less than 3 sentences. The feature allows teams to enter highlights before meetings, tag dependencies to notify other teams, track impediments across weeks to resolution, and view a complete history of actions and impediments in one place for improved Scrum of Scrums coordination.
5 Tips For Dependency Management from KendisKendis.io
The document provides 5 tips for managing dependencies in a slide presentation format:
1. Set dates for dependencies including target resolution dates
2. Assign ownership of dependencies by adding responsible parties
3. Ensure the correct people are added as watchers to dependencies
4. Ask Scrum Masters to check open dependencies before Scrum of Scrums meetings
5. Use sorting options on the dependencies list view to see upcoming deadlines
Dependencies are an unavoidable part of any organization and can hugely affect your processes if not dealt with properly. In this slideshow, you will learn all about how dependencies are created and how they can be resolved with a help of an efficient digital tool.
Risks are inevitable. They exist in every organization at every level. In this slideshow, we discuss the types and causes of risks and how the scrum is designed to handle these risks.
Leadership is certainly evolving as empathy and mentorship are sought to be important characteristics of a manager in leading innovative and creative teams in today's day and age. Explore how the concepts of Servant Leadership, that originated from Robert Greenleaf's publication "The servant as leader" in 1970, is being adopted by reputable organizations today and challenging the orthodox beliefs of management.
Learn all about the key points of the Nexus Framework, that implements scrum to seamlessly combine the efforts of the scrum teams towards producing an integrated solution.
The Large Scale Scrum Framework (LeSS) in a glanceKendis.io
The large scale scrum framework is one of the most popularly used agile frameworks that exist. Implemented by numerous organizations, this slideshow summarizes all the key elements of the framework that you need to know in a glance.
The 10 Steps for Making the Transition to the Scaled Agile Framework Kendis.io
The document outlines 10 steps for making the transition to the Scaled Agile Framework (SAFe). It discusses establishing an agile mindset, forming self-managing teams, synchronizing cadence and collaboration between teams, planning program increments, implementing continuous delivery through DevOps and automation, holding system demos every two weeks, inspecting and adapting at the end of each program increment, focusing planning iterations on new ideas, utilizing an architectural runway, and training teams in agile methods. The transition requires reflection, commitment over time, and thorough implementation throughout the organization.
The 3 Levels of the Scaled Agile Framework Kendis.io
The document summarizes the three levels of the Scaled Agile Framework (SAFe):
1) The Portfolio Level focuses on strategic themes and planning budgets and backlogs quarterly or annually.
2) The Large Solution Level coordinates multiple Agile Release Trains and delivers large, complex solutions.
3) The Essential SAFe level consists of elements for implementing SAFe, including planning, iterations, demonstrations and inspections.
Inspect and Adapt in the Scaled Agile FrameworkKendis.io
Learn how the Scaled Agile Framework ensures the process of continuously improving the quality of the work delivered in a Program Increment, through Inspect and Adapt.
The Release Train Engineer in the Scaled Agile Framework (SAFe)Kendis.io
The document discusses the role and responsibilities of a Release Train Engineer in Agile development. As a servant leader, the Release Train Engineer guides and coordinates teams to achieve Program Increment objectives through facilitating planning and daily stand-ups, helping to remove impediments, and ensuring overall program performance by communicating with stakeholders and organizing inspect and adapt sessions. The role emphasizes building adaptability, empowering self-organizing teams, and supporting them to achieve shared goals.
14 Reasons Why Implementing the Scaled Agile Framework is Essential for Your ...Kendis.io
The Scaled Agile Framework presents a very organized and disciplined approach for organizations to accomplish their goals. In this slideshow you will find the 14 reasons that highlights the benefits of implementing the Scaled Agile Framework for your organization.
Kendis - Guide to Create Board, Configure Teams, Sprints and Get Features fro...Kendis.io
In this video, we will cover,
* How to create SAFe® Proram Board for your PI Planning.
* Configure Teams and Sprints
* Get Features from Atlassian JIRA
Kendis - How to Manage, Users, Groups, Permissions and WorkspacesKendis.io
In this presentation, you will learn how to add, remove and edit users. How to create users in bulk using the CSV option.
Relationships between users, groups, workspaces and roles. How to control access and permissions for your boards at Kendis
Kendis Introduction - Agile Scaling Platform for Managing Programs and Releas...Kendis.io
Introduction to the Kendis, an Agile Scaling platform that help teams using tools like JIRA to manage their Program and Portfolio digitally.
Kendis is ideal tool for planning and tracking the Program Increment (PI) digitally. It offers real-time boards and is ideal for remote PI planning sessions.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
2. A framework that is implemented by Spotify, which is
agile and focuses on constantly experimenting and
building a culture that doesn't see failure as the end,
rather a brilliant opportunity to learn and improve.
4. Who are the participants?
Squads
Tribes
Chapter
Guild
Trio
Alliance
2
3
1
4
5
6
5. 1
Squads
6-12 members self managing and self
organizing members are responsible for
developing the solution.
An agile coach: Servant leaders to their
squads and provide guidance.
Product Owner: Responsible for defining the
feature area.
Each squad has direct contact with the
stakeholders.
6. 2
Tribes
Consists of multiple squads that work on
one feature area.
40-150 members.
A tribe lead is responsible for creating a
productive and an innovative environment
for the squads.
7. Consists of specialists that has individuals from
different squads grouped into one and formed
within a tribe.
A chapter lead is also a line manager of the
chapter members and supports them in their
personal growth and facing specific challenges.
3
Chapter
8. An informal group constituted of people from
different tribes, who have a common interest,
Any person from any squad, chapter or tribe
can be a part of a guild.
4
Guild
12. Each squad is working on a
specific feature area and has a
mission to complete.
1
The squads plan what they have
to achieve. They can choose to
have sprints or not of lengths
that suits them.
2
The squads are not bound to
follow agile practices rather they
are free to apply any practice
such as scrum or kanban for
their daily tasks that suits them.
3
The agile coach help in
removing impediments or
providing any guidance to the
squads.
4
13. How are
Solutions
Delivered?
Small releases done
frequently. When a new
feature has to be deployed, it
is first made available to a
small percentage of users. The
progress is closely monitored
using AB Testing and various
metrics and any necessary
tweaks are made which
eventually leads to rolling out
to all users.
1
14. Retrospective
Activities
All squads have daily stand up
meetings and weekly
retrospectives and demos.
Communication is very
important as the team members
discuss and talk about ideas, the
challenges being faced,
brainstorm and finding solutions
to problems being faced.
1
2
15. How is
Integration of
Work done?
Dev and ops work in such a
way that the operations do not
interfere with the work of the
developers. The operations
pave the way for the
developers by creating an
environment such as building
an infrastructure that supports
them and enables them to
release.
1
16. "Innovation is the ability to
see change as an opportunity
- not a threat."
Steve Jobs