Agile Network India - Ahmedabad
Title: Powering Big Wins with Small, Agile Teams by Yogesh Kantak
Date: 06th April 2024
Hosted by: Tech Holding Pvt Ltd
Explore advanced insights to enhance your role as a Scrum Master, fostering a culture of continuous improvement and delivering exceptional value with each sprint.
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
Explore advanced insights to enhance your role as a Scrum Master, fostering a culture of continuous improvement and delivering exceptional value with each sprint.
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
What does it mean by scaling Agile? Is it just applying scrum principles to a large team or simply adopting an industry available scaling framework? Find out how to make Agile at Scale work for you!
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
Wspieranie skuteczności liderów w czasach szybkiej zmiany organizacyjnej – studium przypadku
» Ludzka strona fuzji i przejęć
» Rozwój przywództwa w fuzjach i przejęciach
» Action Learning jako kluczowy komponent rozwiązania
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover:
• Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology
• AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology
• How the two approaches can both be successfully applied in your L&D organization
Team Building Practices and Training Programs Self-employed
Wagons Learning has good experience and masters in Team Building training program and is known for its best practices.
Generally teams are formed by gathering few people having domain knowledge and then expecting them to find a way to work together. This is the case with most of the teams in action today. But this is not the best practice, if you want the highly effective teams working for the organization. Teams become most effective when designed carefully.
One of the greatest challenges organisations face today is to continuously evolve their products and services and the processes that underpin them. The emergence of digital tools and methodologies for unlocking operational efficiency and elevating the customer experience has radically changed the steps we need to take to achieve operational excellence.
A fresh approach to improvement is needed. For many organisations the goal is the same: enabling agility, designing better and faster processes and uplifting the customer experience. However, legacy operating models, customary ways of working and siloed approaches to operational improvement often act as a barrier. Put simply, existing methods need to evolve.
As the business landscape shifts, it’s imperative that organisations adopt an enduring, integrated and future-proofed approach to operational improvement which becomes part of ‘the way we do things around here’.
Unintegrated approaches: It’s not uncommon to see a disconnect between teams that work across the same end-to-end value stream, with one group identifying automation processes using technologies such as Robotic Process Automation and Artificial Intelligence, others redesigning processes using lean tools and techniques to remove rework and waste, and separate teams using workflow tools to digitise manual work. Each of these examples presents a lever that can be pulled to uplift operational performance, but addressing them together provides the most powerful recipe for maximising customer value.
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
ANIn Coimbatore April 2023 | Lean,Agile & DevOps-How applied together provide...AgileNetwork
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Title: Lean,Agile & DevOps-How applied together provides the best outcomes by Shanmuganand Sivaraman
Date: 22nd April 2023
Hosted by : Kovai
Contenu connexe
Similaire à ANIn Ahmedabad April 2024 | Powering Big Wins with Small, Agile Teams by Yogesh Kantak
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
What does it mean by scaling Agile? Is it just applying scrum principles to a large team or simply adopting an industry available scaling framework? Find out how to make Agile at Scale work for you!
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Wspieranie skuteczności liderów w czasach szybkiej zmiany organizacyjnej – studium przypadku
» Ludzka strona fuzji i przejęć
» Rozwój przywództwa w fuzjach i przejęciach
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The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover:
• Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology
• AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology
• How the two approaches can both be successfully applied in your L&D organization
Team Building Practices and Training Programs Self-employed
Wagons Learning has good experience and masters in Team Building training program and is known for its best practices.
Generally teams are formed by gathering few people having domain knowledge and then expecting them to find a way to work together. This is the case with most of the teams in action today. But this is not the best practice, if you want the highly effective teams working for the organization. Teams become most effective when designed carefully.
One of the greatest challenges organisations face today is to continuously evolve their products and services and the processes that underpin them. The emergence of digital tools and methodologies for unlocking operational efficiency and elevating the customer experience has radically changed the steps we need to take to achieve operational excellence.
A fresh approach to improvement is needed. For many organisations the goal is the same: enabling agility, designing better and faster processes and uplifting the customer experience. However, legacy operating models, customary ways of working and siloed approaches to operational improvement often act as a barrier. Put simply, existing methods need to evolve.
As the business landscape shifts, it’s imperative that organisations adopt an enduring, integrated and future-proofed approach to operational improvement which becomes part of ‘the way we do things around here’.
Unintegrated approaches: It’s not uncommon to see a disconnect between teams that work across the same end-to-end value stream, with one group identifying automation processes using technologies such as Robotic Process Automation and Artificial Intelligence, others redesigning processes using lean tools and techniques to remove rework and waste, and separate teams using workflow tools to digitise manual work. Each of these examples presents a lever that can be pulled to uplift operational performance, but addressing them together provides the most powerful recipe for maximising customer value.
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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
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.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
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.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
4. Expanding the Definition of Success for Agile Teams
The ideal set of success factors will vary depending on your specific team, project goals, and company culture.
However, by focusing on a broader range of metrics beyond just velocity, you can gain a more comprehensive
understanding of your team's effectiveness and make informed decisions to optimize their performance.
Success Factor Description
Customer Value
Goes beyond completing features. Focuses on
how features solve customer problems and deliver
value.
Innovation and Learning
Encourages exploration of new approaches and
continuous learning.
Team Happiness and Well-
being
Prioritizes team morale and a positive work
environment.
Meeting Deadlines &
Predictability
Assesses the team's ability to consistently deliver
on commitments.
Technical Debt Management
Emphasizes maintaining a clean codebase to
avoid future problems.
Process Improvement
Encourages continuous evaluation and
improvement of the team's workflow.
4/8/2024 Powering Big wins with Small, Agile Teams | Yogesh Kantak 4
6. When small teams face tight deadlines, collaboration becomes even more critical.
Here are some advanced techniques to supercharge your teamwork and ensure successful project delivery:
1. Deep Collaboration with the RACI / DACI Framework.
2. Embrace Asynchronous Communication.
3. Leverage the Power of Visual Collaboration.
4. Embrace Radical Transparency and Proactive Communication.
5. Utilize Daily Stand-ups (the Right Way).
Stand-up meetings on tight deadlines can easily become time sucks. Keep them focused and efficient by:
• Setting a time limit (ideally 15 minutes).
• Focus on three key points: what was done yesterday, what will be done today, and any roadblocks.
• Use a visual tool to track progress and dependencies.
6. Implement a "Buddy System" for Knowledge Sharing.
7. Automate Repetitive Tasks.
8. Prioritize Ruthlessly.
9. Celebrate Milestones (Big and Small).
10. Conduct a Post-Project Review.
4/8/2024 Powering Big wins with Small, Agile Teams | Yogesh Kantak 6
7. Scaling Up Without Selling Out
4/8/2024 Powering Big wins with Small, Agile Teams | Yogesh Kantak 7
8. The challenge: As successful small, agile teams grow or integrate with larger structures, their initial agility and autonomy can be threatened.
Strategies
Gradual and Controlled Team Growth
• Adding too many members too quickly can disrupt team dynamics and communication.
• Consider a phased approach, integrating new members one or two at a time.
• This allows for smoother knowledge transfer from existing team members and preserves the team's established communication channels.
Maintaining Team Autonomy within a Framework
• Empower the small team to continue self-organizing and making decisions related to their work.
• This could involve maintaining control over sprint planning, project execution, and performance metrics.
• However, this autonomy should exist within a larger framework of company goals and collaboration with other departments for cross-functional
initiatives.
Building Communities of Practice
• Foster knowledge sharing and collaboration across the organization by establishing communities of practice. This can be achieved through:
• Company-wide Slack / MS Teams / MS Viva channels dedicated to specific functions or methodologies.
• Internal knowledge bases where teams can document best practices, learnings, and reusable assets.
• Connecting with other agile teams allows knowledge exchange and prevents siloed practices within the organization.
Remember:
Scaling agile practices effectively requires a balance between preserving the core strengths of small teams and integrating them into a larger
organizational structure.
By focusing on measured growth, maintaining autonomy, and fostering knowledge sharing, companies can achieve sustainable growth without
sacrificing agility.
4/8/2024 Powering Big wins with Small, Agile Teams | Yogesh Kantak 8
9. Closing Thoughts - key takeaways to remember
Focus on Team Size and Composition: Aim for a sweet spot of 5-9 members, balancing diverse skillsets
with clear communication and swift decision-making.
Empowerment is Key: Foster flat hierarchies, self-organization, and shared ownership within the team.
Tailor Agile Frameworks: Select frameworks that empower your specific team and avoid unnecessary
complexity.
Look Beyond Velocity: Success goes beyond just completed tasks. Measure customer value, innovation,
and team well-being for a holistic view.
Embrace Advanced Techniques: Utilize asynchronous communication tools, visual collaboration
platforms, and effective virtual meeting practices to bridge geographical gaps.
Scale Up, Don't Sell Out: Prioritize your company culture, empower your people, and measure progress
on what truly matters to achieve sustainable growth.
Maintain Agility During Integration: As teams grow, ensure measured growth with the right mindset and
skillsets. Maintain team autonomy within a larger framework and foster knowledge-sharing communities.
4/8/2024 Powering Big wins with Small, Agile Teams | Yogesh Kantak 9
10. Q & A
4/8/2024 Powering Big wins with Small, Agile Teams | Yogesh Kantak 10