Scrum master challenges
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A list of challenges faced by scrum masters from my interaction (Coaching/mentoring/Training) with them. Going through these challenges should help leaders to introspect and work with their scrum masters
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Top 10 challenges faced by the scrum master
The Role of the Scrum Master (SM) is very challenging. SM responsibilities include Coaching, Training and facilitating both Agile practices and Spirits. In this Presentation, I will review some of the challenges faced by the Scrum Master during his day-to-day activities.
Psychological Safety: Creating conducive working environments for Designers t...
Design is the conception and realisation of new things. With new things, problems arise, and problems make us uncomfortable. With discomfort comes fear and anxiety.
Designers spend a lot of time prioritising the needs of customers and organisations.
We need to be just as deliberate in making certain that environments in which Designers operate, are conducive to helping them perform at their best.
Linda rising - the power of an agile mindset
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
the agile mindset, a learning lab
The document discusses different mindsets and how they affect our lives and work. It describes a fixed mindset where people believe their abilities are set and can't change, versus a growth mindset where people believe their abilities can develop over time through effort. Having a growth mindset creates resilience and a love of learning. The document suggests that organizations also have mindsets and can be either fixed or growth oriented. It provides tips on assessing your own and your organization's mindset and how to cultivate a growth mindset.
The Agile Mindset
a workshop to explore how our mindset affect the way we lead our life and the mindset required for any successful agile transformation
Retrospective & review
Scrum is an agile framework that emphasizes incremental deliveries, quality, continuous improvement, and discovering potential. It consists of sprints, roles like the product owner, scrum master, and cross-functional team. Sprint reviews provide visibility, feedback, and an opportunity for demos. Retrospectives are meetings at the end of each sprint to learn and improve for the next sprint through structured activities like gathering data, generating insights, and deciding on actions. They aim to continuously improve the development process.
Kanban/Scrumban - taking scrum outside its comfort zone
This document discusses Scrumban, which takes elements of Scrum and Kanban to address some of Scrum's limitations. Scrum works best for event-driven work like support/helpdesk activities, but Kanban can help manage upstream and downstream work from development sprints. Kanban uses pull-based workflow and limits work-in-progress to improve flow. It can be used to extend visibility and control outside of sprints. Scrumban combines the best of Scrum and Kanban for whole value stream management.
Advanced Scrum master workshop
This document provides information about an advanced scrum master workshop presented by Elad Sofer and Ilan Kirschenbaum of Practical Agile. It includes topics that will be covered such as the responsibilities of a scrum master, facilitating effective meetings and retrospectives, dealing with conflict, and growing as a leader. A video on effective feedback and an exercise on giving and receiving feedback are also outlined. The workshop aims to help participants become more skilled scrum masters.
Recommandé
Top 10 challenges faced by the scrum master
The Role of the Scrum Master (SM) is very challenging. SM responsibilities include Coaching, Training and facilitating both Agile practices and Spirits. In this Presentation, I will review some of the challenges faced by the Scrum Master during his day-to-day activities.
Psychological Safety: Creating conducive working environments for Designers t...
Design is the conception and realisation of new things. With new things, problems arise, and problems make us uncomfortable. With discomfort comes fear and anxiety.
Designers spend a lot of time prioritising the needs of customers and organisations.
We need to be just as deliberate in making certain that environments in which Designers operate, are conducive to helping them perform at their best.
Linda rising - the power of an agile mindset
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
the agile mindset, a learning lab
The document discusses different mindsets and how they affect our lives and work. It describes a fixed mindset where people believe their abilities are set and can't change, versus a growth mindset where people believe their abilities can develop over time through effort. Having a growth mindset creates resilience and a love of learning. The document suggests that organizations also have mindsets and can be either fixed or growth oriented. It provides tips on assessing your own and your organization's mindset and how to cultivate a growth mindset.
The Agile Mindset
a workshop to explore how our mindset affect the way we lead our life and the mindset required for any successful agile transformation
Retrospective & review
Scrum is an agile framework that emphasizes incremental deliveries, quality, continuous improvement, and discovering potential. It consists of sprints, roles like the product owner, scrum master, and cross-functional team. Sprint reviews provide visibility, feedback, and an opportunity for demos. Retrospectives are meetings at the end of each sprint to learn and improve for the next sprint through structured activities like gathering data, generating insights, and deciding on actions. They aim to continuously improve the development process.
Kanban/Scrumban - taking scrum outside its comfort zone
This document discusses Scrumban, which takes elements of Scrum and Kanban to address some of Scrum's limitations. Scrum works best for event-driven work like support/helpdesk activities, but Kanban can help manage upstream and downstream work from development sprints. Kanban uses pull-based workflow and limits work-in-progress to improve flow. It can be used to extend visibility and control outside of sprints. Scrumban combines the best of Scrum and Kanban for whole value stream management.
Advanced Scrum master workshop
This document provides information about an advanced scrum master workshop presented by Elad Sofer and Ilan Kirschenbaum of Practical Agile. It includes topics that will be covered such as the responsibilities of a scrum master, facilitating effective meetings and retrospectives, dealing with conflict, and growing as a leader. A video on effective feedback and an exercise on giving and receiving feedback are also outlined. The workshop aims to help participants become more skilled scrum masters.
The Five Dysfunctions of a Team
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
Growth Mindset & Psychological Safety - High Performing Teams in Software Dev...
Software quality, psychological safety and growth mindset might seem to be unrelated at first glance. However, both psychological safety and growth mindset are crucial in high performance teams. Join our upcoming PALO IT BarCamp to understand more about psychological safety and different mindset, learn how these topics affect one another, and get inspired to enable teams to deliver awesomeness to users.
What you will explore
We have always been seeking the secret sauce of high performance teams in the software development industry. Some teams deliver products better than several teams combined. Some others adjust to market change quicker than the change itself. Some others learn from failure and raise the bar by making their product more resilient than ever. Not long ago, Google's Project Aristotle has answered the million dollar question on the successful recipe of building high performance teams with psychological safety cited as the most important factor. In this BarCamp, we will dive into details and find out what it takes to allow individual team members to feel psychologically safe and willing to take calculated risks for learning and improvement.
Through research and case studies, we will explore the following:
> What is psychological safety?
> How mindset affects the perception of psychological safety?
> How to assess mindset and psychological safety in your team?
> How to create an environment that promotes growth mindset and fosters psychological safety?
Audience
> Developers
> Team Leads
> Team Coaches
> Managers
> Business Leaders
> Anyone looking to maximise self and team's ability to grow and improve.
Developing Agile Leadership
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Enterprise Agile Coaching - Professional Agile Coaching #3
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
How to be a great scrum master
The document outlines the responsibilities of a Scrum Master which include removing blocks for the team, acting as an unbreakable buffer, championing Agile practices, being the chief connector to solve issues, providing frequent feedback, and building individual ownership without acting as a team leader. It notes that the Scrum Master role can vary in visibility from almost invisible on small dedicated teams to highly visible and busy on larger teams with more challenges.
O Dilema da Priorizacao.pptx
O documento discute os desafios da priorização de iniciativas em uma organização à luz da metáfora do trânsito em uma rodovia. Apresenta como a gestão de portfólio pode ajudar a equilibrar a capacidade do sistema produtivo para que as iniciativas fluam de forma otimizada. Também destaca a importância de ter poucas e boas escolhas alinhadas com a estratégia e necessidades dos clientes.
SAFe® PI Planning - 4 locations - but how?
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
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Start Here---> https://bit.ly/2Rsw0Bx <---Get complete detail on PSK I exam guide to crack Professional Scrum with Kanban. You can collect all information on PSK I tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on Professional Scrum with Kanban and get ready to crack PSK I certification. Explore all information on PSK I exam with the number of questions, passing percentage, and time duration to complete the test.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
Scrum - Uma introdução a agilidade
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Agilidade - A arte de desprojetizar
Este documento discute a arte de "desprojetizar" e a importância da agilidade organizacional. Em três frases, resume:
O documento defende que é preciso abandonar a mentalidade de projetos rígidos em favor de entregas incrementais de valor, melhoria contínua e capacidade de adaptação às mudanças. A improvisação e planejamento iterativo são promovidos como formas de lidar com a incerteza em vez de estimativas e requisitos fixos.
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This document discusses the agile mindset and contrasts it with the traditional waterfall mindset. It defines mindset as a person's way of thinking and opinions. The agile mindset values individuals and interactions, customer collaboration, responding to change, and valuing working software over documentation. It also discusses agile principles, practices like Scrum and Kanban, and the differences between doing agile and having an agile mindset. The document contrasts fixed and growth mindsets and provides indicators of an agile mindset at both the team and organizational levels. It also discusses common agile pitfalls and provides resources for further reading.
Modern Agile Management and Leadership
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.
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This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
Agile transformation Explained: Agile 2017 Session
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Business Agility
Jude Horrill is a consultant who helps organizations adopt an agile mindset and way of working. Agility is needed to manage constant change, reduce risks, and engage new generations of employees and customers. Traditional command-and-control leadership is no longer effective in today's networked world. An agile mindset focuses on collaboration, adaptability, facilitating change, and viewing the organization as part of a wider ecosystem. Agile leadership fosters experimentation, continuous learning, and a culture of respect, transparency and trust. Implementing agile practices is less important than developing an agile mindset across the organization.
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Free Online Classroom Study Training Material from GlobalSkillup for PMI ACP(AGILE CERTIFIED PRACTITIONER) Certification by Project Management Institute. This study material also emphasizes on SCRUM, TDD, Lean, Kanban and other Agile Methodologies. Feel free to use slides in your commercial sessions, we would appreciate acknowledgements to GlobalSkillup.com though not mandatory.
The Five Dysfunctions of a Team
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model. The five dysfunctions are: 1) absence of trust, where team members are unwilling to be vulnerable; 2) fear of conflict, which prevents productive ideological debate; 3) lack of commitment, when teams fail to make definitive decisions in a timely manner; 4) avoidance of accountability, when teams avoid holding each other accountable for performance; and 5) inattention to results, when teams focus on individual goals rather than collective outcomes.
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150606 i bridges co opetition session with feedback
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MentorshipProgramSlides
This document summarizes a mentoring program. It discusses what mentoring is, the benefits it provides to protégés, mentors, and companies. It also outlines different types of mentoring relationships and roles. The document gives guidance on the key aspects of a successful mentoring relationship, including relationship fundamentals, goal setting, meeting structure, and feedback. It provides tips for mentors, protégés, managing conflicts, and ensuring the relationship's success.
Contenu connexe
Tendances
The Five Dysfunctions of a Team
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
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Software quality, psychological safety and growth mindset might seem to be unrelated at first glance. However, both psychological safety and growth mindset are crucial in high performance teams. Join our upcoming PALO IT BarCamp to understand more about psychological safety and different mindset, learn how these topics affect one another, and get inspired to enable teams to deliver awesomeness to users.
What you will explore
We have always been seeking the secret sauce of high performance teams in the software development industry. Some teams deliver products better than several teams combined. Some others adjust to market change quicker than the change itself. Some others learn from failure and raise the bar by making their product more resilient than ever. Not long ago, Google's Project Aristotle has answered the million dollar question on the successful recipe of building high performance teams with psychological safety cited as the most important factor. In this BarCamp, we will dive into details and find out what it takes to allow individual team members to feel psychologically safe and willing to take calculated risks for learning and improvement.
Through research and case studies, we will explore the following:
> What is psychological safety?
> How mindset affects the perception of psychological safety?
> How to assess mindset and psychological safety in your team?
> How to create an environment that promotes growth mindset and fosters psychological safety?
Audience
> Developers
> Team Leads
> Team Coaches
> Managers
> Business Leaders
> Anyone looking to maximise self and team's ability to grow and improve.
Developing Agile Leadership
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Enterprise Agile Coaching - Professional Agile Coaching #3
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
How to be a great scrum master
The document outlines the responsibilities of a Scrum Master which include removing blocks for the team, acting as an unbreakable buffer, championing Agile practices, being the chief connector to solve issues, providing frequent feedback, and building individual ownership without acting as a team leader. It notes that the Scrum Master role can vary in visibility from almost invisible on small dedicated teams to highly visible and busy on larger teams with more challenges.
O Dilema da Priorizacao.pptx
O documento discute os desafios da priorização de iniciativas em uma organização à luz da metáfora do trânsito em uma rodovia. Apresenta como a gestão de portfólio pode ajudar a equilibrar a capacidade do sistema produtivo para que as iniciativas fluam de forma otimizada. Também destaca a importância de ter poucas e boas escolhas alinhadas com a estratégia e necessidades dos clientes.
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Start Here---> https://bit.ly/2Rsw0Bx <---Get complete detail on PSK I exam guide to crack Professional Scrum with Kanban. You can collect all information on PSK I tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on Professional Scrum with Kanban and get ready to crack PSK I certification. Explore all information on PSK I exam with the number of questions, passing percentage, and time duration to complete the test.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
Scrum - Uma introdução a agilidade
O documento fornece uma introdução ao framework ágil Scrum, descrevendo seus três pilares (transparência, inspeção e adaptação), papéis (Scrum Master, Product Owner e Dev Team), eventos (Sprint Planning, Daily Scrum etc.), artefatos (Product Backlog, Sprint Backlog e Incremento) e práticas como Planning Poker, Grooming e User Stories.
Agilidade - A arte de desprojetizar
Este documento discute a arte de "desprojetizar" e a importância da agilidade organizacional. Em três frases, resume:
O documento defende que é preciso abandonar a mentalidade de projetos rígidos em favor de entregas incrementais de valor, melhoria contínua e capacidade de adaptação às mudanças. A improvisação e planejamento iterativo são promovidos como formas de lidar com a incerteza em vez de estimativas e requisitos fixos.
Agile mindset
This document discusses the agile mindset and contrasts it with the traditional waterfall mindset. It defines mindset as a person's way of thinking and opinions. The agile mindset values individuals and interactions, customer collaboration, responding to change, and valuing working software over documentation. It also discusses agile principles, practices like Scrum and Kanban, and the differences between doing agile and having an agile mindset. The document contrasts fixed and growth mindsets and provides indicators of an agile mindset at both the team and organizational levels. It also discusses common agile pitfalls and provides resources for further reading.
Modern Agile Management and Leadership
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.
Agile Leadership Training
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
Agile transformation Explained: Agile 2017 Session
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Business Agility
Jude Horrill is a consultant who helps organizations adopt an agile mindset and way of working. Agility is needed to manage constant change, reduce risks, and engage new generations of employees and customers. Traditional command-and-control leadership is no longer effective in today's networked world. An agile mindset focuses on collaboration, adaptability, facilitating change, and viewing the organization as part of a wider ecosystem. Agile leadership fosters experimentation, continuous learning, and a culture of respect, transparency and trust. Implementing agile practices is less important than developing an agile mindset across the organization.
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...
Free Online Classroom Study Training Material from GlobalSkillup for PMI ACP(AGILE CERTIFIED PRACTITIONER) Certification by Project Management Institute. This study material also emphasizes on SCRUM, TDD, Lean, Kanban and other Agile Methodologies. Feel free to use slides in your commercial sessions, we would appreciate acknowledgements to GlobalSkillup.com though not mandatory.
The Five Dysfunctions of a Team
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model. The five dysfunctions are: 1) absence of trust, where team members are unwilling to be vulnerable; 2) fear of conflict, which prevents productive ideological debate; 3) lack of commitment, when teams fail to make definitive decisions in a timely manner; 4) avoidance of accountability, when teams avoid holding each other accountable for performance; and 5) inattention to results, when teams focus on individual goals rather than collective outcomes.
Agile Project Management - An introduction to Agile and the new PMI-ACP
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
Tendances (20)
Growth Mindset & Psychological Safety - High Performing Teams in Software Dev...
Growth Mindset & Psychological Safety - High Performing Teams in Software Dev...
Enterprise Agile Coaching - Professional Agile Coaching #3
Enterprise Agile Coaching - Professional Agile Coaching #3
Scrum.org Professional Scrum with Kanban (PSK I) Certification | Question & A...
Scrum.org Professional Scrum with Kanban (PSK I) Certification | Question & A...
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]
Agile transformation Explained: Agile 2017 Session
Agile transformation Explained: Agile 2017 Session
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...
Agile Project Management - An introduction to Agile and the new PMI-ACP
Agile Project Management - An introduction to Agile and the new PMI-ACP
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American Chambers of Commerce (Amcham) - Shanghai
Coaching People to Be Like You? Here's Why That's a Big Mistake.
The document is from a presentation by Integrity Solutions on coaching. It discusses that coaching people to be like you is a mistake, and that effective coaching involves understanding different behavioral styles and adapting coaching approaches accordingly. It provides information on four common behavioral styles (Talker, Doer, Controller, Supporter), challenges of coaching each style, and strategies for coaching more effectively such as identifying the coachee's style and adapting communication to their style. The presentation aims to help coaches better understand how to work with different personality types.
APM People SIG - 'The Leadership Challenge', 22nd October 2015
APM People SIG - 'The Leadership Challenge'
22nd October 2015
Belfast, Northern Ireland
by Russel Jamieson and Eleri Evans
Soft Skill Part-5(Leading Virtual Team)
◦ Existing environment dictates high reliance on effectiveness of leadership of Tech Team and support team scattered over vast geographical boundaries thus consisting of Virtual Project Team and will have to be Remotely Managed.
◦ Virtual Leadership thus generated requires typical fundamentals of Leading People , managing resources in traditional office environment and in magnified in virtual scenario which heightens difficulties in communication ,working target High qualities and time job
EOM کارمند نمونه ماه
یه کارمند نمونه رو چطری باید سنجش کرد
این فایل به شما کمک میکنه که معیار ها و پاراکتر هایی که باید اخر هر ماه یا فصل بهشون از ۱ تا ۵ امیتاز بدید و در نهایت ببنید که کدومی یکی از پسنل تحت مدیریت شما شایسته تقدیر هست
Best Practices for Developing Your Emerging Leaders
This document summarizes a webinar presentation about developing leadership programs. It introduces the presenters and provides an overview of 5 ways to unlock the hidden value in emerging leaders: 1) strong executive involvement, 2) tailored leadership competencies, 3) alignment with business strategy, 4) targeting multiple levels of leadership, and 5) learn by doing and application. It then discusses each of these 5 areas in more detail and provides examples and research to support developing effective leadership programs.
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
Organizational learning is always evolving, but it seems that we have reached a point in time when it is changing more rapidly than companies can keep up with. The changes are both dramatic and incremental, and coming from every direction. Simply changing what we do is not enough, we need to start changing who we are. Do today’s learning organizations and the people running them have the DNA to deliver the modern learning experience?
APM People SIG, Leadership, David Richardson, 12th Feb 2015
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
Principles of partnering presentation rev1
Partnering involves developing close, long-term relationships between organizations to work together as partners toward mutual success. It aims to secure the best position for all parties through teamwork rather than competition. Partnering requires preparation, commitment, trust, and shared goals. When implemented successfully, it can increase flexibility, quality, and value while reducing costs through improved planning and innovation.
C-Suite Peer Advisory Group United Arab Emirates
C-Suite Peer Advisory Group United Arab EmiratesPaul Grezio M. - MBA , ACC-Peer Advisory Groups, Leadership Development
This document describes a strategic peer advisory board for CEOs, MDs, and senior leaders. It discusses how external peer groups can help large companies maximize collaboration and growth. The peer groups allow leaders to gain insights from trusted peers, learn new solutions to problems, and get candid feedback in a confidential environment. They help address challenges leaders face including isolation, dysfunctional teams, and high performance pressure. The peer groups meet monthly for open discussions and problem solving to help members become better leaders and make improved decisions that achieve better business results.Mentoring-2017
Presentation for the kick-off workshop of a mentoring program. This presentation is a guideline, to be completed with interactive exercises during the workshop.
KBC Workshop on Invest for Success Leadership Through Communication
A High impact Workshop on Invest for Success: Leadership Through Communication intended for Managers and Aspiring Managers in any Business Vertical and Business function.
KBC Workshop on Invest for Success Leadership Through Communication
A High impact Workshop on Invest for Success: Leadership Through Communication intended for Managers and Aspiring Managers in any Business Vertical and Business function.
Organisational behaviour
This is a presentation was prepared for my Organisational Behaviour's course where I presented how to transform from a manager to leader or in other words; the transformation of a leader to the leader.
How will you influence others and lead them with the highest satisfaction and desire to put more effort and happiness in their day-to-day work by understanding them better.
Leadership and personality Trait managment
This document provides information about leadership training. It defines leadership as empowering group members to work together toward a common goal or vision. It lists skills commonly possessed by leaders such as being committed to a vision, communicating effectively, and problem solving. It discusses traits of good leaders such as having the desire to lead, commitment to the organization's mission and vision, and integrity. It also covers different leadership styles like autocratic, democratic, bureaucratic, and charismatic leadership. Finally, it discusses how to lead teams effectively through approaches like delegating tasks and mentoring other members.
LLC Webinar Series: Coaching as a Leadership Development Strategy
Leadership development is on the forefront of grantmaker and capacity builders' minds, particularly as organizations navigate the current realities they face. This webinar was for experienced capacity builders who are interested in exploring coaching as a leadership development strategy. CompassPoint shared what they have learned about how coaching can help nonprofit leaders succeed along with highlights from the Coaching and Philanthropy Project and their own work incorporating coaching into several leadership development programs.
CREATING A FEEDBACK CULTURE
Giving and receiving feedback can be intimidating, but that doesn't make it any less important for leaders, employees and the business. But how do you make feedback discussions an effective driver of employee engagement, retention and productivity?
Join us for this one-hour webinar where we'll share real-world strategies for fostering a culture of feedback in your organization.
You'll gain insights into:
How continuous coaching strengthens work relationships
The role of feedback in ongoing performance management
Tips for giving, receiving and interpreting feedback
Strategies Of Conflict Management
This document discusses strategies for managing conflict and techniques for preventing conflict. It outlines five strategies for managing conflict: avoiding, accommodating, compromising, competing, and collaborating. Each strategy is described in one to two sentences. Tips for managing conflict constructively include accepting conflict, staying calm, listening actively, analyzing the conflict carefully, choosing words carefully, working together toward common goals, being creative, and avoiding conflict when necessary. Techniques for preventing conflict include team building, diversity training, open communication, conflict management training, properly allocating resources, managing expectations, and focusing on others' perspectives.
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Coaching People to Be Like You? Here's Why That's a Big Mistake.
Coaching People to Be Like You? Here's Why That's a Big Mistake.
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Best Practices for Developing Your Emerging Leaders
Best Practices for Developing Your Emerging Leaders
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
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APM People SIG, Leadership, David Richardson, 12th Feb 2015
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LLC Webinar Series: Coaching as a Leadership Development Strategy
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Thinking questions
This document discusses questions and questioning techniques. It covers that questions can drive productive conversations, the right question depends on context and situation. It also discusses ways to frame questions, such as Bloom's Taxonomy, and types of questions like closed and open. The document emphasizes conscious questioning with clear intention and preparation based on understanding purpose, situation, people, and facilitator self-knowledge. It provides guiding principles for questioning including customizing for context and maintaining a participant-observer stance. The document is a resource for learning about effective questioning.
Coaching stance and icf core competencies
Gives an overview of professional coaching arc of conversation, Coaching stance and ICF core competencies. It helps leaders to understand the core skills to be practiced when they are wearing "Coach" hat.
Agile practices: start with "WHY"
This presentation will help agile practitioners, agile leaders and agile team members to understand WHY (Purpose) of what we do. Always remember "Principles over practices".
Agile ceremonies in detail ipo
Description about agile practices in details for agile team members, agile practitioners, leaders and scrum coaches. This will help in understanding the agile practices better.
Change management models
This document discusses several models for managing change:
- John Kotter's 8-step change model for leading organizational transformation.
- The ADKAR model which focuses on the actions and outcomes required for individual change.
- Kurt Lewin's 3-stage change model of unfreezing, changing, and refreezing to establish stability after a change.
- The Kubler-Ross 5 stages of grief model which outlines common feelings people experience when dealing with change: denial, anger, bargaining, depression, and acceptance.
- It encourages the reader to reflect on how they would manage personal and organizational change.
Coaching Basics and Coaching Models
this presentation gives basic understanding of What is coaching, Why coaching, Skills required to be a coach, Coaching arc of conversation and basics of coaching models.
Team Facilitator
This document provides an overview of facilitation basics. It discusses what facilitation is, the role of the facilitator, and why facilitation is important. It outlines the skills needed for facilitation and various techniques a facilitator can use, including setting social contracts, decision making approaches, and managing the flow of a session. The summary discusses key aspects of an effective facilitation process, including empowering participants, creating clarity, inviting collaboration to maximize productivity and achieve group solutions.
Coaching Leadership
This presentation helps leaders/ agile managers to know the right behavior needed with Agile transformation, provide tools: which can be used in their coaching conversations.
Story of user story
User story as a tool in agile. Writing good user stories. Slicing/splitting of user story. Prioritization and Estimation of user story.
Team Coaching - Starbursting
This document describes the process of starbursting, which is a variant of brainstorming that focuses on generating questions rather than answers. The three-step starbursting process involves:
1. Having participants write down questions in different categories like who, what, when to understand the problem without answering the questions.
2. Reviewing the questions and selecting the three most strategic questions to focus on answering, as the answers to these will be key to solving the challenge.
3. Dividing the team to each work on answering one of the three questions, then rotating through all three questions to fully understand the problem from different perspectives.
Team Coaching - Sprint Retrospection
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Behavioral basics for Team members: In-gradients to form a successful team and expected behavior in team members to maintain good team culture in an organization.
Lean Software Development: Values and Principles
This document discusses Lean Software Development. It begins with a brief history of Lean, noting its origins in manufacturing and its application to software development starting in the 1990s. It then defines Lean according to the five pillars of Lean thinking: value, value stream, flow, pull, and perfection. The document outlines six Lean values related to accepting human factors and complexity while striving for better economic and social outcomes. It also lists seven Lean principles for software development, such as eliminating waste, building quality in, and respecting people. The document provides examples of Lean practices and concludes that Lean is a methodology for trimming non-value-added activities from the software development process while following any development methodology.
Scrum
Scrum is an agile framework for managing product development. It defines three roles - Scrum Master, Product Owner, and Development Team - and three artifacts - Product Backlog, Sprint Backlog, and Product Increment. It also includes five ceremonies - Product Backlog Refinement, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Scrum was first defined in 1986 and evolved through the 1990s, with Ken Schwaber and Jeff Sutherland formalizing the method in 2001 in their book Agile Software Development with Scrum.
Agile-overview: Agile Manifesto, Agile principles and Agile Methodologies
Agile-overview: Agile Manifesto, Agile principles and Agile Methodologies-
It explains what is agile and agile principles in detail.
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Agile-overview: Agile Manifesto, Agile principles and Agile Methodologies
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Comparing Stability and Sustainability in Agile Systems
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.
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
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A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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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
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
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Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
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.
Sethurathnam Ravi: A Legacy in Finance and Leadership
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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.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
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.
12 steps to transform your organization into the agile org you deserve
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Comparing Stability and Sustainability in Agile Systems
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Sethurathnam Ravi: A Legacy in Finance and Leadership
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Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
Scrum master challenges
- 1. Balaji Sathram, Agile Coach sathrambalaji@gmail.com
- 2. The views and opinions expressed in this presentation are my thoughts based on my experience and do not necessarily reflect with my position with any of the organization I worked with. © Balaji Sathram, 2017 2
- 3. RESPECT OPENNESS FOCUS COMMITTMENT COURAGE © Balaji Sathram, 2017 3
- 4. AGENDA Challenges With �Self �Team �Product Owner �Distributed team �Middle Managers �Leadership �Organization �Other teams Open for Discussion 4© Balaji Sathram, 2017
- 5. �Patience �Tools and Techniques �Self-awareness �Knowledge gap �Emotional intelligence �Theory VS Practice �Doing VS Being �Ownership �Accountability 5© Balaji Sathram, 2017
- 6. �Conflicts �Competency issues �Behavioral issues �Behavioral Debt �Updating the KANBAN board/ALM Tool �Raising impediments @Right time �Volunteer Participation �Ownership and Accountability © Balaji Sathram, 2017 6
- 7. PRODUCT OWNER �Getting quality user stories �Business value defined for each story �PROXY �Availability �Product Vision © Balaji Sathram, 2017 7
- 8. �Communication �Facilitation �Focus �Removing Impediments �Coaching �No personal touch �Time zone differences �Cultural differences © Balaji Sathram, 2017 8
- 9. �Support for SMs and POs �Decentralization of the POWER �Create Safe environment to FAIL �Attending all scrum ceremonies �Delivery focused �100% Utilization trap �Treating SM as Project manager, Release manager and Admin for the team members © Balaji Sathram, 2017 9
- 10. �Filtering the work-Discovery �Comparing Teams �Make leaders, not followers �Create culture to experiment �Psychological Safe environment �Walk the talk �Lead by example �Team hierarchical Structure © Balaji Sathram, 2017 10
- 11. �Policies �Company-Location �Focus on Culture © Balaji Sathram, 2017 11
- 12. �Dependencies �HR-Recruitment �Vendor management �Infrastructure �Release management �Change management © Balaji Sathram, 2017 12