Kanban in The Land of Scrum: Choose your Own Scrumban AdventureFernando Cuenca
Kanban is often described as something you layer "on top" of your existing process in order to stimulate improvement. So, what would that look like if your existing process is Scrum?
The term "Scrumban" has been used to describe this kind of combination, but it's much more than simply "Scrum with WIP limits". It's not about picking and choosing "the best of both", but the full application of the Kanban Method to a challenged Scrum implementation, to help it move beyond what's currently causing it to stall.
Kanban is "a way of seeing"; in this session we will "see" Scrum through the lens of Kanban, and explore how those insights can be used to re-ignite the inspect-&-adapt cycle to create a highly customized process that is better suited for your particular context.
--
Delivered at Gatineau-Ottawa Agile Tour (GOAT) 2019
Agile Dependencies: When "going cross-functional" is not an optionFernando Cuenca
Small, cross-functional teams are the "bread & butter" of Agile environments. Amongst many advantages, they help remove delays introduced by dependencies between groups. Unfortunately, many organizations find it difficult to reorganize their teams to be cross-functional, and even when they do, it's practically impossible to remove all dependencies, leaving many teams in the need to find ways to orchestrate work across various groups that work using different processes.
This talk will explore the problem of intra-team dependencies, its impact in Customer flow, and practical strategies team-level leaders (as well as system-level leaders) can apply to help make the whole system more responsive, fit-for-purpose, and agile. In particular, the talk will describe Dynamic Reservation Systems, an advanced dependency management technique.
--
Presented at the Toronto Agile Conference, Nov 6, 2020
From Team Flow to System Flow to Customer Flow: Practical Tools to Keep Valua...Fernando Cuenca
Fernando Cuenca will be giving a presentation at the 11th Annual Conference on Alternative Paths to Agility. The presentation will discuss practical tools to help keep valuable work moving, including focusing on pragmatic ways to improve teams, services, and risk management across enterprises. It will cover evolving from loosely affiliated individuals to sustainable service delivery through stages like inwards-looking teams, system-aware teams, and fit-for-purpose systems of teams. The presentation will provide an overview of these evolutionary stages and tools to help organizations progress through them to deliver happier customers and sustainable outcomes.
Visualizing Work: If you can't see it, you can't manage itFernando Cuenca
Presentation delivered at Toronto Agile Conference - Oct 30, 2018
--
Unlike a factory, where we can see work literally moving around, piling up waiting, being worked on, or even deteriorating with time, knowledge workers have to deal with abstract constructs that are largely invisible. Suddenly, answering questions like "what are we working on?" or "how does work get done here" can become tricky.
The basic premise that the first step towards effectively managing knowledge work is to make it visible will not come as a surprise for anyone with some familiarity with Agile. That said, there's more to effective work visualization than a 3-column board showing "To Do | In Progress | Done" columns, and visualizing work items is only the first step.
This session will explore approaches for visualizing otherwise invisible aspects of work, such as commitments, process, rules and, of course, work items, and using them to enable more effective management and collaboration.
This document discusses building a local Kanban community in the Greater Toronto Area (GTA) and increasing Kanban maturity. It includes information on connecting to global Kanban communities through Slack, using fit-for-purpose cards, discussing metrics and their impact on understanding customer expectations and improving services. Additional topics covered include flow efficiency, delivery rate, work in progress, lead time, Little's Law, conservation of flow, cumulative flow diagrams, lead time distributions, and using data to guide improvements and decisions.
When do you need it by? Business Agility MetricsMartin Aziz
This document discusses different types of metrics used in agile development and how to classify them. It presents four types of metrics: 1) fitness criteria that directly affect customer choices, 2) improvement drivers that have targets to be achieved, 3) general health indicators that show a healthy range of variability, and 4) vanity metrics that make teams feel good but don't affect customers. The document advocates focusing on metrics like lead time that measure how long customers have to wait. It also discusses using techniques like cumulative flow diagrams, control charts and probabilistic forecasting to understand variability and enable more accurate predictions of when work will be completed.
Kanban in The Land of Scrum: Choose your Own Scrumban AdventureFernando Cuenca
Kanban is often described as something you layer "on top" of your existing process in order to stimulate improvement. So, what would that look like if your existing process is Scrum?
The term "Scrumban" has been used to describe this kind of combination, but it's much more than simply "Scrum with WIP limits". It's not about picking and choosing "the best of both", but the full application of the Kanban Method to a challenged Scrum implementation, to help it move beyond what's currently causing it to stall.
Kanban is "a way of seeing"; in this session we will "see" Scrum through the lens of Kanban, and explore how those insights can be used to re-ignite the inspect-&-adapt cycle to create a highly customized process that is better suited for your particular context.
--
Delivered at Gatineau-Ottawa Agile Tour (GOAT) 2019
Agile Dependencies: When "going cross-functional" is not an optionFernando Cuenca
Small, cross-functional teams are the "bread & butter" of Agile environments. Amongst many advantages, they help remove delays introduced by dependencies between groups. Unfortunately, many organizations find it difficult to reorganize their teams to be cross-functional, and even when they do, it's practically impossible to remove all dependencies, leaving many teams in the need to find ways to orchestrate work across various groups that work using different processes.
This talk will explore the problem of intra-team dependencies, its impact in Customer flow, and practical strategies team-level leaders (as well as system-level leaders) can apply to help make the whole system more responsive, fit-for-purpose, and agile. In particular, the talk will describe Dynamic Reservation Systems, an advanced dependency management technique.
--
Presented at the Toronto Agile Conference, Nov 6, 2020
From Team Flow to System Flow to Customer Flow: Practical Tools to Keep Valua...Fernando Cuenca
Fernando Cuenca will be giving a presentation at the 11th Annual Conference on Alternative Paths to Agility. The presentation will discuss practical tools to help keep valuable work moving, including focusing on pragmatic ways to improve teams, services, and risk management across enterprises. It will cover evolving from loosely affiliated individuals to sustainable service delivery through stages like inwards-looking teams, system-aware teams, and fit-for-purpose systems of teams. The presentation will provide an overview of these evolutionary stages and tools to help organizations progress through them to deliver happier customers and sustainable outcomes.
Visualizing Work: If you can't see it, you can't manage itFernando Cuenca
Presentation delivered at Toronto Agile Conference - Oct 30, 2018
--
Unlike a factory, where we can see work literally moving around, piling up waiting, being worked on, or even deteriorating with time, knowledge workers have to deal with abstract constructs that are largely invisible. Suddenly, answering questions like "what are we working on?" or "how does work get done here" can become tricky.
The basic premise that the first step towards effectively managing knowledge work is to make it visible will not come as a surprise for anyone with some familiarity with Agile. That said, there's more to effective work visualization than a 3-column board showing "To Do | In Progress | Done" columns, and visualizing work items is only the first step.
This session will explore approaches for visualizing otherwise invisible aspects of work, such as commitments, process, rules and, of course, work items, and using them to enable more effective management and collaboration.
This document discusses building a local Kanban community in the Greater Toronto Area (GTA) and increasing Kanban maturity. It includes information on connecting to global Kanban communities through Slack, using fit-for-purpose cards, discussing metrics and their impact on understanding customer expectations and improving services. Additional topics covered include flow efficiency, delivery rate, work in progress, lead time, Little's Law, conservation of flow, cumulative flow diagrams, lead time distributions, and using data to guide improvements and decisions.
When do you need it by? Business Agility MetricsMartin Aziz
This document discusses different types of metrics used in agile development and how to classify them. It presents four types of metrics: 1) fitness criteria that directly affect customer choices, 2) improvement drivers that have targets to be achieved, 3) general health indicators that show a healthy range of variability, and 4) vanity metrics that make teams feel good but don't affect customers. The document advocates focusing on metrics like lead time that measure how long customers have to wait. It also discusses using techniques like cumulative flow diagrams, control charts and probabilistic forecasting to understand variability and enable more accurate predictions of when work will be completed.
Pea Pods & Connecting the Upstream - Lean Kanban North America 2018Martin Aziz
Pea Pods. A reflection on how achieving flow, and the intended business results of Agility, requires us to solve system problems that go beyond the team. The Kanban Method is shown to be applicable at the level of the whole organization.
Presented at Lean Kanban North America 2018
By Martin Aziz and Fernando Cuenca
Having the Correct Context for an Agile TransformationDerek Huether
3 years, 5 business units, 20 lines of business, and over 100 teams. With so many interactions, having the correct context for Agile was (and still is) key to an ongoing transformation. Remember, we're not all Spotify!
Agile scaling approach - spotify model & common senseTarun Singh
This document discusses approaches for scaling agile practices. It describes the Spotify model of organizing teams into tribes, squads, chapters and guilds. Tribes are logical groupings, squads are self-organizing teams, chapters are subject matter experts, and guilds are communities of interest. The document also presents examples of how teams could be structured for asynchronous or synchronous development. It recommends establishing roles, identifying backlogs, delivering increments, and monitoring releases, sprints and team health to achieve desirable outcomes at scale.
From Chaos to Confidence: DevOps at LeanKitJon Terry
This document outlines LeanKit's product development operating model, which aims to transition the organization from chaos to confidence. Key elements of the model include using Kanban and cadences to visualize and limit work-in-progress, organizing teams into squads and guilds for autonomous delivery, and holding regular meetings like tribal councils and architecture committees. The model emphasizes continuous delivery of value through deploying increments every 5 days, measuring outcomes, and improving collaboratively.
This document outlines common failures in Agile adoption, including lack of executive leadership support, failure to transform organizational structures and processes, and failure to focus on collaboration and people. Successful Agile transformations require executive buy-in to drive changes, realigning the organization around value delivery, and guiding individuals and teams through the transition process with feedback.
Measuring Team Happiness – A Real-Life Journey of Fostering an Engaging Worki...Agile Montréal
There is no team more productive than a healthy, engaged team. Unfortunately, some organizations still use bottom line metrics to drive performance, which typically hurt more than they help. In this talk we’ll focus on an alternative approach to fostering a great working environment, looking at how we can leverage Spotify’s “Squad Health Check Model” and Patrick Hanlon’s “Primal Branding” to build strong foundations and feedback mechanisms that set the stage for high-performance Agile Teams.
Daniel Tardif
Modern Agile - 'Cause Agile needed a refresh!Johnny Ordóñez
Modern Agile proposes evolving beyond the original Agile Manifesto to address challenges in a more dynamic environment. It emphasizes principles like psychological safety, continuous delivery, experimentation mindset, and enterprise agility. Modern Agile amplifies benefits for both teams and organizations through balancing needs across different parts of the business and achieving organizational adaptability. Frameworks are seen as tools to solve problems rather than ends in themselves.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
The document outlines an agenda for leading a large-scale agile transformation as an executive. It discusses understanding transformation, organizing transformation work, and planning/managing progress. It emphasizes the need to define structure, governance, and metrics to support agility at scale. The transformation should happen incrementally through "expeditions" and "basecamps" to establish agile practices, teams, and systems in an iterative way while removing impediments. A three step approach is recommended: 1) Build a leadership coalition, 2) Define an end-state vision, 3) Plan the transformation in increments.
Does this FizzGood? Improve velocity, predictability & agility by asking a si...Jon Terry
Frequent small good decoupled (FSGD) is a way of working that focuses on frequent delivery of small, good changes that are decoupled from each other. This allows for flexibility, learning, and value delivery. Examples show how customizing icons and releasing features can be done in a FSGD way through independent, coordinated changes. The benefits of FSGD include increased marketability, sustainability, frequency of feature delivery, and ability to gain repeat customers through a spirit of continuous improvement.
May 22 2014 how to scale agility in your enterpriseIsaac Hogue
The document outlines a process for successfully scaling agile in an enterprise. It discusses establishing an agile delivery structure based around product teams and establishing different teams for different roles. It then describes mapping out the journey through defining the roadmap, operational framework, and transforming incrementally through phases like establishing trust and predictability before reducing batch size. Finally, it discusses running an agile pilot with independent, entrepreneurial teams to introduce changes incrementally and measure improvements.
Integrate Confluence and JIRA Agile for Collaborative Agile Program Managemen...Atlassian
Scaling agile beyond small development teams is hard. Larger teams usually fall victim to misaligned chaos and bureaucratic waste. Learn how Surescripts uses their home-grown collaboration approach, "Possible/Valuable/Viable", to ensure the right conversations are happening at the right time with help from integrations between Confluence and JIRA Agile.
1) Gain buy-in from both top management and those implementing changes;
2) Explain how Scrum can reduce wasted time through better planning and transparency;
3) Be pragmatic when applying Scrum principles given organizational realities.
Path to Agility: Avoiding Common Pitfalls in Agile AdoptionAgile Velocity
Why do 53% of all Agile projects ultimately fail? Navigating common pitfalls can be hard to do. Find out which five hurdles to Agile adoption are the most challenging and how to implement a plan of action to overcome them.
The document discusses how to reboot an agile team. It outlines six essential ingredients needed which include leadership, management style, vision, engagement, quality, and an agile coach. It then describes a five sprint process to reboot the team, with each sprint focusing on a different aspect of rebuilding the team such as understanding the current problems, breaking old habits, delivering working software, and becoming a self-organizing team. The document emphasizes that change is difficult and will involve managing emotions, and recommends using a modern management style and clear plan to guide the reboot of the agile team.
How (can) Scrum and DevOps Walk Together to Build a High-Quality Product Deli...Scrum Day Bandung
Discussion in fishbowl format to find out how Scrum and DevOps should more power-full if we use it together and properly, then validating with data and convergence of CEO Scrum.org and CEO DevOps Institute.
360 degree feedback - a personal development compassCem Kulac
The document discusses using 360-degree feedback as part of agile personal development. It presents the story of "Granny Dolly" who only receives annual feedback from her manager that focuses on a few negative incidents, rather than obtaining holistic feedback. 360-degree feedback involves collecting feedback from an individual's peers, reports, customers and manager to provide a more well-rounded view. This feedback can then be used as a "compass" to guide personal development conversations and create development plans focused on an individual's strengths and areas for improvement. The feedback approach aims to make performance management more continuous and collaborative to support agile ways of working.
Natalia renskaya team transformation. ready, study, go! for the prosLviv Startup Club
Natali Renska is the program manager leading the transformation of a team. The transformation is necessary due to high attrition in the team, rapid growth, and an upcoming change in technology stack. The goals of the transformation are to understand the reasons for the change, share the goals with the team, and identify the value and create a plan. Risks include team storming, low performance, and high future attrition. The transformation will address these risks through hiring events, knowledge sharing, defining roles and processes, and core team development.
Coaching explained, an exploration by Alexander Crepin, coachAlexander Crépin
Coaching, an introduction.
Why coaching? What is coaching? What are the benefits of coaching? What does a coach?
An illustrated vision of Alexander Crépin
Social Enterprise Challenges and Top TipsWavelength
The document summarizes key discussions from two sessions of the Wavelength Connect 2014 Social Enterprise Members group on aligning vision and values, customer service, embracing ambiguity and risk, moving the board, recruiting and removing staff, and leadership. Top tips are provided on each topic, such as using stories to communicate values, allowing some failures to encourage innovation, and getting board members experience frontline work. Ensuring strong purpose, focused culture, and empowered staff are highlighted as important themes.
Pea Pods & Connecting the Upstream - Lean Kanban North America 2018Martin Aziz
Pea Pods. A reflection on how achieving flow, and the intended business results of Agility, requires us to solve system problems that go beyond the team. The Kanban Method is shown to be applicable at the level of the whole organization.
Presented at Lean Kanban North America 2018
By Martin Aziz and Fernando Cuenca
Having the Correct Context for an Agile TransformationDerek Huether
3 years, 5 business units, 20 lines of business, and over 100 teams. With so many interactions, having the correct context for Agile was (and still is) key to an ongoing transformation. Remember, we're not all Spotify!
Agile scaling approach - spotify model & common senseTarun Singh
This document discusses approaches for scaling agile practices. It describes the Spotify model of organizing teams into tribes, squads, chapters and guilds. Tribes are logical groupings, squads are self-organizing teams, chapters are subject matter experts, and guilds are communities of interest. The document also presents examples of how teams could be structured for asynchronous or synchronous development. It recommends establishing roles, identifying backlogs, delivering increments, and monitoring releases, sprints and team health to achieve desirable outcomes at scale.
From Chaos to Confidence: DevOps at LeanKitJon Terry
This document outlines LeanKit's product development operating model, which aims to transition the organization from chaos to confidence. Key elements of the model include using Kanban and cadences to visualize and limit work-in-progress, organizing teams into squads and guilds for autonomous delivery, and holding regular meetings like tribal councils and architecture committees. The model emphasizes continuous delivery of value through deploying increments every 5 days, measuring outcomes, and improving collaboratively.
This document outlines common failures in Agile adoption, including lack of executive leadership support, failure to transform organizational structures and processes, and failure to focus on collaboration and people. Successful Agile transformations require executive buy-in to drive changes, realigning the organization around value delivery, and guiding individuals and teams through the transition process with feedback.
Measuring Team Happiness – A Real-Life Journey of Fostering an Engaging Worki...Agile Montréal
There is no team more productive than a healthy, engaged team. Unfortunately, some organizations still use bottom line metrics to drive performance, which typically hurt more than they help. In this talk we’ll focus on an alternative approach to fostering a great working environment, looking at how we can leverage Spotify’s “Squad Health Check Model” and Patrick Hanlon’s “Primal Branding” to build strong foundations and feedback mechanisms that set the stage for high-performance Agile Teams.
Daniel Tardif
Modern Agile - 'Cause Agile needed a refresh!Johnny Ordóñez
Modern Agile proposes evolving beyond the original Agile Manifesto to address challenges in a more dynamic environment. It emphasizes principles like psychological safety, continuous delivery, experimentation mindset, and enterprise agility. Modern Agile amplifies benefits for both teams and organizations through balancing needs across different parts of the business and achieving organizational adaptability. Frameworks are seen as tools to solve problems rather than ends in themselves.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
The document outlines an agenda for leading a large-scale agile transformation as an executive. It discusses understanding transformation, organizing transformation work, and planning/managing progress. It emphasizes the need to define structure, governance, and metrics to support agility at scale. The transformation should happen incrementally through "expeditions" and "basecamps" to establish agile practices, teams, and systems in an iterative way while removing impediments. A three step approach is recommended: 1) Build a leadership coalition, 2) Define an end-state vision, 3) Plan the transformation in increments.
Does this FizzGood? Improve velocity, predictability & agility by asking a si...Jon Terry
Frequent small good decoupled (FSGD) is a way of working that focuses on frequent delivery of small, good changes that are decoupled from each other. This allows for flexibility, learning, and value delivery. Examples show how customizing icons and releasing features can be done in a FSGD way through independent, coordinated changes. The benefits of FSGD include increased marketability, sustainability, frequency of feature delivery, and ability to gain repeat customers through a spirit of continuous improvement.
May 22 2014 how to scale agility in your enterpriseIsaac Hogue
The document outlines a process for successfully scaling agile in an enterprise. It discusses establishing an agile delivery structure based around product teams and establishing different teams for different roles. It then describes mapping out the journey through defining the roadmap, operational framework, and transforming incrementally through phases like establishing trust and predictability before reducing batch size. Finally, it discusses running an agile pilot with independent, entrepreneurial teams to introduce changes incrementally and measure improvements.
Integrate Confluence and JIRA Agile for Collaborative Agile Program Managemen...Atlassian
Scaling agile beyond small development teams is hard. Larger teams usually fall victim to misaligned chaos and bureaucratic waste. Learn how Surescripts uses their home-grown collaboration approach, "Possible/Valuable/Viable", to ensure the right conversations are happening at the right time with help from integrations between Confluence and JIRA Agile.
1) Gain buy-in from both top management and those implementing changes;
2) Explain how Scrum can reduce wasted time through better planning and transparency;
3) Be pragmatic when applying Scrum principles given organizational realities.
Path to Agility: Avoiding Common Pitfalls in Agile AdoptionAgile Velocity
Why do 53% of all Agile projects ultimately fail? Navigating common pitfalls can be hard to do. Find out which five hurdles to Agile adoption are the most challenging and how to implement a plan of action to overcome them.
The document discusses how to reboot an agile team. It outlines six essential ingredients needed which include leadership, management style, vision, engagement, quality, and an agile coach. It then describes a five sprint process to reboot the team, with each sprint focusing on a different aspect of rebuilding the team such as understanding the current problems, breaking old habits, delivering working software, and becoming a self-organizing team. The document emphasizes that change is difficult and will involve managing emotions, and recommends using a modern management style and clear plan to guide the reboot of the agile team.
How (can) Scrum and DevOps Walk Together to Build a High-Quality Product Deli...Scrum Day Bandung
Discussion in fishbowl format to find out how Scrum and DevOps should more power-full if we use it together and properly, then validating with data and convergence of CEO Scrum.org and CEO DevOps Institute.
360 degree feedback - a personal development compassCem Kulac
The document discusses using 360-degree feedback as part of agile personal development. It presents the story of "Granny Dolly" who only receives annual feedback from her manager that focuses on a few negative incidents, rather than obtaining holistic feedback. 360-degree feedback involves collecting feedback from an individual's peers, reports, customers and manager to provide a more well-rounded view. This feedback can then be used as a "compass" to guide personal development conversations and create development plans focused on an individual's strengths and areas for improvement. The feedback approach aims to make performance management more continuous and collaborative to support agile ways of working.
Natalia renskaya team transformation. ready, study, go! for the prosLviv Startup Club
Natali Renska is the program manager leading the transformation of a team. The transformation is necessary due to high attrition in the team, rapid growth, and an upcoming change in technology stack. The goals of the transformation are to understand the reasons for the change, share the goals with the team, and identify the value and create a plan. Risks include team storming, low performance, and high future attrition. The transformation will address these risks through hiring events, knowledge sharing, defining roles and processes, and core team development.
Coaching explained, an exploration by Alexander Crepin, coachAlexander Crépin
Coaching, an introduction.
Why coaching? What is coaching? What are the benefits of coaching? What does a coach?
An illustrated vision of Alexander Crépin
Social Enterprise Challenges and Top TipsWavelength
The document summarizes key discussions from two sessions of the Wavelength Connect 2014 Social Enterprise Members group on aligning vision and values, customer service, embracing ambiguity and risk, moving the board, recruiting and removing staff, and leadership. Top tips are provided on each topic, such as using stories to communicate values, allowing some failures to encourage innovation, and getting board members experience frontline work. Ensuring strong purpose, focused culture, and empowered staff are highlighted as important themes.
The document outlines 11 potential video topics for course content on various business and professional development subjects. These include communicating effectively using body language and tone of voice, managing time effectively using the Covey time management matrix, understanding the marketing mix, learning styles and team development models, setting SMART goals and objectives, developing a business strategy, leadership and motivation theories. The final topic discusses the key components of an income statement for accounting purposes. The videos could be used in courses on effective teams, customer service, marketing, training, leadership, management, business planning, personal effectiveness and basic accounting.
This document discusses career planning and development. It covers topics like career management, responsibilities, action planning and available resources. Some key points include understanding yourself through self-assessment, expanding your skills and network, developing career goals and plans, and taking responsibility for managing your own career. Questions are welcomed from the Professional Development Director at the end.
Leading through uncertainty: Achieve outcomes in turbulent times with iter-ac...Agile Montréal
A 2020 HBR article summarized it well: “In normal times… leadership is not that critical... but in a crisis, even the strongest organizational habits, structures, and resources may be inadequate to meet challenges..” Leadership then becomes crucial.
In the months since March 2020, incredible transformations have been set into motion in so many organizations. Set in motion that is by leaders that embody key principles from Agile methodologies and combined with a new way to lead - IterActive Leadership.
In this insightful talk, leadership expert Marisa Murray will share the leadership practices that are fueling performance in these turbulent times. Drawing from her experience supporting C-Suite executives in Fortune 500 companies and her over two decades leading change and enterprise transformation programs herself. She will reveal powerful practices that you can begin to use immediately to navigate and thrive in this today’s rapidly changing, complex environment.
Marisa Murray
Workshops and masterclasses are offered by SuperStar Communicator to develop emerging leaders' communication skills. Led by expert communicator Susan Heaton-Wright, the sessions focus on skills like public speaking, presentations, meetings and leadership communication. Workshops are delivered online or in-person and have supported individuals and businesses globally. Specific topics have been selected to build skills that support professional development and efficient work.
This is a special edition of the power point presentation prepared for the 9 day Programme on Personality Development, [ 6th to 15th July 2010], organized for the benefit of the final year students of the graduation programme of the Andhra Mahila Sabha College for Women, Hyderabad. The programme was conducted mainly in Telugu. The live audio recordings can be freely listened to at: www.archive.org – please search for Prof. V. Viswanadham and further search for the topic.
This document provides an overview of the career development process. It discusses the four basic steps: 1) self-awareness and assessment to understand your interests, skills, values and aspirations; 2) career awareness and exploration such as researching options and talking to experts; 3) career decision-making by setting goals and implementing plans; and 4) career planning and placement including developing job search skills. The career development cycle is presented as ongoing and iterative as one's career progresses.
The document announces a presentation by Cynthia Hakutangwi on planning for personal and professional development, including an overview of her background and qualifications in communications and personal development. The presentation will cover topics such as career development, goal setting, priorities, time management, and overcoming barriers to success.
This document provides tools and strategies for developing business agility. It discusses establishing a clear vision and priorities, aligning stakeholders, and using empirical data to understand customer needs. The document emphasizes creating a learning culture, continuous innovation, and scaling down processes. Critical success factors include sustainable culture change, collaboration, and emphasizing people over processes. Tools presented include lean canvases, customer journey maps, and design thinking techniques to help organizations focus on customer value and adapt quickly to changing conditions.
The document outlines ACSA's transition to the next phase as a high-performing organization. It discusses implementing operating principles to guide how work is done, with a focus on leadership attributes at all levels. Specific action items are proposed to improve collaboration, engagement, initiatives, culture and systems to better support staff and create great experiences. The CEO apologizes for past shortcomings and commits to resolving issues through an action plan prioritizing getting it right and working together differently to fulfill the strategic vision.
Group Partners was created to fill a gap in the consulting industry by providing clear briefs and avoiding solving the wrong problems. They have developed an approach called Structured Visual Thinking (SVT) that brings visualization to complex issues in a way that enables everyone to understand. SVT involves three dimensions - Structure, Visual, and Thinking. Group Partners applies SVT throughout their engagements, particularly through interactive workshops. They have developed frameworks like 4D that provide structure to challenges and help organizations shape their future.
The document summarizes WW Consulting's approach to organizational change and development through a step-by-step process called "The Journey". The 7 key steps include: establishing a vision, identifying key stakeholders, developing a strategy, providing development and support, leading through challenges, celebrating successes and preparing for future growth. WW Consulting helps clients implement this approach through tools like change management, leadership development, team building and coaching to guide organizations through the process of continuous improvement.
Leaders in East Anglia attended a major conference which put put wellbeing at the heart of leadership in the region on Mental Health Awareness Week. The event took place on Tuesday 15 May at The Space, Norwich and was attended by 80 guests and had a range of speakers from Adnams, Nelsonspirit, Yellow Brick Road, Aviva, The Engaging People Company and the UEA.
This document provides information about certification for the Talinsight assessment. The certification process involves several modules that teach participants how to use the three components of the Talinsight assessment - behavioral style, motivational style, and thinking style. Participants will learn how to integrate these three perspectives and use the assessment for developing and coaching employees. The certification includes a personal debrief, modules on each assessment component, case studies, and post-certification coaching. The goal is to equip participants with the skills to utilize the Talinsight assessment to maximize employee performance.
The Capricorn Coaching Methodology document describes the Career Acceleration Process (CAP), a structured career development methodology. The CAP includes:
1) A Career Capabilities Assessment to evaluate a client's abilities across 96 defined skills.
2) Four stages of career development - Discovery, Development, Delivery, and Design - each addressing different abilities.
3) Coaching resources for coaches including seminar videos, progress journals, and a 5-step coaching model.
4) Four coaching programs addressing different client needs like transition coaching, coaching managers, and executive coaching. Coaches apply the CAP methodology and resources to help clients achieve their goals.
A talk by Karen Lukanovich
Founder, Summit2Summit Coaching
As we strive to adapt to our new reality since the arrival of Covid-19, most of us are struggling to stay centered in the midst of complete upheaval in our lives and businesses. Feeling unsettled, anxious, and fearful is normal, and the opportunity lies in how we respond.
These are trying times - but we can help ourselves, others and our businesses cope in a positive way.
In our talk, we'll address why goal setting is so important and how we can transform goals into actionable steps that inspire us and our teams to keep moving forward. Key takeaways will include:
Competitive athletes learn from their coaches that in the face of high stress and pressure we must focus on what we can control, not on the things we can't. What are some key principles we can learn from top performers?
How you can strategize for success by designing a simple goal framework that aligns with your company's purpose, values and future vision. A framework designed to empower trust, input, engagement and accountability across all teams.
How to leverage the power of this process to reframe mindsets, fuel motivation, and commitment to actions that will build resilience and bolster confidence in leadership and teams. An approach that will help you to navigate through disruptions and crisis now and in the future.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/goals-into-action/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
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This document provides advice from Steve Van Ingen on effectively leading project teams. It discusses the importance of:
- Keeping your eye on the critical success factors and project drivers
- Eliminating communication failures through clear, appropriate communication
- Actively listening to leverage the expertise of team members
- Setting and monitoring goals for the team and individuals
- Taking responsibility for failures while attributing successes to the team
- Developing a comprehensive execution plan and taking ownership of it
- Choosing a positive attitude and pumping up the team
The document emphasizes clear focus, effective communication, respecting team members, accountability, planning, and maintaining a positive outlook.
The document discusses the importance of personal and team skills development. It states that companies are becoming more competitive, so technical training and skills like communication are essential for staff to develop competition abilities and get promotions. It emphasizes that individualism is less important today and team skills that work effectively and efficiently are demanded. It outlines characteristics of high performance like clear purpose, empowerment, relationships, flexibility and optimal performance. It then discusses various personal and team skills in more detail like setting aims, active listening, reviewing and feedback, and working systematically. The conclusion is that every field now requires both individual and team skills as competition has increased, and those who compete and improve skills will survive.
Priority Lists Don't Work - FlowConf 2021Martin Aziz
Presented at Flow Conf 2021.
Lists are a snapshot of the output of some more robust criteria. They represent a 1-dimensional view of multiple dimensional problems. This makes them fragile. The good news is, Kanban helps you manage it all in a more robust way.
What should we work on now, later, and never? When will it be ready? What is the status of our current commitments? Do our teams even have the capability and capacity to deliver on our promises to our customers? These are the challenges and risks that product managers need to manage on a daily basis. In this interactive session, we'll explore ways that Kanban can help you improve decision making, manage risk, improve transparency, and make promises you can keep.
Paper Boats Simulation - Facilitation GuideMartin Aziz
Paper Boats is a game designed to simulate and teach Flow concepts. The game was created by Klaus Leopold. This facilitation guide was used to play the game with over 100 people as part of the Kanban presentation at AgileTO Meetup in July 2019.
Kanban - What does it look like today? Martin Aziz
Over the last 15 years, the Kanban Method has evolved into a 21st century management method to improve business performance. At its heart, the Kanban Method provides businesses with the tools needed to balance their capabilities with the needs of their customers. This presentation explores the last 15 years of Kanban's evolution. Presented at AgileTO July 2019.
The document introduces the Skill Liquidity Maturity Model (SLiMM), which contains 5 levels of increasing skill liquidity maturity aligned with the Kanban Maturity Model. The levels range from skill specialization to organizational liquidity. Each level is described using examples to illustrate how it reduces delays and increases flexibility compared to the previous level. Reaching the highest level requires organizing skills across multiple services and priorities based on enterprise strategy. The SLiMM is intended to help organizations determine the appropriate level of skill liquidity maturity for their needs and capabilities.
We gain new knowledge rapidly at first but reach a plateau, signaling it's time to move to the next dominant stage of generating options, prototyping, building, and verifying. While interactions may be complex, the process of knowledge development through these stages is straightforward, avoiding "loopty loos" and always moving forward.
Scrum has proven to be a successful framework for many companies in complex delivery domains to transition to Agility from more traditional delivery methods.
At some point during these transitions many companies have experienced a stall to what have previously been ongoing and exponential improvements. While team-level performance might have seen a substantial improvement, end-to-end delivery as perceived by customers and other stakeholders may not bit fit enough. In other cases, no matter how much teams work within the Scrum framework to improve their work, recurring “impediments” cause the Scrum implementation to plateau, or even regress.
We have learnt that complexity brings with it challenges in the "white spaces" that exist between teams where local improvements become disconnected from the delivery of customer value. In essence, Scrum is good, but doesn't provide enough to meet the needs of the whole system.
This talk will summarize key lessons distilled from that realization. We will highlight some of the limitations of team-centric Agile approaches and discuss Lean & Systems Thinking concepts to improve the system as a whole and bring your organization back to a place of continuous improvement that is connected to customer value.
SystemsThinking TO - Lightning Talk, Do NothingMartin Aziz
This document provides suggestions for what a team can do when members have excess capacity, including helping other teams with existing commitments, working on team improvements, focusing on personal development, or learning how to better help their own team or accelerate feature delivery. Taking a break is also an option over committing to more work.
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.
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.
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.
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
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.
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.
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.
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.
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.
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.
Addiction to Winning Across Diverse Populations.pdf
TAC2019 Agenda Shift Workshop
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Business Improvement
Through AgendaShift
martin@squirrelnorth.com
@martinaziz
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martin@squirrelnorth.com
squirrelnorth.com
ABOUT
MARTIN AZIZ
THEN
NOW
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Imagine
You were using a map. But you didn’t
know where you where you were or
where you were going?
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AGENDA SHIFT
Developed by Mike Borrows. It’s about approaching change
thinking through understanding where you wish to go by
and where you are today.
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The Change:
Lean, Agile, Lean-Agile, DevOps, OKR,
etc, etc, etc…
WHERE
TO WE
WANT TO
GO?
WHERE
ARE WE
TODAY?
THE INSTALL
We tend to approach change as if its about introducing
something new. We think left to right.
How do we
get there?
THINK RIGHT TO LEFT!
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Remember
the Future
Picture the scene: It’s some months from now, and you’re celebrating!
Isn’t it wonderful to see everyone together like this? And
you deserve it: over this period, you, your teams, and your entire
organization have achieved far more than anyone would have
thought possible. You dared to aim high, and still you smashed it!
The
Celebration
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Exercise 1 – THE CELEBRATION
We will be describing the celebration.
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The Celebration
When is the celebration?
What date did you program into your time
machine?
How much time was needed before you had
something this worthwhile to celebrate?
What are you celebrating?
Looking back, what accomplishments seem the
most meaningful?
What were the public/external successes?
What made these
important?
What was the level of challenge involved?
Who is celebrating?
Who deserves to be there?
Who helped you?
What part did your suppliers and customers
play in your successes?
Where is that celebration?
Where are you? A cozy corner in a nice
restaurant, The Carlu, Madison Square
Garden?
What country are you in?
Why are you all here?
Listen to what everyone is saying as they look back
on this special
period. How do they describe their involvement?
Why does any of it matter?
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Imagine
Everyone able to work consistently at their best:
o Individuals, teams, between teams, across the
organization and beyond
o Right conversations, right people, best possible
moment
o Needs anticipated, met at just the right time
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Obstacles
What obstacles stand in the way?
What obstacles do you need to overcome in order for everyone
able to work consistently at their best?
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Exercise 2 - OBSTACLES
What obstacles do you need to overcome in order for everyone able to work consistently at their best?
• Fill out section 2. By yourself come up with up to 7 obstacles.
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Do we
understand
the obstacles?
And what
should we do
about them?
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LET ASK SOME Thoughtful QUESTIONS
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Exercise 3 – OBSTACLES TO OUTCOMES
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LET ASK SOME Thoughtful QUESTIONS
Exercise 3.
Do this exercise in pairs:
• One person is the coach,
the other is the coachee.
• For each obstacle come
up with an outcome.
• Use this question guide to
assist your coaching.
• Switch roles half way!
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UNDER THE HOOD:
Clean Language
Clean Language is a communications methodology, developed by
David J Grove, a New Zealand 'Counselling Psychologist', during the
1980s and 1990s. The approach he devised was based on a new type
of questioning (and listening) that was rooted in honoring the client's
language rather than paraphrasing it, reserving advice rather than
pushing it, and cleaning up his own communications with respect to
assumptions and metaphors.
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The solution is
obvious and clear
for everyone
An expert or some
research can
determine the
“right” solution
No agreement on
“right” solution –
experimentation
needed
Nobody knows what
the “right” solution
might be
How can the outcomes be achieved?
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Exercise 4 – OUTCOME COMPLEXITY
How can the outcomes be achieved?
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The solution is
obvious and clear
for everyone
An expert or some
research can
determine the
“right” solution
No agreement on
“right” solution –
experimentation
needed
Nobody knows what
the “right” solution
might be
Exercise 4
How can the outcomes be achieved?
A
B
E D
C
F
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UNDER THE HOOD:
Framework by Dave Snowden
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Self Assessment Survey
(HOMEWORK)
The survey has 3 questions in each of 6 categories:
1. Transparency
2. Balance
3. Collaboration
4. Customer Focus
5. Flow
6. Leadership
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For each question please score:
1. Barely started - little evidence, if any
2. Early gains - sporadic evidence, not
widespread or consistent
3. Getting there - evident, but improvement
or more consistency needed
4. Nailing it, consistently - firmly established,
widely and consistently evident
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1.1
4
MA
We know the state of all our
work at any given time. The
customer always knows
where we are at. We use…
Score
Question #
Your Initial
Reason for
this score
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1. Transparency
1.1 Our delivery process and the work items currently in progress
within it are easily visible to all involved and interested parties
1.2 We have visibility of work items due to enter the delivery process
soon
1.3 We can see which work items are blocked and for what reason
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2. Balance
2.1 We bring work into the delivery process only as capacity allows,
preferring to finish work items already in progress than to start new
work items
2.2 We maintain a clear separation between work currently in
progress and work still under consideration
2.3 We take steps to avoid being overburdened with more work-in-
progress than we can accommodate effectively
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3. Collaboration
3.1 We work with those whose needs we are meeting in order to
understand, shape and size potential work before committing to
deliver it
3.2 Our delivery process encourages collaboration across roles and
specialties
3.3 We meet on a regular basis to review and improve our outputs
and processes
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4. Customer Focus
4.1 We seek to align our work to shared goals, prioritizing for
maximum impact
4.2 We incorporate customer feedback into our work while it is in the
delivery process
4.3 We continue to own work items until the customer confirms that
their needs are being met
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5. Flow
5.1 We can predict with reasonable confidence how long it will take to
deliver work of typical value and risk
5.2 We understand the performance of our delivery system in
sufficient detail to make timely decisions, to set appropriate
expectations, and to focus our improvement efforts
5.3 We proactively identify and address dependencies and other
impediments to flow
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6. Leadership
6.1 Together, we strive to meet customer needs, improve our delivery
systems, and develop new capabilities; in all three pursuits we are
appropriately recognized, supported, and rewarded
6.2 We ensure that opportunities for improvement are recognized
and systematically followed through
6.3 We all share the responsibility to seek clarification, to highlight
problems, and to come up with improvement ideas
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51%
20
28%
11
18%
7
3%
1
1 2 3 4
Balance
33%
12
31%
11
33%
12
3%
1
1 2 3 4
Transparency
15%
6
51%
20
33%
13
0%
0
1 2 3 4
Flow
ASSESSMENT RESULTS
Strongest -> Weakest
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WEAKEST RESULTS
Keeping it analog
Scores of 2 or lower
are usually more
obstacles to develop
into outcomes!
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All Questions TRANSPARENCY
BALANCE
COLLABORATION
CUSTOMER FOCUS
FLOW
LEADERSHIP
5.1 We can predict with reasonable confidence how long it will take to deliver work
of typical value and risk
5.2 We understand the performance of our delivery system in sufficient detail to
make timely decisions, to set appropriate expectations, and to focus our
5.3 We proactively identify and address dependencies and other impediments to
flow
6.1 Together, we strive to meet customer needs, improve our delivery systems, and
develop new capabilities; in all three pursuits we are appropriately recognized,
6.2 We ensure that opportunities for improvement are recognized and
systematically followed through
6.3 We all share the responsibility to seek clarification, to highlight problems, and to
come up with improvement ideas
3.1 We work with those whose needs we are meeting in order to understand,
shape and size potential work before committing to deliver it
3.2 Our delivery process encourages collaboration across roles and specialties
3.3 We meet on a regular basis to review and improve our outputs and processes
4.1 We seek to align our work to shared goals, prioritizing for maximum impact
4.2 We incorporate customer feedback into our work while it is in the delivery
process
4.3 We continue to own work items until the customer confirms that their needs
are being met
1.1 Our delivery process and the work items currently in progress within it are
easily visible to all involved and interested parties
1.2 We have visibility of work items due to enter the delivery process soon
1.3 We can see which work items are blocked and for what reason
2.1 We bring work into the delivery process only as capacity allows, preferring to
finish work items already in progress than to start new work items
2.2 We maintain a clear separation between work currently in progress and work
still under consideration
2.3 We take steps to avoid being overburdened with more work‐in‐progress than
we can accommodate effectively
2.0
2.4
1.8
1.0
2.4
1.8
2.7
1.9
1.8
2.4
2.2
3.0
2.1
2.5
2.0
2.5
2.0
2.5
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HOMEWORK: Obstacles to Outcomes Round 2.
For anything that scored a 2 or lower develop an outcome.
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ACHIEVE ORGANIZATIONAL FITNESS THROUGH 5 KEY CONCEPTS
Visual
Models
Improved
Predictability
through Flow
Maximize
Agility
Service
Delivery
Commitment
A Culture of
Respect &
Leadership
UNDER THE HOOD:
The Kanban Method
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OUTCOME Mapping
Let’s develop a map for our improvement journey.
Outcomes can be mapped into one of these 6 categories:
1. Refine existing work management systems
2. Improve the service experience
3. Manage the knowledge discovery process
4. Balance demand and capability
5. Address sources of dissatisfaction and other motivations
for change
6. Pursue fitness for purpose
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Refine
existing work
management
systems
Improve the
service
experience
Manage the
knowledge
discovery
process
Balance
demand and
capability
Address sources
of dissatisfaction
and other
motivations for
change
Pursue
fitness for
purpose
1.1 1.2 2.2 1.3 5.1 5.2 3.1 4.1 4.2 4.3 2.3 2.1 5.3 3.2 3.3 6.1 6.3 6.2
MAP survey questions
Each survey question can be mapped to one of these 6
categories.
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Refine
existing work
management
systems
Improve the
service
experience
Manage the
knowledge
discovery
process
Balance
demand and
capability
Address sources
of dissatisfaction
and other
motivations for
change
Pursue
fitness for
purpose
B C
E
D
G F A
1.1 1.2 2.2 1.3 5.1 5.2 3.1 4.1 4.2 4.3 2.3 2.1 5.3 3.2 3.3 6.1 6.3 6.2
MAP survey questions
Place outcomes into their corresponding categories.
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Exercise 6 – OUTCOME MAPPING
A
B
E D
C
F
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• Arrange your outcomes in
the provided categories.
Exercise 6 – OUTCOME MAPPING
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OUTCOME Mapping
You may wish to balance your strategy
Homework questions:
Is it balanced? Is something missing?
Choose which outcomes we are going to
pursue first.
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OUTCOME Mapping
What to do first?
Once mapped, you
may wish to determine
which outcomes to
work on now vs later.
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• For today we will only choose
one outcome we wish to focus
on first.
OUTCOME MAPPING
Choose something to focus on
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Exercise 7 – DEVELOP A CHANGE EXPERIMENT
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One owner or
partnership
Reference the
category and
outcome
The change being
done.
Assumptions you
can quickly
confirm
Assumptions to
be worked on
over time to
confirm or resolve
Who’s working
with you? Who’s
impacted?
Who might you
need to get
agreements with?
Fill out as you go with your observations,
metrics, board designs, etc. Bring with you
to the Service Delivery Review (SDR)
What are the
negative issues that
may come up that
need to be handled?
What are the
positive outcomes?
How can you ensure
them.
Do I need to design small
experiments to build up to this
one? I will create more A3s and
reference them here.
We believe that <actionable change>
will result in <meaningful outcome>.
If successful, we might expect to see:
– <observable impact>
– …
– <observable impact>
45. s q u i r r e l n o r t h . c o m
SquirrelNorth
CONSULTING | COACHING | TRAINING
IMPROVEMENT KATA
Continuous improvement approach part of
Toyota Production System (TPS)
The Current
Condition
Target
Condition
Vision
UNDER THE HOOD:
USER STORY MAPPING
User Story Mapping: Discover the Whole
Story, Build the Right Product - Jeff Paton
46. s q u i r r e l n o r t h . c o m
SquirrelNorth
CONSULTING | COACHING | TRAINING
Resources
Agendashift,
Mike Borrows.
Kanban,
David J. Anderson
Clean Language,
Wendy Sullivan,
Judy Rees
Toyota Kata,
Mike Rother
w w w . s q u i r r e l n o r t h . c o m
/ p o s t / s h i f t i n g - t h e - a g e n d a - o n - b u s i n e s s - i m p r o v e m e n t
SquirrelNorth
47. s q u i r r e l n o r t h . c o m
SquirrelNorth
CONSULTING | COACHING | TRAINING
Martin Aziz
Principal Consultant, SquirrelNorth
Martin brings years of experience working in the Fortune 500 as a
senior leader, executive and change agent. A teacher and guide, he has
a track record of developing new leaders and transforming
companies. For the last two decades he has a history of building and
transforming: bringing everyone along with him acting as teacher and
guide in developing new leaders.
Martin is actively affiliated with Lean Kanban Inc. as an accredited
Kanban Coaching Professional (KCP) and Accredited Kanban Trainer
(AKT). He speaks regularly at conferences focusing on improving how
businesses are organized.
martin@squirrelnorth.com
48. s q u i r r e l n o r t h . c o m
SquirrelNorth
CONSULTING | COACHING | TRAINING
Business Improvement
Through AgendaShift
martin@squirrelnorth.com
@martinaziz
s q u i r r e l n o r t h . c o m
SquirrelNorth
CONSULTING | COACHING | TRAINING