1. The document discusses the differences between legacy/traditional project management and agile project management. It notes that legacy management focuses on schedules, yearly budgets, and large upfront planning, while agile focuses on delivering value, incremental funding, and continuous steering.
2. Various types of legacy managers are described, such as the fragile manager with no knowledge, the lifer focused on the org chart, and the old school micromanager.
3. Agile principles like focusing on business value, estimating in iterations, using burn down charts, and allowing teams to flow work are presented as alternatives to tasks, resource planning, and command and control management.
The document provides tips for holding a successful large-scale outreach event. It recommends doing research on the event's purpose and lessons from past events. Proper time management is key, including planning ahead and allowing extra time for unexpected issues. A positive, professional attitude from organizers is important. After the event, analyzing participant and volunteer surveys can provide feedback on what went well and improvements for the future. Examples of outreach events at Cal Poly include SWE-EETY, a high school shadow program, and Building An Engineer Day.
Mrityunjaya Hikkalgutti authored a white paper on leadership dated May 5th 2011. He has 19+ years of experience in software engineering and management. In the paper, he discusses the importance of true leadership, having an innovative mindset, properly evaluating one's skills and weaknesses, learning from failures and mistakes, and creating a better world by connecting with and mentoring others. The overall message is that true leaders listen to ideas from all levels, make decisions that consider end user needs, and help guide and develop their teams to achieve the right results through an open exchange of thoughts and lessons learned.
Telecommuting and distributed working is a growing trend. Gallup says 37% percent of U.S. workers telecommuted in 2015, up from just 9% in 1995. However, most organizations have not adjusted their talent management practices to accommodate (or optimize) distributed teams. Get practical examples for building successful culture, teamwork and engagement across all aspects of HR and across the globe.
This was a presentation for the Northern California HR Association Global Workforce Conference in September 2016.
Tiffany Lentz discusses building trust as the first priority when working with clients. She recommends intentionally making clients and colleagues look good, always assuming positive intent, and focusing on results over internal politics. Lentz also suggests organizations establish a social sector arm to build foundations for the future and leave a blank slate for new ideas without preconceived notions.
The document discusses 10 reasons why people management does not work effectively. It begins by introducing the author Natali Renska and her experience in project management. Some of the key reasons discussed include a lack of regular feedback sessions between managers and subordinates, providing only negative feedback, poor delegation practices, managers taking on work that should be done by subordinates, insufficient knowledge sharing, and a lack of employee development practices like performance reviews and individual development plans. The document provides suggestions on how to address these issues, such as conducting frequent one-on-one meetings, focusing feedback on behaviors rather than people, properly assigning and supporting delegated work, and implementing employee retention strategies.
How to Attract and Engage Talent in the Midst of all the Noise (employer bran...Celinda Appleby
This document outlines Celinda Appleby's strategies for attracting and engaging talent through effective recruitment branding. It emphasizes building leadership buy-in, identifying social media strategies, creating engaging and purposeful content, collaborating with brand advocates, measuring success, and continually optimizing efforts. The key takeaways are to build a brand taskforce, turn marketing inward, measure and track success.
Things I've Learned (& Am Still Learning) from Leading (UX Designers)Russ U
I've worked for a lot of idiot managers in my career. And then, one day, after I had become a manager, it dawned on me: Now I'm the idiot! Most of my career has been an exercise in “trial by fire” and this process worked well when I was a designer and was trying to master the art of the site map, wireframe, personas, and so on. In leadership, the option to start over or iterate hasn't always been readily available--nor as painless to my pride and my pocketbook.
Many of these lessons haven’t been easy for me to learn. It’s been tough to simultaneously remove obstacles without becoming one, or learning how to say “no” (and the flavors of yes and no!) when I've also wanted people to be satisfied with me and the work I'm doing. However, these lessons have all helped me become better at managing to some degree, while instilling a strong sense of empathy for those people who either report to me, or bless their souls, manage me in one way or another.
This document discusses common myths about virtual call centers and rebuts them. It addresses myths regarding control over employees, technology issues, complexity of management, security concerns, and impacts on company culture when allowing remote work. Each myth is presented along with the "truth" which shows that today's technology allows for adequate control and monitoring of remote employees, that security risks can be mitigated, and that company culture can still be fostered in a remote environment. The document aims to convince readers of the benefits of virtual call centers by addressing typical concerns.
Session delivered at #SPSJHB #SPSCPT #SPSEL #SPSPE South Africa in April 2019.
Consumption of Cloud Technologies / #Microsoft #Office365 is something everyone ‘craves’. After all, it's the physical measurement of adoption. In this session Tracy will cover the following:
· Common pitfalls
· Prerequisites for success
· Steps to take to ensure adoption > consumption
You will leave this session with insights into the mistakes we've made in the past and a clear vision for the road ahead.
WEBINAR: How to Get Support for Your Project by Clarifying Your PurposeGoLeanSixSigma.com
Most of us are clear on what our project is about, how to measure success and who is on the team. But we're not always clear on why we're doing it. "We're going to decrease defects!" sounds great, but why should anyone care? "We're removing waste!" - again, what's in it for the people around you? Clarifying the "why" or purpose behind a project will engage people in the best way. Come join this 1-hour Introductory webinar and find process friends you never knew you had.
https://goleansixsigma.com/webinar-get-support-project-clarifying-purpose/
Studies show that happy employees are more productive. If there is one single thing you can do to increase productivity, focus on that. All of the software and efficiency in the world can’t top a team member who wants to be at work and who wants to do a good job. If you get this one right, the rest is all dessert.
Dave Barrett is the Director of Talent Development at Cascade Engineering, a family-owned manufacturing company based in Grand Rapids, Michigan. As the "Keeper of the Culture", he presented on how the company has become an employer of choice through developing an enlightened leadership culture that values employees. Key aspects of Cascade's culture include treating all employees with dignity and respect, prioritizing servant leadership, and creating opportunities for employee growth, development and contribution.
1) The document discusses the importance of culture and frameworks in enabling success and mitigating risks of failure. It argues that culture provides shared values that practitioners respect and value.
2) Key aspects of culture discussed include embracing failure, celebrating both successes and failures, being motivated to take action and then celebrate outcomes, and offering help to others.
3) As the culture and its practitioners grow, the document emphasizes scaling carefully by communicating values, integrating new members, and allowing for failures as the culture adapts and transforms over time.
Referral Programs: We Can Do So Much Better - Alan HenshawRecruitDC
Referral programs in most orgs are very outdated and not made a focal point. Considering how many hires most organizations get are from referrals, we can really supercharge these programs by thinking outside the box. Thinking about what really drives human behavior to go out of their way to refer someone for a role.
Teams working on most projects fall into a broad category of either being a Pizza Team or a Jig-saw Puzzle team. A couple of slides explaining the characteristics of these teams and what it is like to be a part of one of these teams
People want to hear your story! But even those of us who can tell a good story often stumble when it comes to telling the story of our own work. Storyboards help others learn from you – they help leadership appreciate their problem-solving bench strength. This 1-hour introductory webinar will guide you to showcase your project in a way that others can understand and enjoy. Spread the good word with a good Storyboard!
https://goleansixsigma.com/webinar-build-powerful-project-storyboard/
Pedro Torres gave a presentation on Scrum and Agile practices. He discussed how Scrum originated in software development and can be applied to other domains. He compared Scrum to traditional Waterfall methods, noting that Scrum embraces uncertainty and shares risk between parties. Torres also addressed challenges with transitioning large companies to Agile and Scrum. He advised that evangelization has limited effectiveness for change, which instead requires empowering people outside their comfort zones.
This document provides an overview of Agile concepts and techniques from the perspective of Pedro Gustavo Torres, an Agile coach and director. It discusses key Agile frameworks like Scrum and XP. It also addresses common challenges with transitioning to Agile like resistance to change, confusion between Agile and "javardice", and using Agile with legacy systems. The document aims to help organizations better understand and implement Agile practices.
To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders
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 an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
2019 NCTCOG Public Works Roundup - APWA 7 Habits of Dysfunctional Leaders n...Jim Proce
Brief overview of the APWA Habits of Dysfunctional Leaders program built by the APWA Leadership and Management Committee, based on the articles public in the December 2018 APWA Reporter magazine.
Slides from a presentation I gave at VC CEO portfolio summit on Unlearning as we scale enterprise software startups focusing on how to think about the "next-level people" and "dance with who brung ya" adages along with thoughts on generalizing the former adage, hiring next-level people, and unlearning in general, specifically with infering false causality for success.
The document provides reasons for employee turnover and strategies for improving retention. It discusses that employees leave managers, not companies, and that new management lacking caring cultures can drive people away. Effective leaders inspire and mentor their people. Constant fear and moving goalposts among management also reduce retention. The document advocates for inclusive communication, recognizing good ideas from staff, empowerment, and evaluating management style to understand employee needs and keep high-performers engaged.
This document provides information about Seta A. Wicaksana, including their professional background and qualifications. They are a business psychologist, founder and director of consulting firms, a professor, author of several books, and hold additional certifications. The document lists their educational background and positions held at various universities and organizations.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Bob Sarni's Presentation for Agile Maine 2014agilemaine
This document discusses challenges organizations face when implementing Agile and what the future may hold. It outlines common challenges such as organizational culture change being difficult, lack of a common language around Agile, and cultural resistance to change. It suggests that Agile is a journey, not a destination, and the future will require continued adaptation. The pace of change will keep increasing and our current responses may not be fast enough in the future.
Managing projects effectively has become essential in every organisation large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organisations to develop specific methods for managing projects and to seek highly qualified and competent people to manage those projects. These driving factors require today’s project managers to accept and adapt to change, lead diverse teams, act as ambassadors for their organisations and deal with a multitude of challenging project stakeholders.
It is clear that Project managers are placed in a unique position. They must balance their roles as leader and manager, interface with multiple types of stakeholders, are often the "face" of their organisation to its customers, and must deal with a seemingly unending stream of challenges to be successful. These challenges and the ability to address them require the project manager to maintain awareness of personal brand of and the impact it will have on project assignments, career opportunity, and the willingness of project teams to work for and support the project manager. As the profession of project management evolves and the demand for competent and value driven project managers increases, personal brand and reputation have become major factors in the criteria used to select and assign people to project leadership positions.
Indispensable Factors
The project manager must develop skills and competencies in several areas to be considered for an assign. In addition there are 4 major factors a project manager must address and continue to develop:
Accomplishability: your ability to achieve and deliver valued results.
Value/cost: the value delivered perception relative to the cost.
Supply/Demand: the market dynamics of your position, skills, etc.
Likeability: how others perceive you.
This presentation addresses the importance of the professional project manager in today’s business environment and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organisation. Emphasis is placed on understanding the business needs of an organisation, clearly and visibly creating value from a client and supplier view point, and continually developing and managing personal brand.
This presentation is based on my readings, listenings and practical experiences about talent management field.
I hope you enjoy and learn something about talent management.
And do not forget sharing.
This presentation is for new managers or existing managers who want to have a refresher. The perspective is from how management needs to change to deal with today\'s economy.
The document discusses the employee life cycle, from recruiting to alumni status. It begins with employer branding to attract candidates and outlines the various stages of recruiting, hiring, onboarding with mentoring, developing high performance teams, ongoing people development and career planning, potential promotions, letting employees go, and maintaining relationships with alumni. Key aspects covered include defining hiring needs, evaluating skills and fit, conducting interviews, onboarding new employees, providing ongoing training and feedback, and supporting employees' long-term career goals.
One of the neglected skills that many managers ovrerlook is to confront reality, confirm "truths," and objectively address the needs of the business in a way that productively meets requirement
This document outlines the vision, mission, values, strategic objectives, and risks of ArcelorMittal, the largest steel producer in Africa. It discusses the company's performance in 2014 and goals for 2015, focusing on health and safety, culture, license to operate, and profitability. It also addresses challenges like competition, costs, and safety. The document advocates for values-based leadership and creating value for stakeholders through leadership, learning, and storytelling. It discusses building a high-performance culture and motivating employees through autonomy, mastery, and purpose.
The document summarizes interviews with 85 CEOs and C-suite executives about what they look for in leaders. When asked about leadership, the CEOs emphasized vision, communication, culture-building, flexibility, and teamwork. They said leaders must inspire commitment to organizational goals. Regarding attitudes and aptitudes, the CEOs stressed communication skills, understanding others, and commitment. Their words of wisdom focused on interpersonal relationships, active listening, understanding decision consequences, face-to-face communication over social media, and focusing on small successes.
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdf
Hello... I'm your project manager
2. Hello… I’m your project manager!
Agility vs Legacy Management
Adam Mitchell
@PinkFatBunny
adam@adammitchell.co.uk
4. Scrum Master
Agile Project
Manager
Digital Delivery
Manager
Project Manager
Delivery Lead
Manager
Program Manager
Technical Delivery
Manager
Tribe Leader
Agile Delivery
Manager
5. Negative Impact
Negative Impacts
• Team morale
• Staff retention
• Ambiguous goals
• Stopping people achieving ‘Mastery’
• Unprofessional in front of clients
• Not delivering the right thing
8. • The fragile
• The lifer
• Old-school
• The contractor
Types of managers
9. The fragile – no idea
• Nice enough
• No agile knowledge
• No knowledge at all
• How they got the job is a mystery
10. The lifer
• Spent 10yrs getting to this position
• All about the org chart
• Change management is the bible
• Don’t want to feel left out
• Car park space = experience
• Counting down to retirement
• Smiles and nods to the right people at the
right time
11. Old School Manager
Total Waste At Tolerance
• Passive aggressive
• Doesn't want to lose control
• Micro management
• Excel/Gant charts rule
• Lack of subject matter knowledge masked by a
louder voice
12. The contractor
• A bit of knowledge is dangerous
• Needs to be shown to be worth
the day rate
• Deadline driven, not necessarily
value driven
• Visibility more important than
doing the right thing
13. Legacy Management vs Adaptive/Agile
Schedule focused Value focused
Yearly Budgets Incremental funding
Large upfront planning Continuous steering
Assign FTEs to projects Flow features thru teams
Risks and returns Time to market
14. Characteristics of a Servant Leader
• Values diverse opinions
• Cultivates a culture of trust
• Develops other to become leaders
• Helps people with life issues
• Encourages
• Sells instead of tells
• Thinks you and not me
• Thinks long term
• Acts with humility
17. What I’m hearing is…
notes of what they are saying and your
interpretation of it
Making you feel…
playback how you think what you heard
effects the person
2 Chairs
Geoff Watts Munich 2016 @geoffcwatts
19. Hearing - “Need convincing the ‘work’ is getting done”
Feel – “setting milestones means we are delivering”
Move away from task management and focus on
business value
Hearing - “How do I know people are busy”
Feel - “teams have to be busy to be productive”
Explaining WIP and that 100% capacity doesn’t mean
more value delivered. It costs the same Op Ex £
20. Go See
• “Go see” also means listen, share, learn, coach,
mentor, teach, act, support and most
critically interact.
• But you may have to cut through a layer of defense to
get there and re-educate along the way.
• When your management do go see, make sure
they really see and understand. It’s not all a parade
• Management backs experiments over conformance
• Remember a truly agile organization values
individuals and interactions.
26. “Don’t look with your eyes, look with your feet…
people who only look at the numbers are the worst
of all”
Nanpachi Hayashi - 2008 – Toyota
27. “Don’t look with your eyes, look with your feet… people who only look at the numbers are the worst
of all”
Nanpachi Hayashi - 2008 – Toyota
Which persona to target for MVP?
29. A3 Proposition
Canvases
Risks and returns Time to market
Yearly Budgets Incremental funding
Sells instead of tells
Values diverse opinions
32. Epics/Features – units of business value
% of MVP
Iterative releases
RAG Dashboards
Flow features through teams
Not Stories
Not Velocity
Not a resource plan
36. Moving to Accelerated Business Outcomes (ABO)
From
SAP
Insight
Colleague
SWM
To
Busyness Effectiveness
Direction and
Impediment
Clearing
Feedback and
Impediment
Escalation
Strategy
Portfolio
Programme
Teams
Business
Outcome 1
Business
Outcome 2
SAP Insight SWM Colleague Etc...
45. The Lean-Agile PMO: From Process Police to Adaptive Governance
Adaptive Governance - the collaborative, flexible and learning/based
management of programs and portfolios.
47. Hello… I’m your project manager!
Agility vs Legacy Management
Adam Mitchell
@PinkFatBunny
adam@adammitchell.co.uk
Thank you for listening
Editor's Notes
i'm not one to ignore problems
tried to address the dichotomy various ways, some went well some didn't
you cant just tell people they are shit at their job
Fractious – like parents arguing over children in a divorce that no one wants
With IBM I had 4 project managers in 6 months, 1 lasted 5 days. 1 was bat shit crazy
Christopher Avery –
This isn’t about blaming PM’s for every failed project ….Hello I’m your test manager
This isn’t to identify the enemy
if you can understand them you can help better the dichomty
Charles Logan 24
Public sector
Frank Underwood
probably drives an Audi diesel, 2.0 S-Line, probably with an RS badge stuck on
I had one PM who bought a lordship and used that
Omar Little from The Wire
ego centric personality
foster belong
do myself out of a job
not just short term wins at the expense of others, 6, 12, 18months
Gone are the days when you could just offer them out to the car park
Anyone being to Halifax?
Famous for a bakn that lost billions – shittest nighrclub in uk and the uplifting documenrty Happy Valley
this is something i've worked hard at over the past couple of years,
people use Servant Leadership in interfiews and soundbites but not to this level of undersatnding
use empathy to get an understanding of the person and thier problems/needs
Stephen Mounsey Infiity Works under Tom Walton
Thought he made it up on the train
Discussed by geoff watts in Munich last october
Goes back to the servant leaderahip mantra
Stephen Mounsey – Listen presentation – thought he made it up on the train here
Kanban from the inside
AgendaShift – 4th question on the bottom got added last month.
Print out cards
Lucky in the at Mike Burrows consults for my company. New book coming out soon, 1st chapter online now
Milestones tracking task management – what are you delivering at the milestones?
Meetings aren’t work
Look at new things, mastery - experiements
Sticky notes by 3m delveoped in their down time
Similar to do they really listen, do they really see
Promoting the human interaction with the delivery team
Derived from Lean and the Toyoto Way
Try letting them book their golf tee times on that bandwidth!
Facetime the wife at home
Farsical that adults need silly pictures of themselves
Yes there are 15 avatars ….I was trying a mob scrum team …it failed
Ownership that he participating towards the MVP and towards building the right thing
Would he get that excited about a requirement doc or filling in a spreadsheet
Struggle to comprehend that adults can actually manage their own time without asking permission
Don’t want to let go
Team members Still updated the company HR to track holidays
Team breakfast – involving all the team including middle management
We as coaches, devs, testers, BA, UR, UX’s should be encouraging this behavour
5%
PM goes to lab, shows them the website prototype, shows them the posters, show’s them the mobile app
Does this work??
No – I can’t read.
Really need to understanfd why.
SouthWest airlines that Linda touched on.
Migration excerise move 10m accounts from A to B.
Deal with some of the most venerable people in society – we get this wrong people will get eviced, not pay for food and will die.
I speant a lot of time working for gambling companies so this was karma
Whole point is that the PM has to engage with the rest of the teams and company, pretty much in person
Away from email
Takes 60mins – quicker than writing a PID, who reads those anyway
Justify and explain the business value of what they want doing
Seek feedback from SMEs, tech archs
Getting rid of silos
Whole point is that the PM has to engage with the rest of the teams and company, pretty much in person
Away from email
Takes 60mins – quicker than writing a PID, who reads those anyway
Justify and explain the business value of what they want doing
Seek feedback from SMEs, tech archs
Moving into more adaptive planning, don’t put sprints in stakeholder plans > it’s the output, the product, the MVP.
Not who does what during the sprint
What your doing in the sprint should be on the walls or in TFS/Trello/Jira – self serve metrics
Moving into more adaptive planning, don’t put sprints in stakeholder plans > it’s the output, the product, the MVP.
Not who does what during the sprint
Flowing work through the teamss
What your doing in the sprint should be on the walls or in TFS/Trello/Jira – self serve metrics
Indictive completion using historic data – not estimates
Operational expenditure remains the same
£20m worth or projects
Anyone know what tool this is?
Jon Terry at LeanKit said he’d give me 500dollar credit > talk later
15mins every week – moving to 15mins every 2 weeks.
Project stand ups feed into Program Stand Ups which feed into Portfolio stand up
What do you do with all that spare time that the PM’s and prog managers have???
Guy from throughtworks about stopping projects
PM’s suffer the same problems that they place upon the delivery teams. They feel they are in a hierarchy
This gives the PM’s easy access to the tiers above
Gives them more exposure
SAP Digital Boardroom
Where is it? Canteen.
Transparency and giving the the teams purpose.
Minority Report type tech. if subscribe to gartner watch this space!
Leankit MI in a more usable form
Going back to the listening and what you want sessions – why do I need ofgem data, to not get fined, who stops us getting fined? The engineers in the vans. Trying to be reactive
Org charts
backbone of any organization
yes we know someone owns the company but is it necessary to create hierarchies like this anymore
Trying to foster autonomy in our teams – this isn't the best way to do it.
Spotify model.
A lot of Target Operting Models are aiming for this DWP is close. I think Sky Gaming Bet is similar
Communities of practice
Easy to scale with SAFe or LeSS or enterprise kanban
PMO who books meeting rooms going to SLT’s
PO having to ask permission from the PM to put things in the backlog
Looks simple but doesn’t work – risk us not ‘delivering the right thing’
split out non agile delivery.
still work collaberaty but in pararrel
allows the pm to focus on what they understand and can do
Compromise down side is everyone is benefiting from Agile working practices.
simple Kanban to help manage work for BAU
Scrum XP agile methodlogies
TD - servent leadership
DS - hiring, firing, money
Leadership - regardless of where you sit in an org chart, you exhbit good leadership and you'll get the support and trust from your peers and teams
Why does it have to be more complicated than that
But people need to know why they are doing what they are doing? ‘purpose’
Got the avatar on the wall
Extracting the knowledge that is needed, using the right metrics, lean reports.