Jabe Bloom: Pay attention to this! - LKCE13
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The pure volume of information available to individuals is overwhelming. We have to decide what is important to pay attention to, and what is meaningless noise. When we get together as groups, we explain what to pay attention to, in order to share context and therefor meaning. Cultural change, is the process of changing what we pay attention to.
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We, as teams external to our clients, usually don't have any organisational power. Although simply doing our work, we are nonetheless implicitly changing the culture of the client company. We don't take effect by position and managerial authority but by doing, through our roles and by being who we are. We value the meaning of instruments and procedures and we are looking at cultural change not only as a result by accident but as a desirable goal. Let's have a look on three role-models in the context of cultural change stimulated by external staff.Ralf Zarsteck: Cultural change: external software developers, inertial organi...
Ralf Zarsteck: Cultural change: external software developers, inertial organi...Lean Kanban Central Europe
If you are struggling to forecast project delivery dates and cost, or you want to eliminate the story estimation process because you feel it is waste, or you need to build the business case for hiring more staff, then this session is relevant to you. All estimates have uncertainty, and understanding how multiple uncertain factors compound is the first step to improving project and team predictability. A major benefit of Lean is the low weight capture of cycle time metrics. This session looks at how to use historical cycle time data to answer questions of forecasting and staff skill balancing. This session compares the benefits of using cycle time for analysis over current planning techniques such as velocity, burn-down charts, and cumulative flow diagrams. This session takes you on a journey of what to do after capturing cycle time data or what to do if you have no history to rely upon. Reducing reliance on developer estimation (popularized by the twitter hashtag of #NoEstimates movement) is good general advice, having the tools to plan and manage teams and projects is still important to maintain support at the executive level. This session details the approaches to getting the numbers you need to have whilst minimizing un-necesary overhead and estimating ONLY this factors that matter most.CYCLE TIME ANALYTICS: RELIABLE #NOESTIMATES FORECASTING USING DATA, TROY MAGE...
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Recomendados
We, as teams external to our clients, usually don't have any organisational power. Although simply doing our work, we are nonetheless implicitly changing the culture of the client company. We don't take effect by position and managerial authority but by doing, through our roles and by being who we are. We value the meaning of instruments and procedures and we are looking at cultural change not only as a result by accident but as a desirable goal. Let's have a look on three role-models in the context of cultural change stimulated by external staff.Ralf Zarsteck: Cultural change: external software developers, inertial organi...
Ralf Zarsteck: Cultural change: external software developers, inertial organi...Lean Kanban Central Europe
If you are struggling to forecast project delivery dates and cost, or you want to eliminate the story estimation process because you feel it is waste, or you need to build the business case for hiring more staff, then this session is relevant to you. All estimates have uncertainty, and understanding how multiple uncertain factors compound is the first step to improving project and team predictability. A major benefit of Lean is the low weight capture of cycle time metrics. This session looks at how to use historical cycle time data to answer questions of forecasting and staff skill balancing. This session compares the benefits of using cycle time for analysis over current planning techniques such as velocity, burn-down charts, and cumulative flow diagrams. This session takes you on a journey of what to do after capturing cycle time data or what to do if you have no history to rely upon. Reducing reliance on developer estimation (popularized by the twitter hashtag of #NoEstimates movement) is good general advice, having the tools to plan and manage teams and projects is still important to maintain support at the executive level. This session details the approaches to getting the numbers you need to have whilst minimizing un-necesary overhead and estimating ONLY this factors that matter most.CYCLE TIME ANALYTICS: RELIABLE #NOESTIMATES FORECASTING USING DATA, TROY MAGE...
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LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...Lean Kanban Central Europe
At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn’ t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features’ presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...
LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...Lean Kanban Central Europe
Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...
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What if I told you that heavy metal and Agile have a lot in common? What if a musician could walk into a room full of Agile coaches and nobody could tell them apart? What if there are universal principles that can be applied irrespective of what you do? What if frameworks don’t actually work? Join the metalhead CEO and learn interesting things about music, Agile and life in general.LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhea...
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In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to:
* reduce the number of critical incidents by 50 % every year
* reduce the cost for centralised quality assurance by 60 %
* reduce the amount of central leadership positions to 5 %
'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland.
This is an experience report of our continuous transformation.LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...
LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...Lean Kanban Central Europe
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LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...Lean Kanban Central Europe
The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose
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Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong?
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LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...Lean Kanban Central Europe
Self-governance models (e.g. Holacracy, Teal organization, Sociocracy 3.0, …) as well as models for aligned autonomy(e.g.the 'Spotify model') have emerged to address the need for strategic agility.Strategic agility, however, requires more than autonomy and alignment.Suppose that you are working in an organization where you have multiple initiatives going on.On a regular basis work finishes and capacity becomes available(supply - side).At the same time customers– external as well as internal– are requesting new work to be performed(demand - side).Ideally, you can perfectly match the needs of newly arrived work with the capacity that has become available.In reality, however, work arrives when there is no free capacity or where the right type of capacity is not free;or, capacity becomes available when there is no new demand or where the demand is not of the right type. Whether we want it or not, organizations are market places where an ever - varying, ever - evolving demand is confronted with an ever varying, ever - evolving supply.These market places are internal, but reflect the external market place.As a reflection they can draw inspiration from these external market places in the way they are operated.In this presentation we will explore what it takes to run an 'agile portfolio' as an(internal) market place inspired on financial markets. We will start with laying out the structure of the portfolio as a market place(who trades what, and so on).In analogy to the concept of market liquidity that can be found in financial markets, we will explore organizational liquidity as a measure of how well supply and demand can be matched.We will take into account all the realities of a varying demand and a constrained supply and discuss why and how to improve liquidity.We will explore the concept of disintermediation(cutting out the middlemen), a hot trend in financial markets(e.g.with cryptocurrencies).Inspired by this, we will end with giving a glimpse of a possible future of internal market places that are regulated by a digicoin.The goal is to explore disintermediated liquidity as a powerful new way of self - organizing.LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...
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The goal of this presentation is to show how a Financial Technology Company in Brazil sustainable evolve from 20 teams running around 50 initiatives to 140 teams with more then 400 initiatives in 4 years, becoming NYSE's Biggest IPO Since Snap in 2018, following what we call an Agile Journey supported by Kanban. Some of the practices we use in our organization that will be presented here: Fit for Purpose clients segmentation, OKRs to provide alignment between strategic, tactical and operational levels, Lean Canvas and A3 for design, implementation and delivery process follow up and, finally, a Portfolio Kanban that started in a Power Point, with metrics done manually in Excel, based in the Spotify Product Development process and today is evolving based on Flight Levels, supported by tools as Swiftkanban and PowerBI and in the autonomy of people involved in this process, as Management and Product Owners.LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...
LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...Lean Kanban Central Europe
At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn’ t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features’ presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...
LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...Lean Kanban Central Europe
Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...
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Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einführung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung für Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben.LKCE19 - Mathias Schroeder - Strategische Ausrichtung mal anders (aka Wardley...
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In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to:
* reduce the number of critical incidents by 50 % every year
* reduce the cost for centralised quality assurance by 60 %
* reduce the amount of central leadership positions to 5 %
'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland.
This is an experience report of our continuous transformation.LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...
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Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong?
The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks.
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Self-governance models (e.g. Holacracy, Teal organization, Sociocracy 3.0, …) as well as models for aligned autonomy(e.g.the 'Spotify model') have emerged to address the need for strategic agility.Strategic agility, however, requires more than autonomy and alignment.Suppose that you are working in an organization where you have multiple initiatives going on.On a regular basis work finishes and capacity becomes available(supply - side).At the same time customers– external as well as internal– are requesting new work to be performed(demand - side).Ideally, you can perfectly match the needs of newly arrived work with the capacity that has become available.In reality, however, work arrives when there is no free capacity or where the right type of capacity is not free;or, capacity becomes available when there is no new demand or where the demand is not of the right type. Whether we want it or not, organizations are market places where an ever - varying, ever - evolving demand is confronted with an ever varying, ever - evolving supply.These market places are internal, but reflect the external market place.As a reflection they can draw inspiration from these external market places in the way they are operated.In this presentation we will explore what it takes to run an 'agile portfolio' as an(internal) market place inspired on financial markets. We will start with laying out the structure of the portfolio as a market place(who trades what, and so on).In analogy to the concept of market liquidity that can be found in financial markets, we will explore organizational liquidity as a measure of how well supply and demand can be matched.We will take into account all the realities of a varying demand and a constrained supply and discuss why and how to improve liquidity.We will explore the concept of disintermediation(cutting out the middlemen), a hot trend in financial markets(e.g.with cryptocurrencies).Inspired by this, we will end with giving a glimpse of a possible future of internal market places that are regulated by a digicoin.The goal is to explore disintermediated liquidity as a powerful new way of self - organizing.LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...
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LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
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