Markus Wittwer: Lean meetings - 5 practical tipps to avoid waste and to achieve flow in meetings - LKCE13
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How can we avoid waste and the build-up of inventory in a meeting? How can I as a participant of a meeting contribute to its flow even if I'm not the designated facilitator or if there isn't a designated facilitator at all? This talk is NOT about traditional facilitation techniques like "Checking of agenda points" or "dot voting" (although these are useful). Rather it helps you to notice the only-a-few-second-long moments when inventory builds up and waste is introduced in a meeting.
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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...
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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...
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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 ...
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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.
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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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