This is what I shared with SP Jain students when they invited me to deliver lecture to their Post Graduate Certificate in Advanced Project Management (PGC-APM) Batch 19 on 15th February 2014.
Services-Oriented Architecture (SOA) provides principles for designing software applications as suites of independently deployable services with a bare minimum of centralized management of these services. Benefits of SOA include the ability to learn/combine/grow/deliver these services to please customers, anticipating failures and handling change.
If your organization struggles to deliver fast across multiple teams, fails to anticipate failure or handle rapid change, the 14 principles behind Services Oriented Architecture (SOA) applied to organizations offer a solution. We call this Service Oriented Teams (SOT).
In this session we will learn the benefits of modeling your organization in Services Oriented Teams (SOT). This includes improved information flow, ability to expose internal functionality, organizational flexibility, service re-use, lower development and management costs, configuration flexibility. We will do this by applying SOA principles and methods to Agile teams in an all-hands-on-deck workshop, using LEGO®’s as team modeling tools, and SOA methods as teams’ interfaces.
Learning Outcomes:
In this hands-on workshop, you’ll learn:
- an introduction to Services Oriented Architecture and how applying this to organizational design helps to promote high performing, learning and highly effective teams
- how SOTs operate as self-orchestrated ecosystems of teams that are, in fact, Complex Adaptive Systems (CAS)
the benefits of modeling organizational structure to influence the architectural direction of your product (Conway’s law)
- why SOA principles are as relevant for teams as they are for software architecture
- how to design organizations to maximize flow of product - with fewer handoffs and better communication
- why change management is no longer needed with teams’ ability to adapt “baked in” to the organization
- how to define smart team interfaces to accelerate independent delivery
- how SOT teams can configure/reconfigure so that other teams are not impacted
- how to build teams to promote knowledge, knowledge reuse, and growth
- how to focus on the bare minimum of centralized management of SOT.
- how investing, nurturing, developing high performing teams is mandatory
- when standard patterns for org design should be broken to remove bottlenecks
- the benefit of avoiding Conway law silos by organizing teams in service oriented teams responsible for development and delivery
Achieving business agility_by_restructuring_the_organizationChandan Patary
This document discusses strategies for transforming organizations to increase business agility through restructuring. It proposes a framework with four pillars: management vision, organizational structure, organizational culture, and process optimization. The framework is supported by four accelerators: portfolio management, defining new roles and operating models, assessing culture, and establishing a software factory. To implement the framework, the document recommends creating a transformation program, identifying business value, restructuring around business value using a Spotify model, developing a growth mindset, defining new roles, applying a cultural model, and enabling swarming behavior. The goal is to reinvent the organization to meet changing market needs and enhance customer value through an agile transformation.
The document discusses organizational agility and how it is required for businesses to survive and thrive in fast-changing markets. Organizational agility is defined as a company's ability to rapidly change or adapt in response to market changes. It allows companies to react successfully to new competitors, technologies, or sudden shifts. Organizational agility has dimensions like strategic sensitivity, collective commitment, and resource fluidity. It is driven by emotional, organizational, cognitive, and relational factors. The document emphasizes that most companies fail not by doing wrong things, but by continuing to do things that were once right for too long.
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
Delivery Excellence in software Product DevelopmentChandan Patary
The document discusses how organizations can improve productivity through effective project governance and metrics-driven decision making. It explains that tracking key productivity parameters and demonstrating value to stakeholders through data can help maximize efficiency and minimize risks. Effective governance includes change management, requirement management, and benefit realization to increase output and knowledge building over time.
LeaderGains provides leadership coaching, consulting, and training services. Their services include leadership coaching using Marshall Goldsmith's stakeholder-centered coaching methodology, setting up and coaching project management offices, business consulting, and training workshops in areas like agile methodologies, project management, and business analysis. They have experience working with global clients and conducted over 200 training programs. Testimonials praise LeaderGains' expertise and ability to effectively transfer knowledge to help organizations.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Agile Leadership Summit: Unleashing The Fossa : Scaling Agile in an Ambitious...Steve Greene
The document summarizes the transition of salesforce.com from a traditional waterfall development process to an agile development process called ADM (Agile Development Methodology) over a 3 year period from 2006 to 2009. It describes how salesforce.com grew rapidly initially with a small R&D team but faced challenges in on-time delivery as the company scaled. To address these challenges, salesforce.com underwent an enterprise-wide transformation to ADM which resulted in a 61% improvement in release frequency and 38% increase in features delivered per developer. The transformation process involved training employees and overcoming resistance to change, with continuous improvements made over several years.
This document summarizes a presentation by Jürgen Dittmar on Management 3.0 and the essential perspective and toolset for agile managers. Dittmar has over 20 years of experience in IT and leadership. He discusses how the role of modern managers is changing in agile organizations, focusing on people development, aligning goals, and defining constraints for self-organization. Management 3.0 emphasizes engaging people, improving work, and delighting clients using practices like transparency, delegation, and feedback systems to develop a healthy organizational culture.
Teaching Pointy-Haired Bosses to be Agile EnablersTechWell
Ryan Ripley says that Scrum failures can often be traced back to management not understanding their role in an agile world. What gets managed during an agile project? How is success measured? Will I keep my job in the transition? Managers have all these questions and more during an agile transformation. Unfortunately, these fears are not covered during the two-day certification courses. Agile coaches need a plan for how to talk with managers and teach them the best ways to contribute to agile projects. To better understand managers’ concerns, Ryan introduces the concept of personas, representing different managers. He explores ways to “coach up” management and help them get past their concerns and issues. Ryan shares his insights on where managers can improve agile projects, how they can add value in a newly transformed organization, and help pave the way for agile teams to succeed.
PDMA Event -- "Roadmapping" February 2014Chris Sakas
This document summarizes a panel discussion on best practices for roadmapping. The panelists discussed determining the right horizon, granularity, and cadence for roadmaps, as well as how much detail is needed. They also covered whether different versions are needed for different stakeholders, and how roadmaps relate to other planning artifacts. The panelists represented companies in software, education, and marketing technology and shared examples from developing roadmaps at both young and large enterprises.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Agile transformations can disrupt companies if not managed properly. The document discusses several challenges companies may face during a disruption including communication breakdowns, leadership crises, and difficulties adapting to new ways of working. It also notes that many companies are investing heavily in digital technologies but most do not feel prepared for the level of change required. Finally, it emphasizes the need for organizations to focus on areas like strategy, adaptability, speed of execution, building new skills, and practicing effective change management in order to successfully control disruptions.
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
The document discusses key aspects of driving a successful organizational transformation to Agile. It emphasizes the importance of securing executive sponsorship, introducing business stakeholders to Agile concepts, sharing a clear business vision with teams, onboarding an Agile coach, creating cross-functional self-organized teams, shifting from individual to team-based performance, driving cultural changes, and keeping teams motivated throughout the transformation journey. The transformation process requires an iterative approach and focus on collaboration to overcome challenges and drive improvements.
The document discusses the concept of business agility. It provides definitions of business agility from various sources that emphasize qualities like adaptability, flexibility, and the ability to respond rapidly to changes. It outlines domains of business agility across dimensions of work, connections, and mindset. Key aspects include technical agility, process agility, enterprise agility, structural agility, leadership agility, market agility, learning mindset, collaboration mindset, and ownership mindset. The customer is positioned at the center.
A presentation I gave walking through the basics of Agile Lean and Scrum to an organization that was looking to deploy the use of Scrum and the Agile philosophy for business management. Scrum is a powerful framework that can be applied outside of a software development context to bring Agility to any organization.
This document provides an overview of the Global BIM Management Certification Program. It discusses that BIM (Building Information Modeling) usage is growing rapidly worldwide and there is an increasing need for BIM Managers to oversee BIM implementation on projects. The certification program aims to train professionals to work as BIM Managers through collaborative, practical projects using different BIM software. It offers flexibility to work online at one's own pace and provides opportunities for international networking and job placements.
This is the University of London subject guide for course MN2177 Core Management Concepts. It will be useful for those who are doing courses related to management
CIOB in Doha, Qatar - ViCon BIM Introduction | 23rd October 2012HOCHTIEF ViCon
The "Introduction to BIM" was held at the CIOB Event on 23rd October 2012 in Doha, Qatar by Gunnar Godawa, Senior Project Manager at HOCHTIEF ViCon Qatar.
The session covered answers to the following questions:
- What is BIM?
- Why to use BIM?
- When to use BIM?
- How to use BIM
- Who uses BIM?
Enhance Your Core Management Concept With Level 7 DiplomaLeona Sharon
Are you ready to enhance your business management concept? Then Level 7 Diploma is a great way to boost your career in business and increase your earnings.
The document outlines a Building Information Modeling (BIM) design coordination and shop drawings workflow. It shows coordinated 3D models being developed by the architectural, structural, and MEP engineering consultants, which are used to identify clashes and provide feedback. The composite models also generate 2D outputs to aid in producing shop drawings for construction. The shop drawings then go through an approval process with feedback provided.
This training module covers NFPA's approach to media relations and handling media inquiries. It discusses NFPA's goals in media relations, procedures for handling different types of inquiries and interviews. It also provides an overview of newer social media platforms like blogs, Twitter, podcasts and video and how NFPA can effectively engage with media and the public through these channels.
3rd Qatar BIM User Day - Certification systems for BIM software trainingBIM User Day
- Industry Challenges
- Areas of Engagement
- Autodesk Certification
About the Qatar BIM User Day:Qatar University, HOCHTIEF ViCon and Teesside University proudly take the initiative to facilitate modern and innovative methods in the Gulf construction industry. The focus is Building Information Modeling (BIM), and our aim is to establish a knowledge platform with government, research and industry experts. The User Day aims to help people to share knowledge, discuss new technologies, and identify new potentials for BIM.
The document discusses different types of sprinklers and considerations for selecting sprinklers for irrigation systems. It covers spray vs rotor sprinklers, appropriate uses for each type, installation details, pressure requirements, and techniques for adjusting sprinkler radius and precipitation rates. Key factors discussed include sprinkler spacing, precipitation rates, pressure requirements, mixing sprinkler types on a single valve, and trajectory of water discharge.
Sprinkler spacing should provide 100% overlap of watered areas. Exceptions can allow for slightly farther spacing to accommodate odd shapes, but at least 80% of heads should be head-to-head. Maximum spacing is the sprinkler radius multiplied by 60%. Smaller radius sprinklers may require radius adjustment devices to reduce spacing below 50% of the radius. Uniform spacing is important for even water coverage, with gradual changes in spacing. Square, triangular, and rectangular patterns are common, with different recommended spacing percentages based on wind conditions.
The document discusses Building Information Modeling (BIM). It states that BIM was introduced 12 years ago to distinguish information-rich 3D architectural modeling from traditional 2D drawings. BIM involves the creation and use of coordinated, internally consistent computable information about a building project during design and construction. It allows for reliable digital representation, high-quality construction documents, construction planning, performance predictions, and cost estimates. The document then discusses some essential parameters in BIM like axes used and inputs required from various disciplines like architecture, structure, MEP, etc. for BIM coordination.
BIM and GIS Integration: A 'How-To' with FMESafe Software
Discover how you can combine the power of BIM and GIS with FME. Learn about FME's support for Autodesk Revit (NEW!), Esri ArcGIS, SketchUp, MapInfo, IFC and hundreds of other formats and applications. Plus, learn how FME enables intelligent data integration, for example: detect and load only a building's outer shell, calculate the volume of spaces, or extract the children of spaces and create a spreadsheet list – all of these possible as part of an automated workflow.
Bhavishya - Double & Triple Tops and Bottomsshivamantri
Double Tops and Bottoms chart pattern is another well-known pattern that signals a trend reversal - it is considered to be one of the most reliable and is commonly used.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
BIM Workflows: How to Build from CAD & GIS for InfrastructureSafe Software
BIM workflows give facilities managers, architects, and engineers key information for better-informed infrastructure planning and management. But how do you migrate to a BIM system when your current data is stored in CAD? Through a real-world international airport example, find out how CAD and engineering data can be centralized in a Document Management System (Autodesk Vault) and GIS database (SQL Server Spatial) using FME, and learn how to create BIM workflows from CAD data.
Building Information Modeling (BIM) & Industry Foundation Classes (IFC)metalalp
The document discusses Building Information Modeling (BIM) and Industry Foundation Classes (IFC). It defines BIM as a process for generating and managing building data throughout its lifecycle using 3D modeling software. IFC is described as an open standard developed to facilitate interoperability between BIM software applications. Examples are given of how IFC represents building elements and projects using it around the world. In conclusion, the document states that while BIM and IFC are emerging technologies, IFC has become a de facto standard for exchanging building data internationally.
The document discusses the emergence of 3D digital cities as a convergence of building information modeling (BIM), computer-aided design (CAD), and geographic information systems (GIS). 3D digital cities combine mapping, building, civil, and utility data into accurate 3D models that can be visualized, analyzed, and shared. They are part of municipal sustainability initiatives and help analyze projects, visualize designs, and simulate city planning initiatives. The trend is moving towards more detailed real-time navigation and analysis of intelligent 3D city models.
This document provides an overview of Revit 2013 and the building information modeling (BIM) process. It discusses how BIM creates virtual building models to facilitate coordinated, computable data. Revit is introduced as a BIM tool to achieve this. It also outlines the BIM components, including both 2D and 3D elements. Coordinated modeling in Revit using a single model with multiple views is described. The document concludes by reviewing basic Revit tools and functions such as the user interface, selecting elements, and starting a new project.
This document summarizes the key points from a master's thesis about using Building Information Modeling (BIM) for project execution planning. The thesis investigated BIM uses in the design phase of construction projects through a literature review and interviews with industry experts. The research aimed to identify current BIM practices, trends, success factors, and specific BIM uses in design in order to develop guidelines for project teams. The thesis involved reviewing literature, conducting semi-structured interviews, analyzing the interview content, and defining BIM uses in design in detail.
Building Information Modeling (BIM) is more than a new technology;
it is an innovative approach to the entire design, construction, and
maintenance process. Many of the agencies and organizations
involved in the building industry have their own definitions of BIM,
but they all have a similar feel to that of the National BIM Standard
definition
Tushar Somaiya is an experienced agile coach and trainer who founded ShuHaRiAgile and CoachingDojo to provide agile training and coaching. He has over 13 years of IT experience and 6 years of agile experience. He is a certified coach who helps teams discover their potential through neuroscience-based coaching. Tushar is passionate about creating democratic and self-organizing teams and believes in servant leadership.
What Is The Process Of Becoming A Professional Agile Coach?Advance Agility
An agile coach is a member of project management whose role is to motivate individuals, groups and teams of an organization to adopt agile values and 12 principles of agile methodology. Basically, a majority of agile coaches come from a background of IT, project management, product management and software development.
This document describes the basic team structure for an agile transformation, including roles like the Product Owner, Scrum Master, and Solution Lead. The Product Owner is responsible for maximizing business value from the team by managing the product backlog. The Scrum Master facilitates the Scrum process and removes impediments for the team. The Solution Lead translates the business vision into a technical vision and supports developers during execution. Management helps allocate team members, coach growth, and improve processes.
Agile Gurugram 2022 - Ashutosh Rai | Agile Doesn't WorkAgileNetwork
The document discusses why Agile transformations often do not work and provides suggestions for a more effective approach. It notes that common mistakes include not aligning on the reasons for and goals of the transformation. It recommends breaking down the transformation into value streams, establishing objectives and success criteria for each stream, and forming cross-functional teams to drive the changes in an iterative way. The focus should be on delivering value continuously rather than following a rigid plan.
The document discusses how organizations can improve operational excellence through adopting agile practices. It outlines some key principles of agile methodology including rapid delivery of useful software, welcoming changing requirements, and self-organizing teams. The document proposes that organizations establish effective requirements management, undergo mindset and culture changes, improve communication management, and implement metrics and continuous process improvement to maximize benefits when executing projects using agile methodology.
This document discusses building high-performance agile teams and outlines some of the key challenges and best practices. Some of the main points include:
- Building high-performance agile teams that consistently deliver results is challenging for many organizations. Challenges include erosion of trust within the team, lack of ownership, non-supportive organizational culture, and fear of conflict.
- Best practices for building high-performance teams focus on establishing strong team values like respect and openness, as well as operating principles like shared vision, trust, collaboration, and learning.
- The role of the agile coach is important to help remove impediments, ensure agile processes are followed, and facilitate meetings to help the team
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
Why Agile Fail. *Hint* -it's more than just processTasktop
Presented by Zubin Irani, CEO, cPrime & Scot Garrison, Director of Professional Services, Tasktop
A successful Agile transformation requires a combination of people, process and technology, but too often these aspects are treated separately. Agile Coaches insist on remaining tool agnostic, and the agile management software experts often do not know the Agile process. Organizations with successful Agile teams often fail to replicate this success when they attempt to scale these practices throughout the software delivery organization.
To succeed in transforming to Agile, organizations must replace this fragmented approach with one that connects the entire application lifecycle with tools that are tightly integrated and automated to support processes. Join us as we demonstrate how this unified approach allows companies to
speed delivery through real-time collaboration
increase visibility of project status and compliance with cross tool traceability and reporting
encourage the use of specialized tools that support practitioners’ process.
Explore what is an Agile culture
Explore the Agile Mindset
Explore what is an Agile culture
Explore the Agile Mindset
Review the 6 basic steps required to transition to an agile culture that will accept the Agile Mindset
This document discusses the importance of proactive governance and adoption in Microsoft 365. It emphasizes that governance is about efficiency and driving digital excellence, not just risk mitigation. It recommends focusing initially on technology governance to ensure foundational elements and decisions are in place, then prioritizing enablement and addressing high risks with low effort. Templates, approval processes, and automation can help centrally govern workspace creation to improve organization and apply default configurations. Collecting metadata at provisioning provides value for labeling, protection, retention and more. Effective directory experiences that surface this data improve navigation of sites, teams and communities.
- Optimus Consulting is a firm that offers business process management, middleware system integration, and collaborative/web-enabled solutions using leading tools and techniques.
- The VP enjoys the varied challenges of working with Fortune 1000 companies and government agencies to design strong, repeatable processes that replace disjointed practices.
- The firm helps organizations increase agility through business process management to accommodate continuous change and ensure process alignment with business goals.
The document discusses agile project management and various agile methodologies. It begins with explaining the need for agile approaches due to changes in how work gets done. It then provides background on agile origins and principles. Specific methodologies like Scrum are outlined, including Scrum roles, events, and processes. Other agile methods like XP, Crystal, FDD are also referenced. The document aims to introduce agile concepts at a high-level.
This document provides an overview and summary of an Agile Change Management training course and certification. The training is designed to help those involved in or impacted by change to better understand agile approaches and how to support change initiatives. The 2-3 day course covers topics like agile and change management principles, using a roadmap to plan change iterations, understanding business needs, building relationships, and creating an environment conducive to change. Attendees learn practical skills through activities and can earn Agile Change Agent certification by passing an exam. The course is supported by a publication called "Agile Change Management" which provides further guidance on planning and implementing change using agile principles.
Achieving Escape Velocity in Your Digital Transformation Through Product Thin...VMware Tanzu
SpringOne 2021
Session Title: Achieving Escape Velocity in Your Digital Transformation Through Product Thinking
Speakers: Gautham Pallapa, Executive Advisor at VMware; Henri van den Bulk, Executive Technical Advisor at VMware
The Agile movement has done a great deal to bring more democracy to the workforce. Power has shifted from managers to individual contributors. As a result, we got empowered teams, self-organization and higher engagement. Now, some are saying that we are ready to get rid of management altogether.
So what is the role of the manager in the new agile organization? Is there one anymore?
This presentation sets out to identify how responsibilities are shuffled in the agile organization puzzle. What should the team do? What responsibilities does the manager retain? What new concerns need to be addressed that she wouldn’t have considered in the “old” organization?
This document discusses building product capabilities within large organizations through training. It notes that many organizations struggle to keep up with startups and lack alignment on processes and best practices around product management. The General Assembly training program aims to make organizations more product literate, driven, and skilled at various levels. It provides an overview of its approach, which includes assessing individuals and teams, targeted training options, and measuring the impact of the training through demonstrations, assessments, and surveys to track value over time. The goal is to drive real behavior change around user needs and experience within product teams.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
This one day course covers fundamentals of agile. The course will explore the origins and history of agile, understand the agile mindset, and learn techniques for planning, estimation, tracking progress, and adapting processes. The instructor has over 15 years of experience in areas like business analysis, project management, agile coaching, and is certified in several agile frameworks. The course will help participants apply agile beyond software development and establish an agile mindset focused on continuous learning, feedback, and improvement.
The document is a fictional acceptance speech given in 2020 by the CIO of a large multinational conglomerate accepting an award for best CIO of the year. In the speech, the CIO describes how over 20 years they gradually transitioned the company's IT divisions from traditional waterfall approaches to agile development by starting with small pilots and proving success over time. This included adopting practices like frequent iterative releases, open source tools, value stream mapping, and prioritizing business needs over IT efficiency. As a result of these changes, agile has now become the default practice for software development across most organizations.
This document provides an overview of Agile methodology and Scrum framework. It defines key Agile and Scrum terms like sprints, self-organizing teams, product owner, and scrum master roles. The document outlines an Agile transformation presentation agenda, explaining concepts like why Agile is used, common misconceptions, and how good communication is critical to Agile success. Scrum roles and ceremonies are defined, with an emphasis on delivering working software frequently through short iterations.
Similar to Agile Lecture at S. P. Jain Institute of Management and Research (20)
The document discusses enabling an agile transformation in an enterprise. It covers principles like individuals and interactions over processes, customer collaboration over contract negotiation, and responding to change over following a plan. It also discusses implementing early and continuous delivery through techniques like test-driven development, continuous integration, continuous delivery, and DevOps. Finally, it provides eight steps to transform an enterprise, including defining business goals, coaching the right people, going deeper before wider, and measuring success.
7 - Recommendation From Decos For Tushar SomaiyaTushar Somaiya
Tushar Somaiya conducted agile development training for the employees of DEeDS Software Development Pvt. Ltd. The training sessions helped the employees better understand agile elements and dynamics. Tushar tailored the course based on discussions with technical leaders and the organization's culture and development environment. Participants provided excellent feedback and appreciated Tushar's knowledge, clear explanations, and ability to address their concerns. The finance manager was impressed with Tushar's interactive training style and recommends him highly based on the successful training.
5 - Remommendation From Andreas Wintersteiger For Tushar SomaiyaTushar Somaiya
Tushar Somaiya co-trained with Dr. Andreas Wintersteiger in a Certified Scrum Master (CSM) class in Pune, India. Dr. Wintersteiger observed Tushar facilitate sessions on Scrum roles, product backlog, user stories, and Scrum meetings. He saw that Tushar has a solid understanding of Scrum and agile principles. Dr. Wintersteiger also felt that Tushar's training style was effective at conveying information to participants and that he incorporated feedback to improve. Therefore, Dr. Wintersteiger fully supports Tushar's application to become a Certified Scrum Trainer.
2 - Recommendation From Kiran Thakker For Tushar SomaiyaTushar Somaiya
Kiran Thakkar, an Agile coach and trainer, observed Tushar Somaiya, an Agile coach at Thoughtworks in Mumbai, India, co-train at Kiran's two-day Certified Scrum Master course in September 2012. Kiran found Tushar to be very knowledgeable and passionate about Scrum and agile development. Tushar co-trained effectively on topics like agile benefits, sprint reviews and retrospectives, keeping the class engaged. Kiran recommends Tushar conduct additional co-training outside of India to experience different audiences and styles.
1 - Recommendtion From Alan Atlas For Tushar SomaiyaTushar Somaiya
Tushar Somaiya co-trained a CSM class in New Delhi with Alan Atlas in February 2012. They exchanged course materials and modified Atlas' basic CSM course for Somaiya to deliver. Feedback on the class was very positive. Atlas was impressed with Somaiya's enthusiasm and eagerness for Agile, which made him an effective instructor. He also enjoyed conversations with Somaiya and feels he is ready to be a CST based on his experience and stories about real world work with Scrum.
People everywhere are talking about scaling agile and different frameworks and ideas to support this. Fancy and rather complicated scaling agile frameworks have not only taken shape but probably have started becoming mainstream. All these frameworks apparently claim to facilitate communication and collaboration.
However, as group size rises, all sorts of issues emerges. Even if more people provide a greater pool of resources, they also require greater amounts of coordination and management, to the point where size becomes an impediment. Scaling up might trigger not only “coordination loss” & “motivation loss” but also “relational loss”.
Small teams are agile!! I guess, thats the reason Scrum urges to work in small teams. As small as 5 to 9 members. So let’s explore if there is a possibility to scale down instead of scaling up? And, how can you scale down? What does it take? Has anyone scaled down yet? Is there a structure to scale down? Can it be replicated?
Why scrum works - A NeuroScience Perspective @ Scrum Gathering India 2013Tushar Somaiya
Have you ever thought why scrum works? That too from NeuroScience perspective?
We all acknowledge and understand that we have moved beyond and past machine age or service era and are living in what is called “Knowledge Era”. Focus of current times is shifting from behaviours to values. From people to brain. Yet, we know very little about people or brain or its working.
Through this talk, I will attempt to link hard neuroscience to scrum and its practices to see why it works or does not work. Also we would look at practices required beyond scrum to create an environment where scrum can flourish. Or even exists!
I was CO-PMO for the recent PMConclave Dec 2012 event from PMI Mumbai Chapter. Theme of the event was "Delivering business results through agility". We had organised pre-conference "introduction to agile" sessions for all early bird registrants. This is the presentation that I had used.
It is the team who does all the work. Team is self-organising. Team decides and plans. So what is the role of scrum master? Is it a full time role? How is it different from a project manager? Can a project lead or manager be a scrum master? It is probably the least understood and the most abused role in scrum. Let's explore these points in details further on April 10, 3:00 PM.
3 Roles in Scrum
Role of scrum master
Challenges of a scrum master
Skills, Knowledge & mindset required
Full time or part time?
Future career path of scrum master
Benefits:
Uncover the true role of a scrum master which is that of a facilitator, protector, negotiator and a coach.
Understand the true meaning of coaching.
Learn how scrum master can coach the team.
Understand the skills, knowledge and mindset required as a scrum master.
Perform better as a scrum master by getting introduced to some magical techniques and fad words like gamestorming, innovation games and visual thinking to facilitate collaborative decision making.
Learn points which you can use to make people understand the vital role a scrum master plays.
Appreciate the difference between project manager and a scrum master.
Learn who can be a good scrum master.
Attend the webinar and separate yourself from the crazy herd of people blindly accepting or discarding the role of scrum master!!
Agile is just a fad. Don't adopt agile because the world is. Adopt agile if it solves your problem. For which you need to know your real problems.
When you are new follow them as-is. But don't stay new too long.
Question everything. See beyond methodologies and manifestos. These are not perfect. There is scope of improvement in them too. Challenge them. Seek beyond and deeper.
Best of luck!
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2. Tushar is founder, director of ShuHaRiAgile, a premium agile
training / coaching partner and coachingdojo, a unique
community for agile leaders, executive coaches, agile coaches
and agile practitioners to share, learn & network.
Tushar has 15 years of IT experience and over 6 years of agile
experience. He is known for his fun-filled, hands-on interactive
trainings & speeches at prestigious conferences. His blogs
have been re-published on ScrumAlliance, AgileAtlas & PMHut.
He is an active volunteer at ScrumAlliance & PMI Mumbai
Chapter.
Tushar Somaiya is a passionate certified professional coach
who helps executives & teams discover and unleash their true
potential. He believes in a democratic organization & selforganizing teams. He calls himself a servant leader. Through
his NueroScience based coaching & consulting, he has helped
projects and organizations turn agile and become truly high
performing teams.
He is Results Certified Coach, Certified Transformational
Coach, Certified Scrum Master, Certified Scrum Professional,
Certified System Business Analysts & one of the first 500 PMIAgile Certified Professional.
3. T
Analysis
50% done?
Design
i
m
Develop
e
Test
1970, Dr Winston Royce published “Managing the Development of Large
Software Systems”, where the waterfall is first documented! he said “I
believe in this concept, but the implementation described above is risky
and invites failure”
5. T i m e
End to end small slices of work
30% Done =
100% Usable
7. ž Wait
is the biggest waste
ž Agile helps eliminate waste
ž Agile makes everyone working all the time
ž Parallelism is the key
ž Smaller the batch size lesser the waste
ž Timebox helps limit batch size
ž Agile = X % done, 100% usable
ž Time to market is reduced drastically
ž Total time of the project has reduced to less
than half
8. Agile is not a process or framework. It is a value system.
26. Changes in the new economic environment are
large-scale, substantial and drastically different
80%
70%
60%
50%
40%
30%
20%
10%
0%
More volatile
More uncertain
Source: IBM—Capitalizing on Complexity:
Insights from the Global Chief Executive Officer Study (2010)
More complex
Structurally
different
27. ž The life expectancy of firms on the Fortune
500 has rapidly declined to around 15 years
and is headed for 5 years
ž Business model life cycle is down to 7 years
ž 80% of new products and services fail
within 3 years
ž 95% of CEO’s agree on the increased need
for enterprise innovation, yet half
acknowledge they have no team or process
for this. Of those that do have a team/
process, how many are satisfied with it?
28. “Without exception, all of
my biggest mistakes
occurred because I moved
too slowly.”
--John Chambers, Cisco CEO,
“He [Chambers] also radically changed
the way he managed, turning a
command-and-control hierarchy into a
more democratic organizational
structure.”
29. Agility is the
ability to create
and respond to
change in order to
profit in a
turbulent business
environment.
30. “88% of executives cite organizational agility as
key to global success.”
“50% say that agility is not only important, but a
core differentiator.”
41. Systems
of
Record
Themes:
• Inward focus
• Efficiency/cost reduction
• Highly structured
• Slow to change
Systems
of
Engagement
Themes:
• Outward focus
• Fundamentally social
• Loosely structured
• Dynamic/in flux
49. ž Employees
acting as
partners and
associates make their
own decision
ž They evaluate their
managers every six
months
ž Potential managers
are interviewed by
their subordinates.
50. ž Small
teams
ž Belief in the
individual
ž No titles
ž People choose their
own work
ž All in the same boat
ž Focus on long term
value based view
rather than short term
benefits
51. ž No
managers
ž Personal mission
ž “Collaborative letters
of understanding”
ž Conflict resolved by
jury
53. ž No
positions
ž No support functions
ž Decide your own time
ž Self-managing teams
who owns their P&L
55. ž I
haven’t created images in this PPT.
References and credits provided at the
end
ž Ideas and words in the presentation are
referred and inspired from various
sources listed at the end
ž Does this have to do anything with agile?
ž Are we ready? What does it take? When
do we start?
56. ž John
Kotter: http://hbswk.hbs.edu/
archive/3294.html
ž Bas Vodde: http://www.odd-e.com/
material/2012/06_shanghai/
management_and_adoption.pdf
ž Jim Highsmith: http://
www.thoughtworks.com/sites/
www.thoughtworks.com/files/files/
adaptive-leadership-wp-us-singlepages.pdf