“How well is your delivery team doing?” That seems like a straightforward question, but it is more complicated that it might sound at first. Do we know what it means to “do well” or is it one of those things that is different to everyone?
In this session we will discuss how we can meaningfully measure outcomes and what we can learn from the measurements. We will also touch on common pitfalls and provide insight in how to avoid them.
You will walk away with information on how to design metrics for your own purposes, and get started with some concrete examples to measure productivity of a delivery team. In short, you will have all the information to answer “how well your team is doing” meaningfully.
As the pace of change continues to increase, implementing strategy and changing direction is still a major hurdle for most organizations. Companies now need to be able to focus, align and engage their people around dynamic and measurable outcomes – becoming more agile and flexible in their outputs and process while helping people understand how they connect with and impact their companies future success.
In this session, we will be joined by Carlos Oliveira, a principal adviser at adaptiveX, a boutique product design, training and innovation consultancy.
Carlos will be leading us through Objectives and Key Results, a simple goal setting framework popularized by Google and used by leadership teams across Silicon Valley. Participants will be guided through an interactive exercise to help grasp the concept. Carlos will also share his experience implementing the framework in large enterprise organizations.
Organizations need a way to test new ideas and fast, kill ideas that don’t work and iterate on the ones that show more promise. In 2017, Ideo studied innovation in over 100+ companies and found that when teams iterate on five or more different solutions, they are 50% more likely to launch a product or service successfully. The practice of continuous product improvement and innovation is a cycle of experimentation, where teams rapidly test leap-of-faith assumptions and get evidence to support key business decisions, ultimately, helping to build consensus and collaborate more effectively with stakeholders. A common challenge is having the discipline to identify, test and track progress towards innovation and making the cycle of experimentation and learning a key practice on any team. Join us to hear more about how your organization and team can adopt an experimentation mindset and embed the practice of experiment-driven product innovation. Carlos Oliveira, principal consultant at adaptiveX will speak on the topic and walk us through the Product Innovation Canvas as well as the Innovation Kata, a process to help teams think big, start small, and take the necessary steps to learn more about their customers, and start solving real problems sooner.
Lean Agile Network (LAN), previously known as Agile Lunch, is bringing you the first-ever series of Agile Emergent Speaker featuring Nawaz Butt.
Please join us for an hour of conversation, discussion and learning with Shahin, Nawaz, and Bola.
Nawaz is going to talk about Scrum Values for the first half.
Then we are going to facilitate an introduction to Liberating Structure. The audience is then going to participate in a Liberating-Structure activity. The outcome will help us to shape the future of Lean Agile Network.
Bio: Dr. Klaus Leopold is a Kanban pioneer and worldwide one of the most experienced and successful lean and agile experts for knowledge work. He provides consulting for global companies on implementing Flight Levels and Kanban, the change processes associated with these and optimizing their value creation.
Abstract: In this talk, I discuss an agile transition where approximately 600 people were involved. The goal was to shorten the time-to-market for initiatives to be able to respond to customer needs more quickly and, as such, improve business agility. In order to achieve this, a reorganization was carried out. Cross-functional teams were constructed so knowledge needed for development is fully available within the team. In addition, the teams were categorized according to product in order to remove any dependencies. Visualization of the work, Standup meetings and Retrospectives made the agile transition complete—except for the expected improvements. In this session, I share what we did to improve the situation and reach the goal of “more business agility”. I also show how you can approach an agile transition of this size, so you can avoid the issue of no improvements being seen. This much I can tell you in advance: do not start at the team level—it will save not only your nerves, but also a lot of money!
For a limited time, grab Klaus Leopold’s Practical Kanban book at Leanpub for a discounted price for the LeanAgileCAN Network. You can use the link below, and/or use the coupon LeanAgileCAN when purchasing the book.