�ݺ�ߣshows by User: JonTerry2

�ݺ�ߣshows by User: JonTerry2 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: JonTerry2 / Fri, 26 Apr 2019 14:10:00 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: JonTerry2 Realizing Agile at Scale with Planview /slideshow/realizing-agile-at-scale-with-planview/142327144 2019emeacustomereventslides-190426141000
Agile is exploding in enterprises these days, moving past the experimental stag into full company rollouts. As this happens PMOs (portfolio management offices) and Agile Centers of Excellence are having to learn to work together to make team level agility align effectively with strategy. Planview's Lean Agile Delivery Solution helps solve this problem by providing a combination of best-of-breed tools that provide agility at both the portfolio and team/team-of-teams levels of an organization. And by linking easily to existing development tools like Atlassian Jira and Microsoft TFS, Planview customers can gain the benefits of our product suite without forcing unnecessary changes on their agile teams. ]]>
Agile is exploding in enterprises these days, moving past the experimental stag into full company rollouts. As this happens PMOs (portfolio management offices) and Agile Centers of Excellence are having to learn to work together to make team level agility align effectively with strategy. Planview's Lean Agile Delivery Solution helps solve this problem by providing a combination of best-of-breed tools that provide agility at both the portfolio and team/team-of-teams levels of an organization. And by linking easily to existing development tools like Atlassian Jira and Microsoft TFS, Planview customers can gain the benefits of our product suite without forcing unnecessary changes on their agile teams. ]]> Fri, 26 Apr 2019 14:10:00 GMT /slideshow/realizing-agile-at-scale-with-planview/142327144 JonTerry2@slideshare.net(JonTerry2) Realizing Agile at Scale with Planview JonTerry2 Agile is exploding in enterprises these days, moving past the experimental stag into full company rollouts. As this happens PMOs (portfolio management offices) and Agile Centers of Excellence are having to learn to work together to make team level agility align effectively with strategy. Planview's Lean Agile Delivery Solution helps solve this problem by providing a combination of best-of-breed tools that provide agility at both the portfolio and team/team-of-teams levels of an organization. And by linking easily to existing development tools like Atlassian Jira and Microsoft TFS, Planview customers can gain the benefits of our product suite without forcing unnecessary changes on their agile teams. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2019emeacustomereventslides-190426141000-thumbnail.jpg?width=120&height=120&fit=bounds" /> Agile is exploding in enterprises these days, moving past the experimental stag into full company rollouts. As this happens PMOs (portfolio management offices) and Agile Centers of Excellence are having to learn to work together to make team level agility align effectively with strategy. Planview's Lean Agile Delivery Solution helps solve this problem by providing a combination of best-of-breed tools that provide agility at both the portfolio and team/team-of-teams levels of an organization. And by linking easily to existing development tools like Atlassian Jira and Microsoft TFS, Planview customers can gain the benefits of our product suite without forcing unnecessary changes on their agile teams.

Realizing Agile at Scale with Planview from Jon Terry

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0 Scrumagilean - An introduction to Lean Principles for Continuous Improvement /slideshow/scrumagilean-an-introduction-to-lean-principles-for-continuous-improvement/142326832 scrumagilean-planviewbrandingapr2019-190426140748
We all know that Agile is sweeping the project management world. Or is it Lean? Lean Agile? Scrum? Kanban? DevOps? There are a lot of buzzwords flying around. Some say they all aim to turn businesses into impersonal software factories obsessed with eliminating waste. Is that true? In a word, no! Lean is really about continuous improvement and respect for people. Far from being mechanistic, it’s a much more humane way to work. Jon Terry will discuss how lean and agile ideas really relate to each other. How lean principles help explain why agile practices work. And how those principles help organizations develop the operational maturity to allow agile to succeed beyond the team level.]]>
We all know that Agile is sweeping the project management world. Or is it Lean? Lean Agile? Scrum? Kanban? DevOps? There are a lot of buzzwords flying around. Some say they all aim to turn businesses into impersonal software factories obsessed with eliminating waste. Is that true? In a word, no! Lean is really about continuous improvement and respect for people. Far from being mechanistic, it’s a much more humane way to work. Jon Terry will discuss how lean and agile ideas really relate to each other. How lean principles help explain why agile practices work. And how those principles help organizations develop the operational maturity to allow agile to succeed beyond the team level.]]> Fri, 26 Apr 2019 14:07:48 GMT /slideshow/scrumagilean-an-introduction-to-lean-principles-for-continuous-improvement/142326832 JonTerry2@slideshare.net(JonTerry2) Scrumagilean - An introduction to Lean Principles for Continuous Improvement JonTerry2 We all know that Agile is sweeping the project management world. Or is it Lean? Lean Agile? Scrum? Kanban? DevOps? There are a lot of buzzwords flying around. Some say they all aim to turn businesses into impersonal software factories obsessed with eliminating waste. Is that true? In a word, no! Lean is really about continuous improvement and respect for people. Far from being mechanistic, it’s a much more humane way to work. Jon Terry will discuss how lean and agile ideas really relate to each other. How lean principles help explain why agile practices work. And how those principles help organizations develop the operational maturity to allow agile to succeed beyond the team level. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/scrumagilean-planviewbrandingapr2019-190426140748-thumbnail.jpg?width=120&height=120&fit=bounds" /> We all know that Agile is sweeping the project management world. Or is it Lean? Lean Agile? Scrum? Kanban? DevOps? There are a lot of buzzwords flying around. Some say they all aim to turn businesses into impersonal software factories obsessed with eliminating waste. Is that true? In a word, no! Lean is really about continuous improvement and respect for people. Far from being mechanistic, it’s a much more humane way to work. Jon Terry will discuss how lean and agile ideas really relate to each other. How lean principles help explain why agile practices work. And how those principles help organizations develop the operational maturity to allow agile to succeed beyond the team level.

Scrumagilean - An introduction to Lean Principles for Continuous Improvement from Jon Terry

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0 Respect for People - Lean's neglected pillar /JonTerry2/respect-for-people-leans-neglected-pillar respectforpeople-leansneglectedpillar-170411124439
Respect for People is one of the pillars of Lean. If you read the Lean-Agile literature or attend conferences, you will hear plenty about culture. However, these ideas usually aren’t presented as systematically and tangibly as the process tools. Most of the Lean principles that we study are focused on the other pillar, Continuous Improvement. Cultural ideas may be mixed in there but in a way that’s hard to untangle. Or, at the risk of ruffling some feathers, they may seem overly touchy-feely or theoretical brain science-y. That’s a real shame. A business can’t just be a nice place to work, full of nice people; it must deliver a steady stream of results for customers and financial stakeholders. But the best long-term results come from providing a sustainable, healthy work environment. So investing in a strong culture is a wise decision for executives and managers. This talk will explore some key ideas around team structure and the responsibilities of both team members and managers in a respectful Lean-Agile company. It will present a candidate set of seven principles to spell out Respect for People to match those for Continuous Improvement. And it will share some of the source material from which these ideas are derived.]]>
Respect for People is one of the pillars of Lean. If you read the Lean-Agile literature or attend conferences, you will hear plenty about culture. However, these ideas usually aren’t presented as systematically and tangibly as the process tools. Most of the Lean principles that we study are focused on the other pillar, Continuous Improvement. Cultural ideas may be mixed in there but in a way that’s hard to untangle. Or, at the risk of ruffling some feathers, they may seem overly touchy-feely or theoretical brain science-y. That’s a real shame. A business can’t just be a nice place to work, full of nice people; it must deliver a steady stream of results for customers and financial stakeholders. But the best long-term results come from providing a sustainable, healthy work environment. So investing in a strong culture is a wise decision for executives and managers. This talk will explore some key ideas around team structure and the responsibilities of both team members and managers in a respectful Lean-Agile company. It will present a candidate set of seven principles to spell out Respect for People to match those for Continuous Improvement. And it will share some of the source material from which these ideas are derived.]]> Tue, 11 Apr 2017 12:44:38 GMT /JonTerry2/respect-for-people-leans-neglected-pillar JonTerry2@slideshare.net(JonTerry2) Respect for People - Lean's neglected pillar JonTerry2 Respect for People is one of the pillars of Lean. If you read the Lean-Agile literature or attend conferences, you will hear plenty about culture. However, these ideas usually aren’t presented as systematically and tangibly as the process tools. Most of the Lean principles that we study are focused on the other pillar, Continuous Improvement. Cultural ideas may be mixed in there but in a way that’s hard to untangle. Or, at the risk of ruffling some feathers, they may seem overly touchy-feely or theoretical brain science-y. That’s a real shame. A business can’t just be a nice place to work, full of nice people; it must deliver a steady stream of results for customers and financial stakeholders. But the best long-term results come from providing a sustainable, healthy work environment. So investing in a strong culture is a wise decision for executives and managers. This talk will explore some key ideas around team structure and the responsibilities of both team members and managers in a respectful Lean-Agile company. It will present a candidate set of seven principles to spell out Respect for People to match those for Continuous Improvement. And it will share some of the source material from which these ideas are derived. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/respectforpeople-leansneglectedpillar-170411124439-thumbnail.jpg?width=120&height=120&fit=bounds" /> Respect for People is one of the pillars of Lean. If you read the Lean-Agile literature or attend conferences, you will hear plenty about culture. However, these ideas usually aren’t presented as systematically and tangibly as the process tools. Most of the Lean principles that we study are focused on the other pillar, Continuous Improvement. Cultural ideas may be mixed in there but in a way that’s hard to untangle. Or, at the risk of ruffling some feathers, they may seem overly touchy-feely or theoretical brain science-y. That’s a real shame. A business can’t just be a nice place to work, full of nice people; it must deliver a steady stream of results for customers and financial stakeholders. But the best long-term results come from providing a sustainable, healthy work environment. So investing in a strong culture is a wise decision for executives and managers. This talk will explore some key ideas around team structure and the responsibilities of both team members and managers in a respectful Lean-Agile company. It will present a candidate set of seven principles to spell out Respect for People to match those for Continuous Improvement. And it will share some of the source material from which these ideas are derived.

Respect for People - Lean's neglected pillar from Jon Terry

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0 Intro to Lean Practices & Tools /slideshow/intro-to-lean-practices-tools/62457592 introtoleanpractices-160527083055
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles. This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.]]>
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles. This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.]]> Fri, 27 May 2016 08:30:55 GMT /slideshow/intro-to-lean-practices-tools/62457592 JonTerry2@slideshare.net(JonTerry2) Intro to Lean Practices & Tools JonTerry2 While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles. This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/introtoleanpractices-160527083055-thumbnail.jpg?width=120&height=120&fit=bounds" /> While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles. This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.

Intro to Lean Practices & Tools from Jon Terry

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0 From Chaos to Confidence: DevOps at LeanKit /slideshow/from-chaos-to-confidence-leankits-pd-operating-model/61095673 fromchaostoconfidence-leankitspdoperatingmodel-160419135846
As a company, LeanKit have believed in Lean, Kanban, Agile, DevOps since our founding. We've alway talked about how important these ideas are - in the community and inside our company. But that doesn't mean that doing those things in practice has been easy. We're a very fast growing startup in a very competitive market space. We've tripled in size in less than a year and nearly came apart at the seams at times. In fact, in the fall of 2015, our technology team were having a very hard team. We were out of synch with our sales & marketing partners and facing a lot of internal conflict. But we came together as a team and worked hard to implement a well coordinated system of values, team structure, cadences, and standard practices. We're now in a much better place as a team and generating much better results for our company. There are no one-size-fits-all answers for companies. I can't promise that if you copy LeanKit you'll succeed. But we do think we have some interesting lessons learned to share and that you just might be able to pick up some ideas that you can take back to your company. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.]]>
As a company, LeanKit have believed in Lean, Kanban, Agile, DevOps since our founding. We've alway talked about how important these ideas are - in the community and inside our company. But that doesn't mean that doing those things in practice has been easy. We're a very fast growing startup in a very competitive market space. We've tripled in size in less than a year and nearly came apart at the seams at times. In fact, in the fall of 2015, our technology team were having a very hard team. We were out of synch with our sales & marketing partners and facing a lot of internal conflict. But we came together as a team and worked hard to implement a well coordinated system of values, team structure, cadences, and standard practices. We're now in a much better place as a team and generating much better results for our company. There are no one-size-fits-all answers for companies. I can't promise that if you copy LeanKit you'll succeed. But we do think we have some interesting lessons learned to share and that you just might be able to pick up some ideas that you can take back to your company. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.]]> Tue, 19 Apr 2016 13:58:45 GMT /slideshow/from-chaos-to-confidence-leankits-pd-operating-model/61095673 JonTerry2@slideshare.net(JonTerry2) From Chaos to Confidence: DevOps at LeanKit JonTerry2 As a company, LeanKit have believed in Lean, Kanban, Agile, DevOps since our founding. We've alway talked about how important these ideas are - in the community and inside our company. But that doesn't mean that doing those things in practice has been easy. We're a very fast growing startup in a very competitive market space. We've tripled in size in less than a year and nearly came apart at the seams at times. In fact, in the fall of 2015, our technology team were having a very hard team. We were out of synch with our sales & marketing partners and facing a lot of internal conflict. But we came together as a team and worked hard to implement a well coordinated system of values, team structure, cadences, and standard practices. We're now in a much better place as a team and generating much better results for our company. There are no one-size-fits-all answers for companies. I can't promise that if you copy LeanKit you'll succeed. But we do think we have some interesting lessons learned to share and that you just might be able to pick up some ideas that you can take back to your company. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fromchaostoconfidence-leankitspdoperatingmodel-160419135846-thumbnail.jpg?width=120&height=120&fit=bounds" /> As a company, LeanKit have believed in Lean, Kanban, Agile, DevOps since our founding. We've alway talked about how important these ideas are - in the community and inside our company. But that doesn't mean that doing those things in practice has been easy. We're a very fast growing startup in a very competitive market space. We've tripled in size in less than a year and nearly came apart at the seams at times. In fact, in the fall of 2015, our technology team were having a very hard team. We were out of synch with our sales & marketing partners and facing a lot of internal conflict. But we came together as a team and worked hard to implement a well coordinated system of values, team structure, cadences, and standard practices. We're now in a much better place as a team and generating much better results for our company. There are no one-size-fits-all answers for companies. I can't promise that if you copy LeanKit you'll succeed. But we do think we have some interesting lessons learned to share and that you just might be able to pick up some ideas that you can take back to your company. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.

From Chaos to Confidence: DevOps at LeanKit from Jon Terry

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0 Does this FizzGood? Improve velocity, predictability & agility by asking a simple question /slideshow/fsgd-a-leankit-way-of-work/47212487 fsgdforlondon-150420152043-conversion-gate02
LeanKit's founding team had a strong Lean-Agile background from previous careers. So, in the early days of the company, we just instinctively did things in a Lean way with as few formal processes as any startup. But, like any growing company, we eventually did have to start clearly defining how we do things. And like anyone, we were tempted to become more bureaucratic - with lots of scheduling, coordination, meetings and estimates. Instead, we developed our FSGD (Frequent Small Good Decoupled) approach. This LeanKit way of working has provided our teams with a simple yardstick for making effective decisions without a lot of cross team scheduling and coordination. It has simplified abstract Agile concepts into something everyone easily understands and cheerfully applies on a daily basis. FSGD isn't a replacement for Kanban, Scrum, XP, etc. We strongly believe in and spend lots of time teaching our teams about the Kanban Method as well as standard Lean and Agile principles, tools, and techniques. But FSGD distills what we think are the key decision making elements of those methods into something everyone can remember. We apply this model to all of our teams: design, development, testing, operations, sales, marketing, finance, HR. Indeed, we believe that applying it as broadly as possible makes it work most effectively. Indeed, that's part of why the model doesn't reference software directly at all. It's meant to be generally applicable. One sub-concept included in the slides TLDR (Tested, Logged, Documented, Reviewed) is more specific to the technology context. We have seen significant improvements in our delivery speed across multiple teams since rolling out the FSGD approach. We want to help other people gain the same benefits. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.]]>
LeanKit's founding team had a strong Lean-Agile background from previous careers. So, in the early days of the company, we just instinctively did things in a Lean way with as few formal processes as any startup. But, like any growing company, we eventually did have to start clearly defining how we do things. And like anyone, we were tempted to become more bureaucratic - with lots of scheduling, coordination, meetings and estimates. Instead, we developed our FSGD (Frequent Small Good Decoupled) approach. This LeanKit way of working has provided our teams with a simple yardstick for making effective decisions without a lot of cross team scheduling and coordination. It has simplified abstract Agile concepts into something everyone easily understands and cheerfully applies on a daily basis. FSGD isn't a replacement for Kanban, Scrum, XP, etc. We strongly believe in and spend lots of time teaching our teams about the Kanban Method as well as standard Lean and Agile principles, tools, and techniques. But FSGD distills what we think are the key decision making elements of those methods into something everyone can remember. We apply this model to all of our teams: design, development, testing, operations, sales, marketing, finance, HR. Indeed, we believe that applying it as broadly as possible makes it work most effectively. Indeed, that's part of why the model doesn't reference software directly at all. It's meant to be generally applicable. One sub-concept included in the slides TLDR (Tested, Logged, Documented, Reviewed) is more specific to the technology context. We have seen significant improvements in our delivery speed across multiple teams since rolling out the FSGD approach. We want to help other people gain the same benefits. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.]]> Mon, 20 Apr 2015 15:20:42 GMT /slideshow/fsgd-a-leankit-way-of-work/47212487 JonTerry2@slideshare.net(JonTerry2) Does this FizzGood? Improve velocity, predictability & agility by asking a simple question JonTerry2 LeanKit's founding team had a strong Lean-Agile background from previous careers. So, in the early days of the company, we just instinctively did things in a Lean way with as few formal processes as any startup. But, like any growing company, we eventually did have to start clearly defining how we do things. And like anyone, we were tempted to become more bureaucratic - with lots of scheduling, coordination, meetings and estimates. Instead, we developed our FSGD (Frequent Small Good Decoupled) approach. This LeanKit way of working has provided our teams with a simple yardstick for making effective decisions without a lot of cross team scheduling and coordination. It has simplified abstract Agile concepts into something everyone easily understands and cheerfully applies on a daily basis. FSGD isn't a replacement for Kanban, Scrum, XP, etc. We strongly believe in and spend lots of time teaching our teams about the Kanban Method as well as standard Lean and Agile principles, tools, and techniques. But FSGD distills what we think are the key decision making elements of those methods into something everyone can remember. We apply this model to all of our teams: design, development, testing, operations, sales, marketing, finance, HR. Indeed, we believe that applying it as broadly as possible makes it work most effectively. Indeed, that's part of why the model doesn't reference software directly at all. It's meant to be generally applicable. One sub-concept included in the slides TLDR (Tested, Logged, Documented, Reviewed) is more specific to the technology context. We have seen significant improvements in our delivery speed across multiple teams since rolling out the FSGD approach. We want to help other people gain the same benefits. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fsgdforlondon-150420152043-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> LeanKit's founding team had a strong Lean-Agile background from previous careers. So, in the early days of the company, we just instinctively did things in a Lean way with as few formal processes as any startup. But, like any growing company, we eventually did have to start clearly defining how we do things. And like anyone, we were tempted to become more bureaucratic - with lots of scheduling, coordination, meetings and estimates. Instead, we developed our FSGD (Frequent Small Good Decoupled) approach. This LeanKit way of working has provided our teams with a simple yardstick for making effective decisions without a lot of cross team scheduling and coordination. It has simplified abstract Agile concepts into something everyone easily understands and cheerfully applies on a daily basis. FSGD isn't a replacement for Kanban, Scrum, XP, etc. We strongly believe in and spend lots of time teaching our teams about the Kanban Method as well as standard Lean and Agile principles, tools, and techniques. But FSGD distills what we think are the key decision making elements of those methods into something everyone can remember. We apply this model to all of our teams: design, development, testing, operations, sales, marketing, finance, HR. Indeed, we believe that applying it as broadly as possible makes it work most effectively. Indeed, that's part of why the model doesn't reference software directly at all. It's meant to be generally applicable. One sub-concept included in the slides TLDR (Tested, Logged, Documented, Reviewed) is more specific to the technology context. We have seen significant improvements in our delivery speed across multiple teams since rolling out the FSGD approach. We want to help other people gain the same benefits. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.

Does this FizzGood? Improve velocity, predictability & agility by asking a simple question from Jon Terry

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0 Understanding India /slideshow/understanding-india/10013172 understandingindia-111103135530-phpapp01
A presentation on the growth of modern India, the challenges that remain for the country, and how westerners can best communicate effectively in a business context]]>
A presentation on the growth of modern India, the challenges that remain for the country, and how westerners can best communicate effectively in a business context]]> Thu, 03 Nov 2011 13:55:29 GMT /slideshow/understanding-india/10013172 JonTerry2@slideshare.net(JonTerry2) Understanding India JonTerry2 A presentation on the growth of modern India, the challenges that remain for the country, and how westerners can best communicate effectively in a business context <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/understandingindia-111103135530-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> A presentation on the growth of modern India, the challenges that remain for the country, and how westerners can best communicate effectively in a business context

Understanding India from Jon Terry

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0 Scrumagilean: Understanding Lean and Forgetting Scrum vs Kanban /slideshow/intro-to-lean-lean-software-development-and-kanban/9965655 leanandkanbanforslideshare-111031153440-phpapp01
Find updated slides at: /JonTerry2/scrumagilean-an-introduction-to-lean-principles-for-continuous-improvement]]>
Find updated slides at: /JonTerry2/scrumagilean-an-introduction-to-lean-principles-for-continuous-improvement]]> Mon, 31 Oct 2011 15:34:36 GMT /slideshow/intro-to-lean-lean-software-development-and-kanban/9965655 JonTerry2@slideshare.net(JonTerry2) Scrumagilean: Understanding Lean and Forgetting Scrum vs Kanban JonTerry2 Find updated slides at: /JonTerry2/scrumagilean-an-introduction-to-lean-principles-for-continuous-improvement <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leanandkanbanforslideshare-111031153440-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Find updated slides at: /JonTerry2/scrumagilean-an-introduction-to-lean-principles-for-continuous-improvement

Scrumagilean: Understanding Lean and Forgetting Scrum vs Kanban from Jon Terry

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0 https://cdn.slidesharecdn.com/profile-photo-JonTerry2-48x48.jpg?cb=1573488520 Jon Terry is Chief Evangelist, Lean-Agile Strategy for Planview, a market leading provider of portfolio management, agile management, collaboration, and ideation software. Before that Jon was co-CEO and co-founder of LeanKit, which pioneered the application of Kanban in knowledge work. Prior to that, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean-Agile methods. leankit.com/blog/2015/05/welcome-to-the-new-lean/ https://cdn.slidesharecdn.com/ss_thumbnails/2019emeacustomereventslides-190426141000-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/realizing-agile-at-scale-with-planview/142327144 Realizing Agile at Sca... https://cdn.slidesharecdn.com/ss_thumbnails/scrumagilean-planviewbrandingapr2019-190426140748-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/scrumagilean-an-introduction-to-lean-principles-for-continuous-improvement/142326832 Scrumagilean - An intr... https://cdn.slidesharecdn.com/ss_thumbnails/respectforpeople-leansneglectedpillar-170411124439-thumbnail.jpg?width=320&height=320&fit=bounds JonTerry2/respect-for-people-leans-neglected-pillar Respect for People - ...