際際滷shows by User: lkce / http://www.slideshare.net/images/logo.gif 際際滷shows by User: lkce / Fri, 06 Dec 2019 10:10:24 GMT 際際滷Share feed for 際際滷shows by User: lkce LKCE19 Keynote Yves Morieux - Bringing Managers Back to Work /slideshow/lkce19-keynote-yves-morieux-bringing-managers-back-to-work/202247302 yvesmorieuxbringinngmanagersbacktowork-191206101025
Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage including how to leverage the potential of digital technologies. These efforts go by various names Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies dont deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.]]>
Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage including how to leverage the potential of digital technologies. These efforts go by various names Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies dont deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.]]> Fri, 06 Dec 2019 10:10:24 GMT /slideshow/lkce19-keynote-yves-morieux-bringing-managers-back-to-work/202247302 lkce@slideshare.net(lkce) LKCE19 Keynote Yves Morieux - Bringing Managers Back to Work lkce Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage including how to leverage the potential of digital technologies. These efforts go by various names Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies dont deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/yvesmorieuxbringinngmanagersbacktowork-191206101025-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage including how to leverage the potential of digital technologies. These efforts go by various names Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies dont deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.
LKCE19 Keynote Yves Morieux - Bringing Managers Back to Work from Lean Kanban Central Europe
]]> 1574 7 https://cdn.slidesharecdn.com/ss_thumbnails/yvesmorieuxbringinngmanagersbacktowork-191206101025-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 Oliver Finker - Wardley Mapping meets the Kanban Maturity Model /slideshow/lkce19-oliver-finker-wardley-mapping-meets-the-kanban-maturity-model/194700917 slideslkce19-oliverfinker-191118083817
Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context youre in.]]>
Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context youre in.]]> Mon, 18 Nov 2019 08:38:17 GMT /slideshow/lkce19-oliver-finker-wardley-mapping-meets-the-kanban-maturity-model/194700917 lkce@slideshare.net(lkce) LKCE19 Oliver Finker - Wardley Mapping meets the Kanban Maturity Model lkce Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context youre in. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/slideslkce19-oliverfinker-191118083817-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context youre in.
LKCE19 Oliver Finker - Wardley Mapping meets the Kanban Maturity Model from Lean Kanban Central Europe
]]> 507 2 https://cdn.slidesharecdn.com/ss_thumbnails/slideslkce19-oliverfinker-191118083817-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE2019 - Cliff Hazell - Beyond Copy Paste Agile /slideshow/lkce2019-cliff-hazell-beyond-copy-paste-agile/191393467 beyondcopypaste-lkce2019-cliff-nov6-191107155333
Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact. ]]>
Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact. ]]> Thu, 07 Nov 2019 15:53:32 GMT /slideshow/lkce2019-cliff-hazell-beyond-copy-paste-agile/191393467 lkce@slideshare.net(lkce) LKCE2019 - Cliff Hazell - Beyond Copy Paste Agile lkce Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/beyondcopypaste-lkce2019-cliff-nov6-191107155333-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact.
LKCE2019 - Cliff Hazell - Beyond Copy Paste Agile from Lean Kanban Central Europe
]]> 506 1 https://cdn.slidesharecdn.com/ss_thumbnails/beyondcopypaste-lkce2019-cliff-nov6-191107155333-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a Fintech Company /slideshow/lkce19-natalia-de-souza-manha-lean-portfolio-governance-with-kanban-in-a-fintech-company/191319784 portfoliogovernancewithkanban-191107103354
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.]]>
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.]]> Thu, 07 Nov 2019 10:33:54 GMT /slideshow/lkce19-natalia-de-souza-manha-lean-portfolio-governance-with-kanban-in-a-fintech-company/191319784 lkce@slideshare.net(lkce) LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a Fintech Company lkce 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. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/portfoliogovernancewithkanban-191107103354-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 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&#39;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 Fintech Company from Lean Kanban Central Europe
]]> 519 0 https://cdn.slidesharecdn.com/ss_thumbnails/portfoliogovernancewithkanban-191107103354-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes of services /slideshow/lkce19-katya-terekhova-siberian-tale-part-2-how-we-implemented-classes-of-services/191318913 katyasiberiantale-191107102915
At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.]]>
At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.]]> Thu, 07 Nov 2019 10:29:15 GMT /slideshow/lkce19-katya-terekhova-siberian-tale-part-2-how-we-implemented-classes-of-services/191318913 lkce@slideshare.net(lkce) LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes of services lkce At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/katyasiberiantale-191107102915-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.
LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes of services from Lean Kanban Central Europe
]]> 200 1 https://cdn.slidesharecdn.com/ss_thumbnails/katyasiberiantale-191107102915-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down zu Bottom-Up https://de.slideshare.net/slideshow/lkce19-bea-knippenberg-daniel-schimera-portfolioplanung-von-topdown-zu-bottomup/191317737 lkce19rewedigital-191107102325
Wer hat dies nicht auch schon erlebt jedes Jahr findet sie statt die Jahresplanung der Unternehmung. Ziele, die von Oben vorgegeben werden, von der Mitte mit konkreten Manahmen unterf端ttert werden, welche wiederum zu einem Jahres-Portfolio f端hren, welches Unten nur noch umsetzen muss. Und dabei ist man doch soooo agil! Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Ver辰nderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schlielich rollierenden Portfolioplanung teilen.]]>
Wer hat dies nicht auch schon erlebt jedes Jahr findet sie statt die Jahresplanung der Unternehmung. Ziele, die von Oben vorgegeben werden, von der Mitte mit konkreten Manahmen unterf端ttert werden, welche wiederum zu einem Jahres-Portfolio f端hren, welches Unten nur noch umsetzen muss. Und dabei ist man doch soooo agil! Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Ver辰nderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schlielich rollierenden Portfolioplanung teilen.]]> Thu, 07 Nov 2019 10:23:25 GMT https://de.slideshare.net/slideshow/lkce19-bea-knippenberg-daniel-schimera-portfolioplanung-von-topdown-zu-bottomup/191317737 lkce@slideshare.net(lkce) LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down zu Bottom-Up lkce Wer hat dies nicht auch schon erlebt jedes Jahr findet sie statt die Jahresplanung der Unternehmung. Ziele, die von Oben vorgegeben werden, von der Mitte mit konkreten Manahmen unterf端ttert werden, welche wiederum zu einem Jahres-Portfolio f端hren, welches Unten nur noch umsetzen muss. Und dabei ist man doch soooo agil! < /br> Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Ver辰nderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schlielich rollierenden Portfolioplanung teilen. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lkce19rewedigital-191107102325-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Wer hat dies nicht auch schon erlebt jedes Jahr findet sie statt die Jahresplanung der Unternehmung. Ziele, die von Oben vorgegeben werden, von der Mitte mit konkreten Manahmen unterf端ttert werden, welche wiederum zu einem Jahres-Portfolio f端hren, welches Unten nur noch umsetzen muss. Und dabei ist man doch soooo agil! Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Ver辰nderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - &amp; Portfolioplanung hinzu einer Bottom - Up und schlielich rollierenden Portfolioplanung teilen.
from Lean Kanban Central Europe
]]> 407 3 https://cdn.slidesharecdn.com/ss_thumbnails/lkce19rewedigital-191107102325-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Thomas Epping - Kanban auf leisen Sohlen https://de.slideshare.net/slideshow/lkce19-thomas-epping-kanban-auf-leisen-sohlen/191317466 kanbanaufleisensohlen-lkce2019-thomasepping-191107102203
Das zweite Ver辰nderungsprinzip von Kanban ('Vereinbare evolution辰re Prozessverbesserungen') mag den Eindruck erwecken, dass ein Mandat f端r eine Kanban-Initiative - sobald einmal vereinbart - verl辰sslich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen k旦nnen unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verst辰ndnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt m旦gliche Konsequenzen und betont die Notwendigkeit einer st辰ndigen und gleichzeitig ethisch begr端ndeten Suche nach einem immer wieder neuen Mandat f端r Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei m旦gliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis.]]>
Das zweite Ver辰nderungsprinzip von Kanban ('Vereinbare evolution辰re Prozessverbesserungen') mag den Eindruck erwecken, dass ein Mandat f端r eine Kanban-Initiative - sobald einmal vereinbart - verl辰sslich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen k旦nnen unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verst辰ndnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt m旦gliche Konsequenzen und betont die Notwendigkeit einer st辰ndigen und gleichzeitig ethisch begr端ndeten Suche nach einem immer wieder neuen Mandat f端r Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei m旦gliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis.]]> Thu, 07 Nov 2019 10:22:03 GMT https://de.slideshare.net/slideshow/lkce19-thomas-epping-kanban-auf-leisen-sohlen/191317466 lkce@slideshare.net(lkce) LKCE19 - Thomas Epping - Kanban auf leisen Sohlen lkce Das zweite Ver辰nderungsprinzip von Kanban ('Vereinbare evolution辰re Prozessverbesserungen') mag den Eindruck erwecken, dass ein Mandat f端r eine Kanban-Initiative - sobald einmal vereinbart - verl辰sslich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen k旦nnen unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verst辰ndnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt m旦gliche Konsequenzen und betont die Notwendigkeit einer st辰ndigen und gleichzeitig ethisch begr端ndeten Suche nach einem immer wieder neuen Mandat f端r Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei m旦gliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kanbanaufleisensohlen-lkce2019-thomasepping-191107102203-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Das zweite Ver辰nderungsprinzip von Kanban (&#39;Vereinbare evolution辰re Prozessverbesserungen&#39;) mag den Eindruck erwecken, dass ein Mandat f端r eine Kanban-Initiative - sobald einmal vereinbart - verl辰sslich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen k旦nnen unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verst辰ndnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt m旦gliche Konsequenzen und betont die Notwendigkeit einer st辰ndigen und gleichzeitig ethisch begr端ndeten Suche nach einem immer wieder neuen Mandat f端r Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei m旦gliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis.
from Lean Kanban Central Europe
]]> 301 2 https://cdn.slidesharecdn.com/ss_thumbnails/kanbanaufleisensohlen-lkce2019-thomasepping-191107102203-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhead CEO /slideshow/lkce19-dimitar-karaivanov-business-agility-through-the-eyes-of-a-metalhead-ceo/191317173 business-agility-metalhead-ceo-191107102018
What if I told you that heavy metal and Agile have a lot in common? What if a musician could walk into a room full of Agile coaches and nobody could tell them apart? What if there are universal principles that can be applied irrespective of what you do? What if frameworks dont actually work? Join the metalhead CEO and learn interesting things about music, Agile and life in general.]]>
What if I told you that heavy metal and Agile have a lot in common? What if a musician could walk into a room full of Agile coaches and nobody could tell them apart? What if there are universal principles that can be applied irrespective of what you do? What if frameworks dont actually work? Join the metalhead CEO and learn interesting things about music, Agile and life in general.]]> Thu, 07 Nov 2019 10:20:17 GMT /slideshow/lkce19-dimitar-karaivanov-business-agility-through-the-eyes-of-a-metalhead-ceo/191317173 lkce@slideshare.net(lkce) LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhead CEO lkce What if I told you that heavy metal and Agile have a lot in common? What if a musician could walk into a room full of Agile coaches and nobody could tell them apart? What if there are universal principles that can be applied irrespective of what you do? What if frameworks dont actually work? Join the metalhead CEO and learn interesting things about music, Agile and life in general. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/business-agility-metalhead-ceo-191107102018-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> What if I told you that heavy metal and Agile have a lot in common? What if a musician could walk into a room full of Agile coaches and nobody could tell them apart? What if there are universal principles that can be applied irrespective of what you do? What if frameworks dont actually work? Join the metalhead CEO and learn interesting things about music, Agile and life in general.
LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhead CEO from Lean Kanban Central Europe
]]> 257 4 https://cdn.slidesharecdn.com/ss_thumbnails/business-agility-metalhead-ceo-191107102018-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Mathias Schroeder - Strategische Ausrichtung mal anders (aka Wardley Maps in action) https://de.slideshare.net/slideshow/lkce19-mathias-schroeder-strategische-ausrichtung-mal-anders-aka-wardley-maps-in-action/191316848 wardley-191107101825
Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einf端hrung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung f端r Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben.]]>
Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einf端hrung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung f端r Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben.]]> Thu, 07 Nov 2019 10:18:25 GMT https://de.slideshare.net/slideshow/lkce19-mathias-schroeder-strategische-ausrichtung-mal-anders-aka-wardley-maps-in-action/191316848 lkce@slideshare.net(lkce) LKCE19 - Mathias Schroeder - Strategische Ausrichtung mal anders (aka Wardley Maps in action) lkce Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einf端hrung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung f端r Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/wardley-191107101825-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einf端hrung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung f端r Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben.
from Lean Kanban Central Europe
]]> 823 8 https://cdn.slidesharecdn.com/ss_thumbnails/wardley-191107101825-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Maren Baermann - Agile Motivation the Human Side of Kanban /slideshow/lkce19-maren-baermann-agile-motivation-the-human-side-of-kanban/191316232 agilemotivationkanban20191105-191107101455
Some companies motivate people with perks, ultimately draining motivation. Heres a scientific explanation & some hands-on options for enabling true motivation. This type is called autonomous motivation(AM).It s the inner engine that enables employees to produce exceptional results, act as intrapreneurs & handle stiff challenges with grace.Research shows, AM shouldn t be confused with intrinsic motivation or fun. High AM results in a reduced operational risk, as it lowers the probability of work - related accidents & decreases the error rate.An increased AM will lead to healthier employees & improve outcome quality.Yet, the most important effect: it enables people to think & work productively in complex contexts. I ll speak about the psychology of motivation & its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they re mishandled, though, highly motivated teams can turn into passive groups of people who don t mind producing waste.]]>
Some companies motivate people with perks, ultimately draining motivation. Heres a scientific explanation & some hands-on options for enabling true motivation. This type is called autonomous motivation(AM).It s the inner engine that enables employees to produce exceptional results, act as intrapreneurs & handle stiff challenges with grace.Research shows, AM shouldn t be confused with intrinsic motivation or fun. High AM results in a reduced operational risk, as it lowers the probability of work - related accidents & decreases the error rate.An increased AM will lead to healthier employees & improve outcome quality.Yet, the most important effect: it enables people to think & work productively in complex contexts. I ll speak about the psychology of motivation & its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they re mishandled, though, highly motivated teams can turn into passive groups of people who don t mind producing waste.]]> Thu, 07 Nov 2019 10:14:55 GMT /slideshow/lkce19-maren-baermann-agile-motivation-the-human-side-of-kanban/191316232 lkce@slideshare.net(lkce) LKCE19 - Maren Baermann - Agile Motivation the Human Side of Kanban lkce Some companies motivate people with perks, ultimately draining motivation. Heres a scientific explanation & some hands-on options for enabling true motivation. This type is called autonomous motivation(AM).It s the inner engine that enables employees to produce exceptional results, act as intrapreneurs & handle stiff challenges with grace.Research shows, AM shouldn t be confused with intrinsic motivation or fun. < /br> High AM results in a reduced operational risk, as it lowers the probability of work - related accidents & decreases the error rate.An increased AM will lead to healthier employees & improve outcome quality.Yet, the most important effect: it enables people to think & work productively in complex contexts. < /br> I ll speak about the psychology of motivation & its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they re mishandled, though, highly motivated teams can turn into passive groups of people who don t mind producing waste. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agilemotivationkanban20191105-191107101455-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Some companies motivate people with perks, ultimately draining motivation. Heres a scientific explanation &amp; some hands-on options for enabling true motivation. This type is called autonomous motivation(AM).It s the inner engine that enables employees to produce exceptional results, act as intrapreneurs &amp; handle stiff challenges with grace.Research shows, AM shouldn t be confused with intrinsic motivation or fun. High AM results in a reduced operational risk, as it lowers the probability of work - related accidents &amp; decreases the error rate.An increased AM will lead to healthier employees &amp; improve outcome quality.Yet, the most important effect: it enables people to think &amp; work productively in complex contexts. I ll speak about the psychology of motivation &amp; its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they re mishandled, though, highly motivated teams can turn into passive groups of people who don t mind producing waste.
LKCE19 - Maren Baermann - Agile Motivation the Human Side of Kanban from Lean Kanban Central Europe
]]> 440 0 https://cdn.slidesharecdn.com/ss_thumbnails/agilemotivationkanban20191105-191107101455-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - David J. Anderson - Why We Need KMM /slideshow/lkce19-david-j-anderson-why-we-need-kmm/191315557 lkcewhyweneedkmm11-191107101116
The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. Davids talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.]]>
The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. Davids talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.]]> Thu, 07 Nov 2019 10:11:16 GMT /slideshow/lkce19-david-j-anderson-why-we-need-kmm/191315557 lkce@slideshare.net(lkce) LKCE19 - David J. Anderson - Why We Need KMM lkce The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. Davids talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lkcewhyweneedkmm11-191107101116-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. Davids talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.
LKCE19 - David J. Anderson - Why We Need KMM from Lean Kanban Central Europe
]]> 837 3 https://cdn.slidesharecdn.com/ss_thumbnails/lkcewhyweneedkmm11-191107101116-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Matias E. Fernandez - Continuous Transformation in a Large Complex Organisation /slideshow/lkce19-matias-e-fernandez-continuous-transformation-in-a-large-complex-organisation/191038743 continuous-transformation-lkce2019matiasfernandez-191106135344
In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to: * reduce the number of critical incidents by 50 % every year * reduce the cost for centralised quality assurance by 60 % * reduce the amount of central leadership positions to 5 % 'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland. This is an experience report of our continuous transformation.]]>
In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to: * reduce the number of critical incidents by 50 % every year * reduce the cost for centralised quality assurance by 60 % * reduce the amount of central leadership positions to 5 % 'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland. This is an experience report of our continuous transformation.]]> Wed, 06 Nov 2019 13:53:44 GMT /slideshow/lkce19-matias-e-fernandez-continuous-transformation-in-a-large-complex-organisation/191038743 lkce@slideshare.net(lkce) LKCE19 - Matias E. Fernandez - Continuous Transformation in a Large Complex Organisation lkce In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to: * reduce the number of critical incidents by 50 % every year * reduce the cost for centralised quality assurance by 60 % * reduce the amount of central leadership positions to 5 % 'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland. This is an experience report of our continuous transformation. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/continuous-transformation-lkce2019matiasfernandez-191106135344-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> In 2017 we set out to become &#39;the best and coolest DevOps team in Switzerland&#39;. 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 % &#39;We&#39; means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland. This is an experience report of our continuous transformation.
LKCE19 - Matis E. Ferna鐚dez - Continuous Transformation in a Large Complex Organisation from Lean Kanban Central Europe
]]> 221 0 https://cdn.slidesharecdn.com/ss_thumbnails/continuous-transformation-lkce2019matiasfernandez-191106135344-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success Story https://de.slideshare.net/lkce/lkce19-bruna-sassaro-und-mesrop-yaghubian-111-eine-kanban-success-story lkcegeschichteeinertransformation-191106135030
Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zus辰tzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu k旦nnen war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!]]>
Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zus辰tzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu k旦nnen war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!]]> Wed, 06 Nov 2019 13:50:30 GMT https://de.slideshare.net/lkce/lkce19-bruna-sassaro-und-mesrop-yaghubian-111-eine-kanban-success-story lkce@slideshare.net(lkce) LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success Story lkce Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zus辰tzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu k旦nnen war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lkcegeschichteeinertransformation-191106135030-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zus辰tzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu k旦nnen war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!
from Lean Kanban Central Europe
]]> 190 2 https://cdn.slidesharecdn.com/ss_thumbnails/lkcegeschichteeinertransformation-191106135030-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Boris Karl Schlein - Two Epics per Week?! /slideshow/lkce19-boris-karl-schlein-two-epics-per-week/191034842 lkce19schleintwoepicsperweekboriskarlschlein-191106134139
Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.]]>
Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.]]> Wed, 06 Nov 2019 13:41:39 GMT /slideshow/lkce19-boris-karl-schlein-two-epics-per-week/191034842 lkce@slideshare.net(lkce) LKCE19 - Boris Karl Schlein - Two Epics per Week?! lkce Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lkce19schleintwoepicsperweekboriskarlschlein-191106134139-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.
LKCE19 - Boris Karl Schlein - Two Epics per Week?! from Lean Kanban Central Europe
]]> 363 0 https://cdn.slidesharecdn.com/ss_thumbnails/lkce19schleintwoepicsperweekboriskarlschlein-191106134139-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel f端r (Selbst-)F端hrung https://de.slideshare.net/slideshow/lkce19-nadine-wolf-die-sechs-kanbanpraktiken-als-hilfsmittel-fr-selbstfhrung/191034085 lkcenadine2019-191106133912
Um die eigenen Leadership-F辰higkeiten auszubauen und selbst F端hrung f端r sich und andere zu 端bernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstf端hrung zu betrachten. Dieser Vortrag vermittelt M旦glichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration f端r wirksame (Selbst-)F端hrung nutzen lassen.]]>
Um die eigenen Leadership-F辰higkeiten auszubauen und selbst F端hrung f端r sich und andere zu 端bernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstf端hrung zu betrachten. Dieser Vortrag vermittelt M旦glichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration f端r wirksame (Selbst-)F端hrung nutzen lassen.]]> Wed, 06 Nov 2019 13:39:12 GMT https://de.slideshare.net/slideshow/lkce19-nadine-wolf-die-sechs-kanbanpraktiken-als-hilfsmittel-fr-selbstfhrung/191034085 lkce@slideshare.net(lkce) LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel f端r (Selbst-)F端hrung lkce Um die eigenen Leadership-F辰higkeiten auszubauen und selbst F端hrung f端r sich und andere zu 端bernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstf端hrung zu betrachten. Dieser Vortrag vermittelt M旦glichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration f端r wirksame (Selbst-)F端hrung nutzen lassen. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lkcenadine2019-191106133912-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Um die eigenen Leadership-F辰higkeiten auszubauen und selbst F端hrung f端r sich und andere zu 端bernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstf端hrung zu betrachten. Dieser Vortrag vermittelt M旦glichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration f端r wirksame (Selbst-)F端hrung nutzen lassen.
from Lean Kanban Central Europe
]]> 591 1 https://cdn.slidesharecdn.com/ss_thumbnails/lkcenadine2019-191106133912-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kannst du mal kurz Kanban'? https://de.slideshare.net/slideshow/lkce-carmen-rudolph-franziska-stoll-meet-miss-moneypenny-oder-kannst-du-mal-kurz-kanban/191033767 lkcevortragfsch-191106133805
Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, G辰stebetreuung, Officemanagement und die zust辰ndige Kannst-du-mal-kurz-Zentrale - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplin辰r. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, 端ber die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind. ]]>
Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, G辰stebetreuung, Officemanagement und die zust辰ndige Kannst-du-mal-kurz-Zentrale - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplin辰r. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, 端ber die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind. ]]> Wed, 06 Nov 2019 13:38:05 GMT https://de.slideshare.net/slideshow/lkce-carmen-rudolph-franziska-stoll-meet-miss-moneypenny-oder-kannst-du-mal-kurz-kanban/191033767 lkce@slideshare.net(lkce) LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kannst du mal kurz Kanban'? lkce Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, G辰stebetreuung, Officemanagement und die zust辰ndige Kannst-du-mal-kurz-Zentrale - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplin辰r. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, 端ber die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lkcevortragfsch-191106133805-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, G辰stebetreuung, Officemanagement und die zust辰ndige Kannst-du-mal-kurz-Zentrale - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplin辰r. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, 端ber die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind.
from Lean Kanban Central Europe
]]> 534 5 https://cdn.slidesharecdn.com/ss_thumbnails/lkcevortragfsch-191106133805-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Sven G端nther & Henning Wolf - DYNAMIC - How to get Fit for Purpose /slideshow/lkce19-sven-gnther-henning-wolf-dynamic-how-to-get-fit-for-purpose/191032655 lkce2019-dynamic-henningsven-191106133352
The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.]]>
The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.]]> Wed, 06 Nov 2019 13:33:52 GMT /slideshow/lkce19-sven-gnther-henning-wolf-dynamic-how-to-get-fit-for-purpose/191032655 lkce@slideshare.net(lkce) LKCE19 - Sven G端nther & Henning Wolf - DYNAMIC - How to get Fit for Purpose lkce The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lkce2019-dynamic-henningsven-191106133352-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.
LKCE19 - Sven G腴nther & Henning Wolf - DYNAMIC - How to get Fit for Purpose from Lean Kanban Central Europe
]]> 869 2 https://cdn.slidesharecdn.com/ss_thumbnails/lkce2019-dynamic-henningsven-191106133352-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agility /slideshow/lkce19-kulawat-wongsaroj-kamon-treetampinij-the-house-of-enterprise-agility/191031604 house-kulawatwongsarojkamontreetampinij-191106132940
Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong? The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks. This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.]]>
Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong? The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks. This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.]]> Wed, 06 Nov 2019 13:29:40 GMT /slideshow/lkce19-kulawat-wongsaroj-kamon-treetampinij-the-house-of-enterprise-agility/191031604 lkce@slideshare.net(lkce) LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agility lkce Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong? The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks. This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/house-kulawatwongsarojkamontreetampinij-191106132940-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong? The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks. This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.
LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agility from Lean Kanban Central Europe
]]> 336 6 https://cdn.slidesharecdn.com/ss_thumbnails/house-kulawatwongsarojkamontreetampinij-191106132940-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 Klaus Leopold - Flight Levels in Action /slideshow/flight-levels-in-action/191016786 1911-05lkceflightlevelsinaction-klausleopold-191106120153
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Daf端r braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels daf端r verwendet werden, team端bergreifende Business Agilit辰t zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit 端ber die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.]]>
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Daf端r braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels daf端r verwendet werden, team端bergreifende Business Agilit辰t zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit 端ber die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.]]> Wed, 06 Nov 2019 12:01:53 GMT /slideshow/flight-levels-in-action/191016786 lkce@slideshare.net(lkce) LKCE19 Klaus Leopold - Flight Levels in Action lkce Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Daf端r braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels daf端r verwendet werden, team端bergreifende Business Agilit辰t zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit 端ber die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/1911-05lkceflightlevelsinaction-klausleopold-191106120153-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Daf端r braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels daf端r verwendet werden, team端bergreifende Business Agilit辰t zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit 端ber die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
LKCE19 Klaus Leopold - Flight Levels in Action from Lean Kanban Central Europe
]]> 2816 193 https://cdn.slidesharecdn.com/ss_thumbnails/1911-05lkceflightlevelsinaction-klausleopold-191106120153-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences after being on the journey for a year /slideshow/flight-level-boards-experiences-after-being-on-the-journey-for-a-year/191014582 lkce2019ptagiletransformationgoeser-knippenberg-191106114806
Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.]]>
Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.]]> Wed, 06 Nov 2019 11:48:06 GMT /slideshow/flight-level-boards-experiences-after-being-on-the-journey-for-a-year/191014582 lkce@slideshare.net(lkce) LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences after being on the journey for a year lkce Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lkce2019ptagiletransformationgoeser-knippenberg-191106114806-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Bosch Power Tools is undergoing its biggest transformation ever with the &#39;Agile Transformation @ PT&#39; project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences after being on the journey for a year from Lean Kanban Central Europe
]]> 757 0 https://cdn.slidesharecdn.com/ss_thumbnails/lkce2019ptagiletransformationgoeser-knippenberg-191106114806-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-lkce-48x48.jpg?cb=1599300451 Europe's biggest conference about Lean and Kanban. The next event will take place November 11th and 12th 2014 in Hamburg. www.leankanbance.com https://cdn.slidesharecdn.com/ss_thumbnails/yvesmorieuxbringinngmanagersbacktowork-191206101025-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/lkce19-keynote-yves-morieux-bringing-managers-back-to-work/202247302 LKCE19 Keynote Yves Mo... https://cdn.slidesharecdn.com/ss_thumbnails/slideslkce19-oliverfinker-191118083817-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/lkce19-oliver-finker-wardley-mapping-meets-the-kanban-maturity-model/194700917 LKCE19 Oliver Finker -... https://cdn.slidesharecdn.com/ss_thumbnails/beyondcopypaste-lkce2019-cliff-nov6-191107155333-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/lkce2019-cliff-hazell-beyond-copy-paste-agile/191393467 LKCE2019 - Cliff Hazel...