�ݺ�ߣshows by User: wolpers1

�ݺ�ߣshows by User: wolpers1 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: wolpers1 / Thu, 13 Feb 2025 06:16:08 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: wolpers1 The Lean Tech Manifesto Scaling an Agile Culture — Fabrice Bernhard — Hands-on Agile 2025 /slideshow/the-lean-tech-manifesto-scaling-an-agile-culture-fabrice-bernhard-hands-on-agile-2025/275608608 hands-on-agile-2025-the-lean-tech-manifesto-250213061609-b36c6b03
Abstract: The Lean Tech Manifesto The release of the Agile Manifesto on February 13th, 2001, marked a revolutionary shift in how tech organizations think about work. By empowering development teams, Agile cut through the red tape in software development and quickly led to significant improvements in innovation speed and software quality. This new and refreshing approach brought by Agile led to its adoption beyond just the scope of a development team, spreading across entire companies, far beyond the initial context it was designed for by the manifesto’s original thinkers. And here lies the problem: the Agile Manifesto was designed for development teams, not for organizations with hundreds or even thousands of people. As enthusiasts of Agile, Benoît and I went through phases of excitement and then frustration as we experienced these limitations firsthand while Theodo grew and our clients became larger. What gave us hope was seeing organizations on both sides of the Pacific, in Japan and California, achieve levels of growth and success almost unmatched while retaining the principles that made the Agile movement so compelling. The “Lean Tech Manifesto” is the result of spending the past 15 years studying these giants and experimenting as we scaled our own business. It tries to build on the genius of the original 2001 document but adapt it to a much larger scale. I will share the connection we identified between Agile and Lean principles and also the tech innovations that we found the best tech organisations adopt to distribute work and maintain team autonomy. Meet Fabrice Bernhard Fabrice Bernhard is the co-author of The Lean Tech Manifesto and the Group CTO of Theodo, a leading technology consultancy he cofounded with Benoît Charles-Lavauzelle and scaled from 10 people in 2012 to 700 people in 2022. Based in Paris, London and Casablanca, Theodo uses Agile, DevOps, and Lean to build transformational tech products for clients all over the world, including global companies—such as VF Corporation, Raytheon Technologies, SMBC, Biogen, Colas, Tarkett, Dior, Safran, BNP Paribas, Allianz, and SG—and leading tech scale-ups—such as ContentSquare, ManoMano, and Qonto. Fabrice is an expert in technology and large-scale transformations and has contributed to multiple startups scaling more sustainably with Lean thinking. He has been invited to share his experience at international conferences, including the Lean Summit, DevopsDays, and CraftConf. The Theodo story has been featured in multiple articles and in the book Learning to Scale at Theodo Group. Fabrice is also the co-founder of the Paris DevOps meetup and an active YPO member. He studied at École Polytechnique and ETH Zürich and lives in London with his two sons.]]>
Abstract: The Lean Tech Manifesto The release of the Agile Manifesto on February 13th, 2001, marked a revolutionary shift in how tech organizations think about work. By empowering development teams, Agile cut through the red tape in software development and quickly led to significant improvements in innovation speed and software quality. This new and refreshing approach brought by Agile led to its adoption beyond just the scope of a development team, spreading across entire companies, far beyond the initial context it was designed for by the manifesto’s original thinkers. And here lies the problem: the Agile Manifesto was designed for development teams, not for organizations with hundreds or even thousands of people. As enthusiasts of Agile, Benoît and I went through phases of excitement and then frustration as we experienced these limitations firsthand while Theodo grew and our clients became larger. What gave us hope was seeing organizations on both sides of the Pacific, in Japan and California, achieve levels of growth and success almost unmatched while retaining the principles that made the Agile movement so compelling. The “Lean Tech Manifesto” is the result of spending the past 15 years studying these giants and experimenting as we scaled our own business. It tries to build on the genius of the original 2001 document but adapt it to a much larger scale. I will share the connection we identified between Agile and Lean principles and also the tech innovations that we found the best tech organisations adopt to distribute work and maintain team autonomy. Meet Fabrice Bernhard Fabrice Bernhard is the co-author of The Lean Tech Manifesto and the Group CTO of Theodo, a leading technology consultancy he cofounded with Benoît Charles-Lavauzelle and scaled from 10 people in 2012 to 700 people in 2022. Based in Paris, London and Casablanca, Theodo uses Agile, DevOps, and Lean to build transformational tech products for clients all over the world, including global companies—such as VF Corporation, Raytheon Technologies, SMBC, Biogen, Colas, Tarkett, Dior, Safran, BNP Paribas, Allianz, and SG—and leading tech scale-ups—such as ContentSquare, ManoMano, and Qonto. Fabrice is an expert in technology and large-scale transformations and has contributed to multiple startups scaling more sustainably with Lean thinking. He has been invited to share his experience at international conferences, including the Lean Summit, DevopsDays, and CraftConf. The Theodo story has been featured in multiple articles and in the book Learning to Scale at Theodo Group. Fabrice is also the co-founder of the Paris DevOps meetup and an active YPO member. He studied at École Polytechnique and ETH Zürich and lives in London with his two sons.]]> Thu, 13 Feb 2025 06:16:08 GMT /slideshow/the-lean-tech-manifesto-scaling-an-agile-culture-fabrice-bernhard-hands-on-agile-2025/275608608 wolpers1@slideshare.net(wolpers1) The Lean Tech Manifesto Scaling an Agile Culture — Fabrice Bernhard — Hands-on Agile 2025 wolpers1 Abstract: The Lean Tech Manifesto The release of the Agile Manifesto on February 13th, 2001, marked a revolutionary shift in how tech organizations think about work. By empowering development teams, Agile cut through the red tape in software development and quickly led to significant improvements in innovation speed and software quality. This new and refreshing approach brought by Agile led to its adoption beyond just the scope of a development team, spreading across entire companies, far beyond the initial context it was designed for by the manifesto’s original thinkers. And here lies the problem: the Agile Manifesto was designed for development teams, not for organizations with hundreds or even thousands of people. As enthusiasts of Agile, Benoît and I went through phases of excitement and then frustration as we experienced these limitations firsthand while Theodo grew and our clients became larger. What gave us hope was seeing organizations on both sides of the Pacific, in Japan and California, achieve levels of growth and success almost unmatched while retaining the principles that made the Agile movement so compelling. The “Lean Tech Manifesto” is the result of spending the past 15 years studying these giants and experimenting as we scaled our own business. It tries to build on the genius of the original 2001 document but adapt it to a much larger scale. I will share the connection we identified between Agile and Lean principles and also the tech innovations that we found the best tech organisations adopt to distribute work and maintain team autonomy. Meet Fabrice Bernhard Fabrice Bernhard is the co-author of The Lean Tech Manifesto and the Group CTO of Theodo, a leading technology consultancy he cofounded with Benoît Charles-Lavauzelle and scaled from 10 people in 2012 to 700 people in 2022. Based in Paris, London and Casablanca, Theodo uses Agile, DevOps, and Lean to build transformational tech products for clients all over the world, including global companies—such as VF Corporation, Raytheon Technologies, SMBC, Biogen, Colas, Tarkett, Dior, Safran, BNP Paribas, Allianz, and SG—and leading tech scale-ups—such as ContentSquare, ManoMano, and Qonto. Fabrice is an expert in technology and large-scale transformations and has contributed to multiple startups scaling more sustainably with Lean thinking. He has been invited to share his experience at international conferences, including the Lean Summit, DevopsDays, and CraftConf. The Theodo story has been featured in multiple articles and in the book Learning to Scale at Theodo Group. Fabrice is also the co-founder of the Paris DevOps meetup and an active YPO member. He studied at École Polytechnique and ETH Zürich and lives in London with his two sons. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-the-lean-tech-manifesto-250213061609-b36c6b03-thumbnail.jpg?width=120&height=120&fit=bounds" /> Abstract: The Lean Tech Manifesto The release of the Agile Manifesto on February 13th, 2001, marked a revolutionary shift in how tech organizations think about work. By empowering development teams, Agile cut through the red tape in software development and quickly led to significant improvements in innovation speed and software quality. This new and refreshing approach brought by Agile led to its adoption beyond just the scope of a development team, spreading across entire companies, far beyond the initial context it was designed for by the manifesto’s original thinkers. And here lies the problem: the Agile Manifesto was designed for development teams, not for organizations with hundreds or even thousands of people. As enthusiasts of Agile, Benoît and I went through phases of excitement and then frustration as we experienced these limitations firsthand while Theodo grew and our clients became larger. What gave us hope was seeing organizations on both sides of the Pacific, in Japan and California, achieve levels of growth and success almost unmatched while retaining the principles that made the Agile movement so compelling. The “Lean Tech Manifesto” is the result of spending the past 15 years studying these giants and experimenting as we scaled our own business. It tries to build on the genius of the original 2001 document but adapt it to a much larger scale. I will share the connection we identified between Agile and Lean principles and also the tech innovations that we found the best tech organisations adopt to distribute work and maintain team autonomy. Meet Fabrice Bernhard Fabrice Bernhard is the co-author of The Lean Tech Manifesto and the Group CTO of Theodo, a leading technology consultancy he cofounded with Benoît Charles-Lavauzelle and scaled from 10 people in 2012 to 700 people in 2022. Based in Paris, London and Casablanca, Theodo uses Agile, DevOps, and Lean to build transformational tech products for clients all over the world, including global companies—such as VF Corporation, Raytheon Technologies, SMBC, Biogen, Colas, Tarkett, Dior, Safran, BNP Paribas, Allianz, and SG—and leading tech scale-ups—such as ContentSquare, ManoMano, and Qonto. Fabrice is an expert in technology and large-scale transformations and has contributed to multiple startups scaling more sustainably with Lean thinking. He has been invited to share his experience at international conferences, including the Lean Summit, DevopsDays, and CraftConf. The Theodo story has been featured in multiple articles and in the book Learning to Scale at Theodo Group. Fabrice is also the co-founder of the Paris DevOps meetup and an active YPO member. He studied at École Polytechnique and ETH Zürich and lives in London with his two sons.

The Lean Tech Manifesto Scaling an Agile Culture — Fabrice Bernhard — Hands-on Agile 2025 from Stefan Wolpers

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0 The Five Obstacles to Empowered Teams by Maarten Dalmijn /slideshow/the-five-obstacles-to-empowered-teams-by-maarten-dalmijn/275608179 hands-on-agile-2025-maartenthe5obstaclestoempoweredteams-februaryfinal202502061730490000-250213055947-3236f82c
The 5 Obstacles to Empowered Teams Why do most Agile transformations fail? Why do we see so few empowered teams? The beam of a lighthouse doesn’t illuminate the ground underneath the lighthouse. When we’re part of an organisational system, it’s difficult for leaders to see the obstacles that stand in the way of high-performing and empowered teams. In this talk, I will present a simple model you can use to help build high-performing teams within your organization. The problems we have usually have little to do with expertise, but our inability to shine a light on the (dys)functioning of our organizational system. Let’s shift our conversations from processes and rules, towards creating an environment for high-performing empowered teams. Meet Maarten Dalmijn Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals. Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies build empowered teams to discover better ways of delivering value. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. Hands-on Agile #57: Humble Planning: How To Make Your Plans Suck Less w/ Maarten Dalmijn, December 6, 2023 Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium.]]>
The 5 Obstacles to Empowered Teams Why do most Agile transformations fail? Why do we see so few empowered teams? The beam of a lighthouse doesn’t illuminate the ground underneath the lighthouse. When we’re part of an organisational system, it’s difficult for leaders to see the obstacles that stand in the way of high-performing and empowered teams. In this talk, I will present a simple model you can use to help build high-performing teams within your organization. The problems we have usually have little to do with expertise, but our inability to shine a light on the (dys)functioning of our organizational system. Let’s shift our conversations from processes and rules, towards creating an environment for high-performing empowered teams. Meet Maarten Dalmijn Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals. Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies build empowered teams to discover better ways of delivering value. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. Hands-on Agile #57: Humble Planning: How To Make Your Plans Suck Less w/ Maarten Dalmijn, December 6, 2023 Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium.]]> Thu, 13 Feb 2025 05:59:47 GMT /slideshow/the-five-obstacles-to-empowered-teams-by-maarten-dalmijn/275608179 wolpers1@slideshare.net(wolpers1) The Five Obstacles to Empowered Teams by Maarten Dalmijn wolpers1 The 5 Obstacles to Empowered Teams Why do most Agile transformations fail? Why do we see so few empowered teams? The beam of a lighthouse doesn’t illuminate the ground underneath the lighthouse. When we’re part of an organisational system, it’s difficult for leaders to see the obstacles that stand in the way of high-performing and empowered teams. In this talk, I will present a simple model you can use to help build high-performing teams within your organization. The problems we have usually have little to do with expertise, but our inability to shine a light on the (dys)functioning of our organizational system. Let’s shift our conversations from processes and rules, towards creating an environment for high-performing empowered teams. Meet Maarten Dalmijn Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals. Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies build empowered teams to discover better ways of delivering value. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. Hands-on Agile #57: Humble Planning: How To Make Your Plans Suck Less w/ Maarten Dalmijn, December 6, 2023 Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-maartenthe5obstaclestoempoweredteams-februaryfinal202502061730490000-250213055947-3236f82c-thumbnail.jpg?width=120&height=120&fit=bounds" /> The 5 Obstacles to Empowered Teams Why do most Agile transformations fail? Why do we see so few empowered teams? The beam of a lighthouse doesn’t illuminate the ground underneath the lighthouse. When we’re part of an organisational system, it’s difficult for leaders to see the obstacles that stand in the way of high-performing and empowered teams. In this talk, I will present a simple model you can use to help build high-performing teams within your organization. The problems we have usually have little to do with expertise, but our inability to shine a light on the (dys)functioning of our organizational system. Let’s shift our conversations from processes and rules, towards creating an environment for high-performing empowered teams. Meet Maarten Dalmijn Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals. Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies build empowered teams to discover better ways of delivering value. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. Hands-on Agile #57: Humble Planning: How To Make Your Plans Suck Less w/ Maarten Dalmijn, December 6, 2023 Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium.

The Five Obstacles to Empowered Teams by Maarten Dalmijn from Stefan Wolpers

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0 Common Strategy Mistakes—The Top Reasons Why a Product Strategy Fails — Roman Pichler — Hands-on Agile 2025 /slideshow/common-strategy-mistakes-the-top-reasons-why-a-product-strategy-fails-roman-pichler-hands-on-agile-2025/275608174 hands-on-agile-2025-romanpichlerproduct-strategy-mistakes-250213055940-578da7bd
Summary The product strategy is probably the most important product management artefact. But despite its importance, it is not always effectively used. In my talk, I’ll discuss five common product strategy mistakes. I explain how you can avoid them and maximise the chances of offering a successful product. Connect with Roman Pichler Roman Pichler is a product management expert specialised in digital products and agile practices. Roman has taught product managers and product owners and advised product leaders for more than 15 years; he has been involved in product management and agile software development for more than 20 years. Roman shares his knowledge through his training courses and consulting services, his books, his popular blog, podcast, and talks, and his product management tools, including his widely used product vision board. When he’s not busy with work, Roman enjoys spending time with his family, cycling in the Chiltern hills, playing the tenor saxophone, and helping with family events at Amaravati Buddhist monastery. Roman is based in Wendover, near London in the UK.]]>
Summary The product strategy is probably the most important product management artefact. But despite its importance, it is not always effectively used. In my talk, I’ll discuss five common product strategy mistakes. I explain how you can avoid them and maximise the chances of offering a successful product. Connect with Roman Pichler Roman Pichler is a product management expert specialised in digital products and agile practices. Roman has taught product managers and product owners and advised product leaders for more than 15 years; he has been involved in product management and agile software development for more than 20 years. Roman shares his knowledge through his training courses and consulting services, his books, his popular blog, podcast, and talks, and his product management tools, including his widely used product vision board. When he’s not busy with work, Roman enjoys spending time with his family, cycling in the Chiltern hills, playing the tenor saxophone, and helping with family events at Amaravati Buddhist monastery. Roman is based in Wendover, near London in the UK.]]> Thu, 13 Feb 2025 05:59:40 GMT /slideshow/common-strategy-mistakes-the-top-reasons-why-a-product-strategy-fails-roman-pichler-hands-on-agile-2025/275608174 wolpers1@slideshare.net(wolpers1) Common Strategy Mistakes—The Top Reasons Why a Product Strategy Fails — Roman Pichler — Hands-on Agile 2025 wolpers1 Summary The product strategy is probably the most important product management artefact. But despite its importance, it is not always effectively used. In my talk, I’ll discuss five common product strategy mistakes. I explain how you can avoid them and maximise the chances of offering a successful product. Connect with Roman Pichler Roman Pichler is a product management expert specialised in digital products and agile practices. Roman has taught product managers and product owners and advised product leaders for more than 15 years; he has been involved in product management and agile software development for more than 20 years. Roman shares his knowledge through his training courses and consulting services, his books, his popular blog, podcast, and talks, and his product management tools, including his widely used product vision board. When he’s not busy with work, Roman enjoys spending time with his family, cycling in the Chiltern hills, playing the tenor saxophone, and helping with family events at Amaravati Buddhist monastery. Roman is based in Wendover, near London in the UK. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-romanpichlerproduct-strategy-mistakes-250213055940-578da7bd-thumbnail.jpg?width=120&height=120&fit=bounds" /> Summary The product strategy is probably the most important product management artefact. But despite its importance, it is not always effectively used. In my talk, I’ll discuss five common product strategy mistakes. I explain how you can avoid them and maximise the chances of offering a successful product. Connect with Roman Pichler Roman Pichler is a product management expert specialised in digital products and agile practices. Roman has taught product managers and product owners and advised product leaders for more than 15 years; he has been involved in product management and agile software development for more than 20 years. Roman shares his knowledge through his training courses and consulting services, his books, his popular blog, podcast, and talks, and his product management tools, including his widely used product vision board. When he’s not busy with work, Roman enjoys spending time with his family, cycling in the Chiltern hills, playing the tenor saxophone, and helping with family events at Amaravati Buddhist monastery. Roman is based in Wendover, near London in the UK.

Common Strategy Mistakes—The Top Reasons Why a Product Strategy Fails — Roman Pichler — Hands-on Agile 2025 from Stefan Wolpers

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0 Lean Engineering Practices to Scaling Craftsmanship in the Digital World — Sandrine Olivencia — Hands-on Agile 2025 /slideshow/lean-engineering-practices-to-scaling-craftsmanship-in-the-digital-world-sandrine-olivencia-hands-on-agile-2025/275608173 hands-on-agile-2025-sandrine-olivencialeanengineeringpracticestoscalingcraftsmanshipinthedigitalworl-250213055936-71add360
Description Have you felt the spark of agile fading, lost in endless processes and frameworks? In a world where agility has become more about ticking boxes than driving real innovation, it’s easy to lose sight of why we started down this path. I know this feeling well: 15 years ago, I took the journey backward to the source of lean to understand where we missed the boat. This talk is about reigniting that spark, the craftsmanship, and creativity that once fueled agile teams. We’ll take a deep dive into lean’s origins, showing how returning to these principles can break through the bureaucratic clutter and restore the agility of earlier days. You’ll discover how lean craftsmanship can revitalize your team’s passion for building great products, bringing back the energy, speed, and customer focus that Agile was meant to foster. Meet Sandrine Olivencia Sandrine Olivencia co-founded Taktique, a firm dedicated to providing training and coaching in lean product design and development tailored specifically for busy individuals. She is committed to imparting practical skills and knowledge in a manner that suits the demanding schedules of professionals. Trained in management and computer science, Sandrine Olivencia is an accomplished product engineer who now teaches in leading engineering and management schools. Sandrine has also been an executive coach for 15 years. She specializes in applying lean thinking to help fast-paced startups and scale-ups grow rapidly yet respectfully and sustainably. Supported by her team of lean coaches, she also works with larger organizations in various industries. Her work involves training leadership teams, managers, and operational team leaders to use lean strategy and lean engineering tools and concepts tailored to their specific contexts. The aim in these complex environments is to effectively spread lean thinking across the organization to boost engagement, enhance collaboration, and increase operational efficiency. Sandrine’s strong expertise lies in designing and developing impactful products in both the tech and service sectors, as well as in shaping learning organizations that support sustainable growth. With a 30-year career in the high-tech and digital industries, Sandrine has guided and mentored many CEOs and their teams, drawing on principles from her book “Build to Sell: The Lean Secret to Crafting Irresistible Products.” She also co-authored “The Lean Sensei,” a book on working with and developing into a lean sensei that earned a Shingo Prize. She discovered Agile in Silicon Valley in 2002 while working on a challenging project with a bioengineering firm. She was an active member of Agile France and organized several Agile conferences. Today, she is a member of the French Lean Institute and a faculty member at the US Lean Enterprise Institute. When she is not teaching, writing, or learning, Sandrine enjoys painting, singing opera, and taking long walks in the forest.]]>
Description Have you felt the spark of agile fading, lost in endless processes and frameworks? In a world where agility has become more about ticking boxes than driving real innovation, it’s easy to lose sight of why we started down this path. I know this feeling well: 15 years ago, I took the journey backward to the source of lean to understand where we missed the boat. This talk is about reigniting that spark, the craftsmanship, and creativity that once fueled agile teams. We’ll take a deep dive into lean’s origins, showing how returning to these principles can break through the bureaucratic clutter and restore the agility of earlier days. You’ll discover how lean craftsmanship can revitalize your team’s passion for building great products, bringing back the energy, speed, and customer focus that Agile was meant to foster. Meet Sandrine Olivencia Sandrine Olivencia co-founded Taktique, a firm dedicated to providing training and coaching in lean product design and development tailored specifically for busy individuals. She is committed to imparting practical skills and knowledge in a manner that suits the demanding schedules of professionals. Trained in management and computer science, Sandrine Olivencia is an accomplished product engineer who now teaches in leading engineering and management schools. Sandrine has also been an executive coach for 15 years. She specializes in applying lean thinking to help fast-paced startups and scale-ups grow rapidly yet respectfully and sustainably. Supported by her team of lean coaches, she also works with larger organizations in various industries. Her work involves training leadership teams, managers, and operational team leaders to use lean strategy and lean engineering tools and concepts tailored to their specific contexts. The aim in these complex environments is to effectively spread lean thinking across the organization to boost engagement, enhance collaboration, and increase operational efficiency. Sandrine’s strong expertise lies in designing and developing impactful products in both the tech and service sectors, as well as in shaping learning organizations that support sustainable growth. With a 30-year career in the high-tech and digital industries, Sandrine has guided and mentored many CEOs and their teams, drawing on principles from her book “Build to Sell: The Lean Secret to Crafting Irresistible Products.” She also co-authored “The Lean Sensei,” a book on working with and developing into a lean sensei that earned a Shingo Prize. She discovered Agile in Silicon Valley in 2002 while working on a challenging project with a bioengineering firm. She was an active member of Agile France and organized several Agile conferences. Today, she is a member of the French Lean Institute and a faculty member at the US Lean Enterprise Institute. When she is not teaching, writing, or learning, Sandrine enjoys painting, singing opera, and taking long walks in the forest.]]> Thu, 13 Feb 2025 05:59:36 GMT /slideshow/lean-engineering-practices-to-scaling-craftsmanship-in-the-digital-world-sandrine-olivencia-hands-on-agile-2025/275608173 wolpers1@slideshare.net(wolpers1) Lean Engineering Practices to Scaling Craftsmanship in the Digital World — Sandrine Olivencia — Hands-on Agile 2025 wolpers1 Description Have you felt the spark of agile fading, lost in endless processes and frameworks? In a world where agility has become more about ticking boxes than driving real innovation, it’s easy to lose sight of why we started down this path. I know this feeling well: 15 years ago, I took the journey backward to the source of lean to understand where we missed the boat. This talk is about reigniting that spark, the craftsmanship, and creativity that once fueled agile teams. We’ll take a deep dive into lean’s origins, showing how returning to these principles can break through the bureaucratic clutter and restore the agility of earlier days. You’ll discover how lean craftsmanship can revitalize your team’s passion for building great products, bringing back the energy, speed, and customer focus that Agile was meant to foster. Meet Sandrine Olivencia Sandrine Olivencia co-founded Taktique, a firm dedicated to providing training and coaching in lean product design and development tailored specifically for busy individuals. She is committed to imparting practical skills and knowledge in a manner that suits the demanding schedules of professionals. Trained in management and computer science, Sandrine Olivencia is an accomplished product engineer who now teaches in leading engineering and management schools. Sandrine has also been an executive coach for 15 years. She specializes in applying lean thinking to help fast-paced startups and scale-ups grow rapidly yet respectfully and sustainably. Supported by her team of lean coaches, she also works with larger organizations in various industries. Her work involves training leadership teams, managers, and operational team leaders to use lean strategy and lean engineering tools and concepts tailored to their specific contexts. The aim in these complex environments is to effectively spread lean thinking across the organization to boost engagement, enhance collaboration, and increase operational efficiency. Sandrine’s strong expertise lies in designing and developing impactful products in both the tech and service sectors, as well as in shaping learning organizations that support sustainable growth. With a 30-year career in the high-tech and digital industries, Sandrine has guided and mentored many CEOs and their teams, drawing on principles from her book “Build to Sell: The Lean Secret to Crafting Irresistible Products.” She also co-authored “The Lean Sensei,” a book on working with and developing into a lean sensei that earned a Shingo Prize. She discovered Agile in Silicon Valley in 2002 while working on a challenging project with a bioengineering firm. She was an active member of Agile France and organized several Agile conferences. Today, she is a member of the French Lean Institute and a faculty member at the US Lean Enterprise Institute. When she is not teaching, writing, or learning, Sandrine enjoys painting, singing opera, and taking long walks in the forest. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-sandrine-olivencialeanengineeringpracticestoscalingcraftsmanshipinthedigitalworl-250213055936-71add360-thumbnail.jpg?width=120&height=120&fit=bounds" /> Description Have you felt the spark of agile fading, lost in endless processes and frameworks? In a world where agility has become more about ticking boxes than driving real innovation, it’s easy to lose sight of why we started down this path. I know this feeling well: 15 years ago, I took the journey backward to the source of lean to understand where we missed the boat. This talk is about reigniting that spark, the craftsmanship, and creativity that once fueled agile teams. We’ll take a deep dive into lean’s origins, showing how returning to these principles can break through the bureaucratic clutter and restore the agility of earlier days. You’ll discover how lean craftsmanship can revitalize your team’s passion for building great products, bringing back the energy, speed, and customer focus that Agile was meant to foster. Meet Sandrine Olivencia Sandrine Olivencia co-founded Taktique, a firm dedicated to providing training and coaching in lean product design and development tailored specifically for busy individuals. She is committed to imparting practical skills and knowledge in a manner that suits the demanding schedules of professionals. Trained in management and computer science, Sandrine Olivencia is an accomplished product engineer who now teaches in leading engineering and management schools. Sandrine has also been an executive coach for 15 years. She specializes in applying lean thinking to help fast-paced startups and scale-ups grow rapidly yet respectfully and sustainably. Supported by her team of lean coaches, she also works with larger organizations in various industries. Her work involves training leadership teams, managers, and operational team leaders to use lean strategy and lean engineering tools and concepts tailored to their specific contexts. The aim in these complex environments is to effectively spread lean thinking across the organization to boost engagement, enhance collaboration, and increase operational efficiency. Sandrine’s strong expertise lies in designing and developing impactful products in both the tech and service sectors, as well as in shaping learning organizations that support sustainable growth. With a 30-year career in the high-tech and digital industries, Sandrine has guided and mentored many CEOs and their teams, drawing on principles from her book “Build to Sell: The Lean Secret to Crafting Irresistible Products.” She also co-authored “The Lean Sensei,” a book on working with and developing into a lean sensei that earned a Shingo Prize. She discovered Agile in Silicon Valley in 2002 while working on a challenging project with a bioengineering firm. She was an active member of Agile France and organized several Agile conferences. Today, she is a member of the French Lean Institute and a faculty member at the US Lean Enterprise Institute. When she is not teaching, writing, or learning, Sandrine enjoys painting, singing opera, and taking long walks in the forest.

Lean Engineering Practices to Scaling Craftsmanship in the Digital World — Sandrine Olivencia — Hands-on Agile 2025 from Stefan Wolpers

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0 the agile way — Peter Merel — Hands-on Agile 2025 /slideshow/the-agile-way-peter-merel-hands-on-agile-2025/275608172 hands-on-agile-2025-petermerel3j000yearsofagile-250213055936-c3b83db8
Summary Peter Merel says agility doesn’t come from a manifesto, a framework, or a mindset. That it comes by connecting people for their mutual benefit. To empower them to trust each other to collaborate on improving throughput across their organization. Peter Merel at Hands-on Agile 2025: “The Agile Way” — #hoa2025 Peter is translator of the oldest, deepest, and shortest book on agility in existence, the agile way, a language of simple interlocking patterns that prove just as essential to organizations coping with today’s intelligence revolution as they were for those of the agricultural revolution where it began. Peter first spoke on this book at XP-2000, the world’s first agile conference, and that talk went on to become the first chapter in XP Examined (2001). Some years later, Peter’s translation morphed into “The Dude De Ching”, the bible of Big Lebowski fandom. But his new translation of Lao Tzu in its ultimate form is timeless. If you think you have a good grasp of agility as a way of life, this book will challenge you hard. If you’re in a leadership role, there’s no better way to get deep in leadership agility quickly. In this talk Peter will cover the book’s six themes – connection, change, adaptation, leadership, simplicity and flow – explain how and why the book came to be, and explore its implications for aligning AI and Agile forms for organizations struggling with the extreme pace of change. Who Is Peter Merel Peter was credited in the first XP book and as one of Ward Cunnigham’s c2 stewards he helped spark the agile and wiki movements in the 90s. He created the first agile training games and ran them as an interactive keynote at the first Agile conference, XP2K. He has coached whole-enterprise transformations at GMAC and Websense in the US, and IAG, CBA and Ray White in Australia. In 2015 Peter created XSCALE, a descaling AI & Agile alignment toolkit. Gartner recognized XSCALE in its Enterprise Agility Market Guide 2015-2021, and XSCALE Alliance coaches in a dozen world capitals have applied it to banks, insurers, health corps, and telcos. Peter has served as architect, manager, and director for multi-billion dollar products over more than four decades. He’s authored patents in scheduling, e-currency, pattern recognition and social networks, led multiple startups, and pioneered open source projects including the original Wikipedia wiki engine.]]>
Summary Peter Merel says agility doesn’t come from a manifesto, a framework, or a mindset. That it comes by connecting people for their mutual benefit. To empower them to trust each other to collaborate on improving throughput across their organization. Peter Merel at Hands-on Agile 2025: “The Agile Way” — #hoa2025 Peter is translator of the oldest, deepest, and shortest book on agility in existence, the agile way, a language of simple interlocking patterns that prove just as essential to organizations coping with today’s intelligence revolution as they were for those of the agricultural revolution where it began. Peter first spoke on this book at XP-2000, the world’s first agile conference, and that talk went on to become the first chapter in XP Examined (2001). Some years later, Peter’s translation morphed into “The Dude De Ching”, the bible of Big Lebowski fandom. But his new translation of Lao Tzu in its ultimate form is timeless. If you think you have a good grasp of agility as a way of life, this book will challenge you hard. If you’re in a leadership role, there’s no better way to get deep in leadership agility quickly. In this talk Peter will cover the book’s six themes – connection, change, adaptation, leadership, simplicity and flow – explain how and why the book came to be, and explore its implications for aligning AI and Agile forms for organizations struggling with the extreme pace of change. Who Is Peter Merel Peter was credited in the first XP book and as one of Ward Cunnigham’s c2 stewards he helped spark the agile and wiki movements in the 90s. He created the first agile training games and ran them as an interactive keynote at the first Agile conference, XP2K. He has coached whole-enterprise transformations at GMAC and Websense in the US, and IAG, CBA and Ray White in Australia. In 2015 Peter created XSCALE, a descaling AI & Agile alignment toolkit. Gartner recognized XSCALE in its Enterprise Agility Market Guide 2015-2021, and XSCALE Alliance coaches in a dozen world capitals have applied it to banks, insurers, health corps, and telcos. Peter has served as architect, manager, and director for multi-billion dollar products over more than four decades. He’s authored patents in scheduling, e-currency, pattern recognition and social networks, led multiple startups, and pioneered open source projects including the original Wikipedia wiki engine.]]> Thu, 13 Feb 2025 05:59:36 GMT /slideshow/the-agile-way-peter-merel-hands-on-agile-2025/275608172 wolpers1@slideshare.net(wolpers1) the agile way — Peter Merel — Hands-on Agile 2025 wolpers1 Summary Peter Merel says agility doesn’t come from a manifesto, a framework, or a mindset. That it comes by connecting people for their mutual benefit. To empower them to trust each other to collaborate on improving throughput across their organization. Peter Merel at Hands-on Agile 2025: “The Agile Way” — #hoa2025 Peter is translator of the oldest, deepest, and shortest book on agility in existence, the agile way, a language of simple interlocking patterns that prove just as essential to organizations coping with today’s intelligence revolution as they were for those of the agricultural revolution where it began. Peter first spoke on this book at XP-2000, the world’s first agile conference, and that talk went on to become the first chapter in XP Examined (2001). Some years later, Peter’s translation morphed into “The Dude De Ching”, the bible of Big Lebowski fandom. But his new translation of Lao Tzu in its ultimate form is timeless. If you think you have a good grasp of agility as a way of life, this book will challenge you hard. If you’re in a leadership role, there’s no better way to get deep in leadership agility quickly. In this talk Peter will cover the book’s six themes – connection, change, adaptation, leadership, simplicity and flow – explain how and why the book came to be, and explore its implications for aligning AI and Agile forms for organizations struggling with the extreme pace of change. Who Is Peter Merel Peter was credited in the first XP book and as one of Ward Cunnigham’s c2 stewards he helped spark the agile and wiki movements in the 90s. He created the first agile training games and ran them as an interactive keynote at the first Agile conference, XP2K. He has coached whole-enterprise transformations at GMAC and Websense in the US, and IAG, CBA and Ray White in Australia. In 2015 Peter created XSCALE, a descaling AI & Agile alignment toolkit. Gartner recognized XSCALE in its Enterprise Agility Market Guide 2015-2021, and XSCALE Alliance coaches in a dozen world capitals have applied it to banks, insurers, health corps, and telcos. Peter has served as architect, manager, and director for multi-billion dollar products over more than four decades. He’s authored patents in scheduling, e-currency, pattern recognition and social networks, led multiple startups, and pioneered open source projects including the original Wikipedia wiki engine. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-petermerel3j000yearsofagile-250213055936-c3b83db8-thumbnail.jpg?width=120&height=120&fit=bounds" /> Summary Peter Merel says agility doesn’t come from a manifesto, a framework, or a mindset. That it comes by connecting people for their mutual benefit. To empower them to trust each other to collaborate on improving throughput across their organization. Peter Merel at Hands-on Agile 2025: “The Agile Way” — #hoa2025 Peter is translator of the oldest, deepest, and shortest book on agility in existence, the agile way, a language of simple interlocking patterns that prove just as essential to organizations coping with today’s intelligence revolution as they were for those of the agricultural revolution where it began. Peter first spoke on this book at XP-2000, the world’s first agile conference, and that talk went on to become the first chapter in XP Examined (2001). Some years later, Peter’s translation morphed into “The Dude De Ching”, the bible of Big Lebowski fandom. But his new translation of Lao Tzu in its ultimate form is timeless. If you think you have a good grasp of agility as a way of life, this book will challenge you hard. If you’re in a leadership role, there’s no better way to get deep in leadership agility quickly. In this talk Peter will cover the book’s six themes – connection, change, adaptation, leadership, simplicity and flow – explain how and why the book came to be, and explore its implications for aligning AI and Agile forms for organizations struggling with the extreme pace of change. Who Is Peter Merel Peter was credited in the first XP book and as one of Ward Cunnigham’s c2 stewards he helped spark the agile and wiki movements in the 90s. He created the first agile training games and ran them as an interactive keynote at the first Agile conference, XP2K. He has coached whole-enterprise transformations at GMAC and Websense in the US, and IAG, CBA and Ray White in Australia. In 2015 Peter created XSCALE, a descaling AI & Agile alignment toolkit. Gartner recognized XSCALE in its Enterprise Agility Market Guide 2015-2021, and XSCALE Alliance coaches in a dozen world capitals have applied it to banks, insurers, health corps, and telcos. Peter has served as architect, manager, and director for multi-billion dollar products over more than four decades. He’s authored patents in scheduling, e-currency, pattern recognition and social networks, led multiple startups, and pioneered open source projects including the original Wikipedia wiki engine.

the agile way — Peter Merel — Hands-on Agile 2025 from Stefan Wolpers

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0 Change Questions: The Keys to Implementing Organizational Change that Sustains /slideshow/change-questions-the-keys-to-implementing-organizational-change-that-sustains/275608118 hands-on-agile-2025-lynnhands-on-agile-kelleyslides-250213055733-f8027530
Description Learn how to develop your own customized plan for successful organizational change through the Change Questions, which represent a new way of thinking and acting characterized by an investigative process that creates a tailored approach to each change. The presentation offers practical examples and describes what to do in tough, real world situations. Attendees are given access to the free Change Questions Digital Workbook. Studies have shown that organizational change initiatives fail to either sustain or fail to deliver anticipated results 56-70 percent of the time. The Change Questions have a strong track record of beating the failure odds, with upwards of 90% sustainment rates of many types of changes in many types of areas. Whether the change initiative is large, small, complex or straightforward, the challenges are real and the Change Questions can help take your change to new heights! Meet Lynn Kelley Dr. Lynn Kelley has carved a path marked by leadership roles in manufacturing, engineering, supply chain, and continuous improvement across diverse industries at a global scale. She has served on the executive leadership teams at Union Pacific Railroad and Textron—two Fortune 200 companies. She is currently a Senior Advisor at Brown Brothers Harriman. Armed with a PhD in evaluation and research, Lynn also taught undergraduate and graduate statistics courses. Throughout her career, Lynn has expertly guided organizations through Change Management initiatives. Lynn’s practical methodologies have consistently delivered operational excellence that engages employees and surpasses customer expectations. Read Lynn’s Book Lynn wrote the Amazon best-selling book, Change Questions, with John Shook, which describes their proven change management process.]]>
Description Learn how to develop your own customized plan for successful organizational change through the Change Questions, which represent a new way of thinking and acting characterized by an investigative process that creates a tailored approach to each change. The presentation offers practical examples and describes what to do in tough, real world situations. Attendees are given access to the free Change Questions Digital Workbook. Studies have shown that organizational change initiatives fail to either sustain or fail to deliver anticipated results 56-70 percent of the time. The Change Questions have a strong track record of beating the failure odds, with upwards of 90% sustainment rates of many types of changes in many types of areas. Whether the change initiative is large, small, complex or straightforward, the challenges are real and the Change Questions can help take your change to new heights! Meet Lynn Kelley Dr. Lynn Kelley has carved a path marked by leadership roles in manufacturing, engineering, supply chain, and continuous improvement across diverse industries at a global scale. She has served on the executive leadership teams at Union Pacific Railroad and Textron—two Fortune 200 companies. She is currently a Senior Advisor at Brown Brothers Harriman. Armed with a PhD in evaluation and research, Lynn also taught undergraduate and graduate statistics courses. Throughout her career, Lynn has expertly guided organizations through Change Management initiatives. Lynn’s practical methodologies have consistently delivered operational excellence that engages employees and surpasses customer expectations. Read Lynn’s Book Lynn wrote the Amazon best-selling book, Change Questions, with John Shook, which describes their proven change management process.]]> Thu, 13 Feb 2025 05:57:33 GMT /slideshow/change-questions-the-keys-to-implementing-organizational-change-that-sustains/275608118 wolpers1@slideshare.net(wolpers1) Change Questions: The Keys to Implementing Organizational Change that Sustains wolpers1 Description Learn how to develop your own customized plan for successful organizational change through the Change Questions, which represent a new way of thinking and acting characterized by an investigative process that creates a tailored approach to each change. The presentation offers practical examples and describes what to do in tough, real world situations. Attendees are given access to the free Change Questions Digital Workbook. Studies have shown that organizational change initiatives fail to either sustain or fail to deliver anticipated results 56-70 percent of the time. The Change Questions have a strong track record of beating the failure odds, with upwards of 90% sustainment rates of many types of changes in many types of areas. Whether the change initiative is large, small, complex or straightforward, the challenges are real and the Change Questions can help take your change to new heights! Meet Lynn Kelley Dr. Lynn Kelley has carved a path marked by leadership roles in manufacturing, engineering, supply chain, and continuous improvement across diverse industries at a global scale. She has served on the executive leadership teams at Union Pacific Railroad and Textron—two Fortune 200 companies. She is currently a Senior Advisor at Brown Brothers Harriman. Armed with a PhD in evaluation and research, Lynn also taught undergraduate and graduate statistics courses. Throughout her career, Lynn has expertly guided organizations through Change Management initiatives. Lynn’s practical methodologies have consistently delivered operational excellence that engages employees and surpasses customer expectations. Read Lynn’s Book Lynn wrote the Amazon best-selling book, Change Questions, with John Shook, which describes their proven change management process. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-lynnhands-on-agile-kelleyslides-250213055733-f8027530-thumbnail.jpg?width=120&height=120&fit=bounds" /> Description Learn how to develop your own customized plan for successful organizational change through the Change Questions, which represent a new way of thinking and acting characterized by an investigative process that creates a tailored approach to each change. The presentation offers practical examples and describes what to do in tough, real world situations. Attendees are given access to the free Change Questions Digital Workbook. Studies have shown that organizational change initiatives fail to either sustain or fail to deliver anticipated results 56-70 percent of the time. The Change Questions have a strong track record of beating the failure odds, with upwards of 90% sustainment rates of many types of changes in many types of areas. Whether the change initiative is large, small, complex or straightforward, the challenges are real and the Change Questions can help take your change to new heights! Meet Lynn Kelley Dr. Lynn Kelley has carved a path marked by leadership roles in manufacturing, engineering, supply chain, and continuous improvement across diverse industries at a global scale. She has served on the executive leadership teams at Union Pacific Railroad and Textron—two Fortune 200 companies. She is currently a Senior Advisor at Brown Brothers Harriman. Armed with a PhD in evaluation and research, Lynn also taught undergraduate and graduate statistics courses. Throughout her career, Lynn has expertly guided organizations through Change Management initiatives. Lynn’s practical methodologies have consistently delivered operational excellence that engages employees and surpasses customer expectations. Read Lynn’s Book Lynn wrote the Amazon best-selling book, Change Questions, with John Shook, which describes their proven change management process.

Change Questions: The Keys to Implementing Organizational Change that Sustains from Stefan Wolpers

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0 AI, Methodology, and Operating Model Evolution /slideshow/ai-methodology-and-operating-model-evolution/275607958 hands-on-agile-2025-jonathan-odo-aimethodologyandoperatingmodelevolution-250213055348-2516a017
Summary For over 100 years, we’ve sought the best ways to apply the scientific method and engineering principles to make products better. Our approaches have evolved as our technology has evolved – better precision and observability have allowed faster, more complex products to be built. And while the tools and approaches may seem radically different, there are several throughlines to explore. Those tell us what’s coming next and, importantly, how we can contribute to better-functioning organizations in our brave new world. Meet Jonathan Odo With extensive experience in over a dozen organizations, from startups to Fortune 100s, I believe agility is about praxis – the methodological, considered application of theory. My unique breadth of experience spanning many industries and roles has helped me foster novel insights and solutions to truly wicked problems. Jonathan Odo at the Hands-on Agile 2025: “Taylorism-Lean-Agile-Product Mindset - What’s Next, What’s New - and What Isn’t” — #hoa2025 My latest, and so far favorite, role has been as Product Operations Leader. Empowering product, technology, and business leaders and whole organizations to accelerate delivery through coaching, mentoring, and the synthesis of complex data. What I love about it: the scaling of product operations, the development of high-performing teams, and the creation of operating models, all pointed at unblocking people from doing their best work. Designing enabling constraints is the most meaningful work I’ve been privileged to undertake.]]>
Summary For over 100 years, we’ve sought the best ways to apply the scientific method and engineering principles to make products better. Our approaches have evolved as our technology has evolved – better precision and observability have allowed faster, more complex products to be built. And while the tools and approaches may seem radically different, there are several throughlines to explore. Those tell us what’s coming next and, importantly, how we can contribute to better-functioning organizations in our brave new world. Meet Jonathan Odo With extensive experience in over a dozen organizations, from startups to Fortune 100s, I believe agility is about praxis – the methodological, considered application of theory. My unique breadth of experience spanning many industries and roles has helped me foster novel insights and solutions to truly wicked problems. Jonathan Odo at the Hands-on Agile 2025: “Taylorism-Lean-Agile-Product Mindset - What’s Next, What’s New - and What Isn’t” — #hoa2025 My latest, and so far favorite, role has been as Product Operations Leader. Empowering product, technology, and business leaders and whole organizations to accelerate delivery through coaching, mentoring, and the synthesis of complex data. What I love about it: the scaling of product operations, the development of high-performing teams, and the creation of operating models, all pointed at unblocking people from doing their best work. Designing enabling constraints is the most meaningful work I’ve been privileged to undertake.]]> Thu, 13 Feb 2025 05:53:48 GMT /slideshow/ai-methodology-and-operating-model-evolution/275607958 wolpers1@slideshare.net(wolpers1) AI, Methodology, and Operating Model Evolution wolpers1 Summary For over 100 years, we’ve sought the best ways to apply the scientific method and engineering principles to make products better. Our approaches have evolved as our technology has evolved – better precision and observability have allowed faster, more complex products to be built. And while the tools and approaches may seem radically different, there are several throughlines to explore. Those tell us what’s coming next and, importantly, how we can contribute to better-functioning organizations in our brave new world. Meet Jonathan Odo With extensive experience in over a dozen organizations, from startups to Fortune 100s, I believe agility is about praxis – the methodological, considered application of theory. My unique breadth of experience spanning many industries and roles has helped me foster novel insights and solutions to truly wicked problems. Jonathan Odo at the Hands-on Agile 2025: “Taylorism-Lean-Agile-Product Mindset - What’s Next, What’s New - and What Isn’t” — #hoa2025 My latest, and so far favorite, role has been as Product Operations Leader. Empowering product, technology, and business leaders and whole organizations to accelerate delivery through coaching, mentoring, and the synthesis of complex data. What I love about it: the scaling of product operations, the development of high-performing teams, and the creation of operating models, all pointed at unblocking people from doing their best work. Designing enabling constraints is the most meaningful work I’ve been privileged to undertake. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-jonathan-odo-aimethodologyandoperatingmodelevolution-250213055348-2516a017-thumbnail.jpg?width=120&height=120&fit=bounds" /> Summary For over 100 years, we’ve sought the best ways to apply the scientific method and engineering principles to make products better. Our approaches have evolved as our technology has evolved – better precision and observability have allowed faster, more complex products to be built. And while the tools and approaches may seem radically different, there are several throughlines to explore. Those tell us what’s coming next and, importantly, how we can contribute to better-functioning organizations in our brave new world. Meet Jonathan Odo With extensive experience in over a dozen organizations, from startups to Fortune 100s, I believe agility is about praxis – the methodological, considered application of theory. My unique breadth of experience spanning many industries and roles has helped me foster novel insights and solutions to truly wicked problems. Jonathan Odo at the Hands-on Agile 2025: “Taylorism-Lean-Agile-Product Mindset - What’s Next, What’s New - and What Isn’t” — #hoa2025 My latest, and so far favorite, role has been as Product Operations Leader. Empowering product, technology, and business leaders and whole organizations to accelerate delivery through coaching, mentoring, and the synthesis of complex data. What I love about it: the scaling of product operations, the development of high-performing teams, and the creation of operating models, all pointed at unblocking people from doing their best work. Designing enabling constraints is the most meaningful work I’ve been privileged to undertake.

AI, Methodology, and Operating Model Evolution from Stefan Wolpers

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0 How to Overcome Common Mistakes with Product Discovery /slideshow/how-to-overcome-common-mistakes-with-product-discovery/275607911 hands-on-agile-2025-david-pereira-product-discovery-nutshell-250213055143-dd56fff2
Summary Product teams often build features nobody needs. That’s not why they exist. Yet, often, they face a trap. The question is how fast they can drop bad ideas. Product discovery helps teams quickly de-risk ideas, separating signals from noise and ultimately enabling them to drive value sooner. Sadly, many teams misunderstand discovery and fall prey to predictable and often avoidable traps. Key Takeaways: What’s not product discovery: Clarity on what is often defined as product discovery, but it’s actually a lie. Most Dangerous product discovery mistakes: Understanding how to overcome costly mistakes product teams often make. The mindful product discovery: A brief overview of what product discovery is and its core elements. Who is David Pereira? I grew up in a small Brazilian town where curiosity was my ticket to the world. My journey has always been about making a meaningful impact, from coding my first applications to helping global teams solve complex problems. Titles don’t drive me—responsibility and results do. I’m also a failed rock star who traded guitar riffs for building products, but I never stopped believing in the power of creativity to shape what’s next. ]]>
Summary Product teams often build features nobody needs. That’s not why they exist. Yet, often, they face a trap. The question is how fast they can drop bad ideas. Product discovery helps teams quickly de-risk ideas, separating signals from noise and ultimately enabling them to drive value sooner. Sadly, many teams misunderstand discovery and fall prey to predictable and often avoidable traps. Key Takeaways: What’s not product discovery: Clarity on what is often defined as product discovery, but it’s actually a lie. Most Dangerous product discovery mistakes: Understanding how to overcome costly mistakes product teams often make. The mindful product discovery: A brief overview of what product discovery is and its core elements. Who is David Pereira? I grew up in a small Brazilian town where curiosity was my ticket to the world. My journey has always been about making a meaningful impact, from coding my first applications to helping global teams solve complex problems. Titles don’t drive me—responsibility and results do. I’m also a failed rock star who traded guitar riffs for building products, but I never stopped believing in the power of creativity to shape what’s next. ]]> Thu, 13 Feb 2025 05:51:43 GMT /slideshow/how-to-overcome-common-mistakes-with-product-discovery/275607911 wolpers1@slideshare.net(wolpers1) How to Overcome Common Mistakes with Product Discovery wolpers1 Summary Product teams often build features nobody needs. That’s not why they exist. Yet, often, they face a trap. The question is how fast they can drop bad ideas. Product discovery helps teams quickly de-risk ideas, separating signals from noise and ultimately enabling them to drive value sooner. Sadly, many teams misunderstand discovery and fall prey to predictable and often avoidable traps. Key Takeaways: What’s not product discovery: Clarity on what is often defined as product discovery, but it’s actually a lie. Most Dangerous product discovery mistakes: Understanding how to overcome costly mistakes product teams often make. The mindful product discovery: A brief overview of what product discovery is and its core elements. Who is David Pereira? I grew up in a small Brazilian town where curiosity was my ticket to the world. My journey has always been about making a meaningful impact, from coding my first applications to helping global teams solve complex problems. Titles don’t drive me—responsibility and results do. I’m also a failed rock star who traded guitar riffs for building products, but I never stopped believing in the power of creativity to shape what’s next. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-david-pereira-product-discovery-nutshell-250213055143-dd56fff2-thumbnail.jpg?width=120&height=120&fit=bounds" /> Summary Product teams often build features nobody needs. That’s not why they exist. Yet, often, they face a trap. The question is how fast they can drop bad ideas. Product discovery helps teams quickly de-risk ideas, separating signals from noise and ultimately enabling them to drive value sooner. Sadly, many teams misunderstand discovery and fall prey to predictable and often avoidable traps. Key Takeaways: What’s not product discovery: Clarity on what is often defined as product discovery, but it’s actually a lie. Most Dangerous product discovery mistakes: Understanding how to overcome costly mistakes product teams often make. The mindful product discovery: A brief overview of what product discovery is and its core elements. Who is David Pereira? I grew up in a small Brazilian town where curiosity was my ticket to the world. My journey has always been about making a meaningful impact, from coding my first applications to helping global teams solve complex problems. Titles don’t drive me—responsibility and results do. I’m also a failed rock star who traded guitar riffs for building products, but I never stopped believing in the power of creativity to shape what’s next.

How to Overcome Common Mistakes with Product Discovery from Stefan Wolpers

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0 Leadership Behaviors That Lead to Actual Agility — Hands-on Agile 2025 /slideshow/leadership-behaviors-that-lead-to-actual-agility-hands-on-agile-2025/275607600 hands-on-agile-2025-cliffberg-2025-02-04-250213054131-d79cd473
Summary We at Agile 2 Academy studied five companies that had demonstrated extreme agility at scale in terms of their ability to pivot strategically, quickly, and effectively. We did not find any Agile practices that were common among them. In fact, the most agile of them is probably SpaceX, and their head of application software told us that they never use the word “Agile.” What we did find common was behaviors – specifically, behaviors among their leaders. I will explain what some of those behaviors are. Then, I will apply what is known from leadership research and behavioral psychology to why those behaviors are so effective. Learning Outcomes The participant will understand and be able to explain: What the true sources of agility are. What behaviors generate agility in an organization. Why those behaviors are so effective. Meet Cliff Berg Cliff is a Managing Partner of Agile 2 Academy. As a successful tech entrepreneur, he was co-founder and CTO of Digital Focus, a startup that grew from 2 to 200 people in five years and was known for its success in rapidly building high-reliability Internet-facing business critical systems for companies like FedEx, McKesson, United Overseas Bank, and many others. It was acquired in 2006. Cliff’s 2006 textbook High-Assurance Design documents many of the engineering and agility lessons learned at Digital Focus. Since then, Cliff has helped with more than ten Agile or DevOps transformations and is a DevOps trainer and subject matter expert. In 2020, Cliff assembled the global Agile 2 team to reimagine “Agile” and was the lead author of the Agile 2 book. Cliff is now on the Agile Alliance team to “reimagine Agile.” Cliff is certified in the Human Synergistics Organizational Culture Inventory® and Organizational Effectiveness Inventory® assessment tools. He has certificates in machine learning from Stanford. He has degrees from Cornell University in Operations Research, Nuclear Engineering, and Physics. To contact me about consulting, please message Agile 2 Academy at contact@agile2academy.com.]]>
Summary We at Agile 2 Academy studied five companies that had demonstrated extreme agility at scale in terms of their ability to pivot strategically, quickly, and effectively. We did not find any Agile practices that were common among them. In fact, the most agile of them is probably SpaceX, and their head of application software told us that they never use the word “Agile.” What we did find common was behaviors – specifically, behaviors among their leaders. I will explain what some of those behaviors are. Then, I will apply what is known from leadership research and behavioral psychology to why those behaviors are so effective. Learning Outcomes The participant will understand and be able to explain: What the true sources of agility are. What behaviors generate agility in an organization. Why those behaviors are so effective. Meet Cliff Berg Cliff is a Managing Partner of Agile 2 Academy. As a successful tech entrepreneur, he was co-founder and CTO of Digital Focus, a startup that grew from 2 to 200 people in five years and was known for its success in rapidly building high-reliability Internet-facing business critical systems for companies like FedEx, McKesson, United Overseas Bank, and many others. It was acquired in 2006. Cliff’s 2006 textbook High-Assurance Design documents many of the engineering and agility lessons learned at Digital Focus. Since then, Cliff has helped with more than ten Agile or DevOps transformations and is a DevOps trainer and subject matter expert. In 2020, Cliff assembled the global Agile 2 team to reimagine “Agile” and was the lead author of the Agile 2 book. Cliff is now on the Agile Alliance team to “reimagine Agile.” Cliff is certified in the Human Synergistics Organizational Culture Inventory® and Organizational Effectiveness Inventory® assessment tools. He has certificates in machine learning from Stanford. He has degrees from Cornell University in Operations Research, Nuclear Engineering, and Physics. To contact me about consulting, please message Agile 2 Academy at contact@agile2academy.com.]]> Thu, 13 Feb 2025 05:41:31 GMT /slideshow/leadership-behaviors-that-lead-to-actual-agility-hands-on-agile-2025/275607600 wolpers1@slideshare.net(wolpers1) Leadership Behaviors That Lead to Actual Agility — Hands-on Agile 2025 wolpers1 Summary We at Agile 2 Academy studied five companies that had demonstrated extreme agility at scale in terms of their ability to pivot strategically, quickly, and effectively. We did not find any Agile practices that were common among them. In fact, the most agile of them is probably SpaceX, and their head of application software told us that they never use the word “Agile.” What we did find common was behaviors – specifically, behaviors among their leaders. I will explain what some of those behaviors are. Then, I will apply what is known from leadership research and behavioral psychology to why those behaviors are so effective. Learning Outcomes The participant will understand and be able to explain: What the true sources of agility are. What behaviors generate agility in an organization. Why those behaviors are so effective. Meet Cliff Berg Cliff is a Managing Partner of Agile 2 Academy. As a successful tech entrepreneur, he was co-founder and CTO of Digital Focus, a startup that grew from 2 to 200 people in five years and was known for its success in rapidly building high-reliability Internet-facing business critical systems for companies like FedEx, McKesson, United Overseas Bank, and many others. It was acquired in 2006. Cliff’s 2006 textbook High-Assurance Design documents many of the engineering and agility lessons learned at Digital Focus. Since then, Cliff has helped with more than ten Agile or DevOps transformations and is a DevOps trainer and subject matter expert. In 2020, Cliff assembled the global Agile 2 team to reimagine “Agile” and was the lead author of the Agile 2 book. Cliff is now on the Agile Alliance team to “reimagine Agile.” Cliff is certified in the Human Synergistics Organizational Culture Inventory® and Organizational Effectiveness Inventory® assessment tools. He has certificates in machine learning from Stanford. He has degrees from Cornell University in Operations Research, Nuclear Engineering, and Physics. To contact me about consulting, please message Agile 2 Academy at contact@agile2academy.com. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-cliffberg-2025-02-04-250213054131-d79cd473-thumbnail.jpg?width=120&height=120&fit=bounds" /> Summary We at Agile 2 Academy studied five companies that had demonstrated extreme agility at scale in terms of their ability to pivot strategically, quickly, and effectively. We did not find any Agile practices that were common among them. In fact, the most agile of them is probably SpaceX, and their head of application software told us that they never use the word “Agile.” What we did find common was behaviors – specifically, behaviors among their leaders. I will explain what some of those behaviors are. Then, I will apply what is known from leadership research and behavioral psychology to why those behaviors are so effective. Learning Outcomes The participant will understand and be able to explain: What the true sources of agility are. What behaviors generate agility in an organization. Why those behaviors are so effective. Meet Cliff Berg Cliff is a Managing Partner of Agile 2 Academy. As a successful tech entrepreneur, he was co-founder and CTO of Digital Focus, a startup that grew from 2 to 200 people in five years and was known for its success in rapidly building high-reliability Internet-facing business critical systems for companies like FedEx, McKesson, United Overseas Bank, and many others. It was acquired in 2006. Cliff’s 2006 textbook High-Assurance Design documents many of the engineering and agility lessons learned at Digital Focus. Since then, Cliff has helped with more than ten Agile or DevOps transformations and is a DevOps trainer and subject matter expert. In 2020, Cliff assembled the global Agile 2 team to reimagine “Agile” and was the lead author of the Agile 2 book. Cliff is now on the Agile Alliance team to “reimagine Agile.” Cliff is certified in the Human Synergistics Organizational Culture Inventory® and Organizational Effectiveness Inventory® assessment tools. He has certificates in machine learning from Stanford. He has degrees from Cornell University in Operations Research, Nuclear Engineering, and Physics. To contact me about consulting, please message Agile 2 Academy at contact@agile2academy.com.

Leadership Behaviors That Lead to Actual Agility — Hands-on Agile 2025 from Stefan Wolpers

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0 Hands-on Agile #65: The Lean Tech Manifesto with Fabrice Bernhard /slideshow/hands-on-agile-65-the-lean-tech-manifesto-with-fabrice-bernhard/273899081 hands-on-agile-theodo-the-lean-tech-manifesto-v3-241207131215-147b0b4e
The release of the Agile Manifesto on February 13th, 2001, marked a revolutionary shift in how tech organizations think about work. By empowering development teams, Agile cut through the red tape in software development and quickly led to significant improvements in innovation speed and software quality. This new and refreshing approach brought by Agile led to its adoption beyond just the scope of a development team, spreading across entire companies far beyond the initial context it was designed for by the manifesto's original thinkers. And here lies the problem: the Agile Manifesto was designed for development teams, not for organizations with hundreds or even thousands of people. >As enthusiasts of Agile, Benoît and I went through phases of excitement and then frustration as we experienced these limitations firsthand while Theodo grew and our clients became larger. What gave us hope was seeing organizations on both sides of the Pacific, in Japan and California, achieve levels of growth and success almost unmatched while retaining the principles that made the Agile movement so compelling. The "Lean Tech Manifesto" is the result of spending the past 15 years studying these giants and experimenting as we scaled our own business. It tries to build on the genius of the original 2001 document but adapt it to a much larger scale. I will share the connection we identified between Agile and Lean principles and also the tech innovations that we found the best tech organisations adopt to distribute work and maintain team autonomy. Watch the recording of Fabrice Bernhard’s The Lean Tech Manifesto session now: https://youtu.be/dG0XRO8br9A ]]>
The release of the Agile Manifesto on February 13th, 2001, marked a revolutionary shift in how tech organizations think about work. By empowering development teams, Agile cut through the red tape in software development and quickly led to significant improvements in innovation speed and software quality. This new and refreshing approach brought by Agile led to its adoption beyond just the scope of a development team, spreading across entire companies far beyond the initial context it was designed for by the manifesto's original thinkers. And here lies the problem: the Agile Manifesto was designed for development teams, not for organizations with hundreds or even thousands of people. >As enthusiasts of Agile, Benoît and I went through phases of excitement and then frustration as we experienced these limitations firsthand while Theodo grew and our clients became larger. What gave us hope was seeing organizations on both sides of the Pacific, in Japan and California, achieve levels of growth and success almost unmatched while retaining the principles that made the Agile movement so compelling. The "Lean Tech Manifesto" is the result of spending the past 15 years studying these giants and experimenting as we scaled our own business. It tries to build on the genius of the original 2001 document but adapt it to a much larger scale. I will share the connection we identified between Agile and Lean principles and also the tech innovations that we found the best tech organisations adopt to distribute work and maintain team autonomy. Watch the recording of Fabrice Bernhard’s The Lean Tech Manifesto session now: https://youtu.be/dG0XRO8br9A ]]> Sat, 07 Dec 2024 13:12:15 GMT /slideshow/hands-on-agile-65-the-lean-tech-manifesto-with-fabrice-bernhard/273899081 wolpers1@slideshare.net(wolpers1) Hands-on Agile #65: The Lean Tech Manifesto with Fabrice Bernhard wolpers1 The release of the Agile Manifesto on February 13th, 2001, marked a revolutionary shift in how tech organizations think about work. By empowering development teams, Agile cut through the red tape in software development and quickly led to significant improvements in innovation speed and software quality. This new and refreshing approach brought by Agile led to its adoption beyond just the scope of a development team, spreading across entire companies far beyond the initial context it was designed for by the manifesto's original thinkers. And here lies the problem: the Agile Manifesto was designed for development teams, not for organizations with hundreds or even thousands of people. >As enthusiasts of Agile, Benoît and I went through phases of excitement and then frustration as we experienced these limitations firsthand while Theodo grew and our clients became larger. What gave us hope was seeing organizations on both sides of the Pacific, in Japan and California, achieve levels of growth and success almost unmatched while retaining the principles that made the Agile movement so compelling. The "Lean Tech Manifesto" is the result of spending the past 15 years studying these giants and experimenting as we scaled our own business. It tries to build on the genius of the original 2001 document but adapt it to a much larger scale. I will share the connection we identified between Agile and Lean principles and also the tech innovations that we found the best tech organisations adopt to distribute work and maintain team autonomy. Watch the recording of Fabrice Bernhard’s The Lean Tech Manifesto session now: https://youtu.be/dG0XRO8br9A <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-theodo-the-lean-tech-manifesto-v3-241207131215-147b0b4e-thumbnail.jpg?width=120&height=120&fit=bounds" /> The release of the Agile Manifesto on February 13th, 2001, marked a revolutionary shift in how tech organizations think about work. By empowering development teams, Agile cut through the red tape in software development and quickly led to significant improvements in innovation speed and software quality. This new and refreshing approach brought by Agile led to its adoption beyond just the scope of a development team, spreading across entire companies far beyond the initial context it was designed for by the manifesto's original thinkers. And here lies the problem: the Agile Manifesto was designed for development teams, not for organizations with hundreds or even thousands of people. >As enthusiasts of Agile, Benoît and I went through phases of excitement and then frustration as we experienced these limitations firsthand while Theodo grew and our clients became larger. What gave us hope was seeing organizations on both sides of the Pacific, in Japan and California, achieve levels of growth and success almost unmatched while retaining the principles that made the Agile movement so compelling. The "Lean Tech Manifesto" is the result of spending the past 15 years studying these giants and experimenting as we scaled our own business. It tries to build on the genius of the original 2001 document but adapt it to a much larger scale. I will share the connection we identified between Agile and Lean principles and also the tech innovations that we found the best tech organisations adopt to distribute work and maintain team autonomy. Watch the recording of Fabrice Bernhard’s The Lean Tech Manifesto session now: https://youtu.be/dG0XRO8br9A

Hands-on Agile #65: The Lean Tech Manifesto with Fabrice Bernhard from Stefan Wolpers

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0 Hands-on Agile #64: Mastering Work Intake w/ Jeremy Willets and Tom Cagley /slideshow/hands-on-agile-64-mastering-work-intake-w-jeremy-willets-and-tom-cagley/273008836 masteringworkintake-hands-onagile-241104153325-92f53c2f
Agile and Lean embrace the idea that teams and organizations pull prioritized work. But what happens when work gets pushed on a team or organization? If you’ve seen this anti-pattern, you’re no longer dealing with work “intake” — you’re dealing with work “entry.” Pushing work kills sustainable pace and consistent flow of value delivery. Mastering the work intake challenge could very well make or break your career. Or even your company. In this session, Jeremy Willets and Tom Cagley started by defining work intake. Then, they focused on how work enters different levels of organizations and discussed strategies for recognizing and solving work intake anti-patterns.]]>
Agile and Lean embrace the idea that teams and organizations pull prioritized work. But what happens when work gets pushed on a team or organization? If you’ve seen this anti-pattern, you’re no longer dealing with work “intake” — you’re dealing with work “entry.” Pushing work kills sustainable pace and consistent flow of value delivery. Mastering the work intake challenge could very well make or break your career. Or even your company. In this session, Jeremy Willets and Tom Cagley started by defining work intake. Then, they focused on how work enters different levels of organizations and discussed strategies for recognizing and solving work intake anti-patterns.]]> Mon, 04 Nov 2024 15:33:25 GMT /slideshow/hands-on-agile-64-mastering-work-intake-w-jeremy-willets-and-tom-cagley/273008836 wolpers1@slideshare.net(wolpers1) Hands-on Agile #64: Mastering Work Intake w/ Jeremy Willets and Tom Cagley wolpers1 Agile and Lean embrace the idea that teams and organizations pull prioritized work. But what happens when work gets pushed on a team or organization? If you’ve seen this anti-pattern, you’re no longer dealing with work “intake” — you’re dealing with work “entry.” Pushing work kills sustainable pace and consistent flow of value delivery. Mastering the work intake challenge could very well make or break your career. Or even your company. In this session, Jeremy Willets and Tom Cagley started by defining work intake. Then, they focused on how work enters different levels of organizations and discussed strategies for recognizing and solving work intake anti-patterns. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/masteringworkintake-hands-onagile-241104153325-92f53c2f-thumbnail.jpg?width=120&height=120&fit=bounds" /> Agile and Lean embrace the idea that teams and organizations pull prioritized work. But what happens when work gets pushed on a team or organization? If you’ve seen this anti-pattern, you’re no longer dealing with work “intake” — you’re dealing with work “entry.” Pushing work kills sustainable pace and consistent flow of value delivery. Mastering the work intake challenge could very well make or break your career. Or even your company. In this session, Jeremy Willets and Tom Cagley started by defining work intake. Then, they focused on how work enters different levels of organizations and discussed strategies for recognizing and solving work intake anti-patterns.

Hands-on Agile #64: Mastering Work Intake w/ Jeremy Willets and Tom Cagley from Stefan Wolpers

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0 From Backlog Manager to Product Manager w/ David Pereira — Hands-on Agile #62 /slideshow/from-backlog-manager-to-product-manager-w-david-pereira-hands-on-agile-62/269811896 backlog-manager-to-product-manager-david-pereira-hands-on-agile-240621173743-72592838
ABSTRACT What does product success mean? In this energizing Hands-on Agile Meetup, David Pereira talked about the challenges of being a product manager and how to move from managing the Product Backlog to driving value. You can expect provoking thoughts, actionable insights, and a bit of unconventional product management. What does success mean? For many product managers or product owners, it means: – Maximizing features, – Increasing velocity, – Meeting deadlines, – Pleasing stakeholders. The above reflects the old ways. The more you face that, the quicker you become a backlog manager. ABOUT DAVID PEREIRA David is a passionate Product Leader with over ten years of product management experience. Over the last few years, he led many product teams in successful endeavors. His biggest fear is the comfort zone. His motto is the faster we learn, the faster we succeed. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone.]]>
ABSTRACT What does product success mean? In this energizing Hands-on Agile Meetup, David Pereira talked about the challenges of being a product manager and how to move from managing the Product Backlog to driving value. You can expect provoking thoughts, actionable insights, and a bit of unconventional product management. What does success mean? For many product managers or product owners, it means: – Maximizing features, – Increasing velocity, – Meeting deadlines, – Pleasing stakeholders. The above reflects the old ways. The more you face that, the quicker you become a backlog manager. ABOUT DAVID PEREIRA David is a passionate Product Leader with over ten years of product management experience. Over the last few years, he led many product teams in successful endeavors. His biggest fear is the comfort zone. His motto is the faster we learn, the faster we succeed. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone.]]> Fri, 21 Jun 2024 17:37:43 GMT /slideshow/from-backlog-manager-to-product-manager-w-david-pereira-hands-on-agile-62/269811896 wolpers1@slideshare.net(wolpers1) From Backlog Manager to Product Manager w/ David Pereira — Hands-on Agile #62 wolpers1 ABSTRACT What does product success mean? In this energizing Hands-on Agile Meetup, David Pereira talked about the challenges of being a product manager and how to move from managing the Product Backlog to driving value. You can expect provoking thoughts, actionable insights, and a bit of unconventional product management. What does success mean? For many product managers or product owners, it means: – Maximizing features, – Increasing velocity, – Meeting deadlines, – Pleasing stakeholders. The above reflects the old ways. The more you face that, the quicker you become a backlog manager. ABOUT DAVID PEREIRA David is a passionate Product Leader with over ten years of product management experience. Over the last few years, he led many product teams in successful endeavors. His biggest fear is the comfort zone. His motto is the faster we learn, the faster we succeed. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/backlog-manager-to-product-manager-david-pereira-hands-on-agile-240621173743-72592838-thumbnail.jpg?width=120&height=120&fit=bounds" /> ABSTRACT What does product success mean? In this energizing Hands-on Agile Meetup, David Pereira talked about the challenges of being a product manager and how to move from managing the Product Backlog to driving value. You can expect provoking thoughts, actionable insights, and a bit of unconventional product management. What does success mean? For many product managers or product owners, it means: – Maximizing features, – Increasing velocity, – Meeting deadlines, – Pleasing stakeholders. The above reflects the old ways. The more you face that, the quicker you become a backlog manager. ABOUT DAVID PEREIRA David is a passionate Product Leader with over ten years of product management experience. Over the last few years, he led many product teams in successful endeavors. His biggest fear is the comfort zone. His motto is the faster we learn, the faster we succeed. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone.

From Backlog Manager to Product Manager w/ David Pereira — Hands-on Agile #62 from Stefan Wolpers

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0 Toyota Kata Coaching for Agile Teams & Transformations /slideshow/toyota-kata-coaching-for-agile-teams-transformations/268701350 kataforhoa-240519060724-35ae0a6a
Today, we see a slowly accelerating movement in business management towards coaching. Even the Harvard Business Review and McKinsey now acknowledge that coaching is the best approach to managing and growing employees. After decades of Agile, we also strongly understand that coaching is the preferred method of engagement at all organizational levels. There’s a wide variety of coaching options used in Agile today: GROW, OSKAR, ACL, STEPPA, etc. Let’s add a technique from Toyota, whose attitudes and methods are embedded in our Agile practices in many ways. It’s called Toyota Kata Coaching. And please don’t be fooled by its deceptive simplicity. I think it’s the best coaching method for Agile. Join this webinar to learn about Kata & see if you agree. Even if you don’t, think about the Kata as another coaching tool for your Scrum Master or Agile Coaching collection.]]>
Today, we see a slowly accelerating movement in business management towards coaching. Even the Harvard Business Review and McKinsey now acknowledge that coaching is the best approach to managing and growing employees. After decades of Agile, we also strongly understand that coaching is the preferred method of engagement at all organizational levels. There’s a wide variety of coaching options used in Agile today: GROW, OSKAR, ACL, STEPPA, etc. Let’s add a technique from Toyota, whose attitudes and methods are embedded in our Agile practices in many ways. It’s called Toyota Kata Coaching. And please don’t be fooled by its deceptive simplicity. I think it’s the best coaching method for Agile. Join this webinar to learn about Kata & see if you agree. Even if you don’t, think about the Kata as another coaching tool for your Scrum Master or Agile Coaching collection.]]> Sun, 19 May 2024 06:07:24 GMT /slideshow/toyota-kata-coaching-for-agile-teams-transformations/268701350 wolpers1@slideshare.net(wolpers1) Toyota Kata Coaching for Agile Teams & Transformations wolpers1 Today, we see a slowly accelerating movement in business management towards coaching. Even the Harvard Business Review and McKinsey now acknowledge that coaching is the best approach to managing and growing employees. After decades of Agile, we also strongly understand that coaching is the preferred method of engagement at all organizational levels. There’s a wide variety of coaching options used in Agile today: GROW, OSKAR, ACL, STEPPA, etc. Let’s add a technique from Toyota, whose attitudes and methods are embedded in our Agile practices in many ways. It’s called Toyota Kata Coaching. And please don’t be fooled by its deceptive simplicity. I think it’s the best coaching method for Agile. Join this webinar to learn about Kata & see if you agree. Even if you don’t, think about the Kata as another coaching tool for your Scrum Master or Agile Coaching collection. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kataforhoa-240519060724-35ae0a6a-thumbnail.jpg?width=120&height=120&fit=bounds" /> Today, we see a slowly accelerating movement in business management towards coaching. Even the Harvard Business Review and McKinsey now acknowledge that coaching is the best approach to managing and growing employees. After decades of Agile, we also strongly understand that coaching is the preferred method of engagement at all organizational levels. There’s a wide variety of coaching options used in Agile today: GROW, OSKAR, ACL, STEPPA, etc. Let’s add a technique from Toyota, whose attitudes and methods are embedded in our Agile practices in many ways. It’s called Toyota Kata Coaching. And please don’t be fooled by its deceptive simplicity. I think it’s the best coaching method for Agile. Join this webinar to learn about Kata & see if you agree. Even if you don’t, think about the Kata as another coaching tool for your Scrum Master or Agile Coaching collection.

Toyota Kata Coaching for Agile Teams & Transformations from Stefan Wolpers

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0 Tackling Fake Agility w/ Johanna Rothman /slideshow/tackling-fake-agility-w-johanna-rothman/266908193 agilenotworkingfakeagility-240321154440-695f991f
Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry. Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work. Now, there is light at the end of the tunnel; let's delve into Tackling Fake Agility with Johanna Rothman!]]>
Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry. Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work. Now, there is light at the end of the tunnel; let's delve into Tackling Fake Agility with Johanna Rothman!]]> Thu, 21 Mar 2024 15:44:39 GMT /slideshow/tackling-fake-agility-w-johanna-rothman/266908193 wolpers1@slideshare.net(wolpers1) Tackling Fake Agility w/ Johanna Rothman wolpers1 Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry. Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work. Now, there is light at the end of the tunnel; let's delve into Tackling Fake Agility with Johanna Rothman! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agilenotworkingfakeagility-240321154440-695f991f-thumbnail.jpg?width=120&height=120&fit=bounds" /> Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry. Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work. Now, there is light at the end of the tunnel; let's delve into Tackling Fake Agility with Johanna Rothman!

Tackling Fake Agility w/ Johanna Rothman from Stefan Wolpers

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0 Hands-on Agile #59: “Agile” Does Not Work for You? Tackling Fake Agility w/ Johanna Rothman /slideshow/handson-agile-59-agile-does-not-work-for-you-tackling-fake-agility-w-johanna-rothman/266669130 agilenotworkingfakeagility-240307044148-17e876c9
ABSTRACT Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry. No one has to work that way. Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work. LEARNING OBJECTIVES Have a clear understanding of the different lifecycles and when to use each. Be able to assess your project, product, and portfolio risks. Know how to customize a lifecycle based on the unique culture and requirements of the team. How to create shorter feedback loops in any lifecycle for product success. MEET JOHANNA “People know me as the “Pragmatic Manager.” I offer frank advice—often with a little humor—for your tough problems. I help leaders and managers see and do reasonable things that work. Equipped with that knowledge, you can decide how to adapt your product development, always focusing on the business outcomes you need. My philosophy is that people want to do a good job. They don't always know what they are supposed to do, nor how to do it.”]]>
ABSTRACT Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry. No one has to work that way. Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work. LEARNING OBJECTIVES Have a clear understanding of the different lifecycles and when to use each. Be able to assess your project, product, and portfolio risks. Know how to customize a lifecycle based on the unique culture and requirements of the team. How to create shorter feedback loops in any lifecycle for product success. MEET JOHANNA “People know me as the “Pragmatic Manager.” I offer frank advice—often with a little humor—for your tough problems. I help leaders and managers see and do reasonable things that work. Equipped with that knowledge, you can decide how to adapt your product development, always focusing on the business outcomes you need. My philosophy is that people want to do a good job. They don't always know what they are supposed to do, nor how to do it.”]]> Thu, 07 Mar 2024 04:41:48 GMT /slideshow/handson-agile-59-agile-does-not-work-for-you-tackling-fake-agility-w-johanna-rothman/266669130 wolpers1@slideshare.net(wolpers1) Hands-on Agile #59: “Agile” Does Not Work for You? Tackling Fake Agility w/ Johanna Rothman wolpers1 ABSTRACT Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry. No one has to work that way. Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work. LEARNING OBJECTIVES Have a clear understanding of the different lifecycles and when to use each. Be able to assess your project, product, and portfolio risks. Know how to customize a lifecycle based on the unique culture and requirements of the team. How to create shorter feedback loops in any lifecycle for product success. MEET JOHANNA “People know me as the “Pragmatic Manager.” I offer frank advice—often with a little humor—for your tough problems. I help leaders and managers see and do reasonable things that work. Equipped with that knowledge, you can decide how to adapt your product development, always focusing on the business outcomes you need. My philosophy is that people want to do a good job. They don't always know what they are supposed to do, nor how to do it.” <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agilenotworkingfakeagility-240307044148-17e876c9-thumbnail.jpg?width=120&height=120&fit=bounds" /> ABSTRACT Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry. No one has to work that way. Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work. LEARNING OBJECTIVES Have a clear understanding of the different lifecycles and when to use each. Be able to assess your project, product, and portfolio risks. Know how to customize a lifecycle based on the unique culture and requirements of the team. How to create shorter feedback loops in any lifecycle for product success. MEET JOHANNA “People know me as the “Pragmatic Manager.” I offer frank advice—often with a little humor—for your tough problems. I help leaders and managers see and do reasonable things that work. Equipped with that knowledge, you can decide how to adapt your product development, always focusing on the business outcomes you need. My philosophy is that people want to do a good job. They don't always know what they are supposed to do, nor how to do it.”

Hands-on Agile #59: “Agile” Does Not Work for You? Tackling Fake Agility w/ Johanna Rothman from Stefan Wolpers

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0 How To Make Your Plans Suck Less — Maarten Dalmijn at the 57th Hands-on Agile Meetup /slideshow/how-to-make-your-plans-suck-less-maarten-dalmijn-at-the-57th-handson-agile-meetup/264408291 howtomakeyourplanssuckless202312071112230000-231207105940-f71f04ff
Abstract: Humble Planning: How To Make Your Plans Suck Less In this talk, Maarten will introduce the concept of humble planning and why it's crucial for succeeding with an Agile way of working and building products of exceptional value. When faced with uncertainty, risk, and complexity, our natural response is to focus on what we know and to spend more time talking, analyzing, planning, and predicting. As a result, our plans become filled with speculation and rooted in our imagination. Our plans as an anchor stifle the ability to respond to changes. We become locked into plans that prevent collaboration, learning, and discovery. In this talk, Maarten will show why instead of starting with overconfident plans, we should start with humble plans: How can we encourage our teams to begin with humble plans and what do teams need to adapt their plans as they discover and learn what’s necessary while doing the work? The talk will cover concepts like friction, the three gaps model of Bungay, intent, intent-based leadership, humble planning, sprint goals, the fog of beforehand, and the fog of speculation. Meet Maarten Dalmijn Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals. Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies to build empowered teams that can discover better ways of delivering value. Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium.]]>
Abstract: Humble Planning: How To Make Your Plans Suck Less In this talk, Maarten will introduce the concept of humble planning and why it's crucial for succeeding with an Agile way of working and building products of exceptional value. When faced with uncertainty, risk, and complexity, our natural response is to focus on what we know and to spend more time talking, analyzing, planning, and predicting. As a result, our plans become filled with speculation and rooted in our imagination. Our plans as an anchor stifle the ability to respond to changes. We become locked into plans that prevent collaboration, learning, and discovery. In this talk, Maarten will show why instead of starting with overconfident plans, we should start with humble plans: How can we encourage our teams to begin with humble plans and what do teams need to adapt their plans as they discover and learn what’s necessary while doing the work? The talk will cover concepts like friction, the three gaps model of Bungay, intent, intent-based leadership, humble planning, sprint goals, the fog of beforehand, and the fog of speculation. Meet Maarten Dalmijn Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals. Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies to build empowered teams that can discover better ways of delivering value. Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium.]]> Thu, 07 Dec 2023 10:59:40 GMT /slideshow/how-to-make-your-plans-suck-less-maarten-dalmijn-at-the-57th-handson-agile-meetup/264408291 wolpers1@slideshare.net(wolpers1) How To Make Your Plans Suck Less — Maarten Dalmijn at the 57th Hands-on Agile Meetup wolpers1 Abstract: Humble Planning: How To Make Your Plans Suck Less In this talk, Maarten will introduce the concept of humble planning and why it's crucial for succeeding with an Agile way of working and building products of exceptional value. When faced with uncertainty, risk, and complexity, our natural response is to focus on what we know and to spend more time talking, analyzing, planning, and predicting. As a result, our plans become filled with speculation and rooted in our imagination. Our plans as an anchor stifle the ability to respond to changes. We become locked into plans that prevent collaboration, learning, and discovery. In this talk, Maarten will show why instead of starting with overconfident plans, we should start with humble plans: How can we encourage our teams to begin with humble plans and what do teams need to adapt their plans as they discover and learn what’s necessary while doing the work? The talk will cover concepts like friction, the three gaps model of Bungay, intent, intent-based leadership, humble planning, sprint goals, the fog of beforehand, and the fog of speculation. Meet Maarten Dalmijn Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals. Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies to build empowered teams that can discover better ways of delivering value. Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/howtomakeyourplanssuckless202312071112230000-231207105940-f71f04ff-thumbnail.jpg?width=120&height=120&fit=bounds" /> Abstract: Humble Planning: How To Make Your Plans Suck Less In this talk, Maarten will introduce the concept of humble planning and why it's crucial for succeeding with an Agile way of working and building products of exceptional value. When faced with uncertainty, risk, and complexity, our natural response is to focus on what we know and to spend more time talking, analyzing, planning, and predicting. As a result, our plans become filled with speculation and rooted in our imagination. Our plans as an anchor stifle the ability to respond to changes. We become locked into plans that prevent collaboration, learning, and discovery. In this talk, Maarten will show why instead of starting with overconfident plans, we should start with humble plans: How can we encourage our teams to begin with humble plans and what do teams need to adapt their plans as they discover and learn what’s necessary while doing the work? The talk will cover concepts like friction, the three gaps model of Bungay, intent, intent-based leadership, humble planning, sprint goals, the fog of beforehand, and the fog of speculation. Meet Maarten Dalmijn Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals. Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies to build empowered teams that can discover better ways of delivering value. Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium.

How To Make Your Plans Suck Less — Maarten Dalmijn at the 57th Hands-on Agile Meetup from Stefan Wolpers

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0 Designing Agile Ecosystems with Org Topologies™ — Hands-on Agile #55 /slideshow/designing-agile-ecosystems-with-org-topologies-handson-agile-55/263271625 ot-basics-webinar-1108-ageofproduct-231110153926-c3b8495d
(1) Abstract: Designing Agile Ecosystems with Org Topologies™ Over the past decade, heavyweight methods like SAFe® have dominated the agile landscape, offering tools for “scaling agile.” Yet questions arise about their prescriptive nature and genuine agility. Framework-agnostic approaches like Team Topologies™ and unFix™ have recently emerged, offering more flexible, “buffet-style” organizational design choices. However, they demand a deep understanding of organizational design, systems thinking, and queuing theory to avoid pitfalls. Org Topologies™ bridges the gap between rigid frameworks and DIY methods by emphasizing ecosystems—interconnected organizational parts that exhibit specific behaviors. Co-creators Alexey Krivitsky and Roland Flemm will introduce a method to navigate and improve organizational ecosystems for agility. (2) Meet Alexey Krivitsky Alexey Krivitsky, a pioneer Scrum Master in Ukraine since 2005, is a CST, CEC, and organizational agility coach. He’s a notable conference producer and speaker and created the lego4scrum game. (3) Meet Roland Flemm Roland Flemm transitioned from a 20-year developer career to a Scrum Master in 2009, specializing in large-scale Scrum consultations from 2015. An active conference speaker, he created the Koos Coach comics and “Elements of Scrum” learning cards.]]>
(1) Abstract: Designing Agile Ecosystems with Org Topologies™ Over the past decade, heavyweight methods like SAFe® have dominated the agile landscape, offering tools for “scaling agile.” Yet questions arise about their prescriptive nature and genuine agility. Framework-agnostic approaches like Team Topologies™ and unFix™ have recently emerged, offering more flexible, “buffet-style” organizational design choices. However, they demand a deep understanding of organizational design, systems thinking, and queuing theory to avoid pitfalls. Org Topologies™ bridges the gap between rigid frameworks and DIY methods by emphasizing ecosystems—interconnected organizational parts that exhibit specific behaviors. Co-creators Alexey Krivitsky and Roland Flemm will introduce a method to navigate and improve organizational ecosystems for agility. (2) Meet Alexey Krivitsky Alexey Krivitsky, a pioneer Scrum Master in Ukraine since 2005, is a CST, CEC, and organizational agility coach. He’s a notable conference producer and speaker and created the lego4scrum game. (3) Meet Roland Flemm Roland Flemm transitioned from a 20-year developer career to a Scrum Master in 2009, specializing in large-scale Scrum consultations from 2015. An active conference speaker, he created the Koos Coach comics and “Elements of Scrum” learning cards.]]> Fri, 10 Nov 2023 15:39:25 GMT /slideshow/designing-agile-ecosystems-with-org-topologies-handson-agile-55/263271625 wolpers1@slideshare.net(wolpers1) Designing Agile Ecosystems with Org Topologies™ — Hands-on Agile #55 wolpers1 (1) Abstract: Designing Agile Ecosystems with Org Topologies™ Over the past decade, heavyweight methods like SAFe® have dominated the agile landscape, offering tools for “scaling agile.” Yet questions arise about their prescriptive nature and genuine agility. Framework-agnostic approaches like Team Topologies™ and unFix™ have recently emerged, offering more flexible, “buffet-style” organizational design choices. However, they demand a deep understanding of organizational design, systems thinking, and queuing theory to avoid pitfalls. Org Topologies™ bridges the gap between rigid frameworks and DIY methods by emphasizing ecosystems—interconnected organizational parts that exhibit specific behaviors. Co-creators Alexey Krivitsky and Roland Flemm will introduce a method to navigate and improve organizational ecosystems for agility. (2) Meet Alexey Krivitsky Alexey Krivitsky, a pioneer Scrum Master in Ukraine since 2005, is a CST, CEC, and organizational agility coach. He’s a notable conference producer and speaker and created the lego4scrum game. (3) Meet Roland Flemm Roland Flemm transitioned from a 20-year developer career to a Scrum Master in 2009, specializing in large-scale Scrum consultations from 2015. An active conference speaker, he created the Koos Coach comics and “Elements of Scrum” learning cards. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/ot-basics-webinar-1108-ageofproduct-231110153926-c3b8495d-thumbnail.jpg?width=120&height=120&fit=bounds" /> (1) Abstract: Designing Agile Ecosystems with Org Topologies™ Over the past decade, heavyweight methods like SAFe® have dominated the agile landscape, offering tools for “scaling agile.” Yet questions arise about their prescriptive nature and genuine agility. Framework-agnostic approaches like Team Topologies™ and unFix™ have recently emerged, offering more flexible, “buffet-style” organizational design choices. However, they demand a deep understanding of organizational design, systems thinking, and queuing theory to avoid pitfalls. Org Topologies™ bridges the gap between rigid frameworks and DIY methods by emphasizing ecosystems—interconnected organizational parts that exhibit specific behaviors. Co-creators Alexey Krivitsky and Roland Flemm will introduce a method to navigate and improve organizational ecosystems for agility. (2) Meet Alexey Krivitsky Alexey Krivitsky, a pioneer Scrum Master in Ukraine since 2005, is a CST, CEC, and organizational agility coach. He’s a notable conference producer and speaker and created the lego4scrum game. (3) Meet Roland Flemm Roland Flemm transitioned from a 20-year developer career to a Scrum Master in 2009, specializing in large-scale Scrum consultations from 2015. An active conference speaker, he created the Koos Coach comics and “Elements of Scrum” learning cards.

Designing Agile Ecosystems with Org Topologies™ — Hands-on Agile #55 from Stefan Wolpers

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0 Overcoming Common Product Backlog Management Traps — David Pereira at the 54. Hands-on Agile /slideshow/overcoming-common-product-backlog-management-traps-david-pereira-at-the-54-handson-agile/263203893 overcoming-common-product-backlog-traps-231108162506-78e84239
How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily. Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too.]]>
How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily. Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too.]]> Wed, 08 Nov 2023 16:25:06 GMT /slideshow/overcoming-common-product-backlog-management-traps-david-pereira-at-the-54-handson-agile/263203893 wolpers1@slideshare.net(wolpers1) Overcoming Common Product Backlog Management Traps — David Pereira at the 54. Hands-on Agile wolpers1 How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily. Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/overcoming-common-product-backlog-traps-231108162506-78e84239-thumbnail.jpg?width=120&height=120&fit=bounds" /> How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily. Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too.

Overcoming Common Product Backlog Management Traps — David Pereira at the 54. Hands-on Agile from Stefan Wolpers

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0 Overcoming Common Product Backlog Traps — Hands-on Agile 54 w/ David Pereira /slideshow/overcoming-common-product-backlog-traps-handson-agile-54-w-david-pereira/262016980 overcoming-common-product-backlog-traps-231010181844-ec9814e7
How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily. Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too. David is a passionate Product Leader with over ten years of product management experience. Over the last few years, he led many product teams in successful endeavors. His biggest fear is the comfort zone. His motto is the faster we learn, the faster we succeed. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. Join the Hands-on Agile Meetup here: https://www.meetup.com/hands-on-agile-berlin-chapter-meetup/]]>
How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily. Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too. David is a passionate Product Leader with over ten years of product management experience. Over the last few years, he led many product teams in successful endeavors. His biggest fear is the comfort zone. His motto is the faster we learn, the faster we succeed. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. Join the Hands-on Agile Meetup here: https://www.meetup.com/hands-on-agile-berlin-chapter-meetup/]]> Tue, 10 Oct 2023 18:18:44 GMT /slideshow/overcoming-common-product-backlog-traps-handson-agile-54-w-david-pereira/262016980 wolpers1@slideshare.net(wolpers1) Overcoming Common Product Backlog Traps — Hands-on Agile 54 w/ David Pereira wolpers1 How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily. Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too. David is a passionate Product Leader with over ten years of product management experience. Over the last few years, he led many product teams in successful endeavors. His biggest fear is the comfort zone. His motto is the faster we learn, the faster we succeed. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. Join the Hands-on Agile Meetup here: https://www.meetup.com/hands-on-agile-berlin-chapter-meetup/ <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/overcoming-common-product-backlog-traps-231010181844-ec9814e7-thumbnail.jpg?width=120&height=120&fit=bounds" /> How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily. Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too. David is a passionate Product Leader with over ten years of product management experience. Over the last few years, he led many product teams in successful endeavors. His biggest fear is the comfort zone. His motto is the faster we learn, the faster we succeed. He has been working as a Product Leader. He’s focused on coaching teams to deliver the highest value for their customers. One of his hobbies is writing articles. He shares his ideas on Substack and loves learning from everyone. Join the Hands-on Agile Meetup here: https://www.meetup.com/hands-on-agile-berlin-chapter-meetup/

Overcoming Common Product Backlog Traps — Hands-on Agile 54 w/ David Pereira from Stefan Wolpers

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0 Bob Galen: An Agile Coaches’ Guide to Storytelling — Hands-on-Agile #53 /slideshow/bob-galen-an-agile-coaches-guide-to-storytelling-handsonagile-53/260626943 bob-galen-agile-coaches-guide-to-storytelling-hands-on-agile-53-230906172716-cb408c23
“I’m going to tell you a story. I was coaching an agile coach who lamented that they weren’t connecting with their coaching client, in this case, a development manager. I asked them to share a typical coaching conversation, and they spoke about a series of questions they asked that essentially went unanswered—leaving them and the client quite frustrated. I asked them what other coaching techniques they had tried, and it boiled down to only coaching stances and only open-ended questions. I suggested they experiment with weaving some stories into their coaching conversations. Personal stories, lesson-learned stories, teaching stories, purpose or vision stories, and relationship or connection-building stories. I spoke to them about sharing their knowledge and wisdom with the client via story, not dominating the conversation but augmenting it, and using the story as a backdrop to their questions and explorations with the client. They later told me that this small change significantly impacted their coaching after a bit of practice. This talk is about bringing the power of Storytelling INTO your agile coaching and discovering the magic of the Story. Now, please share this story with others, and I hope to see you in the talk…”]]>
“I’m going to tell you a story. I was coaching an agile coach who lamented that they weren’t connecting with their coaching client, in this case, a development manager. I asked them to share a typical coaching conversation, and they spoke about a series of questions they asked that essentially went unanswered—leaving them and the client quite frustrated. I asked them what other coaching techniques they had tried, and it boiled down to only coaching stances and only open-ended questions. I suggested they experiment with weaving some stories into their coaching conversations. Personal stories, lesson-learned stories, teaching stories, purpose or vision stories, and relationship or connection-building stories. I spoke to them about sharing their knowledge and wisdom with the client via story, not dominating the conversation but augmenting it, and using the story as a backdrop to their questions and explorations with the client. They later told me that this small change significantly impacted their coaching after a bit of practice. This talk is about bringing the power of Storytelling INTO your agile coaching and discovering the magic of the Story. Now, please share this story with others, and I hope to see you in the talk…”]]> Wed, 06 Sep 2023 17:27:16 GMT /slideshow/bob-galen-an-agile-coaches-guide-to-storytelling-handsonagile-53/260626943 wolpers1@slideshare.net(wolpers1) Bob Galen: An Agile Coaches’ Guide to Storytelling — Hands-on-Agile #53 wolpers1 “I’m going to tell you a story. I was coaching an agile coach who lamented that they weren’t connecting with their coaching client, in this case, a development manager. I asked them to share a typical coaching conversation, and they spoke about a series of questions they asked that essentially went unanswered—leaving them and the client quite frustrated. I asked them what other coaching techniques they had tried, and it boiled down to only coaching stances and only open-ended questions. I suggested they experiment with weaving some stories into their coaching conversations. Personal stories, lesson-learned stories, teaching stories, purpose or vision stories, and relationship or connection-building stories. I spoke to them about sharing their knowledge and wisdom with the client via story, not dominating the conversation but augmenting it, and using the story as a backdrop to their questions and explorations with the client. They later told me that this small change significantly impacted their coaching after a bit of practice. This talk is about bringing the power of Storytelling INTO your agile coaching and discovering the magic of the Story. Now, please share this story with others, and I hope to see you in the talk…” <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bob-galen-agile-coaches-guide-to-storytelling-hands-on-agile-53-230906172716-cb408c23-thumbnail.jpg?width=120&height=120&fit=bounds" /> “I’m going to tell you a story. I was coaching an agile coach who lamented that they weren’t connecting with their coaching client, in this case, a development manager. I asked them to share a typical coaching conversation, and they spoke about a series of questions they asked that essentially went unanswered—leaving them and the client quite frustrated. I asked them what other coaching techniques they had tried, and it boiled down to only coaching stances and only open-ended questions. I suggested they experiment with weaving some stories into their coaching conversations. Personal stories, lesson-learned stories, teaching stories, purpose or vision stories, and relationship or connection-building stories. I spoke to them about sharing their knowledge and wisdom with the client via story, not dominating the conversation but augmenting it, and using the story as a backdrop to their questions and explorations with the client. They later told me that this small change significantly impacted their coaching after a bit of practice. This talk is about bringing the power of Storytelling INTO your agile coaching and discovering the magic of the Story. Now, please share this story with others, and I hope to see you in the talk…”

Bob Galen: An Agile Coaches’ Guide to Storytelling — Hands-on-Agile #53 from Stefan Wolpers

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0 https://cdn.slidesharecdn.com/profile-photo-wolpers1-48x48.jpg?cb=1739543818 WHAT I DO: I help software companies to transition to agile product development methodologies by coaching teams hands-on. WHO I WORK WITH: I work both with fast-growing startups as well as enterprise organizations. WHY IT WORKS: When you partner with Berlin Product People you will immediately benefit from our long-standing experience with agile frameworks, such as Scrum, Kanban, Lean UX and Lean Startup. WHAT MAKES ME DIFFERENT: 10+ years of software development experience based on agile frameworks have taught me a lot of the best practices for effective agile transitions. I have also learned—often the hard way—what is not working. twitter.com/stefanw https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-the-lean-tech-manifesto-250213061609-b36c6b03-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/the-lean-tech-manifesto-scaling-an-agile-culture-fabrice-bernhard-hands-on-agile-2025/275608608 The Lean Tech Manifest... https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-maartenthe5obstaclestoempoweredteams-februaryfinal202502061730490000-250213055947-3236f82c-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/the-five-obstacles-to-empowered-teams-by-maarten-dalmijn/275608179 The Five Obstacles to ... https://cdn.slidesharecdn.com/ss_thumbnails/hands-on-agile-2025-romanpichlerproduct-strategy-mistakes-250213055940-578da7bd-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/common-strategy-mistakes-the-top-reasons-why-a-product-strategy-fails-roman-pichler-hands-on-agile-2025/275608174 Common Strategy Mistak...