The document discusses how effort metrics and high utilization can constrain the flow of value in organizations. It encourages seeking to understand the relationship between utilization and flow, and discussing alternatives to optimizing for busyness. Failure demand is introduced as demand created by failures or errors, as opposed to value-adding work, and the pitfalls of ignoring failure demand are described. The talk promotes focusing on value over compliance, quantifying value, creating slack, and using a lean decision filter of "flow trumps waste" and "value trumps flow".
The document discusses how an overemphasis on productivity and efficiency metrics can constrain the flow of value. It argues that treating all work as equal demand ignores "failure demand" - work generated by previous failures. Ignoring failure demand can lead teams to focus on busyness over quality. The document advocates for limiting work-in-progress to improve flow, creating slack for variability, learning and innovation, and making strategic priorities clear to improve autonomy and alignment.
Track Record - Stock Indices | Forex | Fixed Income & Commoditied - WaveTrack...Peter Goodburn
油
Youre about to view some of the best forecasts from WaveTrack in 1999. It is not a complete list by far, but this selection has been chosen because these best illustrate the balance and symmetry contained within the dynamic waves of the market. Fibonacci calculations which are religiously employed in combination with wave pattern identification have provided some insightful moments at key reversal points of the year.
The document contains symbols and letters arranged with spacing in a poetic format to convey a lighthearted message. It expresses affection using heart symbols at the end. The overall meaning or topic is not clear from the nonsensical text.
Smartphones are mobile phones with advanced computing capabilities and connectivity beyond basic phones. They run operating systems like Android, iOS, Symbian, BlackBerry OS, Bada, and Windows Phone. Smartphones have become hugely popular, with around half of US mobile users owning one in 2012. The top smartphones are the Apple iPhone 5, Samsung Galaxy Note 2, Nokia Palm OS, Droid Razr Maxx HD, and BlackBerry Z10. Smartphones offer a wide variety of apps that help with business, entertainment, navigation and more tasks. The Apple App Store generates the most revenue from apps.
Este documento describe las ventajas y desventajas del uso de las tecnolog鱈as de la informaci坦n y la comunicaci坦n (TICs). Entre las ventajas se encuentra que las TICs facilitan el acceso a la informaci坦n y su almacenamiento. Sin embargo, tambi辿n pueden generar adicciones y problemas de salud como estr辿s, aislamiento social y obesidad cuando se usan de forma excesiva. El documento recomienda seleccionar cuidadosamente la informaci坦n en l鱈nea y educar a las personas sobre un uso equilibrado de las TICs.
Este documento describe las ventajas y desventajas del uso de las tecnolog鱈as de la informaci坦n y la comunicaci坦n (TICs). Entre las ventajas se encuentra que las TICs facilitan el acceso a la informaci坦n y su almacenamiento, pero su uso excesivo puede conducir a problemas como la adicci坦n, el aislamiento social y problemas de salud mental y f鱈sica. El documento recomienda un uso moderado y cr鱈tico de las TICs, as鱈 como informar a los j坦venes sobre sus riesgos.
The document describes a workshop on lean principles and value stream mapping. It outlines exercises that have participants model a pizza production process in two rounds to understand workflow and identify areas for improvement. In between rounds, participants map the current process, identify value-added and non-value added steps, and design a future state map with experiments to reduce lead times. The final round implements a change from the future state map.
This document discusses how effort metrics and utilization can constrain the flow of value in organizations. It argues that optimizing for "productivity" and busyness actually reduces productivity. Alternatives are proposed that focus on understanding the relationship between utilization and flow. Some examples of how "Agile" practices can go wrong if they optimize for compliance over value delivery are also presented. Overall, the document advocates focusing on maximizing value delivery over optimizing resource efficiency or busyness.
A Twenty-Minute Intro to Scrum Lean Agile Scotland 2015 Adam Yuret
油
The document provides an introduction to Scrum, an agile framework for managing product development. It defines Scrum, outlines its core roles, events, and artifacts. The three roles are the team, Scrum master, and product owner. The four events are sprint planning, daily standup, sprint demo, and retrospective. The three artifacts are product backlog, sprint backlog, and potentially shippable product increment. It also discusses how Scrum relates to Deming's Plan-Do-Study-Act cycle and provides examples of both useful and harmful practices that are not prescribed by Scrum.
This document appears to be a series of slides from a presentation on productivity and optimizing for flow rather than busyness. Some key points discussed include:
- The relationship between utilization and flow, and discussing alternatives to optimizing for busyness.
- How measuring and optimizing for busyness can actually create more busyness rather than value.
- The importance of limiting work in progress to maintain flow, and creating slack in the system for variability, learning, and innovation.
- Focusing on quantifying and delivering value rather than compliance to frameworks or metrics for their own sake.
The document discusses the importance of ongoing program development to meet member needs and retain membership, outlining a 5-step process of assessing member and community trends, innovating new ideas, designing programs, implementing programs, and evaluating their success. It emphasizes understanding member perspectives through data collection, benchmarking other organizations, and generating new program concepts to engage members. Effective program development requires balancing members' expectations with organizational resources and constraints.
The document summarizes a student's experience in the Students Industrial Work Experience Scheme (SIWES) program at Panet Technologies Limited, a software development company. The student was given responsibilities like designing a student address book using Java, UML, and SQL. They faced challenges in learning new technologies but was able to complete tasks like developing websites and applications that interact with databases. Overall, the experience helped the student gain skills in technologies like HTML, Java, and working on software projects.
This document discusses leadership and agile management. It presents quotes and perspectives on topics like planning, dealing with uncertainty, empowering teams, and learning from failures. The overall message is about shifting from command and control styles to more adaptive approaches that embrace change and empower contribution from all members of a group.
The document discusses how an overemphasis on metrics and utilization can constrain the flow of value in organizations. It argues that relentlessly pursuing productivity optimizes for busyness rather than delivering value to customers. Alternatives presented include focusing on flow over waste, value over flow, and incorporating variability buffers, learning, and innovation. The document cautions against practices like absorbing failure demand through "dumpster teams" and overloaded bottlenecks, which can hide problems and lead to exponential delays.
際際滷s f旦r Niclas Lindbergs presentation f旦r hur vi utnyttjar befintliga kunder f旦r att 旦ka v奪r f旦rs辰ljning. Fr奪n Online marknadsf旦ring och e-handelsm辰ssan i Kista, Stockholm 2013.
The document discusses how effort metrics and high utilization can constrain the flow of value in organizations. It encourages seeking to understand the relationship between utilization and flow, and discussing alternatives to optimizing for busyness. Failure demand is introduced as demand created by failures or errors, as opposed to value-adding work, and the pitfalls of ignoring failure demand are described. The talk promotes focusing on value over compliance, quantifying value, creating slack, and using a lean decision filter of "flow trumps waste" and "value trumps flow".
The document discusses how an overemphasis on productivity and efficiency metrics can constrain the flow of value. It argues that treating all work as equal demand ignores "failure demand" - work generated by previous failures. Ignoring failure demand can lead teams to focus on busyness over quality. The document advocates for limiting work-in-progress to improve flow, creating slack for variability, learning and innovation, and making strategic priorities clear to improve autonomy and alignment.
Track Record - Stock Indices | Forex | Fixed Income & Commoditied - WaveTrack...Peter Goodburn
油
Youre about to view some of the best forecasts from WaveTrack in 1999. It is not a complete list by far, but this selection has been chosen because these best illustrate the balance and symmetry contained within the dynamic waves of the market. Fibonacci calculations which are religiously employed in combination with wave pattern identification have provided some insightful moments at key reversal points of the year.
The document contains symbols and letters arranged with spacing in a poetic format to convey a lighthearted message. It expresses affection using heart symbols at the end. The overall meaning or topic is not clear from the nonsensical text.
Smartphones are mobile phones with advanced computing capabilities and connectivity beyond basic phones. They run operating systems like Android, iOS, Symbian, BlackBerry OS, Bada, and Windows Phone. Smartphones have become hugely popular, with around half of US mobile users owning one in 2012. The top smartphones are the Apple iPhone 5, Samsung Galaxy Note 2, Nokia Palm OS, Droid Razr Maxx HD, and BlackBerry Z10. Smartphones offer a wide variety of apps that help with business, entertainment, navigation and more tasks. The Apple App Store generates the most revenue from apps.
Este documento describe las ventajas y desventajas del uso de las tecnolog鱈as de la informaci坦n y la comunicaci坦n (TICs). Entre las ventajas se encuentra que las TICs facilitan el acceso a la informaci坦n y su almacenamiento. Sin embargo, tambi辿n pueden generar adicciones y problemas de salud como estr辿s, aislamiento social y obesidad cuando se usan de forma excesiva. El documento recomienda seleccionar cuidadosamente la informaci坦n en l鱈nea y educar a las personas sobre un uso equilibrado de las TICs.
Este documento describe las ventajas y desventajas del uso de las tecnolog鱈as de la informaci坦n y la comunicaci坦n (TICs). Entre las ventajas se encuentra que las TICs facilitan el acceso a la informaci坦n y su almacenamiento, pero su uso excesivo puede conducir a problemas como la adicci坦n, el aislamiento social y problemas de salud mental y f鱈sica. El documento recomienda un uso moderado y cr鱈tico de las TICs, as鱈 como informar a los j坦venes sobre sus riesgos.
The document describes a workshop on lean principles and value stream mapping. It outlines exercises that have participants model a pizza production process in two rounds to understand workflow and identify areas for improvement. In between rounds, participants map the current process, identify value-added and non-value added steps, and design a future state map with experiments to reduce lead times. The final round implements a change from the future state map.
This document discusses how effort metrics and utilization can constrain the flow of value in organizations. It argues that optimizing for "productivity" and busyness actually reduces productivity. Alternatives are proposed that focus on understanding the relationship between utilization and flow. Some examples of how "Agile" practices can go wrong if they optimize for compliance over value delivery are also presented. Overall, the document advocates focusing on maximizing value delivery over optimizing resource efficiency or busyness.
A Twenty-Minute Intro to Scrum Lean Agile Scotland 2015 Adam Yuret
油
The document provides an introduction to Scrum, an agile framework for managing product development. It defines Scrum, outlines its core roles, events, and artifacts. The three roles are the team, Scrum master, and product owner. The four events are sprint planning, daily standup, sprint demo, and retrospective. The three artifacts are product backlog, sprint backlog, and potentially shippable product increment. It also discusses how Scrum relates to Deming's Plan-Do-Study-Act cycle and provides examples of both useful and harmful practices that are not prescribed by Scrum.
This document appears to be a series of slides from a presentation on productivity and optimizing for flow rather than busyness. Some key points discussed include:
- The relationship between utilization and flow, and discussing alternatives to optimizing for busyness.
- How measuring and optimizing for busyness can actually create more busyness rather than value.
- The importance of limiting work in progress to maintain flow, and creating slack in the system for variability, learning, and innovation.
- Focusing on quantifying and delivering value rather than compliance to frameworks or metrics for their own sake.
The document discusses the importance of ongoing program development to meet member needs and retain membership, outlining a 5-step process of assessing member and community trends, innovating new ideas, designing programs, implementing programs, and evaluating their success. It emphasizes understanding member perspectives through data collection, benchmarking other organizations, and generating new program concepts to engage members. Effective program development requires balancing members' expectations with organizational resources and constraints.
The document summarizes a student's experience in the Students Industrial Work Experience Scheme (SIWES) program at Panet Technologies Limited, a software development company. The student was given responsibilities like designing a student address book using Java, UML, and SQL. They faced challenges in learning new technologies but was able to complete tasks like developing websites and applications that interact with databases. Overall, the experience helped the student gain skills in technologies like HTML, Java, and working on software projects.
This document discusses leadership and agile management. It presents quotes and perspectives on topics like planning, dealing with uncertainty, empowering teams, and learning from failures. The overall message is about shifting from command and control styles to more adaptive approaches that embrace change and empower contribution from all members of a group.
The document discusses how an overemphasis on metrics and utilization can constrain the flow of value in organizations. It argues that relentlessly pursuing productivity optimizes for busyness rather than delivering value to customers. Alternatives presented include focusing on flow over waste, value over flow, and incorporating variability buffers, learning, and innovation. The document cautions against practices like absorbing failure demand through "dumpster teams" and overloaded bottlenecks, which can hide problems and lead to exponential delays.
際際滷s f旦r Niclas Lindbergs presentation f旦r hur vi utnyttjar befintliga kunder f旦r att 旦ka v奪r f旦rs辰ljning. Fr奪n Online marknadsf旦ring och e-handelsm辰ssan i Kista, Stockholm 2013.
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