This document summarizes a presentation by Silvana Wasitova about 10 intrinsic desires that motivate people according to Jurgen Apello. Wasitova has extensive experience managing projects across multiple countries and is certified in project management, agile practices, and scrum. Apello identifies 10 moving motivators derived from Maslow's hierarchy of needs: autonomy, mastery, purpose, curiosity, honor, acceptance, mastery, power, freedom, relatedness, order, and goal. Each motivator is briefly defined.
Silvana Wasitova is an Agile coach based in Switzerland who has worked with organizations in several countries. She shares some lessons learned from her experience implementing Agile practices. To successfully adopt Agile, teams must understand how it differs from traditional approaches. It is important to align goals, train people, produce early results to experience success, and continuously inspect and adapt processes.
This document discusses women in science and engineering careers. It profiles several prominent female scientists and innovators such as Marie Curie, the first woman to win a Nobel Prize. The document also notes that women remain underrepresented in many science and engineering fields, comprising less than 30% of workers in areas like computer programming, engineering, and physical sciences. It provides recommendations for addressing issues like negative stereotypes that can undermine women's performance and participation in these careers.
Actuate has launched a new application called Actuate Strategy Management Complete Insight, featuring pre-built balanced scorecard templates and over 400 best practice metrics. This application focuses on various measurement frameworks including financial management and project success KPIs, enabling users to visualize their strategy effectively. With the added convenience of customizable dashboards and seamless integration of reports, it enhances performance management capabilities.
Silvana Wasitova is an agile coach with experience in agile practices since 2005. She has worked in several countries, including Canada, the US, UK, Germany, France and Switzerland, including for a private Swiss bank. The document then provides information on agile methods like Scrum, comparing them to traditional waterfall methods. It discusses characteristics of agile versus waterfall projects and when a project would be considered a Scrum project. It also briefly outlines practices of extreme programming and compares Scrum and waterfall approaches to requirements, scope, design, development and delivery.
The document outlines Silvana Wasitova's work as an Enterprise Agile Coach, including her experience leading teams and clients, managing projects, and helping over 600 million viewers through her work. It lists her contact information and links to her online profiles.
High-performing teams have several key characteristics: they have a common goal; collaborate to help each other deliver on that goal; and communicate effectively. They also continuously learn and experiment together, playing and having fun while developing good group norms. Having each other's backs and challenging one another to grow are also traits of successful teams.
Agile coaching involves carefully avoiding getting involved in a client's problems and instead helping clients find their own solutions through open-ended questions. An agile coach displays traits like having no judgement, promoting safety, empathy, and believing in people's potential. Effective skills for a coach include observing, listening at different levels, mirroring, clarifying, and providing feedback. Coaches can take on roles like a coach, teacher, facilitator, or advisor depending on the situation. Experience, continuous learning, and modeling good behavior are important for becoming and staying an effective agile coach.
This document discusses Silvana Wasitova's experience and credentials as an agile coach based in Switzerland with experience working in several countries. It also summarizes examples of successful agile adoptions at Yahoo and Salesforce, noting increases in productivity and cost savings. Finally, it discusses factors that can influence the success of an agile transformation, such as company size, culture, leadership commitment, and willingness to adapt.
The document outlines strategies for getting teams to high performance, including having a common goal to deliver on, communicating openly, collaborating by helping each other out and having each other's backs, continuously learning through meaningful retrospectives and experimentation, playing to have fun, and developing good habits through gotong royong which is an Indonesian concept of mutual cooperation. The strategies are presented by Silvana Wasitova, an agile coach based in Switzerland with over a decade of experience in scrum and previous experience in waterfall methodology across several countries.
1) Agile transformation at large companies can be complex due to company size, culture, and leadership support. Successful transformations require aligning goals around user needs, training employees, and producing early results through incremental experiments.
2) Yahoo and Salesforce.com successfully adopted agile/scrum approaches in 2004-2008 through coaching, growing from a few teams to hundreds while increasing productivity and reducing costs.
3) True agile adoption means defining your own culture and continuously adapting based on lessons learned, rather than copying practices without understanding ("cargo cult agile").
The document discusses the transition from traditional waterfall project management to agile methodologies, particularly Scrum, highlighting historical challenges with the waterfall model, including cost overruns and the inflexibility of design. It presents Scrum as a collaborative, iterative approach that increases team velocity and reduces development costs, emphasizing its adaptability to changing requirements. The document also contrasts the roles and processes of project management in both methodologies, noting that agile practices promote empowerment and continuous improvement.
The document discusses where agile practices are heading and what may lie "beyond agile". It suggests agile practices are evolving towards more integral stages where all voices are heard, decisions are made through collective intelligence, and organizations have no hierarchy and self-manage through advice processes. Examples provided include holacratic organizations like Zappos that have no managers or job titles. The document argues organizations must become more adaptive to change and deliver faster value, not just faster delivery.
This document provides an overview of getting started with Scrum and examples of Scrum adoption. It discusses Silvana Wasitova's background working with Scrum. It then summarizes Yahoo's adoption of Scrum between 2004-2008, including increasing from one team to over 200 teams. Next, it summarizes a German IT company's Scrum adoption between 2010-2012, growing from one project to over 40 projects using Scrum. It then provides tips for successful Scrum adoption.
This document discusses Agile vs traditional project management methods. It provides an overview of Scrum, the most popular Agile framework, outlining its key roles, events and artifacts. Scrum emphasizes iterative development, early delivery of working software, transparency, collaboration and continuous improvement. It aims to eliminate waste and focus on delivering the highest business value. The document also discusses how Lean, Agile and Scrum philosophies relate, with all aiming to eliminate waste and increase customer value.
The document provides an overview of agile product backlog management using the Scrum framework. It discusses key aspects of Scrum including the product owner, sprint backlog, product backlog, daily stand-ups, sprint reviews and retrospectives. The document also compares Scrum to the waterfall method and discusses benefits of Scrum such as faster time to market, higher quality and satisfying customers through iterative delivery of working software.
The document discusses Yahoo's adoption of Scrum over several years from 2004-2008. It notes that in 2004, one person experimented with Scrum and that by 2008 there were 200 Scrum teams with over 1500 employees using Scrum. Key results included an average team velocity increase of 35% per year, development cost reductions of over $1 million per year, and a 100% ROI on trainings in the first year. However, 15-20% of employees consistently did not like Scrum in the first three years.
PMBOK and Scrum can live together happily if used appropriately for the situation. While PMBOK focuses on detailed upfront planning and heavy processes, Scrum emphasizes iterative development, minimal documentation, and rapid adaptation to change. Both aim to deliver value to customers, but Scrum may be better for situations requiring flexibility and rapid time to market. The best approach is to use the right tools for each project's specific needs.
Yahoo adopted Scrum in 2004 with one experimental team and gradually expanded to over 200 Scrum teams by 2008 with over 1500 employees. Key results included an average team velocity increase of 35% per year, development cost reductions of over $1 million per year, and a 100% return on investment in trainings in the first year. While 15-20% of employees did not like Scrum initially, Yahoo saw faster time to market, higher quality, and satisfied customers compared to waterfall.
This document discusses how project management professionals using traditional "waterfall" methods can work well with those using agile methods. It argues that agile practices align with the PMBOK process groups and that the definition of project success has changed to prioritize meeting stakeholder needs, quality, and return on investment over rigid schedules and budgets. It also provides tips on finding common language between the approaches and emphasizes that the fundamental difference is an iterative versus sequential workflow.
The document discusses the comparison between Scrum and Waterfall methodologies in project management, emphasizing Scrum's advantages such as faster time to market, higher quality, and better client satisfaction. It highlights a shift in the definition of success towards meeting stakeholder needs and delivering high-quality results over rigidly adhering to timelines and budgets. Case studies, like Yahoo and Salesforce, demonstrate successful Scrum adoption leading to increased team velocity and significant cost reductions.
The document discusses the integration of PMBOK and Agile methodologies, highlighting the strengths and weaknesses of both approaches to project management. It emphasizes the benefits of Agile practices, such as increased client collaboration and adaptability, contrasting them with the more rigid structure of the Waterfall model. Various Scrum practices are explored, demonstrating enhanced team collaboration and the importance of delivering customer-centric features promptly.
This document discusses opportunities and challenges of agile adoption. It provides examples of successful agile implementations at companies like Yahoo, Salesforce.com and British Telecom. These examples showed benefits like faster time to market, higher quality, and increased productivity. However, agile adoption also faces challenges like mindset change and overcoming barriers. The document recommends a strategy of adapting agile in small incremental steps, building organizational support, aligning incentives and continuously inspecting and adapting the process.
This document discusses best practices for using Scrum with distributed teams. It begins by describing the challenges of geographic distribution, time zone differences, and large team sizes. It then provides recommendations for communication tools and strategies to compensate for the reduced communication that comes with distance. Key practices include using video conferencing, screen sharing, wikis, and scheduling meetings to allow for collaboration across sites. The document also stresses the importance of building trust and rapport among remote team members through informal interaction. Overall, the document argues that with the right tools and efforts to communicate effectively, Agile methods like Scrum can still be applied to distributed teams.
This document discusses Silvana Wasitova's experience and credentials as an agile coach based in Switzerland with experience working in several countries. It also summarizes examples of successful agile adoptions at Yahoo and Salesforce, noting increases in productivity and cost savings. Finally, it discusses factors that can influence the success of an agile transformation, such as company size, culture, leadership commitment, and willingness to adapt.
The document outlines strategies for getting teams to high performance, including having a common goal to deliver on, communicating openly, collaborating by helping each other out and having each other's backs, continuously learning through meaningful retrospectives and experimentation, playing to have fun, and developing good habits through gotong royong which is an Indonesian concept of mutual cooperation. The strategies are presented by Silvana Wasitova, an agile coach based in Switzerland with over a decade of experience in scrum and previous experience in waterfall methodology across several countries.
1) Agile transformation at large companies can be complex due to company size, culture, and leadership support. Successful transformations require aligning goals around user needs, training employees, and producing early results through incremental experiments.
2) Yahoo and Salesforce.com successfully adopted agile/scrum approaches in 2004-2008 through coaching, growing from a few teams to hundreds while increasing productivity and reducing costs.
3) True agile adoption means defining your own culture and continuously adapting based on lessons learned, rather than copying practices without understanding ("cargo cult agile").
The document discusses the transition from traditional waterfall project management to agile methodologies, particularly Scrum, highlighting historical challenges with the waterfall model, including cost overruns and the inflexibility of design. It presents Scrum as a collaborative, iterative approach that increases team velocity and reduces development costs, emphasizing its adaptability to changing requirements. The document also contrasts the roles and processes of project management in both methodologies, noting that agile practices promote empowerment and continuous improvement.
The document discusses where agile practices are heading and what may lie "beyond agile". It suggests agile practices are evolving towards more integral stages where all voices are heard, decisions are made through collective intelligence, and organizations have no hierarchy and self-manage through advice processes. Examples provided include holacratic organizations like Zappos that have no managers or job titles. The document argues organizations must become more adaptive to change and deliver faster value, not just faster delivery.
This document provides an overview of getting started with Scrum and examples of Scrum adoption. It discusses Silvana Wasitova's background working with Scrum. It then summarizes Yahoo's adoption of Scrum between 2004-2008, including increasing from one team to over 200 teams. Next, it summarizes a German IT company's Scrum adoption between 2010-2012, growing from one project to over 40 projects using Scrum. It then provides tips for successful Scrum adoption.
This document discusses Agile vs traditional project management methods. It provides an overview of Scrum, the most popular Agile framework, outlining its key roles, events and artifacts. Scrum emphasizes iterative development, early delivery of working software, transparency, collaboration and continuous improvement. It aims to eliminate waste and focus on delivering the highest business value. The document also discusses how Lean, Agile and Scrum philosophies relate, with all aiming to eliminate waste and increase customer value.
The document provides an overview of agile product backlog management using the Scrum framework. It discusses key aspects of Scrum including the product owner, sprint backlog, product backlog, daily stand-ups, sprint reviews and retrospectives. The document also compares Scrum to the waterfall method and discusses benefits of Scrum such as faster time to market, higher quality and satisfying customers through iterative delivery of working software.
The document discusses Yahoo's adoption of Scrum over several years from 2004-2008. It notes that in 2004, one person experimented with Scrum and that by 2008 there were 200 Scrum teams with over 1500 employees using Scrum. Key results included an average team velocity increase of 35% per year, development cost reductions of over $1 million per year, and a 100% ROI on trainings in the first year. However, 15-20% of employees consistently did not like Scrum in the first three years.
PMBOK and Scrum can live together happily if used appropriately for the situation. While PMBOK focuses on detailed upfront planning and heavy processes, Scrum emphasizes iterative development, minimal documentation, and rapid adaptation to change. Both aim to deliver value to customers, but Scrum may be better for situations requiring flexibility and rapid time to market. The best approach is to use the right tools for each project's specific needs.
Yahoo adopted Scrum in 2004 with one experimental team and gradually expanded to over 200 Scrum teams by 2008 with over 1500 employees. Key results included an average team velocity increase of 35% per year, development cost reductions of over $1 million per year, and a 100% return on investment in trainings in the first year. While 15-20% of employees did not like Scrum initially, Yahoo saw faster time to market, higher quality, and satisfied customers compared to waterfall.
This document discusses how project management professionals using traditional "waterfall" methods can work well with those using agile methods. It argues that agile practices align with the PMBOK process groups and that the definition of project success has changed to prioritize meeting stakeholder needs, quality, and return on investment over rigid schedules and budgets. It also provides tips on finding common language between the approaches and emphasizes that the fundamental difference is an iterative versus sequential workflow.
The document discusses the comparison between Scrum and Waterfall methodologies in project management, emphasizing Scrum's advantages such as faster time to market, higher quality, and better client satisfaction. It highlights a shift in the definition of success towards meeting stakeholder needs and delivering high-quality results over rigidly adhering to timelines and budgets. Case studies, like Yahoo and Salesforce, demonstrate successful Scrum adoption leading to increased team velocity and significant cost reductions.
The document discusses the integration of PMBOK and Agile methodologies, highlighting the strengths and weaknesses of both approaches to project management. It emphasizes the benefits of Agile practices, such as increased client collaboration and adaptability, contrasting them with the more rigid structure of the Waterfall model. Various Scrum practices are explored, demonstrating enhanced team collaboration and the importance of delivering customer-centric features promptly.
This document discusses opportunities and challenges of agile adoption. It provides examples of successful agile implementations at companies like Yahoo, Salesforce.com and British Telecom. These examples showed benefits like faster time to market, higher quality, and increased productivity. However, agile adoption also faces challenges like mindset change and overcoming barriers. The document recommends a strategy of adapting agile in small incremental steps, building organizational support, aligning incentives and continuously inspecting and adapting the process.
This document discusses best practices for using Scrum with distributed teams. It begins by describing the challenges of geographic distribution, time zone differences, and large team sizes. It then provides recommendations for communication tools and strategies to compensate for the reduced communication that comes with distance. Key practices include using video conferencing, screen sharing, wikis, and scheduling meetings to allow for collaboration across sites. The document also stresses the importance of building trust and rapport among remote team members through informal interaction. Overall, the document argues that with the right tools and efforts to communicate effectively, Agile methods like Scrum can still be applied to distributed teams.
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Human Centricity as a driver for workplace innovation - Peter Oeij & Frank Kr...Peter Oeij
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Presentation for the conference "Advancing Industry 5.0: Building skills, enhancing employee voice and driving workplace innovation", Leuven (Belgium) 16-16 June 2025, organised by EUWIN, Broadvoice, Bridges5.0 and SEISMEC
Uniting Voices, Building Leaders_ Inside the ICC National Leadership Summit b...Jacob Baime ICC
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At the heart of the summit is a belief in the power of student-led change.
Through keynote sessions, hands-on workshops, and interactive panel discussions, participants engage directly with experienced policy, diplomacy, and advocacy professionals. These sessions dont just informthey challenge students to think critically, speak persuasively, and confidently lead. Whether navigating difficult conversations or organizing campus-wide initiatives, attendees leave with tools grounded in real-world strategy.