8411 Courses

Big Agile: It's Not Just For Small Projects Anymore One of the stereotypes of Agile approaches is that they only work for small projects. However, over the last several years, Agile techniques are now being applied to increasingly larger and more complex environments. From the largest telecom in Europe to the largest chip-maker in the world, large organizations are changing the way they do work. But how is this possible? How does self-organization work for a thousand people? How do programs run without plans? How can a massive solution go to market in a matter of weeks? In this illuminating session, we will explore both a common, repeatable approach and case studies from the real world. Come learn both recent trends and actionable tips for growing out of small Agile to big Agile. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Creating Your Organization's Business Agility Strategy Optimally, your organization's business strategy and business agility strategy are completely coupled together, one seamlessly supporting the other. Practically, what many organizations experience today is a tug-of-war between their business strategy and this thing called 'business agility.' Or, a lack of business agility strategy altogether, leaving the business strategy more susceptible, and even fragile, when unforeseen changes inevitably occur. We need a way to think about business agility, coupled with business strategy, so that we can live into the reality of harnessing change for good. This session will expose you to a recently published body of work, Domains of Business Agility, which serves as a model for creating business agility strategy. Think of it as a skeleton, or a thinking tool. Used this way, the model allows leaders to answer the question, 'How much business agility do we need in various parts of our organization as a seamless support to our overall business strategy?' In this session, Lyssa Adkins, author of Coaching Agile Teams and Agile/Leadership Coach, leads you through the key steps for creating such a business agility/business strategy. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

How to Set Up an Agile Scrum Team - Proven and Simple Steps For waterfall projects. we have A Guide to the Project Management Body of Knowledge (PMBOK® Guide). The 10 Knowledge Areas. 5 Process Groups and 49 Processes make for a great (albeit long) checklist. Agile projects are not as prescriptive. so you might be wondering: 'Where do we start?' 'How do I know if the team is ready to start Sprinting?' 'Is there a new Agile/Scrum Team set-up checklist?' We have developed a simple. 5-step roadmap to setting up an Agile Scrum team that we will share in this entertaining presentation. What you will Learn At the end of this session you will be able to: Describe and understand key issues with Scrum implementation Use a 5-step roadmap to set up an Agile Scrum Team

Unexpected Agility: How to Achieve Marketing Agility by Focusing on Teams Instead of Projects Total organizational agility is the future of business. yet only a tiny fraction of organizations have successfully managed a complete Agile transformation.With its litany of benefits and decades of application history? Why does Agile struggle to make the jump to the rest of the organization? What if the very experiences that drive Agile change agents to evangelize it outside of IT are standing in the way of total Agile transformation?Join Certified Professional in Agile Coaching and 15-year digital marketer Andrea Fryrear as she uses Agile marketing departments as a case study for understanding and eliminating the cognitive biases that hold back business agility efforts. By attending this session. you will be able to: Overcome the translation problems that arise when introducing Agile ways of working to groups that have never used them before Identify and mitigate the two most detrimental cognitive biases that plague Agile trainers. coaches. and change agents Help marketers (and other non-Agile groups) start exploring Agile by taking a people-first approach instead of a process-first approach

Creating Your Organization's Business Agility Strategy Optimally, your organization's business strategy and business agility strategy are completely coupled together, one seamlessly supporting the other. Practically, what many organizations experience today is a tug-of-war between their business strategy and this thing called 'business agility.' Or, a lack of business agility strategy altogether, leaving the business strategy more susceptible, and even fragile, when unforeseen changes inevitably occur. We need a way to think about business agility, coupled with business strategy, so that we can live into the reality of harnessing change for good. This session will expose you to a recently published body of work, Domains of Business Agility, which serves as a model for creating business agility strategy. Think of it as a skeleton, or a thinking tool. Used this way, the model allows leaders to answer the question, 'How much business agility do we need in various parts of our organization as a seamless support to our overall business strategy?' In this session, Lyssa Adkins, author of Coaching Agile Teams and Agile/Leadership Coach, leads you through the key steps for creating such a business agility/business strategy. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

Agile's Easy, The Adoption of Agile Isn't Agile's easy, but the adoption of Agile isn't! Having spent 20 years at the front line of Agile adoptions, spanning organisations ranging from small to Enterprise in both the Private and Public sectors, this presentation will highlight some best practices for Agile adoption, including: the importance of understanding the organizational and cultural landscape, how to avoid the common bear traps and how to lay the foundations for a sustainable adoption. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Toyota Kata - What is it. Where Might it Fit. and Why? Future solutions are getting less and less likely to be ones we've used before. And even if we can draw on 'experience', it may represent the lowest form of innovation which may not be good enough; we are limiting ourselves to only what we know now.Agile is about mindset, not about process. Mindset can support agile behaviors or can hinder them. Improvement exercises involve multiple people or groups working on different parts of the puzzle; how they understand customer needs and how they collaborate to create a cohesive whole can greatly influence success. So the most important question becomes, 'How might we develop an Agile mindset?'The connection between Agile and Toyota Kata is intriguing. When you look into why, it's actually quite plain and simple. Further, when you have an understanding of Toyota Kata, how it came about and why, then its potential value to those adopting Agile shines through even more so. You will recognize the potential of the 2 unintentionally hidden managerial routines at Toyota from which 'Toyota Kata' was born."One of the best, compact introductions to Toyota Kata that I've seen!" (Quote by Mike Rother, author of 'Toyota Kata', following a presentation by Oscar in Austin TX in Feb 2020.) In this session you will: See the connection between Agile and Toyota Kata and their common ancestry See why the most success in the future will come to those who can rapidly adapt and innovate Understand that a concept or model alone generally won't change behaviors (and why), but a practice routine will Understand the 2 'Kata' patterns and get a feel for how you can start your application of them, one in particular

Toyota Kata - What is it. Where Might it Fit. and Why? Future solutions are getting less and less likely to be ones we've used before. And even if we can draw on 'experience', it may represent the lowest form of innovation which may not be good enough; we are limiting ourselves to only what we know now.Agile is about mindset, not about process. Mindset can support agile behaviors or can hinder them. Improvement exercises involve multiple people or groups working on different parts of the puzzle; how they understand customer needs and how they collaborate to create a cohesive whole can greatly influence success. So the most important question becomes, 'How might we develop an Agile mindset?'The connection between Agile and Toyota Kata is intriguing. When you look into why, it's actually quite plain and simple. Further, when you have an understanding of Toyota Kata, how it came about and why, then its potential value to those adopting Agile shines through even more so. You will recognize the potential of the 2 unintentionally hidden managerial routines at Toyota from which 'Toyota Kata' was born."One of the best, compact introductions to Toyota Kata that I've seen!" (Quote by Mike Rother, author of 'Toyota Kata', following a presentation by Oscar in Austin TX in Feb 2020.) In this session you will: See the connection between Agile and Toyota Kata and their common ancestry See why the most success in the future will come to those who can rapidly adapt and innovate Understand that a concept or model alone generally won't change behaviors (and why), but a practice routine will Understand the 2 'Kata' patterns and get a feel for how you can start your application of them, one in particular

Bridging the Gap with Agile Learn how a large cloud-computing enterprise used Flawless ExecutionSM, a remarkably scalable agile business framework, across diverse business teams including their Marketing Team, Legal Team, C-Suite and even the Sales Group functional teams that are notorious for avoiding agile methodologies. As part of a major merger, the company sought to unite two sales teams that were not strategically aligned and didn't have a customer-focused mindset. Just as agile methodologies help developers keep the customer at the forefront of the conversation, this sales organization used the agile techniques and practices of Flawless ExecutionSM, to align around the customer's needs, scale best practices, and shift the culture to a more customer-centric mindset. Result: after an abysmal first half in 2016, the team rallied together after implementing Flawless Execution as their process of record over the summer and beat their sales forecast by 17% in Q4. This had an impact on morale for the 22,000-person company and even increased the stock price by 10%. This and other IILLearning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topicsmay qualify for othercontinuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Somelimitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities andassociated policies.

Enterprise Agility Starts With Healthy Teams: How Healthy is YOUR Agile Team? Enterprise Agility Starts with Healthy Teams; How Healthy are YOUR Agile Teams? Have you been adopting Agile methods across several teams but wondering if there is a consistent way to measure their health and progress? What does it even mean to be a "healthy" Agile team? Take a deeper dive with our dynamic Agile Expert, Sally Elatta, as she walks you through the top 5 metrics you need to be looking at to measure the health and performance of your Agile teams and how you can create a continuous growth process where teams, programs and portfolios are getting better quarter after quarter. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.