Business Agility enables an organization to respond quickly to external forces (such as new market opportunities and competitive forces) as well as to respond quickly to new insights attained internally.
So, how do you achieve Business Agility?
While many organizations have achieved the local optimizations of more effective teams, few have achieved agility at the organizational level. Even when team agility has been achieved, if improvements to how the business is selecting their product enhancements isn’t done, overall return on investment of software development may not have significantly improved.
This webinar series is organized around roles so each person in an organization can be introduced to what they need to know for their business to achieve business agility.
New ScrumMasters tend to focus on the perceived administration they see in Scrum: facilitating a sprint planning ceremony or a retrospective, for instance. But what tends to get overlooked is the “people stuff.” When ScrumMasters embrace their new role, they ask:
- “My team is sticking to their old roles. How do I get them to work together?”
- “Nobody updates our information radiators. How do I get people to do this?”
These are not truly “Scrum” problems but, rather, are people problems. Ah, enter the armchair psychologist now known as ScrumMaster. How do you get people to do anything? This is more art than science, and it requires ScrumMasters to be willing to roll up their sleeves and engage in active facilitation.
This webinar hosted by Scrum Alliance will focus on practical tips to help any ScrumMaster tackle the greater task of improved teamwork.
There is a natural path for you and your teams to follow in order improve your lean thinking and practice together. It’s true to the original intent of lean tools and principles and it captures not only the intellectual journey of learning-by-doing but also the emotional elements of change that are needed to transform entire organizations.
This way to lean was laid out over the trilogy of business novels written by Michael and Freddy Ballé – The Gold Mine, The Lean Manager, and, most recently, Lead With Respect – all Shingo Research Award winners.
This webinar will teach you The Way to Lean: Read more
Coaching is an essential practice for lean leaders. But not all coaching is the same. Did you know that there are two basic kinds of coaching that you have to recognize and know when to use?
- The first is Coaching for Correction. This happens when you give someone feedback and direction about how to improve performance. Coaching for Correction seems to come naturally to us.
- The second – and harder – kind is Coaching for Development. This happens in a lean culture when you are developing a coachee’s problem-solving capabilities. This kind of coaching doesn’t come naturally. In fact, we have to overcome some behaviors ingrained in us by traditional management to Coach for Development. But you can master this key type of coaching, if you learn a few key techniques.
Find out what they are and grasp the fundamentals of how to use them during this practical, 60-minute, free webinar with David Verble, the former manager of Human Resource Development for North American Manufacturing at Toyota’s HQ in Erlanger, KY.
You will learn about…
- When to use the 2 basic types of coaching
- What capability development really means in a lean company
- 2 big reasons why Coaching for Development is more difficult and how to guard against them
- “Yes or no” versus “open” questions
- How to use the essential practice of Humble Inquiry to develop others and how it supports people moving through the plan-do-check-act (PDCA) process
- How to get coachees to “look” at what they are thinking so they are aware of what they know and what they think they know
About the presenter: David Verble applied his organizational skills at Toyota’s Georgetown, KY, plant where he worked in management and organizational development during the facility’s startup phase and beyond. During his 10 years at Toyota, David became the manager of Human Resource Development at Georgetown and then manager of Human Resource Development for North American Manufacturing at Toyota’s manufacturing headquarters in Erlanger, KY. Before his tenure at Toyota, David was responsible for organizational development as assistant to the Dean of the College of Education, University of Kentucky.
Meetings are nothing more than a tool to get results. A successfully facilitated meeting helps to achieve and exceed project goals, by improving issues resolution, decision making, and risk management. Facilitation is an art and science that consists of a set of skills that can be learned. Successful facilitators can recognize and balance the needs of the meeting, the individuals, and the team.
This webinar discusses typical challenging behaviors of individuals and groups and associates them with various animal metaphors. We will review a few facilitation strategies for key challenging behaviors. We’ve all been in meetings with the “wise old owl” who philosophizes at great length. And we all know what it feels like when there is an “elephant in the room.” The images may be simple to grasp, but this is not a basic meeting management webinar.
You will learn about:
- The fundamentals of facilitation
- A perspective shift that encourages the use of meetings as a tool
- Overview of the top individual challenging meeting behaviors
- Strategies for dealing with some challenging behaviors
Many organizations are tempted to begin their agile transformation with a series of low risk, stand-alone pilots. While these pilots may prove that teams can adopt a new process, they don’t prove that enterprise teams can work together to drive out dependencies, gain alignment across stakeholders, provide program-wide transparency, and deliver end-to-end value.
Each person on the project team is essential to a successful outcome. The level of engagement that each team member has can significantly influence the level of success the project will have. Here are a few ideas for engaging your team.
Understanding the Pain
If you can involve the entire team in reviewing requirements, then the team will understand why change is needed to reduce or avoid the pain being experienced. Don’t just tell them what you want changed. This not only helps all team members better develop their piece of the solution for better test planning, it allows the entire team to discuss the problem and possible solutions so the best solution can be selected by everyone – including the customer/business. Read more
First witness a disfunctional way of doing Standups – then see how it should be done.
It really is an excellent example to watch and learn.
It’s common knowledge that coaching can help individuals improve skills, gain confidence and successfully meet objectives. But when it comes to coaching teams, and in particular project teams, there is a significant added value that augments the overall success of the project itself. Team coaching builds trust among members, fosters collaboration and teaches the group how to be proactive in problem solving and risk resolution.
Using real-life examples, this webinar explores:
• Why team coaching matters in project management
• The challenges of team coaching and how to overcome them
• The benefits of team coaching for both the members and the project
• How to use and apply coaching on a project team