The Way to Lean

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

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The Two Basic Forms of Coaching for Lean

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?

  1. 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.
  2. 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.

Click here to listen to Webinar Recording

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Facilitation Skills for Project Managers

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

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Launching Agile Release Trains: Why Start at the Program Level? …with Dean Leffingwell

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.

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Successful Collaboration requires Team Engagement

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

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6 Agile Planning and Analysis Practices to Try

Recently I spoke at a Fortune 50 PMO gathering of all their PMs – where the CIO encouraged them to “try” new things to deliver value faster to customers.  Several of the ideas I shared with them are listed in a great article at ebg Consulting.

Someone asked:

“What Agile techniques would you suggest introducing to a software development team that is currently not using the Agile approach but would like to get a flavor for the methodology?”

Several key fundamentals for doing and being agile in the Planning & Analysis area shared included:

  • Analysis is the “entire teams responsibility”
  • Expect to “fail” to learn
  • Value is in the eyes of the beholder

Read much more detail in the entire article here.

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Becoming Agile for Project Managers

Learn how Project Managers using traditional Waterfall methods are becoming Agile…

becoming_agile_book

(click book to purchase)

TOPICS COVERED

  • Is Agile only for software projects?
  • How and Where to identify areas to leverage Agile
  • How do you move to Agile?
  • How does Agile affect the traditional Project Manager role?
  • and more…

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What’s a Good Measure of an Agile PM’s Success?

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Most agree that an Agile  project managers measurement of success is NOT “product adoption” – rather it includes various metrics.  Some metrics are from PMBOK, such as the triple constraints:  Time – Budget – Scope/Features.

….I would argue there are other key metrics to an Agile PM’s success.   Being an Agile PM is an art, so lets talk about some of that artistic magic…

(1)  Enabling your team to own the project – When everyone owns the project – they also own the success of the project or product adoption.   Many PM’s today are contractors that are handed a project from a PMO department with an End-Date, Budget, and Scope already dictated to them.   How does a PM hit these expectations handed to them?    If a team is going to truly “own” the project, then they must buy into these set expectations to have a chance of being successful.  Agile PM’s success will be directly tied to their ability to build that “buy in” by all team members.

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7 Ways to Avoid Being a Project “Micro” Manager

Micromanaging a project team is akin to managing each task or deliverable with extreme control.  This suffocating management style is likely to put a damper on creativity and inhibit individual growth. There are many reasons why this happens, but in general, it is not a healthy situation for the project manager, employee or team. As a program manager, you want to help project managers improve their performance without stepping on their toes or stepping into their projects. As a project manager, you are keen on making the project a success while balancing the needs of the team, the sponsors, and the organization as a whole.

 

So, what should you be focused on while others are tackling the work of the project?

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Successful Projects through Agile Project Management

Successful projects are found when project managers (PM) learn to

* Lead a team and not just manage it

* Enable the team to collaborate and self-direct, not just wait to be told what to do

* Facilitate and encourage innovation and creativity in solving problems, not just act as a foreman

Staying aware of the triple constraints (scope, time and resources) is critical, but managing them through the use of a project plan can make it very hard to adjust with changes that inevitably come your way during the project.  Rather, changes can be seen as opportunities to improve the solution and make it fit bestt for the customer / business.

Agile project management is done through the collaboration of teams that consist of the customer, the business, and the project implementation team.

Project Times | Successful Projects through Agile Project Management

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