Let's play a business improvement game
We are looking at solving a business problem in 100 days using an agile mindset.
Some business problems have multiple elements beyond just systems which includes people, data, systems and process aspects. I will talk about why and how business improvement projects are changing in how they deliver projects and the trend to be more agile. I will then present a multi-faceted business problem that has all of the above 4 aspects to be resolved within 10 sprints.
During the planning note that an iterative waterfall is not agile. In an agile project, the steps involved in system development such as analysis, design, coding and testing should all exist in each sprint of the project.
The participants will be broken into groups of 3-5 people and will be asked to read the business problem and plan for 10 sprints. Once finished we will look at how the teams have performed and assess based on the following criteria:
1. Is your plan realistic?
2. To what extend have you resolved the business problem?
3. Is your plan an agile one or just an iterative waterfall?
Outline/Structure of the Workshop
| Activity | Time |
| Introduction and background | 5 min |
| Efficiency of process and business improvement frameworks | 5 min |
| Presenting the case and constraints | 5 min |
| Brain storming and sprint planning | 15 min |
| Evaluating based on the 3 main criteria | 10 min |
| Question and answers | 5 min |
Learning Outcome
Ability to use agile mindset for multi-faceted projects taking into account complex non-IT aspects and the culture of the organisation.
Target Audience
Agile Professionals, Business and Process Improvement Managers, Business and Process Improvement Analysts
Prerequisites for Attendees
A general understanding of business and process improvement will be helpful.
schedule Submitted 4 years ago
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keyboard_arrow_downMazdak Abtin / Arash Arabi / bahar rezvani - Lean-Agile Maturity Assessment: Difference between Doing Agile and Being Agile
Mazdak AbtinAgile Transformation CoachiAgile.Coach
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45 Mins
Workshop
Intermediate
In Lean Agile transformation journey people and organisation faced three common issues:
- Struggling in Adopting Agile practices without embracing the values and principles
- Identifying the level of Agility that is required
- Lack of a clear model for continuous transformation
Doing Agile can be achieved overnight, but being Agile is a longer journey. Without the right mindset, it can be incredibly difficult to deal with complex issues in empirical environments and uncertain situations.
level of Agility that is needed for a business depends on many internal and external factors like nature of the market, level of competition, the maturity level of industry, etc. This means some organisations need to be more Agile than the others. The Transformation journey often is misleaded by having the wrong assumption of all organisations and people need to reach to the same level of Agility.
MLAMP (Mazdak lean Agile Maturity Pyramid) is the first three-dimensional Agile Maturity Assessment which helps individuals and organisations (regardless of their type and size) to
- Identify what level of Agility is needed? (the why)
- Transit from the Shu (Doing) level and ultimately reach to the Ri (Being) level?
- Transform less Agile organisations and people to more Agile ones?
Recent Activities
- description Jack Zadegan updated proposal Let's play a business imp... 5 Timesschedule 4 years ago
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Call for Proposals CLOSED
Ended on Jun 6 '18 11:30 PM AEST
This conference is about learning and sharing from our colleagues. Over the years we have come to value the following things;
- Interactive sessions over presentations
- Specific tools and techniques over general frameworks
- Learning from mistakes and failures over sharing sanitised success stories
- Diversity of content over following industry best practices
- Evidence based approaches over novel ideas
That is, while there is value in the items on the right, we value the items on the left more.
Craig Brown
Hengzhi Shao
Gabor Devenyi
Hamdam Bishop
Tony Fifoot
