location_on United Kingdom
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Ozlem is a passionate, highly skilled and knowledgeable product manager who leverages modern management principles, practices and methods. She has over 14 years experience working in product management and software development, working with senior executives, stakeholders and teams. By influencing the way people think and act in the complex environment of product development, she enables organisations to innovate faster.
Ozlem has a proven track record of helping teams quickly deliver value while also improving quality, making lasting and measurable improvements in the way they work. She regularly speaks at international conferences and recently co-authored an IEEE paper on the use of Cost of Delay as a prioritisation framework at a Fortune 500 company. The paper and her work at Maersk was referenced in the best-selling book in the Eric Ries Signature Series: “Lean Enterprise – How High Performance Organisations Innovate at Scale”.
Quantifying Cost of Delay: Why is it the “one thing” to quantify? How do I do it?Özlem YüceProduct LeadTUIJoshua ArnoldChief Innovation Officerblackswanfarming.com
schedule 2 years agoSold Out!
Don Reinertsen says that if you only quantify one thing, quantify the Cost of Delay. As we’ve talked about before, quantifying Cost of Delay not only helps improve prioritisation, it also help with making trade-off decisions, creates a sense of urgency, and changes the focus of the conversation. Maybe this has got you interested in experimenting with it, but you’re not sure how to get started? If so, this workshop is specifically for you!
When people hear about Cost of Delay they sometimes doubt whether their organisation is ready for it. They say things like, “We don’t have the maturity for it”, or “We couldn’t do that because our stakeholders wouldn’t support it”. We’ve heard people say this too. And yet, in hindsight, people find it much easier than they thought! We will show you how to get started with using Cost of Delay, despite these doubts.
The first essential building block is to understand the value. To help structure the conversation we will use a simple economic framework to surface the assumptions and drive to the economic impacts. The second essential building block is to understand the urgency. For this, we will look at different urgency curves to help us understand how value is likely to decay over time. Combining these two gives us the Cost of Delay helping us to question and better understand what our gut tells us about value and urgency.
Practice makes perfect!
To get going, we will start by looking at some simplified scenarios that help you put what you’ve learned about Cost of Delay into practice. You’ll work at your own pace through some simple exercises that test different aspects of your understanding. To really embed it, once you’re done you’ll get a chance to help others around you – you become the teacher. We will then quickly reflect on what we’ve learned so far.
Then, we’re all going to work on quickly estimating the Cost of Delay for a real life example for a real company. You’ll do this in pairs making assumptions you need to get to a cost of delay for the feature in dollars per week. To help us learn about what the key assumptions were we will compare results across the group to help us understand what the value might be and the areas of greatest uncertainty.
To wrap up we’re going to ask you to do a mini-retrospective about what you’ve learned and what your puzzles are. If we have any time left, we’re happy to help you have a go with a feature or project you are working with.
Lean Enterprise: Maersk Line's journeyÖzlem YüceProduct LeadTUI
schedule 3 years agoSold Out!
- Does your organisation treat I.T. like a factory, taking orders from “the business”?
- Does your funding and approval process force you to work in large batches with commitment to fixed time, budget and scope?
- Do your KPIs lead people to optimise for their role or department?
- Do your legacy applications limit how fast your organisation can innovate?
- Is your fuzzy front end full of queues, analysis paralysis and fighting for approval?
If you want to hear about how Maersk Line, the world’s largest container shipping company wrestled with and changed each of these, this session is for you!
Our journey starts with a revolutionary approach: A $60m mega-project to deliver a new customer facing website. Set up as a “startup” within the company, we attempted to implement and scale Scrum. You’ll learn what worked, what didn’t and what we learned along the way – and how it was ultimately seen as a huge failure in the eyes of senior management.
We then pivoted to take a more evolutionary approach. This time by tailoring and adapting a set of Lean-Agile practices that would fit our context and culture – and mostly focused on increasing end-to-end speed. We studied the whole system and selected 8 Lean-Agile practices that could scale up to the enterprise level and across the whole portfolio:
The challenges of driving change in a Fortune 500 behemoth
How focusing on changing the whole end-to-end value-stream helped to reduce cycle time (and how that also hindered us).
How important changing the funding model was
How to argue for changing KPIs that damage the whole
How to “Do Agile” and make massive improvements in cycletime *without* any changes in downstream practices like automated testing and continuous delivery.
How we changed the common perception that Agile is for Greenfields only.
Value and Urgency: The Power of Quantifying Cost of DelayÖzlem YüceProduct LeadTUI
schedule 3 years agoSold Out!
“If you only quantify one thing, quantify the Cost of Delay” – Don Reinertsen
Everyone seems to talk about Cost of Delay, but few are actually quantifying it. And yet doing so helps us to better manage stakeholders, improve prioritisation and change the focus of the conversation away from cost and dates onto delivering value quickly.
In this talk you will hear about how quantifying Cost of Delay of our ideas helps with:
– Improving prioritisation
– Managing multiple customers
– Trade off decisions across the whole portfolio
This is not a theoretical session, we’ve actually done this in lots of organisations: public and private sector, in large, medium and small organisations as well as using Cost of Delay across a $100m portfolio at a Fortune 500 company.
When people hear about Cost of Delay they sometimes doubt whether their organisation is ready for it. They say things like, “We don’t have the maturity for it”, or “We couldn’t do that because our stakeholders wouldn’t support it”. We’ve heard people say this too. And yet, in hindsight, people find it much easier than they thought!
From this session you will walk away with all the necessary knowledge and practical tips to get started with Cost of Delay and you will have seen lots of actual examples of Cost of Delay calculations from other organisations who have done this. You’ll also hear some interesting before and after results that might help you to make the case in your organisation. In our experience, quantifying Cost of Delay really helps to discover, nurture and speed up the delivery of value.
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