Information radiators

This document outlines 10 principles for software development without estimates. It begins by discussing trusting or changing your process (Principle 1) and shortening feedback cycles (Principle 2). Data is presented showing estimates are often inaccurate, with 80% of projects being late or over budget. Principle 3 states to believe data over estimates. Alternatives to estimate-driven decision making are suggested in Principle 4. Principles 5-8 discuss testing for value, measuring progress with working software, and understanding predictable system outputs. Principle 9 advocates using methods with proven track records over hoping estimates will improve. The transformation begins with individuals, per Principle 10.

The document discusses the OODA (Observe, Orient, Decide, Act) loop, which is a model for decision making developed by military strategist John Boyd. It involves observing a situation, orienting oneself, making a decision, and taking action, then observing the results and repeating the process. The document provides examples of how the OODA loop applies to systems like thermostats, product development, and military strategy. It also discusses how organizations can get inside an opponent's decision cycle by pushing decision making down hierarchies and moving faster through the OODA loop.

Porter Mason, Steve Daignaeult, and Kira Marchenese gave a presentation on creating a testing plan with no constraints of time, budget, or resources. They discussed overcoming excuses for not testing, prioritizing tests and metrics, making sense of results, and provided next steps for attendees to begin implementing a testing process. The presentation provided tools and advice for starting simple tests immediately and developing a testing calendar and documentation to continuously learn and improve campaigns.

Lean Startup methodologies have a reputation for being associated with technology projects, but their application goes far beyond software development. In this session, we’ll demonstrate how you can learn faster and save your company millions of dollars, all without writing a single line of code. No prior experience with Lean Startup is required. This presentation was delivered at Lean + Agile DC 2017

Michael Burcham provides his top 10 thoughts for executing a winning entrepreneurial strategy. The thoughts include: learning from successes not failures; making a difference with your work; solving your own problems; focusing on execution over planning; making time for your dreams; having a clear point of view; starting small with less infrastructure; focusing on quality over quantity; achieving quick wins; and prioritizing execution.

Amy Friend- STC Spectrum, 2014. Amy Friend shares a successful story applying agile principles to the process of instructional design. Amy shares the humbling process to transform learning into an approach that drastically improved business results. This session was presented at STC Spectrum conference in 2014. The concepts still apply in today's workplace. Agile can be applied to more than software and manufacturing. You can apply the concepts to business processes, too. By applying agile to instructional design, Amy and the team were able to reduce time-to-market and cost by over 90%. This enabled this business to refresh their online course catalog and grow!

The document provides an agenda and overview for a training on systematic problem solving using tools like 5 Whys. The agenda covers introductions, an exercise on defining problems, an introduction to 5 Whys technique, team exercises applying the techniques, and a wrap up. The training will teach participants how to use 5 Whys to peel back the layers of a problem to identify the root cause by repeatedly asking "Why?". Identifying the root cause allows for preventing future recurrence of the problem.

The document summarizes key learnings from talking to 100 teams about using data in their work. It discusses common obstacles teams face like lack of trust, access, and skills; as well as catalysts like establishing routines, democratizing data access, and accepting failures. It also provides examples of challenges teams discussed, such as not seeing the impact of their work, over-relying on intuition, and being risk-averse due to pressure for success.

Manage your email, calendar, projects, & information efficiently and effectively with these user friendly tools.

Slides from a talk at the Lean Startup conference (video link below). Update: I've interleaved slides covering what I actually talked about onstage. Update Update: video is up at http://www.ustream.tv/recorded/27482093/highlight/310486

I presented these tips at a seminar hosted by the Professional Writers Association of Canada (PWAC) Toronto chapter.

This document discusses the 5 Whys technique for problem solving and root cause analysis. It begins by providing examples of problems and outages experienced by companies. It then discusses common reactions to problems and the benefits of the team advancement approach. The document explains that the 5 Whys technique involves asking "why" five times to determine the root cause of a problem. It provides an example of using 5 Whys for a late delivery issue. The document outlines the history and potential pitfalls of the 5 Whys approach. It recommends an approach for effectively utilizing 5 Whys in a group setting.

This document provides an overview of the Startup Engineering curriculum offered through Georgia Tech's Flashpoint program. It summarizes the program's goals of reducing startup risks through experiments and testing hypotheses to validate business models and product assumptions. Key aspects covered include identifying and prioritizing different risk categories, conducting inner loop experiments to disprove theories, and focusing on metrics that affect funding and pitching abilities rather than technical processes. The timeline outlines the weekly workshops, events, and expectations for mentor participation throughout the 3-month batch program.

Talk by Shiren Vijiasingam, CPO of General Assembly - presented at Products that Count in partnership with DigitalOcean, Amplitude, and mparticle

Common traps and pitfalls and practical tips to build whole product experiences, from my talk at the January Products That Count event in nyc. Check out the companion post on the General Assembly blog at https://theindex.generalassemb.ly/dont-frustrate-users-with-gaps-in-your-product-experience-d4f40870cbc4

The document discusses key lean principles for organizational change, including amplifying learning through retrospectives and experiments, deciding work late in the process to reduce waste, and building integrity through servant leadership, transparency, and collaborative decision making. It also describes how lean principles can be applied to software development through techniques like Scrum, Kanban, and continuous delivery.

Have you ever been to a Formula One race and watched the pit crews in action? While most of the glory goes to the drivers, it is really the high-performance of the entire team and their processes that make the difference between winning and losing. Lean & Agile practices are well known in product development. But how do leaders of complex people systems practice Lean? This talk will share some proven techniques that help you create high performing teams, amplify learning, uncover waste, continually improve your standard work, manage your backlog, improve accountability, make decisions faster, uncover difficult issues.

1. The document discusses 5 cool tricks to use with wallboards today. 2. It suggests having a wallboard, displaying data from other teams, and adding fun non-work data to avoid blindness. 3. The final trick is to encourage interaction with the wallboard.

This interactive session will share emerging Lean & Agile leadership techniques for management that we practice to support servant leadership. We will discuss decision making techniques such as Fist of Five, 6 Thinking Hats, demonstrate collaboration techniques such as Collaboration 8, Program Alignment Walls, Key Performance Indicators, Sales Alignment Wall, Lady Bugs, and discuss how to lead with Moral Authority. (First shared at CodeMash 2013)

Customers want great products, but great products aren’t simply made. They are designed in an ecosystem, your organization, that can either amplify or dampen that creative process. The problem is, that most companies haven’t been organized with these specific needs in mind, but are instead simplistically grouped by function. The good news is, organizations can be designed too. This session intends to share concepts and tools that will teach attendees how to frame and implement organization design actions.

This document discusses servant leadership, including its definition as leadership that prioritizes serving others. It outlines Robert Greenleaf's founding of the modern servant leadership theory and 10 characteristics of servant leaders like listening, empathy, and community building. The document argues servant leadership is relevant today and provides examples of industries, famous leaders, and companies that practice it. It describes how servant leadership could benefit health information management departments by empowering employees.

Model used to help individual, work groups and organizations serve the highest priority needs of employees, customers and the greater community.

This presentation was created for and delivered to attendees of the 6th Annual University of Colorado CUGold Leadership Conference. http://umc.colorado.edu/studentlife/cugold/leadershipconf

Learn how to assess the health of your project besides the day-to-day status. Look into all specific areas of project management that need to be addressed (such as risk, quality, communication, team building, vendor management, stakeholder management) and look into specific areas of your project (eg. for a software development project) including requirements analysis, design, development, test and deployment. A tool will be presented to assess the project health and how to use it. We will also discuss how this tool could be adapted for specific work environments and project methods used (a five step process) and, should time permit, a live demo will be given based on a sample project (picked out of the audience).

A presentation by the Clarus Team on the lessons we have learned implementing Scrum in a range of organisations across New Zealand

This slide show is a reference for people who heard the lecture and did not get copies of it. Thanks, Jeff Attoe

These slides go with the webinar linked below, in it we go over the topics covered in the slides and answer a few questions from people attending the live session. http://lsntap.org/blogs/creating-technology-disaster-plan