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GSG Paris 2013

Published on Nov 21, 2015

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PRESENTATION OUTLINE

1.

SALIENT POINTS

PRODUCTIVITY IAD FRAMEWORK CASE STUDY
Photo by @Doug88888
2.

DUAL EFFORTS

ORGANIZATIONS MUST PERFORM DUAL EFFORTS TO REMAIN RELEVANT.
Photo by Ricky Leong
3.

SURVIVAL

ORGANIZATIONS MUST REMAIN RELEVANT TO SURVIVE.
Photo by mugley
4.

DESPERATION,

DESPERATION, STRESS, GLOOM, MISERY AND PAIN.
Photo by Zoë Campbell
5.

INSTITUTION

RULE, NORM OR STRATEGY THAT INCENTIVIZES BEHAVIOR IN REPETITIVE SITUATIONS.
Photo by WinterStephan
6.

PARTICIPANTS

PEOPLE INVOLVED IN SOCIAL SITUATIONS AND INTERACTIONS.
Photo by lola khalfa
7.

GROUPS

PEOPLE SHARING AND CONTRIBUTING, BUT WITH INDIVIDUAL MOTIVATIONS.
Photo by Haags Uitburo
8.

TEAMS

COLLECTION OF INDIVIDUALS WITH A COMMON PURPOSE AND COLLECTIVE WORK PRODUCT.
Photo by Tyello
9.

WHY?

WHY DOES APPLYING SCRUM TEND TO RAISE PRODUCTIVITY?
Photo by Leo Reynolds
10.

PENALTIES

SUFFERING WITHOUT ADEQUATE WORK TEAM EFFICIENCY.
Photo by Anders V
11.

STRIVE

ORGANIZATIONS CONTINUALLY STRIVE FOR EFFICIENCY.
Photo by kylemac
12.

EFFORT

ORGANIZATIONS OFTEN EXECUTE THROUGH WORK TEAMS.
Photo by todderick42
13.

COST

WORK TEAMS REPRESENT A COST TO ORGANIZATIONS.
Photo by Images_of_Money
14.

ENDLESS

CHALLENGE TO MAXIMIZE VALUE FOR LEAST COST.
Photo by Stuck in Customs
15.

INSTITUTIONAL ANALYSIS

AND DEVELOPMENT (IAD) FRAMEWORK
Photo by Adrian S Jones
16.

PRODUCTIVITY

IMPORTANCE OF WORK TEAM PRODUCTIVITY.
Photo by monkeyc.net
17.

CASE STUDY

EXPLORING A SINGLE NON-TECHNOLOGY WORK TEAM ADOPTION.
Photo by garryknight
18.

STRATEGIC IMPACT

WHAT WAS SUCCESSFULLY COMPLETED, NOT WHAT WAS PLANNED.
Photo by HoangP
19.

ACTION SITUATION

SOCIAL SPACE WHERE PARTICIPANTS FUNCTION.
Photo by The Knowles Gallery
20.

SITUATION

SINGLE SITE LOCATION PERFORMING ADMINISTRATIVE SALES SUPPORT.
Photo by Craig Sunter *Click-64*
21.

VALUE

TRANSFERABILITY TO NON-TECH TEAMS TO ADVANCE PRODUCTIVITY.
Photo by Sabina Denise
22.

VALIDITY

  • Prolonged engagement and persistent observation
  • Participant checking of findings and interpretations
  • Clarification of researcher bias
Photo by Nina Matthews Photography
23.

WORK TEAM

MERGED FROM TWO DISTINCT TEAMS IN FEB 2012.
Photo by JFabra
24.

GOALS

BREAK SILOS AND RESHAPE SOCIAL INTERACTIONS.
Photo by Michal Osmenda
25.

RESULTS

Photo by heipei
26.

SCRUM ADOPTION

APPROACH, STRUCTURE, CEREMONIES AND ARTIFACTS.
Photo by miuenski
27.

OBSERVER PROTOCOL

ACTIVE RESEARCHER, ACTIVE PARTNERS IN COLLABORATION.
Photo by eriwst
28.

Untitled Slide

Photo by greeblie
29.

Untitled Slide

Photo by Mikko Luntiala
30.

NON-TECH SCRUM

RAISE PRODUCTIVITY, BOOST PROFITS
Photo by stop that pigeon!
31.

SELF-DIRECTED TEAMS

GO BEYOND, ASSUME MANY SUPERVISOR RESPONSIBILITIES.
Photo by mr.beutel
32.

ORGANIZATIONS

Photo by Photolifer
33.

SCRUM DOES WORK IN BUSINESS

  • 89% increase in productivity
  • 71% improvement in service levels
  • 44% reduction in over-time hours
Photo by andrewrennie
34.

TRADITIONAL MANAGEMENT

WEBER'S IDEAL AND MECHANISTIC STRUCTURE.
Photo by Thomas Leuthard
35.

EFFICIENCY

GETTING MORE WITH LESS.
Photo by Urban Jacksonville
36.

CONTEMPORARY MANAGEMENT

ORGANIC SOCIAL STRUCTURE.
Photo by LyndaSanchez
37.

Untitled Slide

Photo by inlinguaManchester
38.

Untitled Slide

Photo by inlinguaManchester
39.

CONNECTORS, MAVENS AND SALESMEN

CRUCIBLE COMMUNICATION FACILITATORS.
Photo by Leo Reynolds
40.

CONNECTORS

PEOPLE HOLDING RICH CONTACTS WITHIN SOCIAL SYSTEMS.
Photo by kalamoni
41.

SALESMEN

SOCIAL SYSTEM PERSUADERS THAT PROMOTE NEW IDEAS.
Photo by peregrinari
42.

MAVENS

PASSIONATE COLLECTORS WHO SHARE INFORMATION WIDELY.
Photo by ☺ Lee J Haywood
43.

ADOPTION VS TIME

Photo by marcoderksen
44.

SCRUMBIZ

TRANSFORM CULTURE, SURGE PRODUCTIVITY
Photo by stop that pigeon!
45.

WHAT IF YOU COULD REALIZE...

  • 89% increase in productivity
  • 71% improvement in service levels
  • 44% reduction in over-time hours
Photo by andrewrennie
46.

SALIENT POINTS

CASE STUDY CONTEXT IAD FRAMEWORK RESULTS
Photo by @Doug88888
47.

LEARNING OBJECTIVES

  • How Scrum was applied to a business setting
  • How Scrum influences social interactions
  • Actual results of cohesion, performance and admiration
Photo by KJGarbutt
48.

Untitled Slide

Photo by rAmmoRRison
49.

Untitled Slide

Photo by ota_photos
50.

LET'S TRADE

HOW CAN THE IAD FRAMEWORK HELP SCRUM ADOPTIONS?
Photo by e³°°°
51.

SHOUT OUT!

WHAT IAD ELEMENT DOES SCRUM INFLUENCE THE MOST AND WHY?
Photo by a4gpa
52.

SCRUM IN BUSINESS?

Photo by trazomfreak
53.

LEARNING CIRCLES

Photo by andyzweb
54.

REFLECT & WRITE

  • What great teams have you encountered?
  • What bad teams have you experienced?
Photo by r.nial.bradshaw
55.

LET'S REVIEW...

  • Groups
  • Teams
  • Self-Directed Teams
Photo by sickmouthy
56.

WHY THIS MATTERS?

Photo by nicolasnova
57.

REFLECT & WRITE

  • What are some bad social interactions in the workplace?
Photo by Jupiterimages
58.

REFLECT & WRITE

HOW HAS THIS SESSION INFLUENCED YOUR PERCEPTION OF SCRUM IN BUSINESS?
Photo by kylemac
59.

BUILDING BETTER TEAMS WITH SCRUM

Photo by Tyello
60.

PENALTIES

OCCUR WITHOUT ADEQUATE EFFICIENCY
Photo by Anders V
61.

STRATEGIC IMPACT

EQUALS PROJECTS COMPLETED, NOT JUST PLANNED
Photo by HoangP
62.

EFFICIENCY

GETTING MORE WITH LESS
Photo by Urban Jacksonville
63.

PMO FRAMEWORK

CONVERTS STRATEGY INTO ACTION THOUGH PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT
Photo by Adrian S Jones
64.

SURVIVAL

ORGANIZATIONS MUST REMAIN RELEVANT TO SURVIVE
Photo by mugley
65.

EFFORT

ORGANIZATIONS OFTEN EXECUTE THROUGH WORK TEAMS
Photo by todderick42
66.

CYCLIC RATE

TURNING TABLES
Photo by shioshvili
67.

MULTITASKING

100% CAPACITY UTILIZATION
Photo by GerryGaffney
68.

COMMON PULL SYSTEM

Photo by reinvented
69.

PULL SYSTEM

WHEN CAPACITY BECOMES AVAILABLE, NEW WORK IS PULLED
Photo by eFF-BKK
70.

ZERO SUM GAME

ROBBING PETER TO PAY PAUL
Photo by angus mcdiarmid
71.

DUAL EFFORTS

ORGANIZATIONS MUST PERFORM DUAL EFFORTS TO REMAIN RELEVANT
Photo by Ricky Leong
72.

BALANCE

CAPACITY WITH DEMAND
Photo by frozenhaddock
73.

WORK IN PROCESS LIMITS

INTEGRATING PRIORITIES WITH CAPACITY
Photo by xeeliz
74.

DESPERATION,

PAIN: WASTE, DELAYS, FRUSTRATION, RISK
Photo by Zoë Campbell
75.

CURRENT STATE

'HELLO, MY NAMES IS KEVIN'
Photo by badjonni
76.

NEXT STEPS

PPM, ENTERPRISE PRIORITIES, TEAMS, WIP, PULL SYSTEM
Photo by woodleywonderworks
77.

OPEN OUTCRY MARKET

PICK ME! OVER HERE! THIS IS NEXT! I PROMISED THE CLIENT!
Photo by asitrac

Anthony Montgomery

Haiku Deck Pro User