Stoos Network (part 2): Stakeholders & Personas "Who is our customer?" This was one of the first questions to pop up during the gathering in Stoos. "Which people are our target audience?” and “Who else is involved?" "Who are the stakeholders in organizational transformation?" Many Stakeholders One of my first contributions during the event was to organize a session about the stakeholders. CEO's, top management (o x)Middle management (oooo xxxx)Support, HR, Legal, Operations (xx)Employees, knowledge workers (oooo xx)Customers, end users (oo)Business schools, teachers (oo xxxx)Students, "new millennials" (oo xx)Shareholders, business owners Startups, entrepreneurs (oo xxxxx)Local/regional communities (o x) Two times in our discussion we used dot voting to see which of these stakeholders we thought were the most important ones to focus on. More Stakeholders I realize this outcome was nothing more than a first draft. This already adds up to 16 groups of stakeholders of organizational transformation. Categories and Personas
Six Sigma The common Six Sigma symbol Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in 1986.[1][2] Jack Welch made it central to his business strategy at General Electric in 1995.[3] Today, it is used in many industrial sectors.[4] Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in these methods. The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. Doctrine[edit] Six Sigma doctrine asserts that: "Six Sigma" was registered June 11, 1991 as U.S. Methodologies[edit] DMAIC[edit]
Agile Goal Setting Much has been written in agile literature about vision, mission, and goal setting, but few experts seem to agree on what it really means to set goals in an agile way. Dictionaries don’t agree with encyclopedias, and process frameworks don’t agree with leading consultants. Or the other way around. This article is my attempt at adding some fuel to the fire. Give People a Shared Goal I sometimes use the terms goal, meaning, and purpose interchangeably. Management literature is virtually unanimous about the value of goal setting, though implementations of it are often quite terrible. Leadership researchers found that among the strongest needs of teams were a vision from their leaders [Thomas 2000:57]. The lack of an explicit team goal may result in stakeholders only thinking about their own individual goals. The message is clear: There should be a shared goal across a group. So... how should we do this agile goal setting thing? Checklist for Agile Goals Examples Another example is this one:
Stoos Network (part 1): About Communication I write this in my hotel room after having traveled back from Stoos to Zürich airport. The Stoos Gathering just ended and I’m feeling very tired. I had just 6 hours of sleep in the last 2 nights, and tomorrow I have to get up early, again, to catch my plane to Cleveland, US. But there’s one thing I wish to clear up before I tuck in. A number of people have been waiting (in vain) for feedback from the Stoos Gathering over Twitter during the event. Apparently, it wasn’t. The purpose of the Stoos Gathering was to try and reach consensus on how to accelerate management transformation. And so, at the start of the event, we asked ourselves, “What about Twitter?” Then a long discussion started. Some of the participants had non-disclosure agreements with their organizations and/or customers. The outcome of our 30-minute discussion was that we would only tweet personal opinions (if we felt like it) with the #myview tag appended. What did we do wrong? We preferred the last option. Jurgen p.s.
Agile Alliance :: Home Stoos Network (part 3): Core Idea One wish I had for the gathering in Stoos was to discover a common foundation that could reconcile differences between the many management thinkers, writers and consultants the world has already generated before. We have The Toyota Way, the 14 Points for Management, Radical Management, Management 3.0, Wiki-Management, Beyond Budgeting, Tribal Leadership, Servant Leadership, Elastic Leadership, the Declaration of Interdependence, and many more models, values and principles. I asked the group at Stoos, “Is there something more fundamental?” Is there a management axiom? Is there something that may be unproven, but yet so self-evident that we can all believe in it? Value-Creating Networks And so I suggested a late-night session about this topic in the bar of the hotel. I offered the group the suggestion to define organizations as value-generating networks. Learning, Diverse Individuals At 1am in the night we agree we had achieved some convergence, but we also felt we had not finished yet.
Shaping Software » Blog Archive » Patterns and Practices of Lean Software Development Editor’s note: This is a guest post on Lean Software Development by Corey Ladas. If you don’t know Corey, he is a product development methodologist extraordinaire. if you missed Corey’s previous post, Introduction to Lean Software Development, be sure to check it out. This is a follow up post for readers who wanted more information on some principles, patterns, and practices that could help support Lean Software Development. Lean Thinking is a paradigm of production and can’t easily be reduced to a process recipe. The particular form of any Lean process will always depend upon the form of the product that is created by that process. One Piece FlowA central concept in Lean is that planning, executing, and delivering work in small batches minimizes waste. A Lean goal in software development would be to define a minimum batch size that delivers value to stakeholders. There may be many steps involved with the creation of such an atomic work product. References Photo by Cayusa.
Results-Only Work Environment (ROWE) Stoos Network - Home Learn About O.R. La méthode PERT | planification Le PERT (Program Evaluation and Revue Technique – Technique d’élaboration et de mise à jour de programme) a été créé en 1958, aux USA pour la planification du programme spatial POLARIS. Le délai initial de ce programme qui a fait intervenir 9000 sous-traitants, était de 6 ans. L’application de la technique du PERT a permis de réduire ce délai à 2,5 ans. - Définitions Tâches consécutives : Tâches qui se suiventTâche antérieure : Tâche qui, par rapport à une autre, doit être réalisée avant.Tâche antécédente : Tâche immédiatement antérieure à une autre. - Conventions 1/ Toute tâche a pour début une étape d’origine et pour extrémité une étape de fin. 2/ Une étape ne peut être atteinte que lorsque toutes les tâches qui la précèdent sont terminées. 3/ Aucune tâche ne peut être réalisée si l’étape d’origine n’a pas été atteinte. - Méthodologie de mise en œuvre 1/ Liste des tâches à réaliser, de leurs antériorités et de leurs antécédences. Une grande attention est à porter à cette partie de l’étude.
Réseau PERT Un article de Wikipédia, l'encyclopédie libre. La méthode PERT (Program ou Project Evaluation and Review Technique), est une méthode conventionnelle utilisable en gestion de projet, développée par la marine américaine dans les années 1950. Elle est censée être capable de représenter et d'analyser de manière logique les tâches et le réseau des tâches à réaliser dans un projet. Le terme PERT est l'acronyme de program (ou project) evaluation and review technique, ce qui signifie « technique d'évaluation et d'examen de programmes » ou « de projets », ou encore « Technique d’élaboration et de mise à jour de programme » ; c'est également un jeu de mots avec l'adjectif anglais « pert », signifiant « malicieux », « mutin ». Dans le vocabulaire de tous les jours, un projet désigne une action future. On utilise un graphe de dépendances. Histoire[modifier | modifier le code] Un petit exemple appétissant : la dégustation du gâteau meringué[modifier | modifier le code] Les questions fusent : Remarques :
Tudumo : une todo-list entièrement contrôlable par raccourcis clavier (GTD, productivité) est un logiciel de redoutablement efficace. Il combine les avantages du et de la méthode . Encore disponible en , il est déjà impressionnant par la richesse de ses fonctionnalités, sa convivialité et sa simplicité. Il rivalise très bien avec les à base de fichier texte et vous fera certainement oublier les applications web 2.0 de listes de choses à faire qui florissent ces temps-ci. D’autant plus qu’il est exécutable à partir d’une . Voici un petit tutoriel pour le découvrir… Installation Il vous faudra d’abord télécharger la version bêta de Tudumo . Sachez que vous devrez avoir le version 2 minimum installé sur votre machine pour que fonctionne. Une fois lancé, il suffit de taper le raccourci ( sous Vista) pour faire apparaître ou disparaître Tudumo à volonté : La saisie des tâches Pour saisir rapidement vos premières tâches, rien de tel que la de tâches accessible via le raccourci : Vous pourrez aussi utiliser le raccouci pour les saisir une par une. Et voici le résultat : Les tags