To achieve significant business results from adopting agile, organizations must focus on full end-to-end business agility. Such a focus involves the entire value chain of how the organization operates including budgeting, planning, legal, controls, HR, marketing, sales, etc. Most large-scale agile adoptions have historically focused on some or all of the development/IT departments within an organization. Although there are certainly benefits to be gained by embracing agility in the development areas, this approach is myopic and misses the bigger picture that development must occur within a larger system context. What is needed is end-to-end business agility where the whole system is considered and decisions and optimizations happen at the whole system level, of which development is but one piece.

When taking a full end-to-end perspective, we can expose many significant issues that impede an organization’s large-scale agile journey. For example, most organizations will not become fully end-to-end agile immediately, which means they will need to operate in a hybrid world of both agile and non-agile. Also, most organizations have historically used “projects” as their unit of focus for budgeting, planning, and team organization. Projects are a very poor unit of focus; fortunately there are specific characteristics we can leverage to make a better choice. And, dependencies among collaborating teams has made it nearly impossible for many organizations to reliably and predictably get the work done. There are multiple patterns for dealing with inter-team dependencies that need to be woven together into a holistic end-to-end solution. Finally, we need practical ways of using metrics in the context of a full end-to-end business agility environment that provide actionable information at multiple levels.

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Failing fast is certainly better than failing slowly, but it’s still failing. When someone advises you to fail fast what they’re really saying is that they don’t know if something is likely to work in the situation that you face so let’s do as little as possible to run an experiment to find out. This is perfectly fine when your team is doing something truly unique, but in most cases thousands of people have done this before you. Surely we can do better than “fail fast” to learn a known thing.

Yes, you need to run experiments to discover what works for you in practice. When you run an experiment you always run the risk of failure, something which you can hopefully learn from. But other people have learned similar things before you, so if you can somehow leverage their learnings you can make better decisions regarding what is likely to work for you. Yes, you will still sometimes fail but you will do so less often. Less failures means you improve faster, and that’s what it’s really all about.

We call this strategy Guided Continuous Improvement (GCI).

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‏In today’s world, changes occur continually. We face with competition at any given moment. Stability and certainty are no longer part of our daily routine.
‏TTM provides a key to confront this environment change which will lead the company to business successes.
‏The run after TTM is costly and has its sacrifice.

‏In our lecture we are going to provide you a new toolbox which will assist you in the way you’ll reach your goals.

‏What is EQ? Emotional Quotient

‏The argument state that if we’ll learn to listen and validate ourself and others around us, as well as improving relationship between employees and colleagues with our customers. Then engagement will increase and employees and customers’ satisfaction will rise.
‏The cost will be significantly lower while the well-being much higher.

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Look up 1 notch (: 

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Traditional or hybrid organizations, that willing to become Agile, still have needs that must not be ignored. Usually, they are focused on activity and output, not outcomes and value. If Agile evangelists want to be heard with new approaches, the organizations will need evidence to prove that this approach is working.

Agile approach to be successful is focused on delivering business value as well as on outcomes and quality. During the talk, I will be exploring a discovery of what measurements actually measure value and what measurements have a direct impact on customers.

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They say that "you get what you measure", and we've all see it happen. "We need to get the coverage up!" followed by people frantically writing tests that might not actually test anything. Coverage is up. Quality? not so much. So what metrics can we use to drive the things we believe in? In this session Roy Osherove covers recommended and un-recommended metrics and how each one could drive our team towards a bleaker, or brighter future.

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Unfortunately we can’t all work in startup companies. Some of use have to deal with legacy systems. These are often structured as a monolith and tightly coupled. They typically are hard to build and deploy. You might think all the new DevOps practices and toys are not suitable for your context. You are wrong!

We will discuss strategies to work with legacy and still use DevOps practices and tools. These include breaking up of monolithic structures, migrating data and monitoring systems that aren’t built to be monitored. We will show real-world examples of successful applications of these strategies.

While dealing with legacy code will still be painful, you will have some applicable ideas to relieve your pain

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oh... just go up 1 notch (:

Stable teams are considered as pre-requisite for agility. Yet, sometimes we establish ad-hoc feature-driven teams, which are constantly reformed based on need. I will describe how and on what situations it's being done.

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What if we could make our agile adoption more engaging, more productive, and more fun? 
Using gamification we can!

Gamification is about taking something that is not a game and applying game mechanics to increase team engagement, happiness and productivity. Gamification is being widely used for a decade and being studied at universities. 
In the last 6 months we have conducted at Avaya a world-wide experiment, where we gamified our agile adoption with 80 teams. In this session I will share our failures and successes in this journey, and how gamification helped us bring our agile adoption to new heights. 
We will learn what gamification is and how we can apply it to engage our teams and our leadership. We will experiment with practical tools and techniques that each one of you would be able to apply in the organization

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A moving and inspiring story about guiding a blind person to realize his dreams, against all odds, all the way to the Olympic marathon and Mount Everest. 

Organizational culture is the power that makes things happen, and this is what defines how things will be done. It is a set of rules which determine how we make our decisions, what are the decisions being taken, who are the powerful people in our organization and what are the main values that lead it.
For most organizations, quality is a significant factor for success, and achieving it is a real challenge. In order to achieve this challenge, the entire organization needs to take responsibility and set follow the state of mind quality. This requires creating the right culture for quality.
During this workshop we will learn how to analyze our organization’s culture and then influence it in order to achieve our goal of quality.
We will understand-
What the relationships that need to be built are
How we should use our meeting for raising quality
What should the role of the QA lead in the scrum team be
How our daily language can increase the quality of our product
What the mission of each role in our organization to achieve high quality is

 

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The era off managers who command and controls their teams is over !
In order to confront complexity and uncertainty, to increase engagement, focus, creativity and  business value, we need to work with teams within a different approach. The agilic manager is much more of a facilitator that coaches his team. He is focused on managing the process  – not the people ! . 
    So what is Coaching ?  how do you coach a scrum team ? and what is a process manager ? 

Come to the workshop and see for yourself
 

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In an Agile and dynamic environment, it is crucial to define and use metrics in order to continuously improve.

      In this session we will gain:

-Ways to improve TTM in Agile implementation

-Tips to improve alignment between tech and business

-Usage of KPIs to measure success of team leads and PMO

-Efficiency measurements

-Ways to improve your visibility using Jira dashboards 

      How can you do it? Please join us to hear more about this exciting topic.

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When I came, 3 years ago, to CyberArk, I was delighted to see teams working in Scrumban. It was clear the potential of Scrumban is higher than the usual implementation of Scrum, and I was eager to learn more and experiment in getting more and more value through this hybrid methodology. As time passed, I saw more and more examples of where Scrumban does not deliver as promised, at least in the way we practiced it, and we realized that when scaling and as time passes by, Scrum has some real advantages over an hybrid solution.
In this talk I will present the journey we have gone through in this regards and what we learned during that time.

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מה הדבר הראשון שעולה לכם בראש כשאתם שומעים מעגל שבטי.ואיך זה מתקשר לניהול? והאם באמת אפשר להשתמש בריקוד וצבעים כדי לפתור קונפליקטים, והאם צבעי מלחמה יורדים בכביסה??

בהרצאה זו נדבר ונחווה את הכלי של מעגל הקשבה ועוד כלים מהעולמות הללו ונראה איך אפשר לשלב אותם ביום יום של העשייה שלנו, ואיך דרכן ניתן להעצים עובדים, לפתור קונפליקטים ואפילו ללמוד משהו על הדרך.
 

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Focus on the System (thinking/change) and not on the People"

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The world has changed. I feel it in the water… air and everything . But companies are in many cases used to apply practices of 20th century… They can do better! Since late sixties there are evidence and researches about people behavior and motivation. Most of them are converging to something that Daniel Pink called „Drive“, based on autonomy, mastery and purpose.

Jurgen Appelo collected many of these researches and in combination with his own experience, wrote a book Management 3.0. As a set of knowledge focused on building empowered teams and companies – mostly (but not exclusively) in strongly agile environment.

Let’s take a look at one of the M 3.0 cool tool – Delegation board! You will see that you can all-in-one delegate, motivate and empower with this simple tool. 

In My Lecture I will show you something you may have never noticed. Surprise: You are surrounded!!! (with visual boards).
But WHY?
Why not just use communication and simple human written or spoken language to say what we want? Why even bother with any visual aids?
What is a visual board and what Makes a visual board good enough to convey a message? (Best practices)
When and where can we use visual boards?
How do visual boards help us in our day2day lives at home and in our workplace?
And last but not least.... WIFM? what psychological effects does this power tool have to offer us?
Come join me through some facts and examples of how and why we need to realise that we need visualise! :-)

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"From dev Agility to biz Agility
In the IT world"

I will share with you my experience and 5 lessons learned from massive scaling of RnD (70->200 ppl). 
You will be surprised to find out the main challenges - and they are not what your intuition would tell you ​

When the Agile world entered the world of hi-tech, the perception was “We’re moving to Agile, there’s no more need for project managers.”

Is this really the case?  

In this presentation we’ll learn about the transition project managers at CheckPoint made from traditional management to the management of Agile processes, and we’ll see how critical their role is in this new Agile reality.

Design Sprints are the fastest way to solve big challenges innovatively together. Design Sprints Reduce time, cost, and risk.

Design Sprint method was created by Google Ventures, as they wanted to help their startups create successful products faster.  The method is based on Design Thinking foundations and harness up-to-date product methods, like, lean startup and Agile.

In this talk we will get to know the design sprint process and how could it overcome Agile challenges and enhance processes. Why is this process so powerful and popular? Who should use it? At what stage of the product or the business? when is it working best and when it's not the right solution. We will also discuss use cases of design sprints and provide examples of its power, and how to connect them to Agile framework in order to insert them to a workflow that doesn't miss the innovation on one hand, and on the other hand grasps it into a backlog
we invite you to take part, learn and ask.
Looking forward,
 

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