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Other companies believe that they can indoctrinate people into their culture by simply putting them though training, workshops, and onboarding programs. And it’s hard to change the hearts and minds of your employees through training, workshops, and programs if the systems around those things don’t reinforce the messaging.
The cadence of development of multiple teams. Concentrate on Transversal topics for a sustainable adoption: Include them from day one of the adoption. Facilitate teams of teams planning. Enable enterprise-wide visibility. Coordination between teams and working together. Cross-Team Dependencies. Common Architectural Guideline.
What do you do with planning cadences? There’s a third system we call, system and continuous improvement, which is, how are you going to sustain it and continuously adapt it? But that takes a lot of effort on organization committing, the other big part that I would like to know from your perspective is, how do you make it sustainable?
This domain facilitates strategic alignment, optimized delivery cadence, methodology customization, increased flexibility, and improved risk management. The desire for a project management framework that sustains deliverability, supports the required cadence, and remains faithful to an adaptable methodology is now within reach.
And I went to them for like a weekend workshop. A Cadence to Managing Projects BILL YATES: Okay. There’s a cadence. There’s a cadence. We have got to hit a rhythm that’s sustainable, that includes breaks, chances to refresh, to your point for today’s schedule. Willie Jolley and his wife Dee. That’s so good.
The following material comes from conferences, workshop, materials developed for clients. These are the charts from a workshop showing how to build a credible PMB, starting with the Integrated Master Plan. IMP/EVM World Workshop Materials. College of Performance Management , IPM Workshop, 2016.
You get super clear backlogs, you find out what the real cadences you’ve finished work that you start. The organization, like in our two day or defined the end state sort of workshops. I think we’re like, for lack of a better word system of sustainability, right? I think it’s a system of sustainability.
And so sustainable business agility. And then you can imagine an in-state where you have encapsulated value streams, really solid business ownership, value streams are able to produce small batches on a regular cadence, and the capabilities are largely grouped, the ones that work together. And so you won’t sustain the energy.
Yesterday’s weather and all those kinds of things, stable velocity, sustainable pace, all that kind of stuff, they don’t have to keep over committing. It’s the beauty of the sprint commitment, the beauty of the team getting to decide how much work they do, they’re accountable for the work that they sign up for.
There’s cadences. And so I would facilitate workshops and I’d put my quadrants up and I’d explain it. We have a small agile team that works for us in the confines of leading agile building discretionary software with discretionary dollars. We’re inventing, we’re learning. It’s really lightweight.
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