#flowday

[realpureme]

…preparing for a FLOWday

…the magically graceful beauty of ivy & an old house ❣️

[letrxmancego]

🔥 Fire night 🔥

[jasonmyersauthor]

#onwriting #onart #flowday https://www.instagram.com/p/ByEFZyOhJXC/?igshid=1pg69d6f128e3

[sellingcars247-blog]

Regrann from @flowflags - Flow Flags Festival Friday!! TGIF! Time to get your flow on! Rainbow Magic 🌈✨🌈 #flowfriday #flowflags #flowday #flowlife #flow #flowarts #festival #festivalflow #festivallife #performanceart #spinflags #flagpoi #flagging #ocfair @oregoncountryfair ▫▪▫▪▫▪▫▪▫▪▫▪▫▪▫▪▫▪▫▪▫▪▫▪▫▪▫ 👍Like Share Follow @Mr.FindAway247😎 - #regrann #imaginefestival #edc #edm #shufflegirl #shufflegirls  #garrixers #ravebooty #shufflemama #gabbyjfam #festival #rave #trap #housemusic #dubstep #shuffle #clubkids #ultra2018 #ultra #ultra20th #trance #edmlife #edmlifestyle #edmfamily #drum #drumandbass #jungle #triphouse #acidhouse #trapmusic #hardstyle #dancemusic #avicii #bpm #shuffleluffagus #hardfest #edmgirls #electrohouse #ravers #kygo #edmnation #ravegirls #electronicdancemusic #ravelife #teahouse #ChicagoHouse #cuttingshapes   #edmmusic #ripavicii #edmvibes #festivallife #love #instagram Follow us: @MrFindAway247 https://www.instagram.com/p/BoC-kchgdj8/?utm_source=ig_tumblr_share&igshid=1q92su0q1hzty

[indian-yoga-girl]

Sunday #flowday . #shavasana #yogajourney #weekendtribe #douglaston https://www.instagram.com/p/BtJdgOVAIS1/?utm_source=ig_tumblr_share&igshid=58rf39xz6sjo

[facefyrefox]

View this post on Instagram

A post shared by Face (@bombshell.oola)

Part two. It's the best cover photo I've ever chosen. 😂👍🏻☠ Loving getting new tricks down! #flowday #flowmies #hooper #hoop #hoopersofinstagram #htxflow #htxhoopers #hoopspam #flowspam #flowdate #newtricks #progress

[hallucinogen-junkie]

Now is gold 💫

#hoopersaccents #infectedmushroom #hoopersofinstagram #hoopaddict #hoopeverydamnday #hoopspam #hoopsleeprepeat #hooplove #hooplife #greatfulhooper #hoopersofig #hooplah #hooplikeagirl #flowday #flowstagram #flowarts #flowartlounge  #hoopersofcolorado #denverhoopers #sacredcircles #infinitecirclescommunity #edmgirls #edm #dancemusic

[flowdays]

One size doesn’t fit it all - Build your own Maturity Model for Business Agility

Almost all companies are currently enforcing there businesses becomming more agile. Here is the problem, there’s rather no definition what business agility means, nor an instrument out there where you could see the progress of your journey.-The only thing we know is one size doesn’t fit it all!-So what’s the alternative, what if you could build our own Maturity Model for Business Agility and use it as a collaboration tool too?

"Business Agility is something very individual and different for every business and so for every organization. Organizations where there business is agile are able to react on surprises faster, recognize the real customer needs earlier, continuously learn and improve and appreciate the customer, employees and partners similarly."  -- Mirko Kleiner, co-founder flowdays

Currently there is a big discussion about the definition of business agility in the agile community ongoing. I don’t claim mine is complete nor perfect but lets assume this would be a definition we all agree on.

Agile here, agile there, agile everywhere!

Real business agility needs a transformation throught-out all the organization. The 5 bubbles symbolize multiple perspectives of agile from an organization point of view:

Source: flowdays, adapted by Mirko Kleiner

"Scaling agility acts as a multiplier for business agility."  -- Philipp Engstler, co-founder flowdays

Personal agility: "Being Agile", the mindset shift towards the agile values and principles is a change that starts with every individual and needs our attention every day e.g. how we behave, lead, etc

Team Agility: By being agile personally we could lead by example and influence the behavior of our team members. The team is the most powerful element in an agile organization and the place where customer value is created.

Company Agility:  agile teams lead to more agile teams and other aspects will be adopted over time like e.g. innovation, less hierarchies, management, portfolio management, budgeting, HR, etc 

Partner Ecosystem Agility: The full potential of business agility could be only reached if not just our organisation is agile but the whole value chain with all our partners and their partners.

We belive every of these perspectives of agility brings it's value and acts as a multiplier towards business agility.

But is it worth to creat a maturity model for that and how would it look like? 

Maturity Model, does one size fits it all?

A maturity model has usually predefined levels and criterias to reach each of the levels. It’s usually defined by an external authority or a community of practice. I often see, that the only aim of a maturity model is to make money with assessments, certifications, etc. I belive that a maturity model should be owned by the organization and used as a tool for there further development and improvement instead. If we accept that business agility is something very individual we also need to rethink the idea of an one-size fits it all maturity model for business agility.

As a result the "Business Agility Maturity Model" we created is more kind of a pattern like e.g. the „User Story“ pattern. We took the main aspects of a maturity model and made them abstract, so that every organization could use and customze it according there needs and context. Depending on your needs keep it lean or go into more details if needed.

the business agility maturity model by Mirko Kleiner is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Business agility maturitymodel version 1.0

Context: In what business we need how much business agility and how fast, etc. What are our boundaries by the organization

Vision: What’s the vision, that reflects the purpose of our journey, i.o.w. the WHY we wanna become a more agile business

Dimensions: In what dimensions we wanna get better (see some examples below)

Levels: What levels, or steps of development we know in our context

Acceptance Criterias:  What are the acceptance criterias so that we know we made a developement

Status: What is our current status in this journey

Goal: What is the goal of development for the next iteration

Measures: What are measures or Kaizen per dimension with those we believe we will reach the goal

Dimensions in Agile

If we talk about agile people often think about scrum or other frameworks that mainly support us in getting more agile in the „Processes“- dimension. This is fine as that's something we easily could adapt and could be a good starting point. However in our opinion agile has much more dimensions.

Source: flowdays, adapted by Philipp Engstler  

Culture: the core of 'being agile' is the mindset shift, otherwise we just 'do agile'. Changing the culture is hard as it's just the shadow of the sum of all peoples behaviors within an organization. However, by starting collaboration about our values, good and bad behaviors we could change culture over time too. Definitely the journey of cultural change starts with each person first.

Organization: the people and there behaviors require clear boundaries, structures and roles, otherwise we end up in anarchie. Those might look totally different, more lean, consisting of empowered teams and is compatible with the agile culture and values. Often it happens that the line organization becomes less important over time.

Processes: optimizing the whole along the value stream is the goal. However the processes have to be lean, adaptable and always customer oriented. Therefore we setup rituals, artefacts, etc to foster the collaboration, feedback-loops and transparency throughout the organisation

Excellence: a key success factor are the people with there personal skills (social- and hard skills) and the ability to form hyper productive agile teams. Therefor the teams optimize there excellence towards the whole and look for a continuously improvement in a failsafe environment

Our experience is that transformations that follow an inside-out approach are much more sustainable then the outside-in approach. Downside is, that  inside-out is more of a longterm approach and needs more time too. However, we recommend to keep in mind all dimensions during an agile transformation.

Use Cases

We believe having a customized maturity model could be beneficial in areas like e.g. personal-development, team-development, development of business unit or value stream, company development, partner development, customer development, etc

Step-by-step Guide

If you’d like to try it out just follow these 9 steps:

Define context

Invite participants to a workshop

Define vision

Define dimensions

Define levels & acceptance criterias

Review current status

Define lead time for an iteration 

Define 1 goal & measure per dimension

Review & Update for next iteration

Feedback

Unless I'm not a big fan of maturity models I believe having a simple, customizable tool that fosters the collaboration will lead to a more learning culture in organizations. What do you think about, I'm keen on your feedback, inputs, experiences from the field!

[almostasenior]

At The Stairs

Savannah Georgia

White flowers in the garden

Front yard flower garden

Bee Happy 🐝

Alice

Cees flower of the day

[qwertsypage]

Team Working Agreement Canvas

Team Working Agreement Canvas

by Avi Schneier | October 18, 2018 | Blog

My first experience launching teams came while I was working alongside Joe Justice. He taught me all about forming a team, creating a working agreement, and getting started on the right foot. Since that time, I have launched dozens of teams, and have been constantly tweaking the process to make it better as I have gone along.

My first iteration took the form of using Lego to help even the most introverted person bring up points that were important to them. Much of what I did came from Ellen Grove and the Lego Serious Play facilitation course I took. While I was very satisfied with the results, the method does take quite some time.

At Scrum Inc., we employ a workshop for launching many teams at once. While the outcome with Lego is what I wanted, I found it can be inefficient in these large groups, due to the varying team sizes in the room. Additionally, it’s not as engaging for those who are reorganizing into different teams out of pre-existing ones where people know each other, and the process fairly well.

As I contemplated how to improve this workshop, I began seeing a lot of different ways that the Lean Canvas layout was being employed for different purposes.

For example: 

Mirko Kleiner of Flowdays uses it for procurement.

Louis Dorard has employed it in the context of Data & AI with the Machine Learning Canvas.

After reading these, I wondered if I could do the same for a team launch – essentially put it all on one page. The end result is our Working Agreement Canvas.

  WHERE TO START AND END

When chartering a new team, I would suggest starting with parts 3, 4, & 5: the team mission, roles & responsibilities, and metrics.

This encapsulates the idea of, “starting with why” – a common theme in the Agile landscape. I would end with the top sections 1 & 2, choosing a team name and motto. For an already existing team that is going through changes, like absorbing new members, starting with the top sections is fine.

  THINK THROUGH THE MIDDLE

The middle sections of 6, 7, & 8 are meant to be self-reflective. We need to know how we see ourselves and be as radically honest as possible. It’s commonly said at Scrum Inc. that doing Scrum won’t make you agile, but it will surely show you where you are not. These sections are designed to help facilitate that discussion, as well how we want to celebrate and improve.

  THE VALUES SECTIONS

The final sections, 9 & 10, are of particular importance as we want to create a values-driven culture. The Scrum Values anchor our culture, but we need to expand our minds to include those of our company and our team. For example, Honesty, while essential for Scrum to succeed, is not a core value. I have not often seen it in corporate value statements either, but I have worked with many teams that want to explicitly include it in their working agreements.

Section 10 is what we commonly associate with working agreements. Here is where we summarize and list what norms and behaviors we want to encourage. We suggest writing them as individuals and then discussing them as a group, ending with voting by “fist of five” for no more than ten at a time to be included in this Working Agreement.

  THE EVENTS

Section 11 is our final one where we list our Event details. This includes the time and place, as well as any other important people who need to be present that are external to the team. For example, in Scrum we always want a representation of the customer at the Sprint Review so we can get direct feedback on the product increment the team has created, so here is where we would list stakeholder and customer names.

This agreement can be revisited during a team’s Sprint Retrospective and modified as needed. In particular, if a team has mastered one of the agreements in section 11, it can be removed and another one voted up into its place. I hope you find this helpful and feel free to provide any feedback to make it better.

  Team Working Agreement Canvas

Download the Template

The post Team Working Agreement Canvas appeared first on Scrum Inc.

Team Working Agreement Canvas published first on https://koresolpage.tumblr.com/

[realpureme]

...it seems to be a FLOWDAY...

[glinjo]

Free FlowDay Three

I wonder sometimes how there can be so many lonely people. Isolated people,feeling so alone. And yet the world is overcrowded. Seems like there is a solution there somewhere

[flowdays]

1 Woche Sprintlänge ist zu lange, wir brauchen kontinuierliches Feedback!

In Agile versuchen wir in möglichst kurzen Iterationen Kundenwert zu schaffen um schnellstmöglich Feedback darüber abholen zu können. Der Trend geht dabei immer weiter runter und liegt im Moment meist bei einer Woche für eine Iteration. Nun gibt es aber Situationen wo selbst ein Tag zulange ist um Feedback zu erhalten. Wir haben ein einfaches Tool entwickelt und erfolgreich eingesetzt, welches wir hier mit Euch teilen möchten.

1 Woche Sprintlänge hört sich für einige Branchen nach wie vor sehr ambitioniert an. Tatsächlich sind heute die meisten agilen Teams mit Iterationen von 1 bis maximal 2 Wochen Länge unterwegs. Hauptgrund ist meist, dass dadurch auch die Feedbackzyklen verkürzt und somit das Risiko das Falsche zu liefern bzw. Verschwendung zu betreiben gesenkt werden kann. Zum Ende einer jeden Iteration führen wir zudem eine Retrospektive durch um die Art und Weise der Zusammenarbeit zu verbessern. Dieser fest eingebaute kontinuierlicher Verbesserungsprozess ist sicherlich eine der meist unterschätzten Errungenschaften von SCRUM. Nur wenn wir diesen immer erst zum Ende einer Iteration durchführen haben wir eventuell schon wieder Vergessen was eigentlich am 1. Tag nicht so gut lief und weshalb.

Vergleichbar zu einer Iteration ist die Durchführung bspw. eines intensiven 1 Tagesworkshops. Auch dort fragen wir meist erst zum Schluss nach dem Befinden der erarbeiteten Lösung und der Zusammenarbeit. Die meist bereits müden Teilnehmer  geben dann ein zumeist wohlwollendes Feedback, damit der Workshop auch langsam zum Abschluss kommen kann. Auf keinster Weise möchte man mit seinem Feedback noch einmal grosse Diskussionen eröffnen. Das ist zwar natürlich, dient aber nicht der Sache. Im Extremfall haben wir so einen ganzen Tag verloren. Was ist nun aber die Lösung?

Confidence Board - Wir brauchen kontinuierliches Feedback!

Das letzte was wir nun gebrauchen können ist ein weiteres Meeting bzw. weiteren Overhead. Die Lösung sollte also schlank und agil bzw. situativ eingesetzt werden können. Wie kann nun kontinuierliches Feedback effizient abgeholt werden?-Wir kennen hier schon Methoden wie bspw. das CONFIDENT-VOTING (Zuversicht). Wir haben dies dahingehend erweitert, dass das Voting gleichzeitig von verschiedenen Interessengruppen abgeholt wird und zugleich das ganze Historisiert wird.

Wie läuft dies nun konkret ab?

In einem 1-Tagesworkshop Workshop kann nun bspw. zu jeder Stunde, oder nach jedem Agendapunkt die Zuversicht für … von den Beteiligten Anspruchsgruppen abgeholt werden. Diese Gruppen voten dabei gemeinsam und gleichzeitig mit einem Instrument, welches Sie immer dabei haben - Ihrer Hand. 1 ist dabei keine Zuversicht für .. und 5 maximale Zuversicht für .. Der Durchschnitt und ein gemeinsames Statement, sofern alle einverstanden sind, wird aufs Confidence Board geschrieben und kurz präsentiert. Nachdem alle Anspruchsgruppen dies gemacht haben wird dieser Snapshot als auch der bisherige Verlauf in einer minimaler Zeit bspw. 5 Minuten reflektiert. Als Resultat ist allen Teilnehmern klar was verbessert werden muss um den Workshop erfolgreich zu machen bzw. das Workshopziel gemeinsam zu erreichen. Im Extremfall kann dies auch dazu führen, dass ein Workshop frühzeitig abgebrochen wird, weil bspw. nicht die richtigen Expertisen vorhanden sind, o.ä. Dies dauert in der Regel nach 1-2 Durchführungen nur noch 5-10min.

Continuously confidence voting - Checkliste

Identifiziere die Anspruchsgruppen (unterschiedliche Farben)

bereite das confidence board vor und überlege dir sofern bereits bekannt gute Checkpoints (Topics)

instruiere den/die ModeratorIn

hole die confidence votes pro Anspruchsgruppe (bspw. 1-5) inkl. 1 Statement ab (jeder Teilnehmer voted gleichzeitig analog dem Estimation Poker, die Gruppe entscheidet sich gemeinsam für 1 Statement)

führe das confidence board nach

reflektiere die Votings und der bisherige Verlauf mit allen gemeinsam

beschliesse gemeinsam Verbesserungsmassnahme/n um das Ziel zu erreichen, oder stoppe hier

Andere Einsatzgebiete

Wir setzen das confidence Board intensiv bei Partner Evaluationen ein um so die Zuversicht bzw. auch das Bauchgefühl aller Parteien tracken zu können. Das bisherige Feedback ist allerseits sehr positiv, da es einen offene Atmosphäre eines direkten Feedbacks durch die direkt involvierten Personen schafft. Weitere Einsatzgebiete sehen wir in bspw. Daily, Kundenworkshop, beim Team Setup, etc.

Wir hoffen ihr könnt davon auch profitieren und sind gespannt auf Eure Erfahrungen.

[lightsdownloww]

#atomicevoke #evoke #astral #hoopspam #jams #flowday #brittanysback

[streetfvcker]

Really felt my flow to this song. I was pleasantly surprised! *dat shit quality* #flowday #hoopflow #alexcare #shittyquality