NEW

Advanced Lean-Agile Practitioner (ALAP)

Proven and pragmatic practices you can actually use

Project Managers Product Managers Leaders

v 9

Organizations know the cost of everything and the value of nothing. In order to deliver the highest value to your customer as quickly as possible, we must quantify

value first. Let’s define what value means for you and use real math to go beyond ranking by whoever screams the loudest.

VALUE MANAGEMENT with AHP (Analytic Hierarchy Process)

From emotions to math: Ranking by value and making decisions.

1. Subjective information: Quantifying intangibles2. Objective information: Quantifying facts3. Mathematical Foundation: Understanding AHP (Analytical Hierarchy Process)4. Selecting the right criteria5. Ranking backlogs by value, step-by-step

What?

Topics?

a. Summarize your current value management system b. Assess advantages and disadvantagesc. Compose your definition of value going forward using a base of 200 criterionsd. Actualize the use of AHP in your organization

Mapping and optimizing your VALUE STREAMSHow to increase your efficiency by 25% or more

If you don’t understand your value streams, nothing else matters. —Karl

1. Value streams and Conway’s law: Advanced organizational design2. SAFe® 4.0: Example of hierarchical scaling3. Spotify: Example of networked scaling4. The future: Holacracy and Teal.5. Functional, projectized or matrix: Activity vs. outcome oriented teams

What?

Topics?

a. Assess your current value streamb. Calculate your value stream efficiency and classify inefficienciesc. Construct a plan of action to increase your value stream efficiency by at least 25 %

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Value

ValueStreams

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" 9:00 am

10:30 am

—Karl

Roles

Project Managers in ScrumMaster roles, Projects as Epics, and the one Product Owner who knows it all. Really? Cmon. Without clearly defined roles and responsibilities and a solid agile product management process, agile teams will build the wrong things faster than ever. Let’s fix this.

Connecting PRODUCTS, PROJECTS and agile TEAMSDefine and clarify all roles & responsibilities

1. Case Study: Roles & Responsibilities at Spotify2. Analysis: Roles & Responsibilities in Scrum@Scale and SAFe 4.03. GAP analysis (your organization): Products, Projects, Teams4. Resolution: Your roles & responsibilities decision matrix

What?

Topics?

a. Abstract your current gaps between projects, products and agile teamsb. Recognize successful patterns for roles & responsibilities in advanced agile environmentsc. Analyze root-causes of your gaps and generate a plan of action to fix it

From the VOICE OF YOUR CUSTOMERS to actionable BACKLOGSA solid lean-agile product management process. End-to-end.

Value creation is conditional upon the creation of optimal backlogs. Agile frameworks don’t provide guidance on the creation of optimal backlogs

based on product management best practices and a solid process to make it so. In other words, the most important process of agile product and value

management is yours to define. —Karl

1. Creating an executable roadmap2. Design Thinking with Rolling Wave Planning and Progressive Elaboration3. Product Owner Teams: The Product Manager’s bridge to Agile Product Owners4. Going Lean: MVPs, set-based design, concurrent engineering, delayed decision making5. Discovery with Use-Case Analysis

What?

Topics?

a. Create your own agile product management process end-to-end

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If you can’t describe what you are doing as a process, you don't know what you’re doing. —W. Edwards Deming

#11:30 am

$1:30 pm

—Karl

2:30 pm

Manage complexity by looking through different lenses. In IT for example, we use static views, dynamic views and state machines. Agile Value Stream Teams are the static implementation of value creation living beyond project (scope) boundaries. Projects provide the dynamic view. One does not replace the other. Declaring Projects to be Epics is like declaring Classes to be Objects.

The role of the AGILE PROJECT MANAGER and the AGILE PMOThe dynamic view of value delivery

1. Importance of Project Management in Agile environments2. Roles and Responsibilities (Project, Product, Team)3. The PMO as Lean-Agile Center of Excellence4. Scaling Agile: Program and Portfolio Management

What?

Topics?

a. PMO as Lean-Agile Center of Excellenceb. The agile project manager: Enabler, mentor, and yes: Project Manager

When are you done? How much will it cost?

Team: We don't commit beyond the next iteration. You: Yes we are. Because we are running a business, not a social club.

—Karl

1. Wideband Delphi and Mike Cohn’s Planning Poker2. Calibrating your team in 6 Steps3. Burn-up charts and Monte Carlo Simulation 4. Agile contracts5. CAPEX and OPEX in agile environments

What?

Topics?

a. Apply relative estimating to answer: How much will it cost?b. Use velocity data in combination with Monte Carlo Simulation to answer: When are you done?c. Execute and ROI calculation on your current project or programd. Judge if EVM (Earned Value Management) will support your business expectationse. Produce a business case and budget

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Financials

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—Karl

—Karl

AGILE CONTRACTS, BUDGETS and AGILE FINANCIAL MANAGEMENT

4:00 pm

✓ Roles & Responsibilities clarified: Who is doing what? Product Managers, Project Managers, Product Owners and Teams in your agile environment defined

✓ A comprehensive step-by-step lean-agile Product Management Process from customers' needs to backlogs

✓ Mapping your Value Stream and using Conway's law to optimize your Value Stream Efficiency

✓ Defining Value and Ranking Backlogs by Value using AHP (Analytical Hierarchy Process)

✓ Applying Use Case Analysis as part of a solid Product Management Backlog process✓ Agile Financial Management: ROI, Agile contracts, EVM, Budgets, agile CAPEX and

OPEX✓ Smart forecasting using Velocity with Monte Carlo Simulation✓ Agile for Managers: SAFe 4.0, Nexus, LeSS, Scrum@Scale, Holacracy and Teal: The

latest trends and success patterns (and train-wrecks - so that you don't repeat them)

(PDUs, SEUs, CEUs)

Program goals

Credits AgileSeminar.com

• Led over 200 Lean-Agile initiatives spanning 15+ countries• Delivered Lean-Agile programs with budgets of up to $150M• Trained over 3,000 professionals at PMI SeminarsWorld® at primarily SOLD OUT events all across the US

and at EMEA® in Turkey, UAE, France, Germany, Spain and many other countries• Launched hundreds of teams ranging across various industries such as Financial Services, Telecom,

Pharmaceuticals, Defense and Broadcasting• 15 years of hands-on Engineering experience including software engineering, electrical engineering and

robotics/automation• Telecom apprentice graduate with military (non-commissioned officer) background• Dipl.-Ing. (FH) Master Engineering Degree in Robotics and Automation

Karlheinz MuenchowDipl.-Ing.(FH)Founder & PresidentXoJom Group Inc5940 S Rainbow BlvdLas Vegas, NV 89118Office: (702) 949 6164

Karlheinz Muenchow founded XoJom Group Inc, a business management consulting firm providing lessons in business agility across the globe. Karl advises and provides leadership to organizations in large-scale lean and agile initiatives focusing on value-stream optimizations to deliver more with less.

Karl holds a Dipl.-Ing.(FH) degree in Mechatronics and is a systems engineer by trade. He has used his passion for team-centric engineering to launch a technology consulting company focused on solving complex technological challenges. In 2007, Karl founded XoJom and has since trained and launched hundreds of high performance teams over a wide variety of industries such as financial services, telecom, pharmaceuticals, defense and broadcasting. Karl has led over 200 lean-agile initiatives spanning 15 countries, with program budgets of up to $150 million. He can be reached at Karl@XoJom.com.

Program author / instructor

Business Agility

Lean changed the world of manufacturing. Agile brought Lean Thinking to software development.

Scrum changed the world of IT. Project Management changed strategic execution.

needs all of the above.

Call: 702-949-6164 or e-mail Karl@XoJom.com for info + quote