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As the month of November comes to a close, so will Michael Huerta’s time as the FAA Administrator, as his 5-year term ends, January 2018. Aeronautical Center employees were pleased that the Administrator chose to make one last visit to the Center as he finishes out his 7-year career with the FAA. During his two-day visit to the Center, he and Max Slutsky, his special assistant participated in a Town Hall meeting where the Administrator recognized and praised the critical work being accomplished across the Center, and for the employees’ ability to stay focused on the core mission of providing the safest and most efficient aerospace system in the world. The Administrator commented, “Think about our narrative now vs. where it used to be. Think about the number of aircraft registered. It took us 100 years, to get to the point where 300,000 aircraft were registered; it took us only two years to get to having 1-million aircraft registered. We are more flexible and nimble as an agency than ever before.” Michelle Coppedge, Aeronautical Center Director, provided opening remarks and commended his efforts in providing invaluable support to the Center over the years. “He’s really stood behind many of our accomplishments as aviation has changed a lot in just 5 years,” Coppedge said. She highlighted several advances that have occurred during his term: the growth of the new common Air Route Surveillance Radar; renovations of the Systems Training Building; providing urgent support that was needed when the agency needed to hire over 1,400 air traffic controllers while receiving 29,000 job applications; and providing support during some of the state’s and nation’s catastrophic storms.
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Big Lake Software sponsored a video log on the topic of Lean Portfolio Management with Alex Yakyma, Founder of Org Mindset, author of “The Rollout”, and Marshall Guillory, Principal Consultant, Enterprise Agility Coach and author at blogagility.com.
This vlog is longer than the normal 2-3 minutes for hard hitting, short timebox coaching videos. The discussion covers quite a bit of ground on five primary topics within LPfM at a fair depth for a little over 32 minutes.
Part 1 Topics:
- Define what LPfM is first, in the context of a Lean-Agile transformation or an org mostly demonstrating Lean behavior / Agile behavior
- Is it necessary for every impl. / organization
- What size fits? Enterprise? Startups?
- Understanding a business’s portfolio(s) relationship between strategy and value streams / mapping
- Impediments to implementing LPfM”?
- How to get in front of forecasting with the portfolio coupled with the idea of exploration and validated learning at the highest level in the org.
- Options thinking and embracing variability and uncertainty at the portfolio level; exploiting economic opportunities.
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I was just having a bit of fun this morning, but perhaps there is some way to enhance our learning?
From my original LinkedIn post.
“Business Value Bowling” everyone is ten pins and one frame away from accurately assessing business value at the end of the PI!
The Laws and the rules
“The average number of work items in a stable system is equal to their average completion rate, multiplied by their average time in the system.” ~ John Little, 1961
“A Proof for the Queuing Formula” by Little, J. D. C. (1961)
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Thinking this morning about a conversation I had yesterday at happy hour with several truly impressive human beings.
Some characteristics of a high performance Lean-Agile team:
- no longer needs a scrum master or lean agile leader
- uses the best of Scrum as an empirical framework for an amazingly lean sustainable flow process
- also uses principles of Lean and a Kanban system
- has a natural affinity for pulling the right work at the right time
- possesses high trust within the team and externally known to consistently deliver successful outcomes; builds trust with other teams
- regularly pushes the boundaries of what is possible as innovators
- cares deeply about people and the organization
- committed to continuous learning and relentless improvement
Just in from the blogagility.com laboratory...
One of the many challenges faced by coaches in a Lean-Agile transformation is convincing resource owners/managers to relinquish the “control” part of command & control (see Capt. David Marquet on “Greatness”) to people & teams for the purposes of –self-organization & self-management. Or as I prefer to describe it, getting out of the way of people’s innate creativity and ability to innovate. Capt. Marquet offers pillars of competence and clarity as the recipe, of which I wholeheartedly agree.
As in the value systems of Scrum and the SAFe® – respect for people and culture, openness, and transparency are part of the fresh culture we are driving. Without these basic human elements of successful relationships and communication, trust doesn’t exist. The dual combo “T’s” of trust and truth are the kingpins in any long-lived organizational change / transformation. Read the rest of this entry »