Thursday, January 11, 2024 Virtual Conference

Peter Palmér, LPPDE and Juha Tammi, Lean Association of Finland - Welcome and Instructions

Peter and Juha represent the two organization who organize these virtual online events and will moderate the Virtual Summit.

Peter Stevens, Co-founder Personal Agility – What happened to the role, Project Manager? Don’t we still need one?

With long experience in managing business linked to introducing and leading via agile work methodology, a unique ability to see the whole to find the way to get the organization to express itself curiously until innovative and successful solutions.

“What happened to the role, Project Manager? Don’t we still need one?” I get asked this question over and over. Short answer: The project manager’s duties have been reapportioned in Scrum.

There is no project manager role in Scrum, and a Scrum Team does not report to a project manager. A project has a beginning and an end-date, and usually a defined scope.

A product has a life cycle, and the key question is figuring out what features to deliver to make it a success and keep it viable over the years. When you create a product, you are continuously deciding what to put in.

A project manager doesn’t usually have the authority to make those decisions. It doesn’t make sense. (Vendors usually don’t either.)

Product teams need that authority, so that is why Scrum has a Product Owner.

Peter Stevens is called by leaders and executives me when they want their corporate initiatives to start moving forward. He get things unstuck. You can get things done faster than you ever thought possible!

He is engaged as Executive Coach, Keynote Speaker, Agility Officer, Scrum Trainer, or Change Leader. He talks about Agility, Leadership Skills, Scrum, Scrum for Hardware.

Peter is the creator of The Personal Agility System (tm), the simple, scalable leadership framework for aligning actions with priorities. He wrote Ten Agile Contracts, the bridge between procurement and product delivery, and he co-created the Agile Contract Manifesto.

👉 My Website: https://saat-network.ch/solutions/#transformation

👉 Contact me: https://saat-network.ch/contact/

Marlena Taylor, Lean Process Engineer at Sandia National Laboratories – Enabling Innovation in All Aspects of the
Enterprise

What are the real enablers for Innovation? And are they different in different areas of an Enterprise? Marlena is a very experienced lean process engineer, coaching LPPD at Sandia National Laboratories. She will share some of her experience coaching Sandia National Laboratories in their journey.

Marlena Taylor is a Distinguished Member of Labs Staff at Sandia National Laboratories and has over twenty years of experience in performance improvement, organizational change, and strategic management. Marlena leads performance excellence and innovation for a cross Nuclear Security Enterprise team to enable product and process improvement. She enjoys a systems thinking approach to problem solving and innovation and is passionate about working with others to achieve improved outcomes.

Marlena resides in Albuquerque with her husband, Daniel, and their identical twin boys Ethan and Tristan. She enjoys a variety of outdoor activities including skiing, backpacking, cycling, and most of all, running.

Dwayne Butcher, Director of Marketing at Flexware Innovation – How Do I Get My Leadership Involved in Lean Thinking?

How easy is it to introduce Lean Thinking is an environment that is not so affected by Lean Thinking? How do you get top management involved in Lean Thinking? After quite some years with Lean Frontiers, organizing learning events like conferences, directed training sessions and webinars, Dwayne has returned to Flexware Innovation with a big backpack of knowledge. Here we can learn about his learnings, successes and failures along that road.

Dwayne Butcher has been in and around systems that ENABLES and IMPROVES the work of those who DO the work. These systems may come in the form of technology, process improvement, training, or any number of enablement systems. Whatever the solution, I've long associated with organizations who improve the work of individuals, teams, companies, communities, and the world.

Suzette Johnson, NG Fellow, Lean-Agile at Northrop Grumman Corporation, Space Sector – Challenges and Success Patterns to Delivering Capabilities Faster

Innovation and collaboration across all levels of the organization, are critical for a company’s growth and survival in today’s fast-paced working environments where new digital capabilities emerge every day. The challenge often faced is how to adopt new ways of working while addressing the barriers to change organizations often face. 

To address this need we must foster Lean-Agile environments that promote teams who are creative problem solvers, are energized, and engaged to contribute their best every day. We bring together the concepts of Lean and Agile and apply them across all functions within the value stream. This new way of working and set of principles has been defined as Industrial DevOps. Industrial DevOps offers the ability to adapt to changing needs, reduce cycle time for delivery, increase value for money, and leverage innovation. Become familiar with the principles and success patterns that have emerged along with how to address some of the challenges that organizations often encounter when adopting new ways of working.

For some of you these principles may already be part of your environment and you will resonate with the potential they offer; for others, these principles will be a paradigm shift in how to create teams that leverage everyone’s talents for increased productivity and innovation and delivering results in the shortest sustainable lead time.

Suzette Johnson is a NG Fellow for Lean-Agile, she works for Space Systems fostering operational and program excellence to achieve mission and business outcomes. Her experience with Lean-Agile began over twenty years ago with experience across IT systems and software and systems engineering for cyber-physical systems. She has led the adoption of Lean-Agile across the enterprise and has supported over 100 internal projects and government programs on the Lean-Agile journey.

Final reflections and remarks

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By Juha Tammi & Peter Palmér

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