Özlem works with teams to quickly develop products and services that truly delight customers.
With more than 12 years experience working in e-commerce, software and product development, she has worked with everything from Fortune 500 behemoths to fast-growing Inc 5000 startups. Özlem has a degree in Economics and has lived in 7 different countries —including 5 years in Denmark working for Maersk.
Along the way, Özlem has engaged with all sorts of organisational cultures and has a passion for helping them learn and improve. She also enjoys sharing her experience with others and regularly speaks and delivers workshops at international conferences. Her speaking schedule and things she has written can be found on her website agileatheart.com.
When she's not jetting around the world consulting, teaching and speaking, she enjoys reading and going surfing — and inexplicably, the Eurovision Song Contest.
Most of all though, she loves bringing people together and helping them change the way they work – so they love what they do.
- Does your organisation treat I.T. like a factory, taking orders from “the business”?
- Does your funding and approval process force you to work in large batches with commitment to fixed time, budget and scope?
- Do your KPIs lead people to optimise for their role or department?
- Do your legacy applications limit how fast your organisation can innovate?
- Is your fuzzy front end full of queues, analysis paralysis and fighting for approval?
If you want to hear about how Maersk Line, the world’s largest container shipping company wrestled with and changed each of these, this session is for you!
Our journey starts with a revolutionary approach: A $60m mega-project to deliver a new customer facing website. Set up as a “startup” within the company, we attempted to implement and scale Scrum. You’ll learn what worked, what didn’t and what we learned along the way – and how it was ultimately seen as a huge failure in the eyes of senior management.
We then pivoted to take a more evolutionary approach. This time by tailoring and adapting a set of Lean-Agile practices that would fit our context and culture – and mostly focused on increasing end-to-end speed. We studied the whole system and selected 8 Lean-Agile practices that could scale up to the enterprise level and across the whole portfolio:
The challenges of driving change in a Fortune 500 behemoth
How focusing on changing the whole end-to-end value-stream helped to reduce cycle time (and how that also hindered us).
How important changing the funding model was
How to argue for changing KPIs that damage the whole
How to “Do Agile” and make massive improvements in cycletime *without* any changes in downstream practices like automated testing and continuous delivery.
How we changed the common perception that Agile is for Greenfields only.
Don Reinertsen says that if you only quantify one thing, quantify the Cost of Delay. As we’ve talked about before, quantifying Cost of Delay not only helps improve prioritisation, it also help with making trade-off decisions, creates a sense of urgency, and changes the focus of the conversation. Maybe this has got you interested in experimenting with it, but you’re not sure how to get started? If so, this workshop is specifically for you!
When people hear about Cost of Delay they sometimes doubt whether their organisation is ready for it. They say things like, “We don’t have the maturity for it”, or “We couldn’t do that because our stakeholders wouldn’t support it”. We’ve heard people say this too. And yet, in hindsight, people find it much easier than they thought! We will show you how to get started with using Cost of Delay, despite these doubts.
The first essential building block is to understand the value. To help structure the conversation we will use a simple economic framework to surface the assumptions and drive to the economic impacts. The second essential building block is to understand the urgency. For this, we will look at different urgency curves to help us understand how value is likely to decay over time. Combining these two gives us the Cost of Delay helping us to question and better understand what our gut tells us about value and urgency.
Practice makes perfect!
To get going, we will start by looking at some simplified scenarios that help you put what you’ve learned about Cost of Delay into practice. You’ll work at your own pace through some simple exercises that test different aspects of your understanding. To really embed it, once you’re done you’ll get a chance to help others around you – you become the teacher. We will then quickly reflect on what we’ve learned so far.
Then, we’re all going to work on quickly estimating the Cost of Delay for a real life example for a real company. You’ll do this in pairs making assumptions you need to get to a cost of delay for the feature in dollars per week. To help us learn about what the key assumptions were we will compare results across the group to help us understand what the value might be and the areas of greatest uncertainty.
To wrap up we’re going to ask you to do a mini-retrospective about what you’ve learned and what your puzzles are. If we have any time left, we’re happy to help you have a go with a feature or project you are working with.
By the end of this session you should be able to go back to your organisation armed with a better understanding of what Cost of Delay is, why it’s useful and be confident enough to apply it.
Learn about an economic framework for estimating value
Learn about the most common urgency profiles we see
Do some exercises to work out the Cost of Delay for a set of scenarios
Get some practice with helping others to calculate the Cost of Delay
Learn about the assumptions we often need to make in order to calculate Cost of Delay.
Get to a Cost of Delay figure (in dollars per week) for a real situation, compare and contrast with others.
Be able to calculate the Cost of Delay for your own Project or Feature.