The past decade has witnessed a revolution in how companies make critical business decisions, plan for the future, advertise, interact with their customers, and more. Against the backdrop of the…
Rolling out agile scrum at an enterprise level in the corporate arena can be challenging for even the most adept managers. The role the manager plays is essential to the success of the agile program. Other roles, such as the Scrum Master, Product Owner and Development Team are clearly explained by scrum in its core practices. But less clear, is what happens to the manager when an organization migrates to agile. How thorough a knowledge of agile does a manager need to have to be successful? How much training and exposure to agile practices do managers need to be effective? How experienced must a manager be in leading to run an efficient scrum program? Below are 5 key tips a manager should utilize for success:
We recently partnered with one of the world’s oldest education institutions to lead them through a technology and process change that affected every corner of the school, from a student’s desk to the ice rink’s Zamboni. At SEI, we believe that every client situation requires a unique approach, and this project was no different. In this case, it was critical to help the client understand what is being accomplished today and how the proposed changes would not only positively affect their day-to-day activities but also their long-term financial objectives. We were brought in to assist with the implementation of an Enterprise Asset Management System (EAMS) to track and depreciate equipment and fixed assets throughout the disparate areas and schools of the institution.
An SEI client recently asked for advice on how to best improve their global recruitment process.
As his trusted advisor, I suggested this opportunity was clearly “ripe” for a Lean process improvement project. All we would need to do is get the right people together in a room and – utilizing key Lean tools – perform a focused effort on improving the process. I also expressed my passion (as well as SEI’s) for Lean and my desire to drive the execution of the project. We met to better define and scope out the specific business opportunity and pain points the Talent Acquisition team was experiencing – what were the issues, where are the inefficiencies, who are the stakeholders, and how long does process take from start to finish?