PLN-Agility in Managing Execution

AGILITY IN
MANAGING
EXECUTION
AGENDA
1. Disruptive Era
2. Why Agility?
3. Agile Mindset
4. Agile Framework
5. Organization Agility
6. Leadership in Agile
7. Introduction to Trello
8. Objectives and Key Result (OKR)
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AGENDA
Introduction to
Organization Agility
Agile Mindset Trello
Disruptive Era
How an agile
Having agile mindset One of powerful
We live in an ever organization will look
will allow us to be tools in agile is
changing world adaptive in this like and how it will
Kanban and we will
situation work
learn it using Trello
Agility in
Managing
Execution Why Agility? Agile Framework Leadership in Agile OKR
As the world is We will see some of We will learn that the Not only we will learn
constant changing, the agile framework adjustment will be Kanban, but OKR is
needed in the way we helpful in measuring
Agility is the that can be used in
lead our team and coordinating how
ANSWER to survive our daily work
the organization works
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1.
DISRUPTIVE
ERA
Learning Objective:
• To be aware that we live in an ever changing world

• To be able to explain the meaning of disruptive era
• To understand the impact of disruptive era to the business
Start with Why
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Agility in Managing Execution
Agility in
Time
Managing
Execution
Time Productivity
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The Productivity Project
• Before the industrial revolution, measuring time wasn’t

as important, and most of us worked on the farm, where
we had way fewer deadlines and meetings.
• While time has been ticking on for billion of years, we

only began mesuring it down to the minute after the
industrial revolution because we finally had a reason:
time was money.
• There awas a direct connection between how many

minutes and hours we worked and how much we
produced.
• Today: most people who work nonfactory jobs trade

some combination of their time, attention, energy, skills,
knowledge, social intelligence, network, and their
productivity.
• Today, time is no longer money. Productivity is money.
Source: “The Productivity Project” by Chris Bailey
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Most Productive Countries 2020
• Here are the 5 countries with the highest rates of hourly productivity:
1. Norway
2. Luxembourg
3. United States
4. Belgium
5. Netherlands
• Norway is the most productive country in the world.
• Despite this, Norway has the third-lowest average workweek in the world of 38.0 hours per
week.
• Additionally, work-live balance is Norway is highly valued and family is a huge priority, even over
work.
• Parents are often allowed to leave work early to pick up their kids from school.
• Norwegians are known for being extremely efficient and task-oriented at work and can shut out
their jobs from their lives once the clock hits 4 p.m. (the typical end time of a Norwegian workday).
Source: https://worldpopulationreview.com/country-rankings/most-productive-countries
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The Future of Work
Source: “The Future of Work” by Jacob Morgan
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The Future of Work
Operates like a small company
A small company make decisions quickly, isn't bogged down by bureaucracy, and are
more agile and adaptable.
In a rapidly changing world organizations cannot operate as their stereotypical "larger

selves" where employees spend all their time checking emails, have meetings about
having meetings, and basically operate at the speed of sludge.
Adapts to change faster
Today, "late followers" means "out of business."
Years ago it was acceptable to see what other companies were doing and being a "fast
follower," not so today.
Decisions have to made faster and actions need to be more swift. This isn't just an
adaptation to technology either, new behaviors entering the workforce are also crucial to
pay attention to and embrace.
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The Future of Work
Innovation everywhere
Innovation no longer comes from a team, a department, or from a few people at the top
of the food chain.
In order to succeed in a rapidly changing world, innovation must have the ability to
come from anywhere including outside of the company. "Idea" and "innovation" are also
two different things. Ideas happen all the time but the process of taking that idea and
turning into something is innovation.
Flatter structure
No organization has ever embarked on a journey to create a more hierarchical structure

with more layers, more management, more bureaucracy, and less collaboration.
Yet this is the stereotypical idea of what a strict hierarchy looks like and how it operates.
Some structure within an organization is good but there needs to be a balance between
being completely flat and being a pyramid.
However, this structure doesn't mean that everything flows "top down." Communication
and collaboration flows up, down, and side to side.
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VUCA
The lack of predictability, the The haziness of reality, the
prospects for surprise, and the sense potential for misreads, and the
of awareness and understanding of mixed meanings of conditions;
issues and events. cause-and-effect confusion.
Uncertainty Ambiguity
U A
V C
Volatility Complexity
The nature and dynamics of The multiplex of forces, the
change, and the nature and confounding of issues, no cause-
speed of change forces and and-effect chain and confusion
change catalysts. that surrounds organization.
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Disruptive Technology
A disruptive technology is one that displaces

an established technology and shakes up the
industry or a ground-breaking product that
creates a completely new industry.
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Mobile Phone Revolution
Do one thing Do anything from

from one place anywhere
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Startups
• A startup or start-up is a company or project

undertaken by an entrepreneur to seek, develop,
and validate a scalable economic model.
• Typically, lean startup focuses on a few lean

principles:
• Find a problem worth solving, then define a

solution
• Engage early adopters for market validation
• Continually test with smaller, faster iterations
• Build a function, measure customer response,
and verify/refute the idea
• Evidence-based decisions on when to "pivot"
by changing your plan's course
• Maximize the efforts for speed, learning, and
focus
Source: “The Lean Startup” by Eric Ries
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Case Study: Traveloka
• Founded by Ferry Unardi in early 2012.
• In April 2015, Traveloka mobile application for Android hits 1 million

downloads.
• In December 2017, Traveloka mobile app has reached 30 million

downloads.
• One of “Startup Unicorns” in Indonesia.
Source: https://press.traveloka.com/history/
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Case Study: Gojek
• Founded by Nadiem Makarim in 2015.
• Initially only three services:
• GoRide
• GoSend
• GoMart
• Has evolved into a Super App with more than 20 services.
• First “decacorn” in Indonesia with over $ 10 billion valution.
Source: https://www.gojek.com/history/
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Nadiem Makarim
One of youngest ministers

at 35 years young!
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Exercise: Disruptive Era
Think about the following startups:
1. What does the app do?

2. How has the app affected the way we live before and after?
3. How has the app disrupted the existing industry?
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Discussion: #UninstallBukaLapak
What can we learn from the

#UninstallBukaLapak
from the customer perspective?
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Product-Centric & Customer-Centric
Product-Centric Customer-Centric
A product-centric organization is Customer-centric is an approach to

one that is focused on the doing business that focuses on
products it brings to market rather creating a positive experience for the
than the customers that buy those customer by maximizing service and/or
products. product offerings and building
relationships.
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Summary
• We live in an ever changing world of VUCA:

• Volatility
• Uncertainty
• Complexity
• Ambiguity
• A disruptive technology is one that displaces an established technology and shakes up the
industry or a ground-breaking product that creates a completely new industry.
• A startup or start-up is a company or project undertaken by an entrepreneur to seek,

develop, and validate a scalable economic model.
• Customer-centric is an approach to doing business that focuses on creating a positive

experience for the customer by maximizing service and/or product offerings and building
relationships.
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2.
WHY AGILITY?
Learning Objective:
• To understand that agility is the answer to stay in the business

• To be able to tell the meaning of value of agile manifesto and
its principle
• To be able to relate the value and principle to the work in the
organization
VUCA Prime
V U C A
VISION UNDERSTANDING CLARITY AGILITY
VUCA Prime proposed by Bob Johansen in 2007, is a

framework that offers practical approaches necessary to help
you get your work done.
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VUCA Prime
• Traditional management methods are not sufficient to address the volume of these
changes. While there's no way to get rid off VUCA you can definitely take steps to
mitigate its risks and reduce the impact it has on your day-to-day activities.
• This approach will help you control the impact of changes, manage risks and
improve communication flows.
• Here's how to deal with VUCA:

• Vision: Focus on activities that will bring you closer to your goal.
• Understanding: Work with up-to-date data coming from all stakeholders.
• Clarity: Simplify communication to make sure messages are understood clearly.
• Agility: Provide flexibility to adjust to changes more quickly.
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VUCA Prime
Vision
V
• When things keep changing you need to make sure you're still
heading in the right direction. You should emphasis on your goals
and objectives, you want to make sure your project gets delivered
no matter what.
• One way to do that is to distinguish between activities that are

important and urgent.
Understanding
• To reduce uncertainty, you must work with data that is accurate and
U up-to-date. How can you make informed decisions if you're relying

on past data?
• You must take advantage of the new robust tools that allow data
analysis and a data driven decision making process.
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The Eisenhower Matrix
Urgent: A task that

Delegate Do requires immediate
attention.
Urgent, but Urgent &
not important important Important: Things that
Urgency
contribute to your long-

term mission, values, and
goals.
Eliminate Plan
Not urgent & Not urgent, but

not important important
Importance
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The Eisenhower Matrix in Hospital
Delegate Do
Delegate patients to Handling for

another hospital when accidents &
there is no capacity or emergency patients
Urgency
expertise available
Eliminate Plan
Expand the hospital Schedule non-

for more park area emergency surgery
can wait a little when it can wait
longer
Importance
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Exercise: Eisenhower Matrix
Let’s practice Eisenhower matrix and try to categorize each situation in term of
urgency and importance, and what action to be taken!
No. Situation Urgent Important Action?
1. Catch deadline at work
2. Check social media notification

3. Buy books for self-development
4. Your bike community asks you
for an immediate meeting
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VUCA Prime
Clarity
C
• In today's complex work environment, communication is a vital skill.
Communication can be the source of strong alignment and
synchronization between moving parts of a complex project. It
becomes all the more important when coordinating your teams'
efforts.
• To battle complexity, project managers need to communicate

effectively.
Agility
• If the situation is not clear, you must have flexibility in order to
A respond quickly to changes.
• Agility implies being proactive instead of reactive, it's having

alternative strategies or contingency plans ready if anything goes
wrong such as maintaining a robust risk management process.
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Discussion: Gojek
• In the first launching, Gojek offered only 3 services:
1. GoRide
2. GoSend
3. GoMart
• But, what if Nadiem Makarim had thought about other services (such as Gopay,
Gocar, etc)?
• Questions:
• If so, why did he decide to launch Gojek with only three services?
• Which of the services are no longer available? What is the reason?
• What do you think the reason behind Gojek’s logo changing?
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KPMG: 2019 U.S. CEO Outlook
Source: https://assets.kpmg/content/dam/kpmg/us/pdf/2019/06/2019-ceo-outlook.pdf
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Agility in Pertamina
Lebih agile, fokus

dan cepat
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Discussion: Pre-Assignment
What do you think the

reason we need
to be agile?
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What is agile?
Agile
Able to move quickly and easily
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The Top 10 Most Hated Technology Buzzwords for 2019…
And What They Really Mean
Source: https://www.trustradius.com/buyer-blog/top-10-hated-tech-buzzwords-2019
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Agile Manifesto
Source: “The Scrum Fieldbook” by J.J. Sutherland

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Agile Manifesto
On 11 – 13 February 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah,
seventeen people met to talk, ski, relax, and try to find common ground—and of course, to eat.
What emerged was the Agile “Software Development’ Manifesto”
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Agile Manifesto
Source: https://agilemanifesto.org
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Principles behind Agile Manifesto
1. Our highest priority is to satisfy the customer 7. Working software is the primary measure of
through early and continuous delivery of progress.
valuable software.
8. Agile processes promote sustainable
2. Welcome changing requirements, even late in development. The sponsors, developers, and
development. Agile processes harness change users should be able to maintain a constant
for the customer's competitive advantage. pace indefinitely.
3. Deliver working software frequently, from a 9. Continuous attention to technical excellence

couple of weeks to a couple of months, with a and good design enhances agility.
preference to the shorter timescale.
10.Simplicity - the art of maximizing the amount
4. Business people and developers must work of work not done - is essential.
together daily throughout the project.
11. The best architectures, requirements, and
5. Build projects around motivated individuals. designs emerge from self-organizing teams.
Give them the environment and support they
need, and trust them to get the job done. 12. At regular intervals, the team reflects on how
to become more effective, then tunes and
6. The most efficient and effective method of adjusts its behavior accordingly.
conveying information to and within a
development team is face-to-face conversation.
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Discussion: Simplicity
Think about it!

1. Is it simple to use or not?
2. Do we really need all the buttons?
3. How many people have actually read the

instruction manual of the remote control?
4. Is it cheaper or more expensive for the

manufacturer to produce the remote control with
so many functions?
Censored
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Summary
• To deal with VUCA, we can use VUCA Prime:

• Vision
• Understanding
• Clarity
• Agility
• According to KPMG, acting with agility is the new currency of business, if we are too
slow, we will be bankrupt.
• 4 values of Agile Manifesto:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
• Simplicity is one of the principles behind agile manifesto and essential in the way we work.
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3.
AGILE MINDSET
Learning Objective:
• To learn that agile is more into mindset with 4 values,

12 principles, and many practices
• To understand the principle of kanban board and know
why it is relevant for agility
• To be able to create kanban board and analyze the
information from it
“Agile is a mindset”
Source: https://www.slideshare.net/AgileNZ/ahmed-sidky-keynote-agilenz
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Agile Practices (Frameworks/Methods)
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Discussion: Pizza Hut & Domino’s Pizza
Questions:
• Have you ever visited Pizza Hut or Domino’s Pizza?

• What would you do if you have ordered and the food is not served yet after
waiting a while?
• What is the difference between both restaurants?
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This board makes the difference
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Kanban
“Signboard”
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What is Kanban?
• Kanban is a scheduling system for lean manufacturing and just-in-time

manufacturing (JIT).
• Taiichi Ohno, an industrial engineer at Toyota, developed kanban to
improve manufacturing efficiency.
• The system takes its name from the cards that track production within
a factory.
• Kanban boards with cards enable and promote the visualization and
flow of the work through the system for everyone to see.
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Tranparency
• Transparency implies:
• Openness
• Communication
• Accountability
• Transparency is operating in such a way that it is easy for others to see what
actions are performed.
• Increasing transparency in all aspects of the work we do delivers the highest
benefit and reduces project risk across the board.
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The Original Kanban System at Toyota
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The Anatomy of Kanban
Kanban Board
Kanban
Columns cards
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Modern Kanban System
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Personal Kanban Board
To Do Work in Progress Done
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Team Kanban Board
Person A
Person B
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Are you being
productive
or
busy?
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Who is busy and who is productive?
Person A
Person B
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Productivity
Busy people, however, do not signal

productivity – delivered value does
- Dominica DeGrandis
Source: “Making Work Visible” by Dominica DeGrandis

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Discussion:
Managing Resources with Kanban
• Look carefully the next kanban board, and answer following questions!
• Questions:
• How many projects are there shown on the kanban board?
• How many tasks (activities) is each resource working on each project?
Project X Project Y
Person A:
Person B:
Person C:
• How could we re-arrange the resource load to optimize their focus on

work?
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Managing Resource Load
Project To Do Work in Progress Done
Del. 1 Act. 1 Act. 3

Project X

Project Y
Del. 3 Act. 3
Person A Person B Person C
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Work in Progress
• Work in progress (WIP) is the term given to work that has been started but
has not yet been completed.
• The reason why WIP must be limited:
• Without limits, team member may be tempted to undertake too many

work all at once
• Easier to identify bottlenecks
• Increase focus and avoid multi-tasking
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Exercise: Kanban Board
Prepare your tasks for a week using kanban board!
• Do you think 3 colums are enough?

• Which labels would you like to add to make the cards more
informative?
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Benefits of Kanban
Everyone on the same page
The basic idea of Kanban is visualizing every piece of work on a board.
This way, the Kanban board turns into a central informational hub. All tasks are visible,
and they never get lost, which brings transparency to the whole work process.
Every team member can have a quick update on the status of every project or task.
Kanban reveals bottlenecks in your workflow
Once you build a Kanban board and you fill it with cards, you will see that some columns
will get overcrowded with tasks.
This will help you spotlight bottlenecks in your workflow and tackle them properly.
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Benefits of Kanban
You focus on finishing work to boost collaboration and productivity
One of Kanban's main advantages is that it requires teams to focus on their current
tasks until they are done. This is possible thanks to the concept of limiting work in
progress.
Limiting WIP fosters teams to collaborate to complete work items faster, which, on the
other hand, eliminates distractions such as context-switching and multitasking. At the
end of the day, this has a positive impact on the team’s productivity.
Your team gets more responsive
Today, in knowledge work, Kanban makes it easy for us to respond to the ever-
changing customer’s requirements.
It allows teams to be more agile, to adapt to changing priorities, reorganize, or switch

focus fast.
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Summary
• Agile is a mindset with 4 values, 12 principles, and many practices.
• Kanban is a scheduling system for lean manufacturing and just-in-time manufacturing (JIT).
• Kanban emphasizes transparency which operating in such a way that it is easy for others to
see what actions are performed.
• Kanban board consists columns and cards.
• Work in progress (WIP) is the term given to work that has been started but has not yet
been completed, and therefore must be limited to avoid overload.
• Kanban board can help:

• To increase focus and productivity
• To identify bottleneck
• To manage resources
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4.
AGILE
FRAMEWORK
Learning Objective:
• To learn the scrum framework with 3 roles, 5 events, and

3 artifacts
• To be able to perform daily scrum and sprint
retrospective
• To understand the 3 pillars and 5 values of scrum
Scrum Framework
Scrum Scrum Scrum

Roles Events Artifacts
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Exercise: Scrum Framework
Read carefully the story “The Scrum

Princess” and figure out:
• Identify the roles from the story

• What is the reason that the team
changed the way they work? And
how?
• What do you think the reason that
the team can work collaboratively?
• Observe and evaluate how the scrum
framework can be adopted in your
organization
The Scrum Princess
- Kyle & Demi Aretae
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Scrum Framework
Scrum
Roles 5 Scrum
Events 3 Scrum
Artifacts
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3 Roles in Scrum
1. Product Owner
Responsible for maximizing the value of product resulting from work of

Development Team.
2. Development Team
Development Team consists of professionals who do the work of delivering a

potentially releasable increment of “Done” product at the end of each sprint.
3. Scrum Master
Responsible for promoting and supporting Scrum in the organization by helping

everyone understand Scrum theory, practices, rules, and values.
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Letter-Shaped Employee
• Biologically, people are very similar, and at the same time they are very different
because of their personalities.
• Employees are divided into groups. The two basic groups that you are most
probably familiar with are:
• Specialists
• Generalists
• Apart from these, there are other groups of employees who are classified in
letter-shaped groups.
• There are a number of letter- or symbol-based metaphors, sort of an alphabet

soup of metaphors, that describe the type of person you might find in a team.
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Letter-Shaped Employee
Hyphen/dash (-)-shaped T-shaped
They have a breadth of T T-shaped people represent the classic

agile team member.
experience, but little depth
usually called generalists.
T-shaped people have a specialty, and
in addition, they have a wider breadth
of experience with other skills, also
called generalist-specialist.
I-shaped M-shaped
I I-shaped people are M M-shaped are equal or more

knowledgeable in the skills expected
specialists. Specialists
have a single specialty or of a T-shaped.
focus.
M-shaped employees are actually
members of high performance cross-
They do not know much
functional teams.
about different disciplines,
and they prefer to work
in one single job type.
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Scrum Framework
3 Scrum
Roles
Scrum
Events 3 Scrum
Artifacts
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5 Events in Scrum
1. Sprint Planning
The work to be performed in the Sprint is planned at the Sprint Planning. This plan
is created by the collaborative work of the entire Scrum Team.
2. Sprint
The heart of Scrum is a Sprint, a time-box of one month or less during which a
"Done", useable, and potentially releasable product Increment is created.
3. Daily Scrum
The Daily Scrum is a 15-minute time-boxed event for the Development Team. The
Daily Scrum is held every day of the Sprint. At it, the Development Team plans work
for the next 24 hours.
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5 Events in Scrum
4. Sprint Review
A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt
the Product Backlog if needed. During the Sprint Review, the Scrum Team and
stakeholders collaborate about what was done in the Sprint.
5. Sprint Retrospective
The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and
create a plan for improvements to be enacted during the next Sprint
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Daily Scrum
Let your team members discuss every day to coordinate and

synchroize their work by answering 3 questions
1. What did you do yesterday?
2. What will you do today?
3. Are there any roadblocks in your way?
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Exercise: Daily Scrum
Prepare daily scrum by answering 3 questions related to our work:
1. What did I do yesterday?
2. What do I do today?
3. Is there any roadblock that prevents me today?
Participants: 3 persons
Timebox:
3 minutes for writing down the answers
10 minutes for daily scrum
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Daily Scrum: Ground Rules
• Be on time!
• Stand up!
• Time-boxed 15 minutes!
• No distractions
• Use parking lot
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Daily Scrum: Common Pitfalls
• Daily meeting turns into a “status report” meeting.
• Daily meeting drags on and on and on and …
• People forget the daily meeting.
• No problems!
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Sprint Retrospective
After 2 weeks of working together, facilitate a meeting to discuss the

improvement plan for next 2 weeks by answering:
2 questions OR 3 questions
1. What went well? 1. What should we start doing?
2. What can be improved? 2. What should we stop doing?
3. What should we keep doing?
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Exercise: Sprint Retrospective
After a while of Working from Home (WF), let us practice sprint

retrospective by answering 2 questions anonymously:
1. What went well?
2. What can be improved?
Participants: all
Timebox:
5 minutes for brainstorming
5 minutes for discussion
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Scrum Framework
3 Scrum
Roles 5 Scrum
Events
Scrum
Artifacts
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3 Artifacts in Scrum
1. Product Backlog
The Product Backlog is an ordered list of everything that is known to be needed in

the product. It is the single source of requirements for any changes to be made to the
product.
2. Sprint Backlog
The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus
a plan for delivering the product Increment and realizing the Sprint Goal.
3. Increment
The Increment is the sum of all the Product Backlog items completed during a
Sprint and the value of the increments of all previous Sprints.
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Discussion:
Measuring Productivity with Kanban Board
• The kanban board has additional information regarding the Story Point, which is
an effort estimation on the complexity a task has to complete.
• Look carefully the kanban board and answer following questions!
• Questions:
• How many kanban cards (activities) are there shown on the kanban
board?
• Measure the productivity by calculating the completed story points if

within a sprint (a duration of 2 weeks) Activity 1 and 2 are done
• Which activity would you suggest to choose for next sprint and why?
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Measure Productivity
Story Points: 1 (easiest) – 10 (hardest) to complete
Activity 1
Story Point: 2
Activity 2
Story Point: 6
Activity 3
Story Point: 7
Activity 4
Story Point: 3
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3 Pillars of Scrum
SCRUM
• Empiricism means working in

a fact-based, experience-
Transparency
Inspection based, and evidence-based
Adaption
manner.
• Transparency means we all

know what is going on.
• Inspection means to check

your work as you do it.
• Adaption means it is okay to

change tactical direction
Empiricism
Source: https://www.scrum.org/resources/blog/three-pillars-empiricism-scrum
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5 Values of Scrum
“Scrum places great emphasis on mindset and cultural shift to achieve business and
organizational agility.”
Source: https://www.scrum.org/resources/blog/5-scrum-values-take-center-stage
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Summary
• Scrum framework consists of 3 Roles, 5 Events, and 3 Artifacts.
• Roles in scrum:
• Product Owner (PO)
• Development Team
• Scrum Master (SM)
• Events in scrum:
• Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective
• Artifacts in scrum:
• Product Backlog
• Sprint Backlog
• Increment
• For scrum to work, we need to understand 3 pillars and 5 values of scrum.
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5.
ORGANIZATION
AGILITY
Learning Objective:
• To understand what an organization needs to do for agile

transformation and the suggested way to achieve that
• To get familiar with the concept of team empowerment
• To be able to differentiate agile organization structure with
traditional one
“It is do or die”
Source: “The Scrum Fieldbook” by J.J. Sutherland
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KPMG: 2019 Global CEO Outlook
Agile or irrelevant
Large, established organizations — which are built to drive an
advantage from scale — are finding that smaller, more agile
players have a competitive edge.
As industries such as financial services have seen, disruptors are

targeting key elements of the value chain, such as fintechs’ moves
into the payments industry.
At the same time, customer needs are changing fast and

advanced technologies continue to evolve. To respond,
companies need to fundamentally change how they work. This
means being more customer-centric, increasing the speed of
innovation and collaborating across organizational boundaries.
Source: https://assets.kpmg/content/dam/kpmg/xx/pdf/2019/05/kpmg-global-ceo-outlook-2019.pdf
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Case Study: Google
• A group of Google’s People Operations set out to answer this question using data and
rigorous analysis: What makes a Google team effective?
• Over two years we conducted 200+ interviews with Googlers (employees) and looked at
more than 250 attributes of 180+ active Google teams.
• We were pretty confident that we'd find the perfect mix of individual traits and skills
necessary for a stellar team:
• one Rhodes Scholar
• two extroverts
• one engineer who rocks at AngularJS
• a PhD
• Voilà! Dream team assembled, right? We were dead wrong.
• Who is on a team matters less than how the team members interact, structure their
work, and view their contributions.
Source: https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it
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Trust
There is no team without trust
- Paul Santagata (Head of Industry at Google)
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Psychological Safety
In a team with high psychological safety, teammates

feel safe to take risks around their team members.
They feel confident that no one on the team will

embarrass or punish anyone else for admitting a
mistake, asking a question, or offering a new idea.
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Bandwagon & Halo Effect
Bandwagon Effect
The bandwagon effect refers to the tendency people have to adopt a certain behavior, style, or
attitude simply because everyone else is doing it.
So, why exactly does the bandwagon effect occur? Individuals are highly influenced by the
pressure and norms exerted by groups. When it seems like the majority of the group is doing a
certain thing, not doing that thing becomes increasingly difficult.
Halo Effect
The halo effect is a phenomenon that causes people to be biased in their judgments by
transferring their feelings about one attribute of something to other, unrelated, attributes.
The halo effect can impact organizations, locations, products and delivery/communications
channels, as well as our judgments of other people.
Example: If users like one aspect of a website, they're more likely to judge it favorably in the
future.
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Five Trademarks of Agile Organizations
Source: https://www.mckinsey.com/business-functions/organization/our-insights/the-five-trademarks-of-agile-organizations
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Team Empowerment
It comes down to the fact that the people actually doing knowledge work usually have the best
idea of how to do that knowledge work, given they have the proper experience.
Source: “Leaders Eat Last” by Simon Sinek
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Team Empowerment
• When the decisions are made by people who works close to the
situation they will be the most accurate as possible.
• It will bring success to the company, not only because of that, but also
because they will feel like they own the business, despite their
hierarchical level.
• Feeling part of the process is one of the best feelings one can have.
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Exercise: Team Empowerment
• How would you describe the organization or company you work at?
• Now, reveal the challenges and figure out the solution by following these steps:
1. What is the challenges that you face every day at work?
2. Do brainstorming to figure out the solution to make improvement plan
• Remember: Since you know exactly the challenges, the chances are you also
know the solution.
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Typical Organization Structure
COMPANY X
Dept. A Dept. B Dept. C Dept. D
Mgr. A Mgr. B Mgr. C Mgr. D
Andy Ben Carlos Daniel
Alan Bobby Charlie David
Amy Diana
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Flat Organization Structure
COMPANY X
Cross-Functional Manager
Team 1
Leader
Andy, Ben, Carlos, Daniel
Team 2
Leader
Alan, Amy, Bobby, Charlie, David, Diana
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The New Paradigm
Source: https://www.mckinsey.com/business-functions/organization/our-insights/the-five-trademarks-of-agile-organizations
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Case Study: Shell
• At Shell, they use Edge as an umbrella term to cover the embedding of agile and lean principles
and practices across the whole company, which grew out of an IT initiative.
• Edge is what Shell calls its “cutting edge” way of blending an agile project delivery approach with
scrum for an agile software development lifecycle. It also uses DevOps to enable continuous
delivery, while retaining some aspects of traditional Waterfall project management.
• The first step in implementing this widespread transition from completely Waterfall to the “sprint,
learn, succeed” mindset of Edge was to decide where and where not to implement it.
• Edge is deemed most beneficial to projects that require one or more of the following:
• Where speed to market is critical
• Prototypes and proofs of concept
• “Fail early” for smaller iterative releases
• Things involving non-business-critical applications
• Would not require the work commitment of more than six to eight team members
Source: https://thenewstack.io/shell-gives-new-meaning-devops-agile-scale/
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CALMS
Above you see the conceptual framework driving this company-wide initiative
toward cracking down silos to create one team.
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Giants can dance:
Agile organizations in asset-heavy industries
Some organizations have implemented just a few

pilots, while others have more than 100 under way. A
look at the early evidence shows compelling results
such as these:
• BP cut $60 million from its logistics costs in Azerbaijan

by establishing a cross-disciplinary team to work out how
to optimize vessel surveys quickly.
• A similar team cut the capital costs from a new project

in the pre-final investment-decision (FID) stage by $1
billion. The company has now trained more than 3,000
employees in scrum techniques.
• Another oil and gas major turned its discipline-based

frontline organization at one asset into a number of
cross-functional agile teams, which helped to cut
maintenance costs by 40 percent.
Source: ttps://www.mckinsey.com/industries/oil-and-gas/our-insights/giants-can-dance-agile-organizations-in-asset-heavy-industries
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Giants can dance:
• The team (also called a squad) becomes

the primary home of most employees.
• A team that operates a crusher at a mining

asset, for example, might consist of
employees from plant production, mining
production, maintenance, planning, and
supply chain, jointly accountable for
volume and cost targets.
• How does this work? You need small

teams, typically no larger than five to ten
people, for self-management. These teams
must have a clear mission, with end-to-end
responsibility for a business outcome.
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Giants can dance:
• What could a fully agile operating model

look like in asset-heavy industries? Agile
teams defined by outcomes or missions
rather than input actions or capabilities,
will form the basis.
• These teams are then grouped together by

their contribution to a common value-
stream activity.
• An oil and gas company, for example, has

created an end-to-end production-
delivery grouping with teams that have
missions such as optimizing the production
output of a specific asset.
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8 Reasons Why Agile Failed
Lack of Experience with

Agile Methods 44%
Company Philosophy or Culture at

Odds with Core Agile Values 42%
Lack of Management Support 38%
External Pressure to Follow

Traditional Waterfall Processes 37%
Lack of Support for

Cultural Transition 36%
A Broader Organizational or
Communications Problem 33%
Unwillingness of Team to
Follow Agile 33%
Insufficient
30%
Training
Source: https://www.agilealliance.org/8-reasons-why-agile-projects-fail/
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Discussion:
Hope for the best, prepare for the worst
• Now it is time to get back to work and you plan tell your co-workers to adopt
agility.
• What do you think:
1. The biggest factor in adopting agile successfully?
2. What are the biggest threats that avoid them?
3. How to overcome them?
• Remember: Since you know exactly the challenges, the chances are you also
know the solution.
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How to Start?
Start small!
Why?
Starting small is less expensive
Early success is almost guaranteed
Starting small avoids big risk of going all in
Starting small is less stressful
Starting small can be done without reorganizing
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Summary
• According to Google, who is on a team matters less than how the team members interact,
structure their work, and view their contributions.
• Team empowerment is when the decisions are made by people who works close to the
situation they will be the most accurate as possible.
• Agile organization has less bureaucracy and flat hierarchy.
• There are already success stories of large entreprises adopting agile.
• The suggested way of starting agile is to start small.
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6.
LEADERSHIP IN
AGILE
Learning Objective:
• To learn the aspect of emotional intelligence

• To understand what kind of leadership is needed to lead an
agile team
• To be able to identify the characteristics of a servant-leader
Aspect of Emotional Intelligence
Self Others
2 4
Self- Social-
Management Skills Regulate
influence others
1 3
Self- Social-
Awareness Awareness Recognize
empathy
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Leadership Style
Transactional Charismatic
Focus on goals, feedback, and Able to inspire; is high-energy,
accomplishment to determine enthusiastic, self-confident; holds
rewards. strong convictions.
Transformational Servant Leader

Empowering followers through Demonstrates commitment to serve
idealized attributes and behaviors, and put other people first; focuses
inspirational motivation, on other people’s growth,
encouragement for innovation learning, development, autonomy,
and creativity. and well-being; concentrates on
relationships, community and
collaboration.
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Servant Leadership
Servant-Leadership
Servant leadership is characterized by leaders who put

the needs of a group over their own.
These leaders foster trust among employees by holding

themselves accountable, helping others develop,
showing appreciation, sharing power and listening
without judging.
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Servant Leadership
The servant leader is servant first,

it begins with a natural feeling that
one wants to serve, to serve first,
as opposed to, wanting power,
influence, fame, or wealth.
- Robert K. Greenleaf
Source: “The Power of Servant Leadership” by Robert K. Greenleaf
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Characteristics of Servant Leader
• Focusing too much on control and end goals, leaders are making it
more difficult to achieve their own desired outcomes.
• Leaders should adopt the humble mind-set of a servant leader.
• Servant leaders have the humility, courage, and insight to admit they
can benefit from the expertise of others (who have less power than
them).
• By actively seeking ideas from employees, servant leaders create a

culture of learning and encouragement.
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Fostering Psychological Safety
Lead by Example Create Safe Environment

• Acknowledge your • Do not interrupt each other
mistakes • All ideas are accepted
• Be open to opinions that equally and never judged
differ from your own • Never place blame
• Be approachable
Active Listening Develop Open Mindset

• Leave phones at the door • Encourage teams to share
during meetings feedback
• Show understanding by • Help them learn how to
repeating what was said respond to input from others
• Encourage people to share • See feedback as a way to
more by asking questions strengthen and build upon
their ideas and processes
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The 5 Dysfunctions of a Team
1. Absence of trust: unwilling to be vulnerable within the group.
2. Fear of conflict: seeking artificial harmony over constructive passionate

debate.
3. Lack of commitment: feigning buy-in for group decisions creates

ambiguity throughout the organization.
4. Avoidance of accountability: ducking the responsibility to call peers on

counterproductive behavior which sets low standards.
5. Inattention to results: focusing on personal success, status and ego

before team success.
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Milenials Generation
• In couple of years, the

Millenials soon will be the
largest employee
demographic.
• Not only that, soon they

will have managerial post
in their organization.
• Leadership style change

will occur as the Millenials
have their own work
ethics.
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Discussion: Leadership
Tell us who is the person

that you consider as the
best leader!
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Summary
• The preferred leadership for agile organization is servant leadership.
• Servant leader is to serve the team, rather to be served by the team.
• There are 4 ways to foster psychological safety:

1. Lead by example
2. Active listening
3. Create safe environment
4. Develop open mindset
• Servant leader has characteristics such as, humble mindset, humility, and courage.
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7.
INTRODUCTION
TO TRELLO
Learning Objective:
• To learn that Trello is a tool that adopted kanban method

• To learn the features of Trello
• To be able to work with Trello
GETTING STARTED
WITH TRELLO
Getting Started with Trello
1. Creating Account (1/3)
1. Open your web-browser and type https://www.trello.com/.

2. Click on Sign Up button on top-right.
3. Enter your email address and click Create New Account.
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4. Fill Email, Name, and Password then click Create New Account.
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5. Voilà! Your account is ready to use! You will see this image below as you finished sign
up and there will be some Trello usage instructions!
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2. Trello Basics Overview
Board
Card List
There are three key features you need to remember on Trello:
Board Board is a project we need to finish.
List List is project status from start to finish.
Card Card is task within the list in the project.
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3. Board (1/9)
Board Overview
1. Creating New Board

2. Inviting Members
3. Sharing Board with URL
4. Board Setting
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3. Board (2/9)
1. Creating New Board

a. Click + icon on the top-right of the current board
b. Click Create Board.
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3. Board (3/9)
c. Insert board’s name on Add board title and change the board’s background by
choosing the colors/image on the right side of the pop-up bar.
d. Decide whether board should be keep on private or can bee see in public
depends on your project.
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3. Board (4/9)
e. When you already done steps before, click Create Board.
f. Your new board is ready to use!
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3. Board (5/9)
2. Inviting Members
a. Click Invite.
b. Insert Email address of board members and click Send Invitation.
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3. Board (6/9)
3. Sharing Board with URL

a. Click Invite.
b. Click Create Link and Trello will generate link automatically then click Copy to
share board with URL.
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3. Board (7/9)
4. Board Setting
a. Click Show Menu.
b. Click About This Board on the side bar.
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3. Board (8/9)
c. Click Description if you want to insert board description.
d. Click Change Permission if you want to set permission for your member.
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3. Board (9/9)
e. You can set board member’s permission here.
Permission to enable card

cover.
Permission to give members

access to comment in the board.
Permission to give members

access to add/remove list or card
in the board.
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4. List (1/3)
List Overview
1. Default List
2. Add New List
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4. List (2/3)
1. Default List
a. Trello has three original list:
Things To Do : Consists of card that needs to be done.
Doing : Consists of card in progress.
Done : Consists of card that is done.
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4. List (3/3)
2. Add List
a. List can be adjusted based on project needs. If you need to add list, click Add
another list on the right side of the board.
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5. Card (1/4)
Card Overview
1. Setting Card
2. Add New Card
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5. Card (2/4)
1. Setting Card
a. Click a card from the list.
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5. Card (3/4)
b. Pop up menu will appear, and card information will be shown. The features from
sidebar will be explained in the other chapter.
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5. Card (4/4)
2. Add New Card

a. Click Add another Card from one of the list from Things To Do list.
b. Enter card name on Enter a title for this card and click Add Card.
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6. Create Team (1/3)
1. Open your Trello home by clicking home icon on the top-left of the page and click
Create a team.
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2. Insert team’s name and description. Then, click Continue.
3. Invite team members by email. Then, click Invite to Team.
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4. Your team is ready. You can create team board from here.
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YOUR FIRST
PROJECT WITH
TRELLO
Your First Project with Trello
1. Personal Project (1/10)
1. From your Trello Boards, Click Create New Board at Personal Board section.
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2. Add board title, change background, and decide if you want to keep the board private
or not. Then click Add board.
3. Add 3 new list: Things to do, Doing, and Done.
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4. Add card based on activities to finish project.
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5. Click one card to set the card. And features on the image below will appear.
e.g. Planning SOP card.
There are few things setting on card to help the project:
a. Labels d. Attachment
b. Checklist e. Description
c. Due Date
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a. Labels
Click Labels to mark your card with color and choose the color you want.
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b. Checklist
Click Checklist to breakdown task list each card. (1) Enter Title then click Add (2) Enter item
into the checklist and click Add an item, as many as you want. (3) The completed Checklist
is shown.
1 2
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c. Due Date
Click Due Date to set the deadline and reminder for this card. You can change
Date, Time, and Set Reminder. After finish, you can click Save.
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d. Attachment
Click Attachment to attach document from other source. Attach a link or attach
documents from other source. After finish you can click Attach.
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e. Enter card description and click Save.
6. Repeat the step 5 to add more cards.
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7. If you have similar type of card you can copy the existing card.
a. Click pen icon on the top-right of existing card you want to duplicate.
b. Click Copy and you can change the copied card title, keep checklists, keep labels,
move the copied card to other board. After that click Create Card.
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2. Team Project (1/1)
1. Click Create new board at you team section.
2. Follow Personal Project steps.
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Trello
Trello provides further and more in-depth guidance from Trello 101 to advanced topics,
such as Collaboration, Pro Tips, etc.
You can easily search & find exactly what you are looking for:
https://www.trello.com/guide
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8.
OBJECTIVES &
KEY RESULTS
Learning Objective:
(OKR)
• To get familiar with OKR
• To be able to create OKR
• To understand what it takes for an organization to work
with OKR
Measure What Matters
Objectives and Key Results (OKR)

is a goal-setting framework for
defining and tracking objectives
and their outcomes.
Source: “Measure What Matters” by John Doerr
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Servant
John Doerr
Leadership
Ideas are easy. Execution is

everything
- John Doerr
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Servant
Brief History
Leadership
• Intel and Motorola have a history of competition behind them which all changed once Andy
Grove, CEO at Intel, decided to launch a campaign to win over Motorola and named this
campaign ‘Operation Crush’ which is implemented across the organization using the OKR
framework that he came up with as a better version of other Goal setting frameworks like
MBO.
• After rebooting their priorities in only four weeks, Intel witnessed skyrocketing success,
surpassing Motorola by far in terms of sales, execution, marketing, and timelines. A
manager at Motorola said back then, “I couldn’t get a plane ticket from Chicago to Arizona
approved in the time you [Intel] took to launch your campaign.”
• OKR was adopted later on by Google thanks to John Doerr and it helped so many companies
like Intel, LinkedIn, Dropbox, Oracle, Spotify among many other companies become industry
leaders while becoming great places for people to work.
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OKR in the Nutshell
1975
John Doerr, at the time a salesperson working for Intel, attended

a course within Intel taught by Andy Grove where he was
introduced to the theory of OKRs, then called "iMBOs" for "Intel
Management by Objectives".
1999
Doerr, who by then was working for Kleiner Perkins introduced the
idea of OKRs to a start-up Kleiner Perkins had invested in called
Google.
The idea took hold and OKRs quickly became central to Google's
culture as a "management methodology that helps to ensure that
the company focuses efforts on the same important issues
throughout the organization".
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Google
OKRs have helped lead us to 10× growth, many times over. They’ve
helped make our crazily bold mission of 'organizing the world’s
information' perhaps even achievable.
They’ve kept me and the rest of the company on time and on track
when it mattered the most.
- Larry Page, CEO of Alphabet and co-founder of Google
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4 OKR Superpowers
Align
Focus
OKR
Track
Strecth
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4 OKR Superpowers
Superpower #1 – Focus and Commit to Priorities
High-performance organizations home in on work that’s important, and are equally

clear on what doesn’t matter.
OKRs impel leaders to make hard choices. They’re a precision communication tool for
department, teams, and individual contributors. By dispelling confusion, OKRs give us
the focus needed to win.
Superpower #2 – Align and Connect for Teamwork
With OKR transparency, everyone’s goals are openly shared. Individuals link their
objectives to the company’s game plan, identify cross-dependencies, and coordinate with
other teams.
By connecting each contributor to the organization’s success, top-down alignment

brings meaning to work.
By deepening people’s sense of ownership, bottom-up OKRs foster engagement and

innovation.
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4 OKR Superpowers
Superpower #3 – Track for Accountability
OKRs are driven by data. They are animated by periodic check-ins, objective grading,
and continuous reassessment – all in a spirit of no-judgment accountability.
An endangered key result triggers action to get it back on track, or to revise or replace
it if warranted.
Superpower #4 – Strecth for Amazing
OKS motivate us to excel by doing more than we’d thought possible. By testing our
limits and affording the freedom to fail, they release most creative, ambitious selves.
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Goal Setting
• Most companies have ambitious plans for growth. Few ever realize them.
• Research published in Harvard Business Review reveals that, on average, 95% of a

company’s employees are unaware of, or do not understand, its strategy.
• If the employees who are closest to customers and who operate processes that create
value are unaware of the strategy, they surely cannot help the organization
implement it effectively.
• That is why setting key results for every objective can help all employees align their
work within the framework of the company’s overall strategy.
• Thus, employees will feel that their work is part of a bigger picture and has a real
impact on the company’s growth and future.
Source: https://hbr.org/2005/10/the-office-of-strategy-management
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“Swiss Army knife, suited to any environment”
Startups Medium-size Large entreprises
Young companies OKRs are shared OKRs are

must grow quickly to language for neon-lit road signs.
get funding before execution.
their capital runs dry. They demolish silos, cultivate
They clarify connections among far-flung
Structured goals give expectiation, keep contributors, and keep even
backers a yardstick for employees aligned, the most successful
success. vertically and organizations stretching for
horizontally. more.
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How does OKR work?
Company OKR Goals
Objectives
Where you want to go
Key Results
How you plan to get there
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Anatomy of OKR
Objective
• An objective is simply WHAT is to be achieved, no more and no less.
• By definition, objectives are significant, concrete, action oriented, and

(ideally) inspirational.
• When properly deployed, they’re a vaccine against fuzzy thinking – and

fuzzy execution.
Key Results
• Key results benchmark and monitor HOW we get to the objective.
• Effective KRs are specific and time-bound, aggresive yet realistic.
• Most of all, they are measureable and verifiable.
• You either meet a key result’s requirements or you don’t, there is no gray
area, no room for doubt.
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Anatomy of OKR
Objective
Key Key Key

Result 1 Result 2 Result 3
O Improve job satisfaction
KR 1 Interview 20 employees to find out their needs to improve our work culture
KR 2 Conduct monthly “Fun Friday” meetings with motivational speakers
KR 3 Reach weekly employee satisfaction score at least 4 of 5
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Anatomy of OKR
Objective Key Result
Ambitious Measurable/Quantifiable
Qualitative Make to objective achievable
Time bound Difficult, but not impossible
Actionable by the team
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Tips on how to create OKR
Complete the following sentence:
We plan to succeed in ______________________ ,
as measured by
___________,
____________ and ____________.
We plan to achieve this by

_________
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Example: Operation Crush
OKR
CORPORATE OBJECTIVE
Establish the 8086 as the highest-performance

16-bit microprocessor family, as measured by:
KEY RESULTS
1. Develop and publish five benchmarks showing

superior 8086 family performance
2. Repackage the entire 8086 family of products
3. Get the 8MHz part into production
4. Sample the arithmetic coprocessor no later than
June 15
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Exercise: Create OKR for 2021’s Resolution
For the 2021’s resolution, create an improvement plan by defining your objectives
and the key results using OKR!
O:
KR 1:
KR 2:
KR 3:
KR 4:
KR 5:
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Example: Scoring
• The simplest and cleanest way to score an objective is by averaging the percentage
completion rates of its associated key results.
• Example:
• 0.7 – 1.0 = green (we delivered!)
• 0.4 – 0.6 = yellow (we made progress, but fell short of completion)
• 0.0 – 0.3 = red (we failed to make real progress)
• Here is the scores from Operation Crush’s key results:
1. Develop and publish five benchmarks showing superior 8086 family performance
Score: 0.6 (3 of 5 benchmarks)
2. Repackage the entire 8086 family of products (done)

Score: 1.0 (done)
3. Get the 8MHz part into production

Score: 0.0 (problems with polysilicon, target pushed to October)
4. Sample the arithmetic coprocessor no later than June 15

Score: 0.9 (the goal was to ship 500 by June 15, and we ended up shipping 470)
www.pln.co.id |
Example: Operation Crush’s Result
OKR
CORPORATE OBJECTIVE
Score: 62.5%
Establish the 8086 as the highest-performance

16-bit microprocessor family, as measured by:
KEY RESULTS (Q2 1980)
1. Develop and publish five benchmarks showing

superior 8086 family performance [0.6]
2. Repackage the entire 8086 family of products
[1.0]
3. Get the 8MHz part into production [0.0]
4. Sample the arithmetic coprocessor no later than
June 15 [0.9]
www.pln.co.id |
Alignment
• Having OKR alignment is absolutely necessary in order to have OKR success.
• That being said, aligning OKRs is one of the most difficult portions of OKRs to
understand.
• Do not use OKRs if you want to control people’s activities. Only use OKRs if you want
to direct your people toward desired outcomes and trust them enough to figure out
how.
• OKRs ONLY work for empowered teams, otherwise they are a travesty.
www.pln.co.id |
Alignment: Top-down
While this approach may seem

logical, it adverse effects:
• A loss of agility
• A lack of flexibility
• Marginalized contributors
• One-dimensional linkages
www.pln.co.id |
Alignment: Bottom-up
• In organizations, like Google, where enough trust has been built between management and
employers, high-level company OKRs can be presented by the company’s leadership once and
the rest of the organization is free to set their own OKRs.
• With this approach, individuals are not spending time waiting for the layers above them in
the organizational chart to set their OKRs first.
www.pln.co.id |
Best Practice OKR
Review
3-5 Bi-Weekly /
Key Results
Monthly
Set
70%
Quarterly Considered Done
www.pln.co.id |
Cultural Change
• When an organization isn’t ready for total openness

and accountability, culture work may be needed
before OKRs are implemented.
• As Jim Collins observes in Good to Great:
First you need to get “the right people on the bus,

the wrong people off the bus, and the right people
in the right seats.” Only then do you turn in the
wheel and step on the gas.
Source: “Good to Great” by Jim Collins
www.pln.co.id |
Cultural Change
Before After
Seniority Performance
Managers Coaches
Words Actions
www.pln.co.id |
Summary
• OKR stands for Objective and Key Results.
• OKR offers 4 superpowers:

1. Focus
2. Align
3. Track
4. Stretch
• OKR consists of:

• Objectives: Where you want to go
• Key Results: How you plan to get there
• OKR can be made by aligning top-down or bottom-up, where the latter is suggested.
• Cultural change needs to be made before adopting OKR.
www.pln.co.id |
THANK YOU
Good luck on your agile journey!

PLN-Agility in Managing Execution

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PLN-Agility in Managing Execution

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AGILITY IN

• To be aware that we live in an ever changing world

• Before the industrial revolution, measuring time wasn’t

• While time has been ticking on for billion of years, we

• There awas a direct connection between how many

• Today: most people who work nonfactory jobs trade

• Today, time is no longer money. Productivity is money.

Source: “The Productivity Project” by Chris Bailey

• Norway is the most productive country in the world.

Source: “The Future of Work” by Jacob Morgan

Operates like a small company

In a rapidly changing world organizations cannot operate as their stereotypical "larger

Adapts to change faster

Today, "late followers" means "out of business."

No organization has ever embarked on a journey to create a more hierarchical structure

A disruptive technology is one that displaces

Do one thing Do anything from

• A startup or start-up is a company or project

• Typically, lean startup focuses on a few lean

• Find a problem worth solving, then define a

Source: “The Lean Startup” by Eric Ries

• Founded by Ferry Unardi in early 2012.

• In April 2015, Traveloka mobile application for Android hits 1 million

• In December 2017, Traveloka mobile app has reached 30 million

• One of “Startup Unicorns” in Indonesia.

• Founded by Nadiem Makarim in 2015.

• Initially only three services:

• Has evolved into a Super App with more than 20 services.

• First “decacorn” in Indonesia with over $ 10 billion valution.

One of youngest ministers

Think about the following startups:

1. What does the app do?

What can we learn from the

A product-centric organization is Customer-centric is an approach to

• We live in an ever changing world of VUCA:

• A startup or start-up is a company or project undertaken by an entrepreneur to seek,

• Customer-centric is an approach to doing business that focuses on creating a positive

• To understand that agility is the answer to stay in the business

VISION UNDERSTANDING CLARITY AGILITY

VUCA Prime proposed by Bob Johansen in 2007, is a

• Here's how to deal with VUCA:

• One way to do that is to distinguish between activities that are

U up-to-date. How can you make informed decisions if you're relying

Urgent: A task that

contribute to your long-

Not urgent & Not urgent, but

Delegate patients to Handling for

Expand the hospital Schedule non-

No. Situation Urgent Important Action?

1. Catch deadline at work

2. Check social media notification

• To battle complexity, project managers need to communicate

• If the situation is not clear, you must have flexibility in order to

A respond quickly to changes.

• Agility implies being proactive instead of reactive, it's having

• In the first launching, Gojek offered only 3 services:

Lebih agile, fokus

What do you think the

Able to move quickly and easily

Source: “The Scrum Fieldbook” by J.J. Sutherland

What emerged was the Agile “Software Development’ Manifesto”

3. Deliver working software frequently, from a 9. Continuous attention to technical excellence

Think about it!

2. Do we really need all the buttons?