Presentation for Mile High PMI Workshop on November 15, 2008
Abstract:
There are always people who want agile projects to fail. This will probably be the case until agile is the preferred process methodology used for projects. Are you one of them? In this workshop Bob Hartman will give participants a how-to guide for causing agile process failure. Attendees will learn various failure modes and how to cause them. There will be group discussions and exercises exploring how the failure modes can manifest themselves in real projects. At the end of this workshop each attendee should have the ability to cause agile project failure in a variety of ways and under a variety of conditions.
Obviously the first paragraph is a bit tongue-in-cheek. Hopefully project managers do not want agile projects to fail, but they need to know how they could fail. This knowledge will translate into an ability to recognize the failure modes and take corrective action. Interestingly, many of the agile project failure modes are also failure modes in other project process methodologies. All project managers on agile projects or in organizations that are considering using an agile process should attend this workshop. Project managers in organizations which typically struggle with projects may also gain insight into their project failure modes.
Presentation for Agile Denver on September 28, 2009.
Abstract:
Everyone knows Agile is hard to do effectively. So how can it be simple?
It can't be simple, but keeping simple in mind can help avoid a number
of problems which tend to make agile harder! Confused? Then come to this
presentation which is designed to illuminate certain areas of agility
where teams and organizations tend to make things hard on themselves
rather than taking a simple approach.
"Simple Agile" is all about living the common agile phrase "Do the
simplest thing that works." This presentation will explore Simple Agile
planning, meetings, development, and testing along with other tangential
areas. The presentation combines some PowerPoint slides, some audience
participation and some group discussion. Come prepared to participate!
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
A presentation by full-stack agile on some of the myths regarding the Agile framework. There are important questions such as benefits, documentation, scalability, architecture, planning and discipline.
[Palestra] Agile Coaching: What does it mean? @ Regional Scrum Gathering Peru...Guilherme Motta
Talk given in Lima, Peru during the Regional Scrum Gathering in 2016.
I try to introduce what I believe is currently the position of the Agile Coach, plus some day to day activities, tools, techniques and experiences.
The Agile movement has done a great deal to bring more democracy to the workforce. Power has shifted from managers to individual contributors. As a result, we got empowered teams, self-organization and higher engagement. Now, some are saying that we are ready to get rid of management altogether.
So what is the role of the manager in the new agile organization? Is there one anymore?
This presentation sets out to identify how responsibilities are shuffled in the agile organization puzzle. What should the team do? What responsibilities does the manager retain? What new concerns need to be addressed that she wouldn’t have considered in the “old” organization?
Everyone says "I understand Agile", but do they really?
Based on 5 years of people telling me the understand Agile I started to think would could it mean when someone says that.
What I realised is that there has been a mindset shift about how companies work, and Agile (in it's strictest definition) is just a part of that.
The document provides 10 tips for conquering an agile transition: 1) Make a compelling case to business, 2) Invest in training for the entire team, 3) Make the transition everyone's problem by forming a transition team, 4) Use an agile approach to transition by applying scrum, 5) Document transition decisions, 6) Plan for distractions and events, 7) Bend rules judiciously, 8) Empower the transition team, 9) Anticipate staggered resistance to change, and 10) Set careful expectations balancing optimism and fear. The tips are based on the author's experience leading an agile transition at Oracle Corporation for a distributed team developing complex products.
Presentation for Agile Denver on September 28, 2009.
Abstract:
Everyone knows Agile is hard to do effectively. So how can it be simple?
It can't be simple, but keeping simple in mind can help avoid a number
of problems which tend to make agile harder! Confused? Then come to this
presentation which is designed to illuminate certain areas of agility
where teams and organizations tend to make things hard on themselves
rather than taking a simple approach.
"Simple Agile" is all about living the common agile phrase "Do the
simplest thing that works." This presentation will explore Simple Agile
planning, meetings, development, and testing along with other tangential
areas. The presentation combines some PowerPoint slides, some audience
participation and some group discussion. Come prepared to participate!
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
A presentation by full-stack agile on some of the myths regarding the Agile framework. There are important questions such as benefits, documentation, scalability, architecture, planning and discipline.
[Palestra] Agile Coaching: What does it mean? @ Regional Scrum Gathering Peru...Guilherme Motta
Talk given in Lima, Peru during the Regional Scrum Gathering in 2016.
I try to introduce what I believe is currently the position of the Agile Coach, plus some day to day activities, tools, techniques and experiences.
The Agile movement has done a great deal to bring more democracy to the workforce. Power has shifted from managers to individual contributors. As a result, we got empowered teams, self-organization and higher engagement. Now, some are saying that we are ready to get rid of management altogether.
So what is the role of the manager in the new agile organization? Is there one anymore?
This presentation sets out to identify how responsibilities are shuffled in the agile organization puzzle. What should the team do? What responsibilities does the manager retain? What new concerns need to be addressed that she wouldn’t have considered in the “old” organization?
Everyone says "I understand Agile", but do they really?
Based on 5 years of people telling me the understand Agile I started to think would could it mean when someone says that.
What I realised is that there has been a mindset shift about how companies work, and Agile (in it's strictest definition) is just a part of that.
The document provides 10 tips for conquering an agile transition: 1) Make a compelling case to business, 2) Invest in training for the entire team, 3) Make the transition everyone's problem by forming a transition team, 4) Use an agile approach to transition by applying scrum, 5) Document transition decisions, 6) Plan for distractions and events, 7) Bend rules judiciously, 8) Empower the transition team, 9) Anticipate staggered resistance to change, and 10) Set careful expectations balancing optimism and fear. The tips are based on the author's experience leading an agile transition at Oracle Corporation for a distributed team developing complex products.
My lesson learned about 10 months experience with Tribe Squad model. What I've learned so far, what traps, and how we solve many problems along the way.
Patterns for getting started with agileAndre Simones
This document provides an overview of getting started with Agile. It introduces the speaker and their experience with Agile. The agenda includes understanding Agile, when to consider it, common patterns for getting started, and patterns of resistance. It discusses the Agile Manifesto and principles, and defines Agile as embracing Agile values in decision making. It outlines patterns for starting an Agile transformation like going all in or starting at the grassroots level. It also covers potential resistance, signs that an Agile transformation may not be fully successful yet, and how to address issues.
The document discusses techniques for minimizing waste when developing products. It recommends using lean startup principles like building minimum viable products and getting early customer feedback through techniques like interviews and A/B testing. This allows businesses to learn quickly what customers want rather than wasting money on unnecessary features. Examples are given of how these principles were applied to develop an email digest product and plan a leadership workshop. The key is to start with the customer's problem, make assumptions explicit, and continually refine the product based on what is learned from real users.
Agile Portugal 2016 - Improving Scrum with Lean ThinkingNuno Rafael Gomes
– What's Lean?
– Why use Lean Thinking to drive your organization towards sustainable growth?
– What's the connection between Lean and Scrum?
– How can we improve Scrum with Lean Thinking?
This is my first attempt on trying "to put on paper" my past hands-on experiences and learnings :-)
– Once upon a time…
– “Vanilla” Scrum
– Lean Thinking
– The Toyota Way
– Toyota Thinking
– Value
– Waste
– Learning Cycles
– Scrum, from a Lean view
– Scrum + Lean Thinking
Mindset: the biggest barrier to agilityFlavius Stef
Presentation from Optional Conference (Budapest).
Some agile transitions fail due to the mindset of the people affected by the change. Your mindset is characterized by how you answer these three questions: 1) What do you believe about people?; 2) How should social systems be organized?; 3) Who is our customer?
See more at: http://flaviusstef.wordpress.com/2014/04/07/is-your-mindset-blocking-your-agile-transformation/
Agile For Life : Becoming Agile FamilyYoungjin Kim
A survey presentation for agile for life especially becoming agile family including agile family manifesto, real examples and guidance. i presented this at the samsung agile conference 2018.
Agile is not a methodology it is just a list of values and practices, described in Agile Manifesto.
You may easily find a list of Agile Frameworks such as Scrum, XP, Crystal Clear and others.
It may sounds strange, but they still are not a methodology.
Methodology is their implementation, which works for context it was created.
Unfortunately, Agile implementations sometimes have a blind spot.
You may easily start using Agile practices but without accompaniment mindset they most likely not work.
And what does "Agile mindset" actually mean?
Ewan developing the agile mindset for organizational agilityMagneta AI
The document discusses the concept of Agile as a mindset rather than just practices. It explains that Agile is established through four values, grounded by twelve principles, and manifested through many practices. True adoption of Agile requires internalizing the mindset and being able to tailor practices appropriately based on situations, rather than just doing the practices without understanding the underlying philosophy.
This document discusses challenges that can arise when implementing agile practices like Scrum in large organizations after one year. It provides suggestions for improving the situation, including focusing on real teams with dedicated missions, establishing the basics of Scrum, improving change management, keeping processes simple, and using metrics to demonstrate the benefits of agile.
Scrum master's role - top 20 challenges Viresh Doshi
The document outlines 21 challenges faced by Scrum Masters, including failing to meet commitments, poor estimations, lack of focus on sprint work, disorganized sprint reviews, low collaboration, insufficient ticket information, frequent scope changes, delivering nothing at the end of sprints, low motivation, reprioritizing features mid-sprint, lack of communication of company strategy and roadmap, inadequate backlog grooming, unclear quality ownership, poor timekeeping, lack of development improvements, teams that do not care about quality, lack of code transparency, insufficient test automation, deficient triage processes, limited DevOps practices, and code not being checked in daily.
This document provides an overview of concepts related to practical Scrum. It discusses roles like the Product Owner and how they define features, priorities, and work for each iteration. It covers topics like requirements gathering, user story writing, estimating effort using planning poker, calculating team velocity, and long-term release planning. The document also explains Scrum ceremonies like sprint planning, daily stand-ups, sprint reviews, and retrospectives. Finally, it discusses agile engineering practices like pair programming, test-driven development, refactoring, and continuous integration.
An overview of Agile IT Project Management - Scrum, its roles, philosophy and methodology. Key points: Scrum vs. Waterfall; Philosophy; Scrum team, roles;
Does this FizzGood? Improve velocity, predictability & agility by asking a si...Jon Terry
Frequent small good decoupled (FSGD) is a way of working that focuses on frequent delivery of small, good changes that are decoupled from each other. This allows for flexibility, learning, and value delivery. Examples show how customizing icons and releasing features can be done in a FSGD way through independent, coordinated changes. The benefits of FSGD include increased marketability, sustainability, frequency of feature delivery, and ability to gain repeat customers through a spirit of continuous improvement.
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
The document provides an overview of the Scrum framework. It discusses that Scrum was created in the early 1990s and published in 1995 by Ken Schwaber and Jeff Sutherland. It then describes the core components of Scrum including roles like the Product Owner and Scrum Master, ceremonies such as sprint planning, daily stand-ups, and retrospectives, and artifacts like the product backlog. The document aims to give a quick introduction to Scrum and notes that the author has altered some parts to reflect what has worked best in their experience.
This document discusses how Agile has become dead due to common misinterpretations and misapplications of its principles. While Agile and Scrum were developed decades ago, many companies have lost sight of their original purpose to deliver early value to customers. Agile is often mistakenly equated with Scrum processes and tools rather than seen as a mindset. As a result, developers, customers, and stakeholders are unhappy and value is not being delivered. The document argues that for Agile to be revived, its focus must shift back to principles of individuals, interactions, and responding to change over rigid processes and metrics.
Three steps to transform from a waterfall to an Agile orgElad Sofer
A long long time ago, in a galaxy far far away... before the LeSS framework existed as a clearly defined framework, a few chosen Agile coaches were trying to restore agility to the galaxy by introducing the organization to the concepts that were later named as the LeSS framework.
This is a story about one Agile coach trying to help a product group in a security company to improve their business success by optimizing the whole rather than parts, by eliminating silos and getting rid of the fore waterfall forces of the dark side
An overview of Joshua Kerievsky’s "Modern Agile", used to generate some interesting discussion at Agile Ottawa in Feb 2016.
Based on Joshua's work:
* blog: https://www.industriallogic.com/blog/modern-agile/
* webcast: http://leankit.com/blog/2015/12/modern-agile/
At the start of my Agile career, it was tough to find an opening for the position of a Scrum Master in South Africa – Agile and Scrum was a new thing. When I was looking for a change in 2013, LinkedIn had three Scrum Master jobs and none for an Agile Coach. But when I search for Scrum Master jobs today, LinkedIn has a list of potential opportunities that spans over ten pages. At the same time, the job market is tougher today – the number of candidates on the market has increased significantly as well. The challenge for job seekers today is how to differentiate oneself from the rest of the crowd.
For the past few years, I have been helping people find new opportunities, and companies find new candidates. Knowing the process from both sides, I would like to share the standard points you must have in your CV to land an interview. I will share the typical questions asked in a Scrum Master interview. And we will practice answering these questions in groups.
Perhaps, this workshop is a small nudge that will help you land your next dream position. Join me to learn more!
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
My lesson learned about 10 months experience with Tribe Squad model. What I've learned so far, what traps, and how we solve many problems along the way.
Patterns for getting started with agileAndre Simones
This document provides an overview of getting started with Agile. It introduces the speaker and their experience with Agile. The agenda includes understanding Agile, when to consider it, common patterns for getting started, and patterns of resistance. It discusses the Agile Manifesto and principles, and defines Agile as embracing Agile values in decision making. It outlines patterns for starting an Agile transformation like going all in or starting at the grassroots level. It also covers potential resistance, signs that an Agile transformation may not be fully successful yet, and how to address issues.
The document discusses techniques for minimizing waste when developing products. It recommends using lean startup principles like building minimum viable products and getting early customer feedback through techniques like interviews and A/B testing. This allows businesses to learn quickly what customers want rather than wasting money on unnecessary features. Examples are given of how these principles were applied to develop an email digest product and plan a leadership workshop. The key is to start with the customer's problem, make assumptions explicit, and continually refine the product based on what is learned from real users.
Agile Portugal 2016 - Improving Scrum with Lean ThinkingNuno Rafael Gomes
– What's Lean?
– Why use Lean Thinking to drive your organization towards sustainable growth?
– What's the connection between Lean and Scrum?
– How can we improve Scrum with Lean Thinking?
This is my first attempt on trying "to put on paper" my past hands-on experiences and learnings :-)
– Once upon a time…
– “Vanilla” Scrum
– Lean Thinking
– The Toyota Way
– Toyota Thinking
– Value
– Waste
– Learning Cycles
– Scrum, from a Lean view
– Scrum + Lean Thinking
Mindset: the biggest barrier to agilityFlavius Stef
Presentation from Optional Conference (Budapest).
Some agile transitions fail due to the mindset of the people affected by the change. Your mindset is characterized by how you answer these three questions: 1) What do you believe about people?; 2) How should social systems be organized?; 3) Who is our customer?
See more at: http://flaviusstef.wordpress.com/2014/04/07/is-your-mindset-blocking-your-agile-transformation/
Agile For Life : Becoming Agile FamilyYoungjin Kim
A survey presentation for agile for life especially becoming agile family including agile family manifesto, real examples and guidance. i presented this at the samsung agile conference 2018.
Agile is not a methodology it is just a list of values and practices, described in Agile Manifesto.
You may easily find a list of Agile Frameworks such as Scrum, XP, Crystal Clear and others.
It may sounds strange, but they still are not a methodology.
Methodology is their implementation, which works for context it was created.
Unfortunately, Agile implementations sometimes have a blind spot.
You may easily start using Agile practices but without accompaniment mindset they most likely not work.
And what does "Agile mindset" actually mean?
Ewan developing the agile mindset for organizational agilityMagneta AI
The document discusses the concept of Agile as a mindset rather than just practices. It explains that Agile is established through four values, grounded by twelve principles, and manifested through many practices. True adoption of Agile requires internalizing the mindset and being able to tailor practices appropriately based on situations, rather than just doing the practices without understanding the underlying philosophy.
This document discusses challenges that can arise when implementing agile practices like Scrum in large organizations after one year. It provides suggestions for improving the situation, including focusing on real teams with dedicated missions, establishing the basics of Scrum, improving change management, keeping processes simple, and using metrics to demonstrate the benefits of agile.
Scrum master's role - top 20 challenges Viresh Doshi
The document outlines 21 challenges faced by Scrum Masters, including failing to meet commitments, poor estimations, lack of focus on sprint work, disorganized sprint reviews, low collaboration, insufficient ticket information, frequent scope changes, delivering nothing at the end of sprints, low motivation, reprioritizing features mid-sprint, lack of communication of company strategy and roadmap, inadequate backlog grooming, unclear quality ownership, poor timekeeping, lack of development improvements, teams that do not care about quality, lack of code transparency, insufficient test automation, deficient triage processes, limited DevOps practices, and code not being checked in daily.
This document provides an overview of concepts related to practical Scrum. It discusses roles like the Product Owner and how they define features, priorities, and work for each iteration. It covers topics like requirements gathering, user story writing, estimating effort using planning poker, calculating team velocity, and long-term release planning. The document also explains Scrum ceremonies like sprint planning, daily stand-ups, sprint reviews, and retrospectives. Finally, it discusses agile engineering practices like pair programming, test-driven development, refactoring, and continuous integration.
An overview of Agile IT Project Management - Scrum, its roles, philosophy and methodology. Key points: Scrum vs. Waterfall; Philosophy; Scrum team, roles;
Does this FizzGood? Improve velocity, predictability & agility by asking a si...Jon Terry
Frequent small good decoupled (FSGD) is a way of working that focuses on frequent delivery of small, good changes that are decoupled from each other. This allows for flexibility, learning, and value delivery. Examples show how customizing icons and releasing features can be done in a FSGD way through independent, coordinated changes. The benefits of FSGD include increased marketability, sustainability, frequency of feature delivery, and ability to gain repeat customers through a spirit of continuous improvement.
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
The document provides an overview of the Scrum framework. It discusses that Scrum was created in the early 1990s and published in 1995 by Ken Schwaber and Jeff Sutherland. It then describes the core components of Scrum including roles like the Product Owner and Scrum Master, ceremonies such as sprint planning, daily stand-ups, and retrospectives, and artifacts like the product backlog. The document aims to give a quick introduction to Scrum and notes that the author has altered some parts to reflect what has worked best in their experience.
This document discusses how Agile has become dead due to common misinterpretations and misapplications of its principles. While Agile and Scrum were developed decades ago, many companies have lost sight of their original purpose to deliver early value to customers. Agile is often mistakenly equated with Scrum processes and tools rather than seen as a mindset. As a result, developers, customers, and stakeholders are unhappy and value is not being delivered. The document argues that for Agile to be revived, its focus must shift back to principles of individuals, interactions, and responding to change over rigid processes and metrics.
Three steps to transform from a waterfall to an Agile orgElad Sofer
A long long time ago, in a galaxy far far away... before the LeSS framework existed as a clearly defined framework, a few chosen Agile coaches were trying to restore agility to the galaxy by introducing the organization to the concepts that were later named as the LeSS framework.
This is a story about one Agile coach trying to help a product group in a security company to improve their business success by optimizing the whole rather than parts, by eliminating silos and getting rid of the fore waterfall forces of the dark side
An overview of Joshua Kerievsky’s "Modern Agile", used to generate some interesting discussion at Agile Ottawa in Feb 2016.
Based on Joshua's work:
* blog: https://www.industriallogic.com/blog/modern-agile/
* webcast: http://leankit.com/blog/2015/12/modern-agile/
At the start of my Agile career, it was tough to find an opening for the position of a Scrum Master in South Africa – Agile and Scrum was a new thing. When I was looking for a change in 2013, LinkedIn had three Scrum Master jobs and none for an Agile Coach. But when I search for Scrum Master jobs today, LinkedIn has a list of potential opportunities that spans over ten pages. At the same time, the job market is tougher today – the number of candidates on the market has increased significantly as well. The challenge for job seekers today is how to differentiate oneself from the rest of the crowd.
For the past few years, I have been helping people find new opportunities, and companies find new candidates. Knowing the process from both sides, I would like to share the standard points you must have in your CV to land an interview. I will share the typical questions asked in a Scrum Master interview. And we will practice answering these questions in groups.
Perhaps, this workshop is a small nudge that will help you land your next dream position. Join me to learn more!
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
The document outlines the agenda and logistics for a Coach Retreat event in Montreal 2013. The retreat will use various coaching techniques applied to hypothetical coaching situations, including free style, yes and, appreciative inquiry, solution focused, crucial conversations, and real options. Sessions will be 60 minutes, repeating the same coaching problem. Coaches, seekers, and observers will participate. There will be introductions, situation selection, coaching dojo sessions, retrospectives, breaks for networking and discussion. The goal is for participants to gain experience and wisdom applying different coaching approaches.
This document discusses principles of Agile and Modern Agile. It begins with an introduction by Daniel Heater, and then discusses criticisms of traditional Agile approaches that focus too heavily on certification, tools, and consultants. The remainder of the document focuses on Modern Agile principles like delivering value continuously, experimenting and learning rapidly, and making safety a prerequisite. It proposes using a survey approach where teams own the questions to discuss how these principles manifest in their work, with the goal of improving outcomes for customers rather than comparing scores between teams.
The document discusses whether Agile practices are effective or not. It questions if the reader's team is performing well with Agile and what practices may have failed. It acknowledges that while Agile can be problematic, the principles may not be the root cause and introspection is needed. The document advocates focusing on people, processes, and tools holistically. It suggests educating oneself on successful teams and reflecting on one's own practices rather than blindly following Agile. Overall, it argues that Agile success depends more on individuals' mindsets and adaptiveness than any defined processes.
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
The document discusses ways to undermine agility in an organization by sabotaging an agile transition. It provides "lessons" on making the transition a checklist, assuming management knows agility while only teams need training, believing the transition is easy by certifying people in methods, starting bottom-up when top-down is needed, allowing separate transitions across departments, eliminating documentation, focusing on hours over stories, ignoring priorities and quality practices, carrying bugs forward instead of fixing them, and maintaining command-and-control hierarchies instead of self-organization. The document aims to identify anti-patterns to avoid in agile transformations.
Nasty Impediments: Unclogging the pipe for personal, team, and business agility.
A business is only as fast and agile as its slowest feedback loop. Impediments clog feedback loops just like cholesterol clogs veins. Stacia helps to identify, plan a strategy for, and remove impediments at any level.
This presentation goes into details about impediments, how to identify them, how to create a strategy for, escalate, and ultimately - if not removing them entirely - moving the needle to improve the situation. Apologies for the outdated styling - it's on my backlog to improve it!
Digital Transformation, Testing and AutomationTEST Huddle
The Digital Transformation is real. It is having a profound effect on how business is done and the nature of the systems required to deliver productive customer experiences and consequent business benefits.
Key Takeaways:
- What is the Digital Transformation and how does it affect testing?
- Some key findings from a recent and an ancient survey
- How to achieve testing and automation success.
To view the webinar, visit - http://testhuddle.com/resource/digital-transformation-testing-and-automation/
This document discusses pragmatic approaches to adopting agile practices in an organization. It recommends focusing on business goals and real problems, then making changes incrementally through small experiments and reflection. Adopting communication practices like backlogs and planning sessions first can help align teams and customers. Selling agile requires skill and focusing discussions on problems rather than practices. The order and specifics will depend on each organization's environment and context.
This document introduces agile automated unit testing. It discusses problems that can occur without testing, such as interruptions, concentration loss, and estimation failures for users, developers, and managers. Manual testing is time-consuming and inaccurate. Agile practices like breaking work into smaller testable units and test-driving development help address these issues by allowing for more accurate estimations, focus, early problem detection, and feedback. Automated unit testing with practices like test-first development and BDD make software development more enjoyable, productive and ensure requirements are met.
This document provides tips for thinking like a product manager. It recommends getting a notepad, finding a quiet place, and focusing on one idea at a time. It suggests thinking from different perspectives like a CEO and applying questioning and labeling techniques. The document lists leadership books and a YouTube video on leadership. It suggests having diverse knowledge aids thinking. Practical tips include asking "why?" constantly, treating life like a project, and making up new products. An exercise asks how to address an 80% drop in a key metric for a streaming service. The document provides guidance on analyzing the issue and potential solutions.
Software development myths that block your careerPiotr Horzycki
During 15 years of my software development career, I was a victim of numerous myths and fads of the IT industry. "We must have Scrum", "Rewrite everything", Hype-Driven Development, 100% test coverage - just to name a few. You'll learn where do these myths come from, why they're wrong and what are the real-world, battle-tested alternatives. You can skyrocket your career just by focusing on the right things!
This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.
Building Lean Products with Distributed Agile Teams - Igor Moochnick at Produ...ProductCamp Boston
The document discusses principles and practices for building lean products with distributed agile teams, including:
1. The focus should be on doing what's right for customers and the team, with transparency.
2. Communication is key - constant feedback at every stage from customers and within the team is vital for success.
3. Design and development should be done iteratively in small vertical slices to get working functionality into customers' hands quickly and incorporate early feedback.
4. Testing should start early and continuously to build confidence, with a focus on testability and automation.
Making agile work for you - conduit 2017 -- John GarisonJohn Garison
This document discusses how technical communicators can make agile development processes work for them. It provides tips for participating effectively in common agile meetings and activities like backlog grooming, sprint planning, daily scrums, demonstrations, and retrospectives. The document emphasizes speaking up in meetings, advocating for users, and adapting agile practices as needed. Technical communicators are encouraged to put effort into agile processes to get value from them and drive continuous improvement.
This document outlines several mistakes organizations make when trying to scale agile practices. It discusses starting too many initiatives at once without proper training or infrastructure. It warns against distributed teams with each having their own vendor without collaboration. It cautions against overscheduling meetings and focusing on outputs rather than outcomes. The document advocates for cultural changes that prioritize customer satisfaction through early delivery of valuable software. It lists the top 5 mistakes as not accepting cultural changes, believing agile is just for IT, relying only on frameworks, not adapting values and principles, and ignoring engineering practices. It concludes by asking about approaches for clients unwilling to change their processes.
How to Build in Quality from Day 1 using Lean QA and Agile TestingAtlassian
The document discusses how to build quality into software development from the start using Lean QA and Agile Testing. It emphasizes that quality is a team effort and should be considered from the beginning of development. Key aspects discussed include minimizing waste, risk-based testing, automating tests, traceability between requirements and tests, and integrating testing into continuous development processes.
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Keywords: AI, Containeres, Kubernetes, Cloud Native
Event Link: https://meine.doag.org/events/cloudland/2024/agenda/#agendaId.4211
Session 1 - Intro to Robotic Process Automation.pdfUiPathCommunity
👉 Check out our full 'Africa Series - Automation Student Developers (EN)' page to register for the full program:
https://bit.ly/Automation_Student_Kickstart
In this session, we shall introduce you to the world of automation, the UiPath Platform, and guide you on how to install and setup UiPath Studio on your Windows PC.
📕 Detailed agenda:
What is RPA? Benefits of RPA?
RPA Applications
The UiPath End-to-End Automation Platform
UiPath Studio CE Installation and Setup
💻 Extra training through UiPath Academy:
Introduction to Automation
UiPath Business Automation Platform
Explore automation development with UiPath Studio
👉 Register here for our upcoming Session 2 on June 20: Introduction to UiPath Studio Fundamentals: https://community.uipath.com/events/details/uipath-lagos-presents-session-2-introduction-to-uipath-studio-fundamentals/
Introducing BoxLang : A new JVM language for productivity and modularity!Ortus Solutions, Corp
Just like life, our code must adapt to the ever changing world we live in. From one day coding for the web, to the next for our tablets or APIs or for running serverless applications. Multi-runtime development is the future of coding, the future is to be dynamic. Let us introduce you to BoxLang.
Dynamic. Modular. Productive.
BoxLang redefines development with its dynamic nature, empowering developers to craft expressive and functional code effortlessly. Its modular architecture prioritizes flexibility, allowing for seamless integration into existing ecosystems.
Interoperability at its Core
With 100% interoperability with Java, BoxLang seamlessly bridges the gap between traditional and modern development paradigms, unlocking new possibilities for innovation and collaboration.
Multi-Runtime
From the tiny 2m operating system binary to running on our pure Java web server, CommandBox, Jakarta EE, AWS Lambda, Microsoft Functions, Web Assembly, Android and more. BoxLang has been designed to enhance and adapt according to it's runnable runtime.
The Fusion of Modernity and Tradition
Experience the fusion of modern features inspired by CFML, Node, Ruby, Kotlin, Java, and Clojure, combined with the familiarity of Java bytecode compilation, making BoxLang a language of choice for forward-thinking developers.
Empowering Transition with Transpiler Support
Transitioning from CFML to BoxLang is seamless with our JIT transpiler, facilitating smooth migration and preserving existing code investments.
Unlocking Creativity with IDE Tools
Unleash your creativity with powerful IDE tools tailored for BoxLang, providing an intuitive development experience and streamlining your workflow. Join us as we embark on a journey to redefine JVM development. Welcome to the era of BoxLang.
QR Secure: A Hybrid Approach Using Machine Learning and Security Validation F...AlexanderRichford
QR Secure: A Hybrid Approach Using Machine Learning and Security Validation Functions to Prevent Interaction with Malicious QR Codes.
Aim of the Study: The goal of this research was to develop a robust hybrid approach for identifying malicious and insecure URLs derived from QR codes, ensuring safe interactions.
This is achieved through:
Machine Learning Model: Predicts the likelihood of a URL being malicious.
Security Validation Functions: Ensures the derived URL has a valid certificate and proper URL format.
This innovative blend of technology aims to enhance cybersecurity measures and protect users from potential threats hidden within QR codes 🖥 🔒
This study was my first introduction to using ML which has shown me the immense potential of ML in creating more secure digital environments!
From Natural Language to Structured Solr Queries using LLMsSease
This talk draws on experimentation to enable AI applications with Solr. One important use case is to use AI for better accessibility and discoverability of the data: while User eXperience techniques, lexical search improvements, and data harmonization can take organizations to a good level of accessibility, a structural (or “cognitive” gap) remains between the data user needs and the data producer constraints.
That is where AI – and most importantly, Natural Language Processing and Large Language Model techniques – could make a difference. This natural language, conversational engine could facilitate access and usage of the data leveraging the semantics of any data source.
The objective of the presentation is to propose a technical approach and a way forward to achieve this goal.
The key concept is to enable users to express their search queries in natural language, which the LLM then enriches, interprets, and translates into structured queries based on the Solr index’s metadata.
This approach leverages the LLM’s ability to understand the nuances of natural language and the structure of documents within Apache Solr.
The LLM acts as an intermediary agent, offering a transparent experience to users automatically and potentially uncovering relevant documents that conventional search methods might overlook. The presentation will include the results of this experimental work, lessons learned, best practices, and the scope of future work that should improve the approach and make it production-ready.
"What does it really mean for your system to be available, or how to define w...Fwdays
We will talk about system monitoring from a few different angles. We will start by covering the basics, then discuss SLOs, how to define them, and why understanding the business well is crucial for success in this exercise.
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
ScyllaDB is making a major architecture shift. We’re moving from vNode replication to tablets – fragments of tables that are distributed independently, enabling dynamic data distribution and extreme elasticity. In this keynote, ScyllaDB co-founder and CTO Avi Kivity explains the reason for this shift, provides a look at the implementation and roadmap, and shares how this shift benefits ScyllaDB users.
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
What is an RPA CoE? Session 2 – CoE RolesDianaGray10
In this session, we will review the players involved in the CoE and how each role impacts opportunities.
Topics covered:
• What roles are essential?
• What place in the automation journey does each role play?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Getting the Most Out of ScyllaDB Monitoring: ShareChat's TipsScyllaDB
ScyllaDB monitoring provides a lot of useful information. But sometimes it’s not easy to find the root of the problem if something is wrong or even estimate the remaining capacity by the load on the cluster. This talk shares our team's practical tips on: 1) How to find the root of the problem by metrics if ScyllaDB is slow 2) How to interpret the load and plan capacity for the future 3) Compaction strategies and how to choose the right one 4) Important metrics which aren’t available in the default monitoring setup.
2. Before We Start Cell phones, pagers, PDA’s, etc. to silent If you have a question, please ask it. Don’t wait! It is better to answer the question while we are still in the same area than to go back. We will take a break after about 90 minutes Failing with Agile 2
4. Bob Hartman (Agile Bob) 30+ years of software industry experience Certified Scrum Practitioner Bachelor and Masters degrees in Computer Science Roles included Tester, Developer, Dev Manager, QA Manager, Product Manager, Project Manager, VP… Started with agile in 1999 bob.hartman@agileforall.com 303-766-0917 Failing with Agile 4
5. Who are you? Please introduce yourself including: Name Company and role Agile experience AboutMe Failing with Agile 5
7. Software project success rates Source: The Standish Group Success increasing by 1.7% per year. Will not reach 50% until 2014! Failing with Agile 7
8. Industry realities Most “successful” projects were deliberately over-estimated at the start (Standish – 2001) The average project exceeds its schedule by 63% (Standish – 2001) 50% of project failures are due to missing or misunderstood requirements (Ravenflow – 2006) Executive support and customer involvement are the two biggest critical success factors in project success by far (many studies in the past 10 years) Failing with Agile 8
9. More industry realities 56% of defects are attributable to missing or misunderstood requirements 82% of defect fixing time and dollars go to fixing requirements related defects NIST has estimated that 0.6% of the GDP is lost due to software defects NIST also estimates that 1/3 of that money could be saved by using a process allowing earlier detection and correction of defects Failing with Agile 9
10. Things I sometimes ponder… Why do we make all important decisions on projects when we have the least information? Why do managers always think things will take less time than everyone else? Why do we let them estimate at all? Why has the software industry never improved the ability to estimate accurately? If we know that an average of 30% of requirements will change during a project, why do we use a process that is intolerant to change? Why do companies say that quality is important while internally they give QA less time than originally allocated to do their job? Why do developers always do the easiest things first? If the customer is always right, why do we only ask them their opinion AFTER we have completed the entire project? Failing with Agile 10
11. Doing the right thingbut doing it wrong But this is supposed to work!!!
12. Getting things to “done” – sort of! Iteration 1 – coded and tested! Iteration 2 – coded and tested! Iteration 3 – coded and tested! Iteration 4 – coded and tested! Where’s the problem? No regression testing – “done” for an iteration means all previous testing passes as well! The above scenario leads to: Final validation testing – FAILS! Failing with Agile 12
16. Working ahead I know we are only initeration 1, but I did story3 and knew that story 322depended on it, so I did thatone too! Cool huh! Failing with Agile 16
17. The return of command and control I thought agile was supposed to empower us?!? Failing with Agile 17
18. Hmm, how should I do this? I don’t really know how to solve this, but that’s ok, I’ll just think like a customer Good developers will try to think like a customer – THEN they will make the wrong decision! Failing with Agile 18
19. Invite complexity Mr. Product Champion, which way should I go? It doesn’t affect the user, so pick either! Complex – Yeah! Failing with Agile 19
20. Small Group Exercise Describe inadvertent sabotage you have experienced. What were the results and how it was first detected? Failing with Agile 20
22. Lack of sufficient agile training Dilbert knows agile! Or, maybe not Failing with Agile 22
23. Asking “How are we doing?” Hey George, how are we doing? Apparently executives and managers have no eyes! Failing with Agile 23
24. Early hiccup = total failure See! Iteration 1 wasn’t perfect. I told you agile wouldn’t work!!! Failing with Agile 24
25. Seeding doubt Psst. Be careful. I’m pretty sure this agile stuff will fail. Failing with Agile 25
26. Always follow the chain of command! I don’t care if it worked. This is the org chart and you should have asked me (even if it would have taken 5 extra days). Let’s make some spaghetti to show this in action! Failing with Agile 26
27. Small Group Exercise List a few different forms of management failure you have experienced and what happened. Failing with Agile 27
29. What is waste? Anything that does not add value! Meetings, research that is never utilized, unfinished code, untested code, undocumented/unusable features… What else? Failing with Agile 29
30. Building what you don’t need Question: What percentage of software features are NEVER used? Failing with Agile 30
32. Building infrastructure first Slices = less work to do Layers = All work done Which is easier to change? Failing with Agile 32
33. Being dogmatic about process Agile says we have to have daily stand-ups. It doesn’t matter that part of the team is in Sri Lank 12.5 time zones away! Failing with Agile 33
34. Small Group Exercise What are some types of waste in your organization that you can start to eliminate immediately? Failing with Agile 34
41. Not my job See, right there it says it isn’t my job to do that! It’s not my fault the team failed the iteration because I didn’t press “Run” Failing with Agile 41
42. Small Group Exercise Even successful teams are held back in many ways by the way they do things. What “failures” are your current teams dealing with today? Failing with Agile 42
44. Keep the plan in your head… Don’t ever tell anyone else what the plan is. That way they need to rely on you, right??? Failing with Agile 44
45. Be efficient – have more than one role It’s great being a team member, Scrum Master and Product Champion! All have to bow to me!!! Oh, and all my stuff gets done first – sweeeeeeet! Failing with Agile 45
47. Confusing unit tests and acceptance tests Automated(QA) Business Facing Manual(Anyone) UsabilityTesting ExploratoryTesting Acceptance Tests Business Intent(Design of the Product) When possible Support Programming Critique Product During Iteration PropertyTesting Response, SecurityScaling,… Unit Tests Developer Intent (Design of the Code) Automated(Developer) Tool-Based(Expensive) Technology Facing from Brian Marick Failing with Agile 47
48. Testing at the end of an iteration Code Freeze Day 10 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Coding Testing Q: What are developers doing during the testing period? Failing with Agile 48
49. Coding in one iteration, testing in the next Each tester 40% of time writing tests for current iteration 20% of time running tests for current iteration 40% of time regression testing Iteration 1 this tester has 40% slack time Iteration 2 this tester has 20% slack time 40% writing new tests, 20% running new tests, 20% running tests from iteration 1 Iteration 3 this tester has 0 slack time 40% writing new tests, 20% running new tests, 20% running tests from iteration 1, 20% running tests from iteration 2 Iteration 4 we can no longer complete all testing! This is most often caused by dependence on manual testing Failing with Agile 49
50. Lack of automated testing Failing with Agile 50 Regression Deficit Disorder
51. Group discussion What testing challenges currently exist in your organization? Failing with Agile 51
54. The “no power” Product Champion I know you told the team to do that, but I’m your manager and I think it’s wrong, so change it! Failing with Agile 54
55. Agile in name only Here is the scope and the date, now be agile and deliver it all on time! Failing with Agile 55
56. Micromanagement This project is important and as CTO, I want to make sure we’re measuring up every day! Failing with Agile 56
62. Small Group Exercise Talk about some fixed failures and how they were fixed. Talk about some failings that are not yet fixed and what might be done to fix them. Failing with Agile 62
65. VersionOne Survey Results (2008) Survey asked people: Please try to estimate SPECIFIC IMPROVEMENTS you have actually realized from implementing Agile practices. Source: VersionOne 2008 State of Agile Development Survey NOTE: All 2008 data is within 2% of 2007 data implying these numbers are not one-time anomalies Biggest causes of company-wide agile failure: Company philosophy or culture could not be overcome – 23% Lack of experience with agile – 21% Failing with Agile 65
66. Agile is a Proven ApproachSome Agile Companies (there are MANY more) Failing with Agile 66
68. Places to go for help My website! www.agileforall.com Organizations Agile Alliance (www.agilealliance.org) Agile Project Leadership Network (APLN – www.apln.org Yahoo Groups PMI Agile (pmiagile) – giving direction to people that will be responsible for the Agile PMI Virtual Community to be formed in 2009 Agile Denver (agiledenver) APLN Denver (apln-denver) Failing with Agile 68
70. Help me out! I’m doing this again at the PMI Mile Hi Symposium in March 2009 and I want to make sure it is as good as possible! What went well? What went less well? How can I improve things next time? Failing with Agile 70