Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
Using Agile to Teach Agile Open Space Scrum Gathering Orlando 2016Fabian Schwartz, MBA
This presentation is the result of an Open Space discussion at the Scrum Gathering Orlando 2016. Topic using agile to teach agile, using a scrum master course as an example.
Agile project management is more about empowerment. Agile projects are not lead by individual like project manager. Agile project management is a combination of art and science both where you should be well versed with the principals of the project management. At the same time you should be practical while taking decision and understanding circumstances.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
Using Agile to Teach Agile Open Space Scrum Gathering Orlando 2016Fabian Schwartz, MBA
This presentation is the result of an Open Space discussion at the Scrum Gathering Orlando 2016. Topic using agile to teach agile, using a scrum master course as an example.
Agile project management is more about empowerment. Agile projects are not lead by individual like project manager. Agile project management is a combination of art and science both where you should be well versed with the principals of the project management. At the same time you should be practical while taking decision and understanding circumstances.
Hi Maturity in the CMMI Services Context SPIN Chennai
This presentation explains the concept of CMMI for services, their expectations, tips & tricks on using the service model in project management with various inferences.
Agile Software Development with Scrum – IntroductionBlackvard
The Scrum methodology of Agile software development was inspired from and grew out of the shortcomings of traditional waterfall management. Unlike waterfall techniques, Scrum methods emphasize team collaboration and communication, functioning software know-how, and focus strongly on the ability to adapt and be responsive to any and all emerging business situations.
The Scrum and Agile IT methodologies are proven project management styles and business approaches that assist companies in identifying company goals as well as customer needs. Through frequent adaptation and inspection, these leadership methods promote team member accountability, self-organization, and allow for high-quality projects to be completed quickly.
Scrum vs Kanban - Which Agile Methodology Fits Best For Your Team?Invensis Learning
Scrum vs Kanban? Which fits best for your team? Learn the key differences between the two popular Agile frameworks, Scrum and Kanban. Also, learn when to use these two Agile Methodologies.
https://www.youtube.com/watch?v=pxxmSLJj8FQ&t=435s
this is my experience in Agile Scrum and materials collected over a period of time from various experts, credits goes to all who has directly and indirectly contributed
Documents from the Agile ALM virtual study group - session 3 on sprint activities. Watch the session at: http://bit.ly/1ghr1cJ and learn more at http://bit.ly/Aalm_S3 Follow Jean Louis: @jlmarechaux
PMI and Scrum - bridging the gap
Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
Agile principles emphasize empowered, self-organizing teams but provide little guidance in how create alignment across multiple agile teams. In this presentation, Ilio Krumins-Beens shares experiences gained trying to improve strategic and operational alignment with more than 10 agile teams. Includes recommendations on running experiments with different ways of sharing teams’ roadmaps, identifying dependencies, risks, synergies and achieving operational alignment.
Originally presented in 4/29 Agile / Lean Practitioners Meetup (http://www.meetup.com/agile-lean-practitioners/) in NYC on 4/29.
Hi Maturity in the CMMI Services Context SPIN Chennai
This presentation explains the concept of CMMI for services, their expectations, tips & tricks on using the service model in project management with various inferences.
Agile Software Development with Scrum – IntroductionBlackvard
The Scrum methodology of Agile software development was inspired from and grew out of the shortcomings of traditional waterfall management. Unlike waterfall techniques, Scrum methods emphasize team collaboration and communication, functioning software know-how, and focus strongly on the ability to adapt and be responsive to any and all emerging business situations.
The Scrum and Agile IT methodologies are proven project management styles and business approaches that assist companies in identifying company goals as well as customer needs. Through frequent adaptation and inspection, these leadership methods promote team member accountability, self-organization, and allow for high-quality projects to be completed quickly.
Scrum vs Kanban - Which Agile Methodology Fits Best For Your Team?Invensis Learning
Scrum vs Kanban? Which fits best for your team? Learn the key differences between the two popular Agile frameworks, Scrum and Kanban. Also, learn when to use these two Agile Methodologies.
https://www.youtube.com/watch?v=pxxmSLJj8FQ&t=435s
this is my experience in Agile Scrum and materials collected over a period of time from various experts, credits goes to all who has directly and indirectly contributed
Documents from the Agile ALM virtual study group - session 3 on sprint activities. Watch the session at: http://bit.ly/1ghr1cJ and learn more at http://bit.ly/Aalm_S3 Follow Jean Louis: @jlmarechaux
PMI and Scrum - bridging the gap
Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
Agile principles emphasize empowered, self-organizing teams but provide little guidance in how create alignment across multiple agile teams. In this presentation, Ilio Krumins-Beens shares experiences gained trying to improve strategic and operational alignment with more than 10 agile teams. Includes recommendations on running experiments with different ways of sharing teams’ roadmaps, identifying dependencies, risks, synergies and achieving operational alignment.
Originally presented in 4/29 Agile / Lean Practitioners Meetup (http://www.meetup.com/agile-lean-practitioners/) in NYC on 4/29.
DI Benefitsd
Automation
Extremely fast turnaround
More jobs in less time
Reduced materials and labor costs
Push-button ease-of-use
File to print
Digital workflow allows for last minute changes
Quality
Up to 300 lpi or stochastic screening
Environment
Chemistry-free platemaking
Waterless printing
Reduction of VOC’s in the printing process
Reduced makeready and running waste
= paper savings
On demand, short run printing reduces inventory space, waste and associated costs
Enterprise Performance Management: Building A Closed Loop of Portfolios
Create a real-time map of your enterprise. The objective being to show that by simply connecting the dots, you will start to see dynamic and contextual relationships of ALL of you enterprise objects, thus allowing more confident decisions to be made, and in turn, drive portfolio improvements across your enterprise.
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
Developing the pricing model for your B2B SaaS app is one of the biggest marketing challenges your company will face.
This is a guide to developing your SaaS pricing model was created by noted SaaS Marketing expert and Growth Hacker Lincoln Murphy of Sixteen Ventures.
This guide takes you through the questions you need to ask about not just your market and customers, but about your company and goals, to help you figure out your SaaS pricing model.
Whether you have a self-service sales model or one that requires outside sales reps to drive business, the tips and techniques contained in this guide and the source blog post will help you create a profitable and successful SaaS pricing model.
Scrum is the world's most popular agile software development methodology. But does it really bring the benefits that it promises and, more importantly, is it right for your business? In this presentation, learn how Scrum can maximize your delivery team's ROI and empower you for long-term success.
explains basic scrum jargon and details regarding scrum like duties of product owner,duties of scrum master,duties of development team,sprint planning,daily scrum,sprint overview,sprint retrospective
How to become a great DevOps Leader, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Mustafa Kapadia, Service Line Leader, IBM
The ideal DevOps Leader is a tactical or strategic individual who helps design, influence, implement or motivate the cultural transformation proven to be a critical success factor in DevOps adoption. The most successful DevOps leaders understand the human dynamics of cultural change and are equipped with practices, methods, and tools to engage people across the DevOps spectrum. We will explore the role of the DevOps Leader in more detail.
One of the Craig Larman’s Laws of Organizational Behavior says: “Culture follows structure”. This is important to keep in mind when driving organizational changes in a small company, but in a large corporation ignorance of corporate culture, often defined by endless management layers and compliance policies, impacts success of transformation to a highest measure.
My presentation tells a few stories of large scale transformations at top 10 investment banks and our key takeaways on pitfalls and good practices of organizational change in a corporate world.
Implementing distributed agile framework with
Scrum, XP & Effective Tools usage Dev ops. C. Padma presented this presentation during India Agile week 2015 - Bangalore
This deck gives an overview on the following key areas.
1) Agile Development Principle
2) Scrum Framework
3) User Story Creation
4) Definition of Done
5) Agile – Retrospective
6) Development – Metrics
7) Agile vs Traditional Development Approach
TFS2010: Nuts and Bolts of Visual Studio Scrum v1.0 Template
Visual Studio and Team Foundation Server (TFS) are the cornerstones of development on the Microsoft .NET platform. These tools represent some of the best opportunities for success and to experience a focused and smooth software development process. For TFS 2010 Microsoft heavily invested in Scrum and is moving some internal product teams onto the approach.
This session is not about Scrum in depth, (for that please visit scrum.org) but rather, we will cover the lifecycle of creating work items and how this fits into Scrum using Visual Studio ALM and Team Foundation Server. We will cover in detail:
* How to successfully gather requirements
* How to plan a project using TFS 2010 and Scrum
* How to work with a product backlog in TFS 2010
* The right way to plan a sprint with TFS 2010
* Tracking your progress
* The right way to use work items
* Leveraging built-in reporting and Project portals available on the SharePoint dashboard
* Reports targeted to the Product Owner / Project Manager
You will walk away knowing how to interpret and understand a project health and progress. Visual Studio ALM is designed to address many of the problems faced by teams using traditional approaches. It does
so by providing a set of integrated tools to help teams improve their software development activities and to help management better support the software development processes.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...John Carter
Applying Agile methods in a waterfall world seemed impossible until we discovered the 10 essential skills and tools. Five of these skills are organizational, while others translate the short intervals characteristic of Agile to the world outside of Software. User Stories becomes Boundary Conditions; Burn-down charts becomes Deliverable Hit Rate charts; Sprints become HW intervals; Sprint Retrospectives become Event Timeline Retrospectives, while the project as a whole is managed using Boundary Conditions. This presentation shows examples of these tools and shows examples of how they are applied.
Similar to Oct 2012 Presentation for Agile NJ (20)
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
11. (1) Achieve Executive Buy-In
(2) Respond to Change
(3) Scale Agile Practices
My Objective
Photographer: Erich Stüssi
Photographer: familymwr
12. Achieve Executive Buy-In
•
•
•
•
•
•
•
•
Prioritize your stakeholders
Get a transformation sponsor
Agree to what success will look like
Create and communicate your plan
Get external validation and help
Show incremental progress
Promote early success to build momentum
Be proactive and completely transparent
13. Agile Transition Roadmap as of 10/14/2011
2Q11
3Q11
1Q12
4Q12
4Q13
Phase
1 - Prototype
2 – Transition
to Dedicated
Teams
3 – Roll Out Agile
4 – Establish
Management
Agile Practices
(Scrum) Practices Beyond Tech
5 – Technical
Excellence
Features
Pilot Agile and
Agile Inspired
practices on ATA
Fixes,
Nursing RN
OC LSAT 2.5,
MCAT Catalyst
• Dedicated Teams
• Select Product
Owners
• Comm. Program
• Develop
Assessments
• Healthy PBL for
Tier1-2 Teams
• Focused support
for 7 teams
• Focused Support for 8
teams
• Product owners tools
• Healthy PBL for Tier 3-4
Teams
• Sync with IMO
• Dashboard Reporting
• Improve Off-shore
vendor Agility
• Co-locate Teams
• Set up Agile Team
Rooms
• Performance
Management
•Compensation
practices
•Integration into
Budget Cycle
•Develop Better
Product Visioning /
Road mapping
techniques
•Automated
Regression test
implemented
•Continuous
integration
•Automated builds
•Increased
deployments to
production
Users
Grad Apps,
Nursing, LSAT, and
Catalyst
Stakeholders
Tier 1-3 teams
Tier 1-4 Teams
Kaplan Execs
General Kaplan audience
Offshore Vendors
Kaplan Execs
General Kaplan
audience
Tier 1-4 Teams
Tier 1-4 Teams
Kaplan Execs
General Kaplan
audience
Offshore Vendors
Tools
Jira, Daptiv
Jira,
Confluence
PlanetK,
Daptiv,
Jira,
Confluence,
PlanetK,
Daptive,
Virtual Meeting Tools
Jira,
Confluence,
PlanetK,
Virtual Meeting
Tools, Success Factors
TBD
14. Q4 2011 Agile CoE Release Plan
Release
Goals
Get teams to minimum level of self- sufficiency on Product Owner (Product
Vision, Roadmap, Release Planning, and Backlog management) and team
practices.
Improve alignment of SBU objectives to projects through:
•Creation of uber roadmap(roadmap of roadmaps)
•Involving Product Owners and Finance leads in project creation and tracking
•Introduction of portfolio management practices
Straw man Performance management practices for agile teams
Collocate teams
Sprint 7
Sprint 8
Sprint 9
Sprint 10
Sprint 11
Dates
10/19 – 11/1
11/2 – 11/15
11/16 – 11/29
11/30 – 12/13
12/14 – 1/10
Sprint Themes
Project Process and
Alignment Kickoff
Introduce Product
Owners and Finance
Populate Roadmap of
Roadmap
Confirm Roadmap of
Roadmaps with Senior
Execs
Performance and
Portfolio Practice
Recommendations
Epics
•Remote Training
•New Project Workflow
•Roadmap Repository
•KBS / Kaptest Process
•Jira – User mgmt, Carryover Guidance, Training
•PO and Finance Mtg
•Inc. Visit
•Why Uber Roadmap
Mtg
•Team Specific
Metrics
•Populate Uber
Roadmap
•Release Plans added
to Daptiv
•Collocate teams
•Roadmap Review
with Senior Execs
•Performance mgmt
process
•Cost Per Team
•Review 2012 teams
with PO and Exec
Sponsor
•Continue
Performance
management
proposal
•Portfolio planning
proposal
15. (1) Achieve Executive Buy-In
(2) Respond to Change
(3) Scale Agile Practices
My Objective
Photographer: Erich Stüssi
Photographer: familymwr
16. Eat Your Own Dog Food
Photographer: JnL
Run your transformation effort like an Agile Project
19. Sample Epics / User Stories
• As the CTO, I have roadmap to Technical Excellence that
lays out the priority and timing of implementing Agile
Development, Quality, and Release Practices, so that I
can track progress against implementing these.
• As a Product Owner, I am educated on the budget
monitoring process, so that I can work with the Financial
Lead effectively.
• As a Scrum master, I attend a workshop to learn best
practices around meeting facilitation and conflict
resolution, so that I can do my job more effectively.
• As the Resource Manager, I have gotten all remaining
Agile Team members up on time sheets, so that time
reporting will cover all team members.
23. Recent Sprint Review
Process / Governance:
•
•
•
•
•
2011 Performance Evaluations
Update Time Reports
Update Resources in Daptiv
Creating New Projects In Daptiv
Scrum of Scrums Survey
Alignment
• Budget Monitoring
• Technical Excellence Roadmap
• Roadmap of Roadmaps
Coaching / Support
Recommendations
• Post-Mortem on Team Composition
• Release Planning Best practices
Training / Workshops:
• Product Owner and Effective
Stakeholder Management – APLLE
• Research and Agile Teams - APLLE
• Facilitation Techniques for Scrum
Masters
•
•
•
•
•
•
Observe Pre-College Ceremonies
SF1 Sprint 0 Support
Monitor Scrumban
Attend Demos
Team coaching
New Product Owner support
Communication
• Blog posts (2)
Performance management
• Implement Recognition Program
32. Why it works?
• Demonstrate the practices you are asking
teams to follow
• Creates transparency of progress
• Enables short feedback loops
• Able to effectively Respond to Change
33. Trust me, you’ll like eating your own
dog food
Photographer: Brain E. Ford
34. (1) Achieve Executive Buy-In
(2) Respond to Change
(3) Scale Agile Practices
My Objective
Photographer: Erich Stüssi
Photographer: familymwr
35. Scaling Agile Practices
•
•
•
•
•
Coaching a must
Develop support mechanisms for agile teams
Align Roadmaps
Extend Agile beyond internal tech teams
Focus on Technical Excellence that enables
agility
• Collocate Teams (If Possible)
36. How much coaching support do you have?
Sprint
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9 10
Support
Ranking
Pilot Team
Pilot Team
Tier 1
Tier 1
Tier 1
Tier 1
Tier 2
Tier 2
Tier 2
Tier 2
Tier 3
Tier 3
Tier 3
Tier 3
Tier 3
Tier 4
Tier 4
7/278/9
8/108/23
8/249/6
9/079/20
9/2110/4
10/510/18
10/19- 11/211/1
11/15
Sprint
11
11/16- 11/30- 12/14/
11/29 12/13 -1/10
Legend
Focused support (over 10 hours of dedicated team support within a sprint)
Basic support (5-10 hours of dedicated team support per sprint)
Limited support (less than 5 hours of dedicated team support within a sprint)
37. “People support a world they
help create.”
- Dale Carnegie
Agile Transition Teams provide an
opportunity for those who will be going
through a transformation to provide
feedback and feel listened to.
Quote Taken from : Building an Elite Product Development Team workshop, 2/3/2012
42. Align Roadmaps
Objective:
Create alignment across Business Systems Roadmaps. Focus business goals, identify
cross-team dependencies, risks, and provide holistic view of the features being
delivered
43. Extend Agile Beyond Teams
•
•
•
•
•
Annual Reviews
Hiring Practices and Career Paths
Recognition programs
Pay / Incentives
Alignment to Budgeting and Finance Processes
46. Tips if your transformation is
under resourced
•
•
•
•
•
•
Attend all demos
Create a “Community of Practices”
Develop targeted workshops / materials
Share books, blogs, white papers, resources
Promote change agents
Encourage participation in agile community
47. (1) Adapt to Changing Needs
(2) Achieve Executive Buy-In
(3) Scale Agile Practices
My Objective
Photographer: Erich Stüssi
Photographer: familymwr
48. Awareness that there is room for improvement
Desire to change
Ability to work in an agile manner
Promote early success to build momentum and get
others to follow
Transfer the impact of agile throughout the
organization so it sticks
Source: Mike Cohn, ADAPTing to Agile for Continued Success, Agile 2010.
49. Mike Cohn’s ADAPT Tools
Awareness
Ability
•
•
•
•
•
•
•
•
•
Communicate that there’s a problem
Use metrics
Provide exposure to new people and
experiences
Focus attention on the most important
reasons or two for changing
Desire
•
•
•
•
•
•
•
•
•
Communicate that there’s a better way
Create a sense of urgency
Build momentum
Get the team to take agile for a test drive
Align incentives (or, at least, remove
disincentives)
Focus on addressing any fears
Help people let go
Don’t discredit the past
Engage everyone in the transition
Source: Mike Cohn, ADAPTing to Agile for Continued Success, Agile 2010.
Provide coaching and training
Hold individuals accountable
Share information
Set reasonable targets
Just do it
Promote
• Publicize success stories
• Host an agile safari
• Attract attention
Transfer
• Transfer the effects of agile beyond the
current group
• A team transfers to its department
• A department transfers to its division, etc.
• If you don’t transfer, the transition will
eventually and inevitably fail
• Too much organizational gravity pulling us
back toward the status quo
• Example: - f you don’t align promotions,
raises, annual reviews, those will work
against you
50. Agile Enterprise Adoption: Observed Antipatterns
• Insufficient depth/competency in the product
owner role
• Inadequate coordination of vision and delivery
strategies
• Waterscrumming-Agile development in a nonagile portfolio/governance model
• Insufficient refactoring of testing
organizations, testing skills (TDD), test
automation
• Lack of basic team proficiency in agile technical
practices
Adapted from: Dean Leffingwell, Scaling Software Agility: Agile Portfolio Management, March 17, 2009, Slide 30
51. Additional Resources
Dean Leffingwell’s Blog: http://scalingsoftwareagilityblog.com/
Portfolio Management in the Scaled Agile Framework : YouTube and presentation deck
Worked with Software and Web application teams for 15 yearsWorking with Agile (Scrum / XP) teams for over 8 years.Rolled out Scrum practices at Oxygen Media and WeplayCurrently, Executive Director, Agile Practices, Kaplan Test PrepCo-Authored / Presented: "Using Agile Practices to Spark Innovation" HICSS 2007, "Collective Product Ownership with Scrum" Agile 2007, "Great Scrums Require Great Product Owners" HICSS 2008Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO)<Click>I’d like to get a sense of how many of you are already familiar with Agile Practices so I know how in depth to go. -> Raise your hand if you’re new to agile and would appreciate basic concepts explained. -> Raise your hand if you are well versed in agile.
We all come here with different levels of agile expertise equipped with different tools and techniques to help organizations go through change. Some of us may have amazing tool kits, others of us may have a sparse but functional set of core tools, and others of us might be trying to use umbrellas to hammer in nails. My goal is for you to walk away better equipped to approach a transition to agile. I am going to be primarily focusing on how:-> how to achieve executive buy-in-> why it is essential to be able to adapt to the changing needs and priorities of your organization and a technique for doing this-> mechanisms to support scale agile across multiple teams. To help with this, I want to tell a story …
Working at a company where:Low Trust between the business and technology.Business had no confidence that Tech would meet it’s commitment. Real “Us vs. Them” MentalityDespite heroic efforts and long hours, business felt underserved by technology.Key: Awareness of a problem.CEO gets convinced that we should try Agile. After a brief pilot, CEO tasks me to roll it out to the entire organization in 6 months. Respond to change prioritiesPositive return on investment (ROI)Alignment between IT and business objectivesTransparent about project progress and statusHighly productiveHigh-quality finished productMeets agreed-upon scheduleRapid time to marketExplain SurveyGood thing was: Awareness of a problem.
Developed a survey with the Research Department which is well regarded within the company for trustworthiness to assess satisfaction with current software practices. Distributed the survey to a sampling of both business partners and technologists in the following areas.<Click>We asked:How satisfied are you with our current software practices in each of these areas:Highly productive, Transparent about project progress and status, Alignment between IT and business objectives, High-quality finished product, Respond to change priorities, Meets agreed-upon schedule, have a Rapid time to market
April – BaselinePilot 3 teams for 2 months. September – initial surveyDecember – 2nd surveyKey: Desire to change.
Wasn’t that Technology or business partners sucked. Same people. Survey sample didn’t change. Hmmm…
Move from a central pool of resources to 15 dedicated teams. Our goals were to:- Empower Business units more autonomy in business discretionary projects- Provider an easier means to realize “quick wins”Led implementation team through one empowered voice ( product owner) Embrace change as part of project implementationCreate stronger sense of ownership and deeper domain knowledge through team based assignmentsEnable closer coordination between business and tech partners
<Explain high level difference between waterfall / agile>Selected product owners who set the priorities for the implementation teams to execute against, teams worked against the highest priority stuff, started working in shorter iterations ( 2- 3 weeks) where teams demoed working, tested, and “potentially shippable code” at a regular cadence.
<Explain>Result: Time to Market Reduced dramatically. 2010=722011 (Pre-Agile) = 322011 8/1 – Late Nov.
Let me talk briefly about how I went about achieving executive buy in.
As I mentioned early, there was clearly Awareness of a problem, and a Desire to Change. I prioritized stakeholders by interest and influence. Those of high power and interest are ones to manage closely.I met with the CEO, CTO, Chief Administrative Officer (CAO), Division Presidents, VP of Development, Project Sponsors, Tech Leads, Developers, Project Managers, Business Analysts, QA Leads, Customer Service reps (as a proxy for external customers), and internal users that the technology group served. I asked open ended questions to understand what the interviewee wanted from the transformation and to identify what was and was NOT working in the current process. {Explain Bullets}The following Misconceptions can sink your transformation:* Agile teams are always 5-10x better.* Becoming agile is easy.* Only technology needs to change.Going Agile is NOT a Panecia.<Explain Bullets>
Before creating a roadmap, we created a vision statement.The Agile CoE establishes clear lines of responsibility and accountability. Product owners are given authority to define what their delivery team works on and are accountable to the value that their team delivers. Teams are responsible the quality and extensibility of the features they build .. [and] are given the authority to determine the best way to execute and deliver against the product owner’s vision. Managers of product owners and tech teams are responsible for removing impediments that are blocking teams from reaching their optimal performance.The Agile CoE supports small, empowered teams to achieve the product owner’s vision by planning, developing, testing, and demonstrating “potentially shippable” features to stake holders every iteration. The Agile CoE helps teams become more cohesive, self-governing, and continually improve through on-going coaching and assessments. Agile principles become ingrained into the corporate culture through compensation and performance management practices, integration into the annual budget process, and alignment to the overall vision of becoming a best of breed digital company.
There is NO WAY you can plan your Agile Transformation effort from A-Z and expect it to go perfectly to plan. You NEED to have a way to inspect, adapt, show incremental and progress. Here’s how to do it.
<Explain Product Development Metaphor>When rolling out agile practices, the equivalent of “eating our own dog food,” is running your transformation effort like an agile project. Doing so allows you to:demonstrate the practices you are asking teams to followinspect and adapt to the specific needs of your organizationgain support of executives and stakeholders with transparency and demonstration of incremental progress
<Explain how the CoE uses these roles, ceremonies, artifacts.>
Here are some example stories. All have acceptance criteria that explain the conditions of satisfaction. In Sprint planning, the team does Planning Poker to estimate the story point value and then we commit to how many points we can take on based on historical velocity. Stories get broken down into Tasks.
<Add Picture of physical task board if possible>Throughout the sprint we track progress against completing these stories with a burn down. We keep a physical task board, burn down, in addition to the backlog management system. Our team room is in a very public place (purposefully), and Scrum of Scrum is held there so scrum masters see that we’re following the practices we’re asking teams to do. Also, anyone struggling with a ceremony can attend ours.
This is something we’ll show at a sprint review. A listing of all the short titles done in a srpint. And we’ll select a few to demo. Average of 20 – 25 stories per sprint.½ - 3 points
The agile coaches working with the teams assessed all the teir 1-4 teams on whether they had a None, Somewhat working,
After 4 sprints.Fractional assignments – Fractional assignments are not increasing productivity. Instead, high quality professionals are having challenging working on two or more teams at a time.Off-Shore Vendors – Number of vendors, geographic distance, time shifting, ramp down, and cultural differences all challenges to agile implementation.External Factors affecting team velocity - Coordination and communication with Tech Ops on major initiatives affecting team velocity (cage migration, server consolidation, software upgrades). Product Owner Role and Empowerment should be empowered by SBUs and any decision making should occur prior to being communicated to the teams for being included in sprint planning.Adopting new roles still a challenge. Team self-organization works both ways: team members are expected to take initiative and scrum masters should not feel that the members step on their toes. This will take time for some team members.Resource Constraints limiting amount of team support
A small team – we have full team members, as well as three fractional members – can reach a lot of people in a short period of timeSince August, we’ve reached nearly 400 peopleNote: Includes people who have been to multiple training sessionsActual face-to-face training (or remote)
Small differencesFractional ResourcesProduct Owner / Scrum Masters part of implementation teamMore Work-In-Progress Don’t Identify a single sprint goalFractional ResourcesI often have fractional resources (someone who is on more than one team) as part of a transformation team, where as I am against it on a agile software team. It is not because, most organizations under invest in the resources required to initiate and sustain a large transformation. A successful transformation requires many different skills beyond those proficient in coaching agile practices. If possible, I like to get representation from Project Management Office (PMO), Human Resources (HR), Communications, and Finance on the transformation team. This is for several reasons:being part of the transformation team allows these people to learn about agile practices first hand (because you are running the project like an agile project). These people will act as force magnifiers for the agile transition with their colleaguesif you are on a team (and feel part of that team) you will be much more invested as compared with spending X% of time supporting another person’s initiative it allows me to leverage the specialized skill set and experience the person brings with them People from shared services Finance and HR often have unique and valuable perspectives on the organizations culture. They can provide a helpful perspective in considering how to approach your transformation. Sprint Planning and During the IterationOn software teams, I advise product owners to present a sprint goal so the team can rally around building a set of related features. On a transformation, the team is often working on many different efforts, so having a singular sprint goal is less valuable. It is a MUST however to have goals for release planning and clearly defined objectives when creating your transformation road map.In sprint planning, I also have found it helpful when members of the team select which stories they want to work on during sprint planning. Having a point person see a story through maintains continuity and helps manage external dependencies. Sometimes transformation team members select stories in-line with the expertise that that person has, but frequently another person will ask to work on it, so they can get experience in that area or to balance out the distribution of work. Every sprint, however, we find that multiple people collaborate on tasks within that story. This is due either to one person having extra capacity, or someone having too much on their plate. This happens informally, but also during our daily scrum if we're trending behind based on our sprint burn down chart. When working with a software team, I tell them to limit the Work in Progress (WIP) and focus on completing the highest priority stories in the sprint backlog first. The stories in a transformation backlog often have dependencies outside the team, so I find the my transformation teams will have more a higher percentage of open stories a few days into a Sprint than a typical software team. Preparing for the Sprint ReviewTransformation teams may need choose what they present at the sprint review and spend more time preparing the presentation than a software team. I advise software teams to show all the features they completed in a sprint and spend as little time as possible in preparing fancy power points for the demo, because the working software they build should be the focus of the Sprint Review. The general rule of thumb I give to software teams is NOT to spend more than 2 hours collectively preparing for the demo. It is important to make sure participants attend a well run demo, but completing the features prioritized by the product owner according to the team’s definition of done is the team’s top priority. I have found that transformation teams cannot present everything they work on in a sprint at the demo. Transformation teams work on meta-stories that require being creative about the best way to show them at the demo. On average, the transformation team that I am working with completes between 20 and 25 stories a sprint. If we were to try and demo each of these, the sprint reviews would be 4 hours long and my team would have to spend an inordinate amount of time preparing for the demo. Instead, we select a few stories that we want to highlight at the sprint review and tend to spend slightly a bit more time preparing for our demos than the typical software development team. A few days before the end of the sprint, my transformation team will take 5 minutes after a daily scrum to indicate which stories be believe should be shown in the sprint review. We do a silent vote, where each member gets three votes and they can apply 1 - 3 votes to any story. The stories with the highest votes are usually are the ones we demo. As product owner, I reserve the right to select other stories to demo, but most often the team selects the stories that I think are important to show. Furthermore, hearing why team members believe a specific story is valuable to highlight often convinces me.We rotate demo deck duty, and the primary person who worked on the story prepares how to demo the story at the sprint review. S/he will create the materials for the sprint review and send to the person on demo deck duty who compiles everything in one presentation. We do a run through the day before the sprint review and each person who is presenting explains what they want the audience to take away from their presentation. The team gives each other feedback and we fine tune the presentation prior to the sprint review. Our sprint reviews are scheduled for an hour and often run that long. I email a brief description of what is going to be covered the day of the demo to key stakeholders and typically 10 - 25 stakeholders show up. At the start of the demo, we display a list of all the stories we worked on in the sprint and with a different color font indicate which ones we plan to present. Anyone in the audience can request that we speak to a story that is NOT selected for the demo. After that, the team takes turns demoing what was selected to highlight. Often we get feedback during the demo or suggestions on things that we can work on in future sprints. We always speak to the progress we are making in the transformation and cover how we are doing against the transformation roadmap and release goals. The Sprint Review follows the same agenda that our software teams follow.SummaryOverall, I try to run an transformation as similar as I can to an agile software project. Sure, the output of a software team and transformation team are different, but the basic principles behind why agile works applies to both. If you try to run a mid-to-large transformation like a waterfall project your chance of success is much less. You need to have a motivated team that is focused on delivering highest value, able to respond to the changing needs of the organization, focused on quality, and that is continually reflecting on how it can get better. Although fractional resources are part of the transformation team, asking them to present their work often makes them an extremely invested members of the team. All the members of my transformation team take our sprint commitments very seriously. We are ruthlessly transparent when we don’t complete stories. There is a temptation to alter the acceptance criteria to count stories as being complete before the review because transformation stories often have external dependencies. I advise that you stick to the initial acceptance criteria discussed in sprint planning and use the sprint review to surface the blockers that prevented the transformation team from completing the story. By showing your incremental progress against the transformation roadmap and release goals, the team proves that it is delivering value. Holding a consistent sprint review creates a feedback loop with your stakeholders. By working in iterations or sprints, you can adjust the stories planned for the next sprint to address issues surfaced in the demo or to address the highest priority issues.
In the time remaining I want to discuss practices the practices that we use to scale agile to 15 teams. Later I reference authors that have scaled agile practices to 50 – 100 teams.
Staggered coaching – Focused which is more than 10 hours of support per sprint, Basic 5 – 10 hours, limited (less than 5)
Agile Transition Teams. - Dave was wasn’t using this in the context to suggest that Coaching Mantra.Agile transition teams can take two forms:A Dedicated team who is responsible for executing against the agile transformation.A group of cross-functional stakeholders who give part of their time to help with the transition.
Purpose: Ensure communication across teams, especially focused on integration / overlap.(15 minutes Check-In / 15 minutes other issues: Release Attendees: Facilitator, Scrum Masters, Tech Representation (Optional), and Members of Transition Team (Optional)Duration: 30 minutes / Frequency: Twice a week*Agenda:What has your team done since we last met?What will your team do before we meet again?Is anything slowing your team down or getting in their way?Are you about to put something in another team’s way?Status of Cross-Team Dependencies (if any)Parking Lot ItemsRelease Related QuestionsAnnouncementsCoE Attendance: Opportunity to see what’s issues the team are dealing with. Often time use the Working Agreement:If you cannot attend a specific meeting, please delegate and empower the delegate to provide the update for your team.Other Issues covered: Release issues, Hard DependenciesOther companies use it as a time to share “Dev Notes”
Add picture of physical board if possible.
Purpose: Address any impediments raised by the dedicated teams that could not be resolved informally. Must be: It is an action-oriented meeting where issues are resolved and/or next steps are determined in the meeting itself.Attendees: Facilitator, CTO, All Tech Managers, Product Owner of Transformation, necessary Scrum Masters, and any other ad hoc participants requiredDuration: 30 minutes / Frequency: Weekly* (Canceled if no issues)Deadline: Items for review no later than 5 p.m. the day prior to the meeting.Frequency of holding meeting: 25% of the time. Weighted more heavily when we started the transformation.Many of the issues raised are NOT specific to agile implementation.
<Explain>Questions on Shared Resource Form:What dedicated agile team is making this request?What is the Shared Service Role that is being requested?In one or two sentences, please describe your request.Is this request associated with a JIRA ticket? If yes, include this information here as well.What dates / sprint / release will the shared service resource be needed? You might not know everything just yet, but any info you can provide will be helpful.
Held multiple workshops where Product Owners presented to each other the projects / features they want to accomplish. Expectation was that the near term is more well defined than the long term. Identified risks, dependencies between teams. Maintain a physical roadmap of roadmaps. Product Owners meet twice per month to update each other.
We all come here with different levels of agile expertise equipped with different tools and techniques to help organizations go through change. Some of us may have amazing tool kits, others of us may have sparse but functional set of core tools, and others of us might be trying to use umbrellas to hammer in nails. My walk away with better equipped to approach a transition to agile. I am going to be primarily focusing on how I think it’s essential to be able to adapt to the changing needs and priorities of your organization, how to achieve executive buy-in, and mechanisms to support scale agile across multiple teams. To help with this, I want to tell a story …
This is an acronym that I wasn’t something I wasn’t familiar with when I started on my agile transformation. I was introduced to it by Mike Cohn, and it resonated with me so I am sharing it with you.