Introduction into using agile project management in the context of multi-disciplinary, multi-national ICT research projects like those funded under EC's Framework Programme - prepared for the EmployID project (http://employid.eu)
The Role of Motivational and Affective Aspects: Empirical Results and Future ...Christine Kunzmann
The document discusses motivational and affective aspects in knowledge work and proposes future directions for research. It summarizes that motivation is key but has been studied fragmented across different fields without a unified approach. Promising new approaches look at relating motivation to needs for autonomy, mastery, and purpose. Incorporating motivational factors into work systems is challenging but important to understand contexts and individual differences. More design patterns are needed to systematically address motivation in technology.
The document discusses the MATURE model for analyzing motivational aspects in knowledge management. It was developed over 4 years of research to systematically include motivational factors. The model takes a socio-technical perspective and was informed by empirical studies. It focuses on observable barriers and links them to potential measures. The model analyzes individual, interpersonal, and work environment factors that can influence motivation. Measures are proposed at each level, like aligning tools with interests/values, improving cooperation, and ensuring the right infrastructure. The model provides guidance for interventions to improve knowledge development practices. The researchers are now applying the model through a consulting network.
Facilitating Maturing of Socio-technical Patterns through Social Learning App...Andreas Schmidt
Presentation at I-KNOW 2015, Special Track on Social Knowledge Management
Pattern-based approaches are becoming increasingly popular to
capture design experiences for a wider audience. This rises to
particular importance in participatory processes, such as user-driven design approaches. However, the creation process of such patterns is challenging, especially when it comes to motivational, affective and other soft factors. In this paper, we view the pattern development as a knowledge maturing process, i.e., a process of collective knowledge development. We describe the pattern development process, identify barriers in this process, and explain how various social learning approaches, such as peer coaching, social learning programmes (i.e., online courses with a collaborative focus), and reflective instruments in agile processes contribute to the key issue of decontextualizing and recontextualizing experiences in a continuous way.
When organisation and projects are seriously regarded as social systems, the most striking realisation is that they are created by - and full of - paradoxes. Understanding and working with these paradoxes will help project managers deal with the increasing complexity when methodologies and good practices reach their limits of applicability and KPIs are not helpful anymore in steering projects. It will not be an easy task as the Western culture has been trying for centuries to avoid paradoxes. But the efforts will pay off. The new skills will bring unconventional and useful perspective on project communications and decisions. It will help realise and work with the unavoidable divergence between project success and client satisfaction. And it will bring new understanding of the function and dynamics of trust in projects.
These are the slides from my talk at the PMI Congress 2017 in Affligem, Belgium. It is an invitation to look at projects through social systems glasses, a complementary set to that of Essential Balances - http://www.essentialbalances.com/ .
You can watch the same slides with animations on YouTube: https://youtu.be/6QwIAqKl8mA .
To organize or not to organize: ideation in innovation ecosystems - Lotte Gee...Lotte Geertsen
This document provides a summary of a master's thesis that examines how to design and organize collaborative ideation processes at science parks. The thesis aims to understand the benefits, conditions, strategies, and mechanisms involved in collaborative ideation. It conducted interviews at four science parks in the Netherlands. The thesis contributes new frameworks and insights into facilitating group creativity and knowledge sharing through collaborative networks.
ERSA Congress presentation: 'Collaborative ideation at Science & Technology P...Lotte Geertsen
The document discusses collaborative ideation within science and technology parks (STPs) and regional innovation networks. It presents:
1) Background on clustering in nature and STPs as hotspots for innovation in regional systems.
2) A new conceptual model for the collaborative ideation process based on research examining how to design and organize ideation to foster interactions among STP actors.
3) Insights from interviews with STP stakeholders on how they use collaborative ideation, including organizing shared facilities and themes to establish research calendars.
Ideation is the process of generating many ideas and concepts without judging them, with the goal of coming up with innovative solutions. It involves techniques like brainstorming, mind mapping, and the Six Thinking Hats method. The document discusses ideation and design thinking, provides examples of ideation techniques, and proposes a topic - the future of work - to ideate solutions for challenges like rapid technological change disrupting jobs. It acknowledges potential challenges in ideation like generating vague ideas or getting stuck in old patterns of thinking.
The Role of Motivational and Affective Aspects: Empirical Results and Future ...Christine Kunzmann
The document discusses motivational and affective aspects in knowledge work and proposes future directions for research. It summarizes that motivation is key but has been studied fragmented across different fields without a unified approach. Promising new approaches look at relating motivation to needs for autonomy, mastery, and purpose. Incorporating motivational factors into work systems is challenging but important to understand contexts and individual differences. More design patterns are needed to systematically address motivation in technology.
The document discusses the MATURE model for analyzing motivational aspects in knowledge management. It was developed over 4 years of research to systematically include motivational factors. The model takes a socio-technical perspective and was informed by empirical studies. It focuses on observable barriers and links them to potential measures. The model analyzes individual, interpersonal, and work environment factors that can influence motivation. Measures are proposed at each level, like aligning tools with interests/values, improving cooperation, and ensuring the right infrastructure. The model provides guidance for interventions to improve knowledge development practices. The researchers are now applying the model through a consulting network.
Facilitating Maturing of Socio-technical Patterns through Social Learning App...Andreas Schmidt
Presentation at I-KNOW 2015, Special Track on Social Knowledge Management
Pattern-based approaches are becoming increasingly popular to
capture design experiences for a wider audience. This rises to
particular importance in participatory processes, such as user-driven design approaches. However, the creation process of such patterns is challenging, especially when it comes to motivational, affective and other soft factors. In this paper, we view the pattern development as a knowledge maturing process, i.e., a process of collective knowledge development. We describe the pattern development process, identify barriers in this process, and explain how various social learning approaches, such as peer coaching, social learning programmes (i.e., online courses with a collaborative focus), and reflective instruments in agile processes contribute to the key issue of decontextualizing and recontextualizing experiences in a continuous way.
When organisation and projects are seriously regarded as social systems, the most striking realisation is that they are created by - and full of - paradoxes. Understanding and working with these paradoxes will help project managers deal with the increasing complexity when methodologies and good practices reach their limits of applicability and KPIs are not helpful anymore in steering projects. It will not be an easy task as the Western culture has been trying for centuries to avoid paradoxes. But the efforts will pay off. The new skills will bring unconventional and useful perspective on project communications and decisions. It will help realise and work with the unavoidable divergence between project success and client satisfaction. And it will bring new understanding of the function and dynamics of trust in projects.
These are the slides from my talk at the PMI Congress 2017 in Affligem, Belgium. It is an invitation to look at projects through social systems glasses, a complementary set to that of Essential Balances - http://www.essentialbalances.com/ .
You can watch the same slides with animations on YouTube: https://youtu.be/6QwIAqKl8mA .
To organize or not to organize: ideation in innovation ecosystems - Lotte Gee...Lotte Geertsen
This document provides a summary of a master's thesis that examines how to design and organize collaborative ideation processes at science parks. The thesis aims to understand the benefits, conditions, strategies, and mechanisms involved in collaborative ideation. It conducted interviews at four science parks in the Netherlands. The thesis contributes new frameworks and insights into facilitating group creativity and knowledge sharing through collaborative networks.
ERSA Congress presentation: 'Collaborative ideation at Science & Technology P...Lotte Geertsen
The document discusses collaborative ideation within science and technology parks (STPs) and regional innovation networks. It presents:
1) Background on clustering in nature and STPs as hotspots for innovation in regional systems.
2) A new conceptual model for the collaborative ideation process based on research examining how to design and organize ideation to foster interactions among STP actors.
3) Insights from interviews with STP stakeholders on how they use collaborative ideation, including organizing shared facilities and themes to establish research calendars.
Ideation is the process of generating many ideas and concepts without judging them, with the goal of coming up with innovative solutions. It involves techniques like brainstorming, mind mapping, and the Six Thinking Hats method. The document discusses ideation and design thinking, provides examples of ideation techniques, and proposes a topic - the future of work - to ideate solutions for challenges like rapid technological change disrupting jobs. It acknowledges potential challenges in ideation like generating vague ideas or getting stuck in old patterns of thinking.
This document provides an agenda for an event on Agile Requirements by Agile Analysts. The agenda covers topics such as an overview of Agile, where business analysts fit in Agile, IBM Rational and Agile tools, requirements elicitation using IBM Rational Requirements Composer, and market perspectives on Agile. The event will be held on July 19th in Sydney and July 21st in Melbourne, Australia.
The document discusses challenges with requirements in agile software development projects. It suggests that requirements often slow down agile teams and fail to keep pace with faster development cycles. To address this, the document proposes that requirements need to:
1) Define business value more clearly; 2) Involve better requirements toolkits that evolve with new techniques; and 3) Find the right cadence of requirements at different stages of development. It also suggests asking more of requirements professionals by developing their skills in areas like design thinking.
The document discusses agile requirements discovery. It covers cross-functional teams, product vision, user stories, epics and themes. It provides exercises for teams to practice creating a product vision, writing user stories, organizing them into epics and themes, and mapping them on a user story map. Estimation techniques like t-shirt sizing and planning poker are also briefly discussed.
More Agile and LeSS dysfunction - may 2015Rowan Bunning
Whilst becoming proficient at single-team Agile is not easy, scaling to many teams and possibly many sites adds many additional challenges.
Often these challenges include...
1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
The agile requirements refinery(SRUM) by: Priyanka PradhanPriyanka Pradhan
The paper introduces the "agile requirements refinery", a method for applying Scrum principles to software product management. It describes how product managers can manage complex requirements in an agile development environment. A case study of one company illustrates how agile methods were applied to software product management. The case study experiences provide lessons learned for other companies looking to apply agile principles to their product management processes.
Project Management in Agile Organizations - Agile RequirementsKnowit_TM
This document discusses agile requirements processes and hierarchies. It describes how agile requirements are typically organized from high-level themes and epics down to user stories and tasks. User stories are presented as the primary way of capturing requirements in an agile process. They should describe functionality in terms of user needs and value rather than technical specifications. Non-functional requirements and constraints can also be captured as cards or stories. Hierarchies from different sources like Mike Cohn and Dean Leffingwell are shown and explained.
Agile at Large Scale - Conference at Agile Tour BrusselsMathieu DESPRIEE
This document discusses agile practices at a large scale project. It summarizes the challenges faced when initially implementing agile on a large, distributed project with 7 teams. Key lessons learned include visualizing the entire value stream, establishing rituals to coordinate large numbers of teams, focusing on continuous integration and quality, adapting practices like planning to the flow-based nature of large projects, using metrics to steer the project, and continuously improving tools and processes. The document provides recommendations in each of these areas to successfully implement agile at large scale.
What's New in CA Agile Requirements Designer?CA Technologies
The document provides an overview and agenda for a presentation on the new features in CA Agile Requirements Designer. It discusses the ability to now generate automation scripts, test data, and virtual endpoints directly from requirements and test cases stored as flows. It also covers new capabilities for risk-based testing using live system data to optimize test paths, and expanded integrations with tools like Jira, CA Agile Central, and HP ALM. Finally, it outlines upcoming features for data generation and management using a new DataBuilder tool, and storing test artifacts in big data cloud storage.
Agile Requirements - Journey of a User StoryCara Turner
This talk is an experience report on how we've used agile and lean requirements practices like story mapping, user stories, mockups, scenarios and sprint review feedback, on a real project.
It is not theory-based, but rather tells the warts-and-all real story, with a number of photos and screenshots, and detailed discussions of benefits and drawbacks, to give an idea of what it really felt like.
YouTube video of the talk: http://www.youtube.com/watch?v=iUIWLNiGYEk
Talk description:
How do agile requirements work? Where does documentation fit in?
For many of us, the transition from the security of upfront analysis and detailed specification documents to ‘doing agile’ and embracing the process of discovery is a terrifying prospect. Agile theories don’t readily address the concern ‘how will we know where we’re going if we don’t start with a Business Requirement Specification?’
In this talk I will take the audience on the journey of a real customer requirement from inception to delivery, seeing how the user stories evolved over time.
Starting at the beginning I’ll take you through how the user need was elaborated into features, stories and scenarios to become released software, and how feedback from customer interaction continued to shape it.
As we go along, we’ll see how the documentation built itself, and how it compares with the traditional Business Requirement Specification document.
With a little bit of theory and a lot of real world experience, we’ll also cover questions like “How can we be sure we’ll cover everything?” and “How do we overcome our uncertainty?”
Real World Effective/Agile Requirements - IBM Innovate 2010 -sally elattaSally Elatta
This is the presentation I offered at the IBM 2010 conference around real world techniques and best practices for effective requirements gathering and release planning. Enjoy!
The document discusses understanding agile project management. It outlines some key aspects of agile project management including managing for uncertainty rather than out of uncertainty. It discusses managing cost, time, and scope with techniques like planning scope in rolling waves and allowing room for negotiation. The document also discusses emphasizing deliverables over activities, reducing dependencies, prioritizing over sequencing work, and always finishing work on time. It promotes techniques like test-driven development, continuous integration, and continuous testing to focus on quality.
This document discusses agile requirements management and how it can be implemented using Serena Dimensions RM. Some of the key challenges discussed include handling requirements from both agile and waterfall projects, maintaining a single source of truth for requirements, and providing end-to-end visibility. The document outlines how Serena Dimensions RM allows for a bi-modal approach that supports both traditional and agile requirements within the same data model. It provides examples of agile artifacts like product and sprint backlogs that can be implemented using flexible class definitions. Traceability is also maintained between agile and traditional requirements.
One of the most challenging and trouble-prone aspects of agile product development is discovering the right product requirements, to deliver at the right time, for the right customer.
User stories and product backlogs are useful, even essentials tools, but wait – there’s more!
This is a fast-paced introduction of a common sense, tested approach to agile requirements presented by Mary Gorman at Agile 2017. Agile Alliance members can watch the recording at this address:
http://agilealliance.cmail19.com/t/y-l-hriyydk-bdllkqik-iu/
With a laser-like focus on delivering value, you follow a story as it’s sliced across seven product dimensions. You realize the power of sketching analysis models to “see” agile requirements and the strength of using acceptance criteria to ideate and confirm agile requirements. You survey creative ways to engage in collaborative conversations that result in right and ready agile requirements. You appreciate how adaptive planning replaces change management with value management.
See how a holistic, adaptive approach to agile requirements provides a sound foundation for your product backlog through effective stakeholder conversations, collaboration, and co-creation of a shared understanding of ever-evolving product needs.
Intro to Agile Requirements: User Stories, Backlogs and BeyondEBG Consulting, Inc.
Ellen Gottesdiener's Agile 2015 session (invited session in the Agile Bootcamp track, August 2015).
-------------------------------------------------------------------
One of the most challenging and trouble-prone aspects of product development is discovering the right product requirements to deliver at the right time—and for the right customer. User stories and product backlogs are useful tools, but they aren't the only elements you'll need.
In this fast-paced introductory session, Ellen shares a common-sense approach to agile requirements that will help you reduce risk and deliver value. She surveys powerful ways to have colorful and collaborative requirements conversations. Discover how acceptance tests, prototypes, and models articulate important details. Understand the characteristics of a healthy backlog and review the methods that agile teams use when mining the backlog for business value.
This session debunks commonly held agile requirements myths and misconceptions. These include: “user stories are requirements”; “agile teams don’t do planning”; “requirements documentation goes away in agile”; and “agile teams don’t do analysis”. Come and see how a holistic approach to agile requirements can take you beyond user stories to a place where stakeholders can converse, collaborate, and co-create a shared understanding of ever-evolving product needs.
Session learning objectives include:
* Understand how agile requirements can reduce risk and deliver value, faster
* Learn common myths and misconceptions of agile requirements
* Recognize the utility—and limitations of user stories
* Outline ways agile teams supplement user stories
* Understand characteristics of a healthy backlog
Storytelling at the Agile 2007 Conference by Steve Greene and Chris Fry. Exposes the dramatic success at Salesforce.com in transforming R&D into an Agile development organization in a \"Big Bang\" way.
The document discusses agile requirements and specifications, focusing on impact mapping and story mapping techniques. It provides examples of how impact mapping and story mapping can be used to help define requirements, prioritize work, and ensure work delivers intended impacts and business goals. The document also discusses how specification by example techniques like acceptance criteria and example tests can help describe and validate technical specifications in an agile manner.
The document discusses agile requirements and measuring quality in software projects. It introduces two models for estimating quality: a defect estimation model and a quality factor model. It also discusses measuring quality by looking at where defects are inserted into the design and code and where they are detected, with the goal of reducing fault slip through and improving customer satisfaction. Quality is influenced by management factors as well as the performance of design, testing and other project phases.
This document summarizes an presentation on agile requirements management techniques including impact mapping, story mapping, and specification by example. Impact mapping helps plan projects by identifying goals, actors, impacts, and deliverables. Story mapping supports iterative product design by optimizing scope towards a desired outcome. Specification by example establishes a shared understanding through concrete examples to describe and validate acceptance criteria. Together these techniques help discover needs, prioritize work, and continuously validate assumptions through automation.
The document discusses decomposing a vision into user stories through epics and features. It provides examples of a vision, epics, features, and user stories for a peer-to-peer payment system. Teams worked through exercises to identify features and create corresponding user stories. Story mapping was used to arrange the stories by priority and identify an initial product release slice.
Agile Approach: How to Identify Requirements, Contain Scope, and Manage BudgetPersonifyMarketing
For many years IT personnel have sought a better way to manage very complicated systems with an eye on schedule, scope, and budget. Agile methods have been found to be a very successful approach for handling these complex projects. But, why is it beneficial to switch to an agile methodology, and what are the practical implications for you and your staff?
Join us to learn about the agile framework and why to adopt agile methodologies in your workplace to increase the effectiveness of your programs and processes.
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
This document provides an agenda for an event on Agile Requirements by Agile Analysts. The agenda covers topics such as an overview of Agile, where business analysts fit in Agile, IBM Rational and Agile tools, requirements elicitation using IBM Rational Requirements Composer, and market perspectives on Agile. The event will be held on July 19th in Sydney and July 21st in Melbourne, Australia.
The document discusses challenges with requirements in agile software development projects. It suggests that requirements often slow down agile teams and fail to keep pace with faster development cycles. To address this, the document proposes that requirements need to:
1) Define business value more clearly; 2) Involve better requirements toolkits that evolve with new techniques; and 3) Find the right cadence of requirements at different stages of development. It also suggests asking more of requirements professionals by developing their skills in areas like design thinking.
The document discusses agile requirements discovery. It covers cross-functional teams, product vision, user stories, epics and themes. It provides exercises for teams to practice creating a product vision, writing user stories, organizing them into epics and themes, and mapping them on a user story map. Estimation techniques like t-shirt sizing and planning poker are also briefly discussed.
More Agile and LeSS dysfunction - may 2015Rowan Bunning
Whilst becoming proficient at single-team Agile is not easy, scaling to many teams and possibly many sites adds many additional challenges.
Often these challenges include...
1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
The agile requirements refinery(SRUM) by: Priyanka PradhanPriyanka Pradhan
The paper introduces the "agile requirements refinery", a method for applying Scrum principles to software product management. It describes how product managers can manage complex requirements in an agile development environment. A case study of one company illustrates how agile methods were applied to software product management. The case study experiences provide lessons learned for other companies looking to apply agile principles to their product management processes.
Project Management in Agile Organizations - Agile RequirementsKnowit_TM
This document discusses agile requirements processes and hierarchies. It describes how agile requirements are typically organized from high-level themes and epics down to user stories and tasks. User stories are presented as the primary way of capturing requirements in an agile process. They should describe functionality in terms of user needs and value rather than technical specifications. Non-functional requirements and constraints can also be captured as cards or stories. Hierarchies from different sources like Mike Cohn and Dean Leffingwell are shown and explained.
Agile at Large Scale - Conference at Agile Tour BrusselsMathieu DESPRIEE
This document discusses agile practices at a large scale project. It summarizes the challenges faced when initially implementing agile on a large, distributed project with 7 teams. Key lessons learned include visualizing the entire value stream, establishing rituals to coordinate large numbers of teams, focusing on continuous integration and quality, adapting practices like planning to the flow-based nature of large projects, using metrics to steer the project, and continuously improving tools and processes. The document provides recommendations in each of these areas to successfully implement agile at large scale.
What's New in CA Agile Requirements Designer?CA Technologies
The document provides an overview and agenda for a presentation on the new features in CA Agile Requirements Designer. It discusses the ability to now generate automation scripts, test data, and virtual endpoints directly from requirements and test cases stored as flows. It also covers new capabilities for risk-based testing using live system data to optimize test paths, and expanded integrations with tools like Jira, CA Agile Central, and HP ALM. Finally, it outlines upcoming features for data generation and management using a new DataBuilder tool, and storing test artifacts in big data cloud storage.
Agile Requirements - Journey of a User StoryCara Turner
This talk is an experience report on how we've used agile and lean requirements practices like story mapping, user stories, mockups, scenarios and sprint review feedback, on a real project.
It is not theory-based, but rather tells the warts-and-all real story, with a number of photos and screenshots, and detailed discussions of benefits and drawbacks, to give an idea of what it really felt like.
YouTube video of the talk: http://www.youtube.com/watch?v=iUIWLNiGYEk
Talk description:
How do agile requirements work? Where does documentation fit in?
For many of us, the transition from the security of upfront analysis and detailed specification documents to ‘doing agile’ and embracing the process of discovery is a terrifying prospect. Agile theories don’t readily address the concern ‘how will we know where we’re going if we don’t start with a Business Requirement Specification?’
In this talk I will take the audience on the journey of a real customer requirement from inception to delivery, seeing how the user stories evolved over time.
Starting at the beginning I’ll take you through how the user need was elaborated into features, stories and scenarios to become released software, and how feedback from customer interaction continued to shape it.
As we go along, we’ll see how the documentation built itself, and how it compares with the traditional Business Requirement Specification document.
With a little bit of theory and a lot of real world experience, we’ll also cover questions like “How can we be sure we’ll cover everything?” and “How do we overcome our uncertainty?”
Real World Effective/Agile Requirements - IBM Innovate 2010 -sally elattaSally Elatta
This is the presentation I offered at the IBM 2010 conference around real world techniques and best practices for effective requirements gathering and release planning. Enjoy!
The document discusses understanding agile project management. It outlines some key aspects of agile project management including managing for uncertainty rather than out of uncertainty. It discusses managing cost, time, and scope with techniques like planning scope in rolling waves and allowing room for negotiation. The document also discusses emphasizing deliverables over activities, reducing dependencies, prioritizing over sequencing work, and always finishing work on time. It promotes techniques like test-driven development, continuous integration, and continuous testing to focus on quality.
This document discusses agile requirements management and how it can be implemented using Serena Dimensions RM. Some of the key challenges discussed include handling requirements from both agile and waterfall projects, maintaining a single source of truth for requirements, and providing end-to-end visibility. The document outlines how Serena Dimensions RM allows for a bi-modal approach that supports both traditional and agile requirements within the same data model. It provides examples of agile artifacts like product and sprint backlogs that can be implemented using flexible class definitions. Traceability is also maintained between agile and traditional requirements.
One of the most challenging and trouble-prone aspects of agile product development is discovering the right product requirements, to deliver at the right time, for the right customer.
User stories and product backlogs are useful, even essentials tools, but wait – there’s more!
This is a fast-paced introduction of a common sense, tested approach to agile requirements presented by Mary Gorman at Agile 2017. Agile Alliance members can watch the recording at this address:
http://agilealliance.cmail19.com/t/y-l-hriyydk-bdllkqik-iu/
With a laser-like focus on delivering value, you follow a story as it’s sliced across seven product dimensions. You realize the power of sketching analysis models to “see” agile requirements and the strength of using acceptance criteria to ideate and confirm agile requirements. You survey creative ways to engage in collaborative conversations that result in right and ready agile requirements. You appreciate how adaptive planning replaces change management with value management.
See how a holistic, adaptive approach to agile requirements provides a sound foundation for your product backlog through effective stakeholder conversations, collaboration, and co-creation of a shared understanding of ever-evolving product needs.
Intro to Agile Requirements: User Stories, Backlogs and BeyondEBG Consulting, Inc.
Ellen Gottesdiener's Agile 2015 session (invited session in the Agile Bootcamp track, August 2015).
-------------------------------------------------------------------
One of the most challenging and trouble-prone aspects of product development is discovering the right product requirements to deliver at the right time—and for the right customer. User stories and product backlogs are useful tools, but they aren't the only elements you'll need.
In this fast-paced introductory session, Ellen shares a common-sense approach to agile requirements that will help you reduce risk and deliver value. She surveys powerful ways to have colorful and collaborative requirements conversations. Discover how acceptance tests, prototypes, and models articulate important details. Understand the characteristics of a healthy backlog and review the methods that agile teams use when mining the backlog for business value.
This session debunks commonly held agile requirements myths and misconceptions. These include: “user stories are requirements”; “agile teams don’t do planning”; “requirements documentation goes away in agile”; and “agile teams don’t do analysis”. Come and see how a holistic approach to agile requirements can take you beyond user stories to a place where stakeholders can converse, collaborate, and co-create a shared understanding of ever-evolving product needs.
Session learning objectives include:
* Understand how agile requirements can reduce risk and deliver value, faster
* Learn common myths and misconceptions of agile requirements
* Recognize the utility—and limitations of user stories
* Outline ways agile teams supplement user stories
* Understand characteristics of a healthy backlog
Storytelling at the Agile 2007 Conference by Steve Greene and Chris Fry. Exposes the dramatic success at Salesforce.com in transforming R&D into an Agile development organization in a \"Big Bang\" way.
The document discusses agile requirements and specifications, focusing on impact mapping and story mapping techniques. It provides examples of how impact mapping and story mapping can be used to help define requirements, prioritize work, and ensure work delivers intended impacts and business goals. The document also discusses how specification by example techniques like acceptance criteria and example tests can help describe and validate technical specifications in an agile manner.
The document discusses agile requirements and measuring quality in software projects. It introduces two models for estimating quality: a defect estimation model and a quality factor model. It also discusses measuring quality by looking at where defects are inserted into the design and code and where they are detected, with the goal of reducing fault slip through and improving customer satisfaction. Quality is influenced by management factors as well as the performance of design, testing and other project phases.
This document summarizes an presentation on agile requirements management techniques including impact mapping, story mapping, and specification by example. Impact mapping helps plan projects by identifying goals, actors, impacts, and deliverables. Story mapping supports iterative product design by optimizing scope towards a desired outcome. Specification by example establishes a shared understanding through concrete examples to describe and validate acceptance criteria. Together these techniques help discover needs, prioritize work, and continuously validate assumptions through automation.
The document discusses decomposing a vision into user stories through epics and features. It provides examples of a vision, epics, features, and user stories for a peer-to-peer payment system. Teams worked through exercises to identify features and create corresponding user stories. Story mapping was used to arrange the stories by priority and identify an initial product release slice.
Agile Approach: How to Identify Requirements, Contain Scope, and Manage BudgetPersonifyMarketing
For many years IT personnel have sought a better way to manage very complicated systems with an eye on schedule, scope, and budget. Agile methods have been found to be a very successful approach for handling these complex projects. But, why is it beneficial to switch to an agile methodology, and what are the practical implications for you and your staff?
Join us to learn about the agile framework and why to adopt agile methodologies in your workplace to increase the effectiveness of your programs and processes.
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
The document discusses several software development life cycle (SDLC) methodologies including waterfall, incremental, spiral, scrum/agile, rapid application development, and prototyping. Each methodology takes a different approach such as linear vs iterative processes, emphasis on planning vs flexibility, and when they are best applied based on factors like requirements stability, budget, and team experience.
This document provides an overview of agile development principles and practices like Scrum. It discusses agile values such as prioritizing individuals, interactions, working software, and customer collaboration over processes, tools, documentation, and contract negotiation. Key Scrum roles like the Product Owner, Scrum Master, and Development Team are defined. Scrum ceremonies like Sprint Planning, Daily Scrums, Sprint Reviews, Retrospectives, and Backlog Refinement meetings are also outlined.
NetCom Learning : How to Improve Business Processes using AgileSwati Chhabra
Organizations intend to improve their business processes quickly and cost-effectively in today’s dynamic world. Agile Business Process Management (BPM) contributes to transform the business landscape in several aspects and organizations are also embracing it.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
This document provides an overview of an Agile Project Management course. It introduces the instructor and their experience, discusses expectations and goals for the course. It also covers common Agile frameworks like Scrum and Kanban, the Agile Manifesto and principles, and practices like user stories, estimation, and backlog grooming. The course will involve individual projects where students develop a product backlog and be evaluated based on assignments, a project, and a final exam.
What are the Tools & Techniques in Agile Project Management?Tuan Yang
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
Aligning Portfolio Management reporting and tracking with agile delivery at t...Cprime
It is common for organizations that are in the midst of an agile transformation to struggle with trying to reconcile their existing way of doing portfolio management with the ‘new’ way of agile delivery and reporting from the teams. Most still track them separately which creates a disconnect, resulting in misleading information and additional effort to try to get an accurate representation of delivery predictability. Join us as we discuss and explore ways of implementing and tracking agile portfolios that aligns the delivery from the agile teams up to the portfolio level.
The document discusses several iterative software development models:
1. The Spiral Model addresses risk at each stage of development by evaluating alternatives and identifying/resolving risks. It is risk-driven rather than document-driven.
2. The Win-Win Spiral Model seeks to provide win conditions for all stakeholders through negotiation. It emphasizes communication, shared vision, and prototyping to incorporate customer feedback.
3. Cleanroom methodology focuses on measuring quality through testing. It promotes cooperation between solution-oriented teams and flexibility through incremental development and technical reviews.
4. Hacking (code-and-fix) is best for low-risk, small projects where bugs can be tolerated and fixed, or projects
This document provides an agenda for a training on Agile methodology. It begins with defining Agile and discussing the Agile Manifesto and principles. It then covers various Agile frameworks like Scrum and Extreme Programming (XP). It discusses Agile practices used across different industries like Lean, Kaizen, and Kanban. Finally, it discusses Agile groups, quality standards, strategy approaches, and standardization as they relate to Agile. The document provides a comprehensive overview of Agile concepts, frameworks, and industry applications.
Scrum is an agile framework for developing work. It originated in the 1980s and was refined in the 1990s. Scrum uses short iterations called sprints to incrementally develop work items from a prioritized backlog. A self-organizing cross-functional team works during a sprint to deliver a potentially shippable product increment. Scrum rituals like daily stand-ups, sprint planning and retrospectives provide transparency and opportunities to inspect and adapt the process.
This document discusses different project management approaches including traditional, agile, and extreme project management. It provides descriptions of each approach and examples of the types of projects that may use each approach. It also summarizes key aspects of agile project management including common agile methods like Scrum and how teams are structured in agile projects.
Scrum Framework: Manage Anything Efficiently and AccuratelyAmir Syafrudin
Note: This presentation is an update of my previous uploaded presentation found here: http://www.slideshare.net/AmirSyafrudin/scrum-methodology-managing-project-efficiently-and-accurately
This is a presentation material used to introduce Scrum Framework in the Directorate General of Taxes, Ministry of Finance, Republic of Indonesia.
Project Management Foundations Series Course 104 - Agile Project Management C...Think For A Change
This document provides an overview of an introductory course on agile project management concepts and SCRUM methodology. The course is divided into three segments: an introduction to agile project management concepts, a closer look at SCRUM, and applying agile PM to organizations. The target audience includes those with little experience in formal PM, agile concepts, or SCRUM. The document defines agile project management and its principles, then discusses the SCRUM framework including sprints, roles of the product owner and scrummaster, and how scrum addresses change management.
This document provides an overview of process models and agile development approaches. It discusses the Unified Process (UP) and its phases including inception, elaboration, and more. Agile methods like Scrum and Extreme Programming (XP) are also summarized. Scrum uses sprints, daily stand-ups, sprint reviews and retrospectives. XP practices pair programming, test-driven development, and frequent small releases. The document emphasizes that agile prioritizes individuals, working software, customer collaboration and responding to change over processes and tools.
With traditional approaches to project management, it can take months or years to deliver positive change.
That's why many savvy organizations take an agile approach to project management
We also look at usual project tools with a framework for understanding project requirements, and we explore common causes of project failure.
The document discusses the system life cycle and project life cycle. It describes the typical phases of a system's development cycle, including conception, definition, execution, and operation. The conception phase involves identifying needs and potential solutions. The definition phase further specifies requirements and designs a solution. The execution phase encompasses building, testing, and implementing the system. Finally, the operation phase involves maintaining and improving the system once in use. Agile project management is also covered, which takes a more flexible approach through iterative development compared to traditional project management.
Scrum is an agile framework for managing projects that emphasizes collaboration, adaptation to change, and iterative delivery. It uses sprints, daily stand-ups, backlogs and artifacts like burn-down charts. Key roles include the Product Owner, Scrum Master and cross-functional team. Scrum aims to deliver working software frequently through an empirical process that adapts to change rather than a fixed plan.
Similar to Agile Project Management for Large-Scale Research Projects - An Introduction (20)
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auf sozialen Medien basierenden Ansätzen aufgezeigt werden.
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Agile Project Management for Large-Scale Research Projects - An Introduction
1. Scalable & cost-effective facilitation
of professional identity transformation
in public employment services
This project has received funding from the European Union’s Seventh Framework Programme for research,
technological development and demonstration under grant agreement no. 619619
Agile project management
for large-scale research
projects – an introduction
Andreas P. Schmidt
http://andreas.schmidt.name
http://employid.eu
2. www.employid.eu
• Traditional project management methods are based on
the assumption that it is best to plan and specify as early
as possible and then monitor the execution of the plan
and respond to any changes as exceptions
• Consequences
• Focus on requirements,
specifications and decisions
at an early stage
• Waterfall model
Why agile?
https://commons.wikimedia.org/wiki/File:Waterfall_model.png
3. www.employid.eu
• “We can’t start developing before we know the requirements.”
• In most cases, we don’t know the solution in advance, but our
understanding develops along the way.
• “No, we can’t change it anymore.We’ve already developed and
tested it.” – “But this is not what I need…”
• Changes are not exceptions, but the normal case: customers
learn along the way, too, and change their minds.
• Results (among others)
• Bad design and low customer satisfaction
• Delayed delivery
• Outdated before delivery
Why agile? –The Problems
4. www.employid.eu
Why Agile: Diverse requirements and
innovative technology
We have a diverse
target group
and multiple
perspectives
It‘s an ICT
research project
So we‘re at the brink
of anarchy…
http://www.lostgarden.com/2006/04/managing-game-design-risk-part-i.html
5. www.employid.eu
Agile Project Management for EmployID
Structured
Projects
Structured
Projects
Agile
projects
Agile
projects
Chaotic
projects
Chaotic
projects
The project is a
continuous
collaborative
learning process,
which converges
through the
negotiation of
different perspectives
and ideas.
The project is designed to be open to experimentation and
change, but delivers value.
6. www.employid.eu
• Responsiveness to change (over following a plan)
• Envision and explore rather than detailed planning & execution
• Working products (or: products of value)
• Rather than paper-ware: specifications, roadmaps, plans, frameworks
• Fail earlier rather than later
• Trustful collaboration with customer over negotiating contracts
• Delivering best possible value is a shared interest for all stakeholders
• Individuals & interaction (over processes & tools)
• The individual matters!
• Communication and participatory decision making
• Rather than sophisticated tools, reporting structures or hierarchies
Agile values
(according to the Agile Manifesto)
7. www.employid.eu
• Plan for change: changes to the plan are the standard case
• But don‘t do away with plans, but rather adapt them in a
controlled way
• Define periods of openness to change, and periods of stability
• Time boxes: Do not adjust the dates of delivery,
but the scope of what is delivered at that date
• If we believe that things take longer: split them into units
• Plan for delivering units of value
• Each time box should deliver an outcome that has a value
(originally for the customer, here for overall project objectives)
Key principles of scrum
(as one agile project management approach)
8. www.employid.eu
• Continuously collect items for a backlog what would be needed
or great to have
• At the beginning of each iteration („sprint“):
• Prioritize items from the backlog from a delivery perspective
• Team estimates effort needed and commits to a selection of these
items („Goals“)
• During the iteration („sprint“):
• Team works on its own, adjusts scope (narrow/widen) if needed
• At the end of the iteration:
• Review the achievement of the goals
• Reflect on the overall process, team communication etc.
(retrospective)
Scrum-based methodology
10. www.employid.eu
• Assumption 1: a stable, fixed, and predictable capacity
(best: 100%)
• Many of us are not exclusively working on the project and have
varying workloads from other activities
• Assumption 2: team members exclusively assigned to a single
scrum team and not to multiple at the same time (and that
these teams remain stable)
• Work organization in research projects and also design-based
research methodologies do not allow
• So… are we bound to be chaotic?
Scrum is a great idea, but we‘re enfants
terribles for the Scrum community
11. www.employid.eu
• Longer iterations („sprints“):
• 3 months instead of 2-4 weeks as in usual teams
• Synchronization between scrum teams becomes a prime focus
• Iterations define synchronization points
• Collaborative prioritization and planning
• Team composition (and team existence) might change
Scrum for EmployID
12. www.employid.eu
• Iterations: 3 months (much longer than usual Scrum)
• Aug – Oct
• Nov – Jan
• Feb – Apr
• May – Jul
• Multiple scrum teams in parallel
• Overlapping membership possible
• Each team‘s iteration has an goal, expressing the expected
value, which is linked to an overall project vision
• Vision should span more than one scrum iteration
• Synchronization after each iteration
• But learning from each other can already happen in between!
Scrum for EmployID
13. www.employid.eu
• Timeline
• Review before consortium meetings
• Retrospective on project level integrated into PM surveys and
first session in consortium meetings
• Prioritization at consortium meeting (as conclusions from results)
• Planning I at consortium meeting (as second part of meeting)
• Planning II as follow-up flashmeeting
Scrum for EmployID
Timeline
14. www.employid.eu
• Scrum: Product Owner who takes the perspective of the
customer and prioritizes
• In EmployID: no clear role for that
• Scrum: focused on a single goal: (long-term) customer
satisfaction
• In EmployID: multiple goals (research, application, technology)
• No clear distinction between customer and provider
• Scrum: Stable teams
• In EmployID: good working teams still to be identified
Scrum for EmployID:
Our challenges