Presentation comparing two methos of project management - classic - waterfall and agile. When which method works better, why, how to implement each of tchem optimally.
It takes two to tango - why tech and business succeed or fail together v4.1 b...Luca Minudel
In this session, we will discuss how to achieve real technical excellence that matters to the Business, how to build trust between Business and Tech, and how Business can react quickly and beat the competition with help from Tech. After many years in professional software development, we experienced the impact of Business’ decisions on Tech, the importance of technical excellence for the Business, and the role of Software Craftsmanship/Craftswomenship in achieving technical excellence.
We learned that Tech is an enabler for the Business, that Business is a key stakeholder, that mastery in practices such as Software Craftsmanship/Craftswomenship leads to technical excellence that really matters. Then, in an unexpected turn of events, we learned these assumptions were flawed, it was much more than that.
Ik gebruik deze checklist zelf als Scrum coach. De mindmap bevat een samenvatting van alle waarden rondom Scrum.
Door op deze waarden te letten, naast het eenvoudig kijken naar de "mechanica" van Scrum, ontstaat er een veel betere Scrum implementatie. Zo wordt Scrum "naar de geest" toegepast.
There are dozens of myths about Agile development. But before jumping into specific misconceptions, let’s have a look at some common business challenges:
For senior-level execs: do you value revenue growth or cost containment?
For project managers: do you value team efficiency or effectiveness?
For developers: do you value code quantity or quality?
In each scenario, you probably struggled to make a choice given that your two options were not mutually exclusive.
Posing the question this way creates a false dilemma since you likely value both options but to varying degrees. So the better question is, of the two options, which do you value more?
It takes two to tango - why tech and business succeed or fail together v4.1 b...Luca Minudel
In this session, we will discuss how to achieve real technical excellence that matters to the Business, how to build trust between Business and Tech, and how Business can react quickly and beat the competition with help from Tech. After many years in professional software development, we experienced the impact of Business’ decisions on Tech, the importance of technical excellence for the Business, and the role of Software Craftsmanship/Craftswomenship in achieving technical excellence.
We learned that Tech is an enabler for the Business, that Business is a key stakeholder, that mastery in practices such as Software Craftsmanship/Craftswomenship leads to technical excellence that really matters. Then, in an unexpected turn of events, we learned these assumptions were flawed, it was much more than that.
Ik gebruik deze checklist zelf als Scrum coach. De mindmap bevat een samenvatting van alle waarden rondom Scrum.
Door op deze waarden te letten, naast het eenvoudig kijken naar de "mechanica" van Scrum, ontstaat er een veel betere Scrum implementatie. Zo wordt Scrum "naar de geest" toegepast.
There are dozens of myths about Agile development. But before jumping into specific misconceptions, let’s have a look at some common business challenges:
For senior-level execs: do you value revenue growth or cost containment?
For project managers: do you value team efficiency or effectiveness?
For developers: do you value code quantity or quality?
In each scenario, you probably struggled to make a choice given that your two options were not mutually exclusive.
Posing the question this way creates a false dilemma since you likely value both options but to varying degrees. So the better question is, of the two options, which do you value more?
This is a demo presentation prepared for the recruitment of Lecturer in CSE at Green University. In this presentation, an introduction to Software Development Life Cycle is demonstrated in an intuitive way.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Achievements and Lessons Learned Introducing Large Scaled Agile DevelopmentWolfgang Richter
Presentation given at the Agile Austria Conference 2017 in Graz.
Track: Scaling Agile
"Achievements and Lessons Learned Introducing Large Scaled Agile Development"
Speakers: Stefan Wunder & Robert Dietze
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
Agile Project Failures: Root Causes and Corrective ActionsTechWell
Agile initiatives always begin with the best of intentions—accelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issues—or mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to a failing project. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
Transform Yourself into an Agile Project ManagerChuck Cobb
This presentation provides a brief overview of an online training curriculum that we offer through the Agile Project Management Academy that can have a huge impact on helping project managers learn how to develop a high impact Agile Project Management approach that blends Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation.
More organizations are recognizing the many benefits that Agile delivers.
As organizations start embracing the approach, there are gaps in understanding about what it is, what it involves and what value it brings.
What is Agile Development is the first in a series of Agile eBooks from Intelliware Development intended to help eliminate those gaps.
Refactorisation de code : comment l’intégrer à sa roadmap Produit ?Thiga
MOBILE PRODUCT MANAGEMENT : https://www.meetup.com/fr-FR/mobilepm/
Pourquoi le faire & quels sont les impacts sur le mobile ? Videdressing nous fait un retour d'expérience sur son projet de refonte technique de ses briques de paiement & cycle de vie de la commande.
Talk par Jérôme Joly - Product Manager @VideDressing
This is a demo presentation prepared for the recruitment of Lecturer in CSE at Green University. In this presentation, an introduction to Software Development Life Cycle is demonstrated in an intuitive way.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Achievements and Lessons Learned Introducing Large Scaled Agile DevelopmentWolfgang Richter
Presentation given at the Agile Austria Conference 2017 in Graz.
Track: Scaling Agile
"Achievements and Lessons Learned Introducing Large Scaled Agile Development"
Speakers: Stefan Wunder & Robert Dietze
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
Agile Project Failures: Root Causes and Corrective ActionsTechWell
Agile initiatives always begin with the best of intentions—accelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issues—or mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to a failing project. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
Transform Yourself into an Agile Project ManagerChuck Cobb
This presentation provides a brief overview of an online training curriculum that we offer through the Agile Project Management Academy that can have a huge impact on helping project managers learn how to develop a high impact Agile Project Management approach that blends Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation.
More organizations are recognizing the many benefits that Agile delivers.
As organizations start embracing the approach, there are gaps in understanding about what it is, what it involves and what value it brings.
What is Agile Development is the first in a series of Agile eBooks from Intelliware Development intended to help eliminate those gaps.
Refactorisation de code : comment l’intégrer à sa roadmap Produit ?Thiga
MOBILE PRODUCT MANAGEMENT : https://www.meetup.com/fr-FR/mobilepm/
Pourquoi le faire & quels sont les impacts sur le mobile ? Videdressing nous fait un retour d'expérience sur son projet de refonte technique de ses briques de paiement & cycle de vie de la commande.
Talk par Jérôme Joly - Product Manager @VideDressing
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
Goyello is Netherlands-Polish company developing IT solutions and products. We outsource, and maintain IT software in Agile methodology, offshoring and nearshoring IT projects
The shorter version of these slides was presented at Amuse UX 2015 Special Meetup (Budapest, Hungary) — http://www.meetup.com/UXbudapest/events/225944151/.
Planning - goal setting, defining the project, team .docxrandymartin91030
Planning - goal setting, defining the project, team organization
Scheduling - relate people, money, and supplies to specific activities and activities to each other
Controlling - monitor resources, costs, quality, and budgets; revise plans and shift resources to meet time and cost demandsA task involving an end goal requiring:
*
What does the term PROJECT mean to you?What are some types of possible projects?
Name some other types of projects?
What are some possible challenges of a project?
Individual – decorating your bedroomGroup – organising a weddingOrganisation – construction company, building the Millennium bridge in LondonProject Organisation – creation of a separate independent organisation specifically for accomplishing a particular project, e.g. the Olympic games committeeMultinational – design construction of Concorde
*
Planning - goal setting, defining the project, team organization
Scheduling - relate people, money, and supplies to specific activities and activities to each other
Controlling - monitor resources, costs, quality, and budgets; revise plans and shift resources to meet time and cost demandsA task involving an end goal requiring:
*
“An activity with a fixed start and end point, managed with finite resources, involving change and often achieved by the collective effort of a team of people” – IPM
“the application of knowledge, skills, tools and techniques to project activities in order to meet (or exceed?) stakeholder needs and expectations from the project”
“A project is a sequence of unique, complex, and connected activities. Having one goal or purpose that must be completed by a specific time, within budget, and according to specification” (Artto, 2002)
A start and a finish Is a unique activity with a visible outputMay involve uncertainty and riskInvolves a team coming together specifically for the projectA budgetNon repetitive tasks, sequential orderUse of resources (including human resources)A single point of ultimate responsibilityClearly defined team rolesClear aims, objectives, goals
*
Process – a series of steps needed to perform a routine activity (e.g. purchasing). A project may contain many processes.Programme – work performed towards achieving a long term goal (e.g. a health awareness programme). Programmes may never achieve all their goals, and may comprise a series of projects.
*
Highly visible
Responsible for making sure that:
All necessary activities are finished in order and on time
The project comes in within budget
The project meets quality goals
The people assigned to the project receive motivation, direction, and information
*
Highly visible
Responsible for making sure that:
All necessary activities are finished in order and on time
The project comes in within budget
The project meets quality goals
The people assigned to the project receive motivation, direction, and information
Project managers should be:
Good coaches
Good communicators
Able to organi.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
A comparison predictive and adaptive approach - Main differences - When to apply an agile approach? - When a predictive one? - A comparison between PMP® and PMI-ACP® - How to choose between them?
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2014 12 03 projects where agile approach seems to be optimal fin
1. Projects, for which
adaptative / Agile project management
approach seems to be optimal
600 Minutes IT Istanbul 03.12.2014
Marek Niziołek CIO Synthos SA POLAND
Certified PMP, SCRUM MASTER, Agile Foundation/Practitioner
4. Projects, for which
adaptative / Agile project management
approach seems to be optimal
600 Minutes IT Istanbul 03.12.2014
Marek Niziołek CIO Synthos SA POLAND
PMP, SCRUM MASTER, Agile Foundation
5. AGENDA
I. Classic (waterfall) project management process – main steps
II. Projects implemented using adaptative (agile) methodology
I. Travelling project (example) implemented using adaptative aproach
II. Main steps of adaptative project management proces
III. Main charakteristisc of adaptative aproach
IV. Projects for which adaptative aproach seems to be optimal
25. Let’s summarize conditions of our project:
1) Our OBJECTIVES were clearly and precisely defined.
2) It was quite probably that our objectives wont be changed during execution
(during the trip).
3) We had deep knowledge about the subject collected. We had experienced
supporting team, igh quality, prooved designing tools.
4) If your own team is not enough experienced in thes subject of project it is
better when you execute based on good quality design as basis –
cllasic/waterfall approach.
5) When you have partcular conditions / limits set for the project ie go through
Bratislav (you are executing project with government grants) in most cases it is
easier to go through it using cllasic/watterfal approach, based on good quality
design.
6) Riscs looks like not too meaningfull, project rather predictable??
7) Are you experineced in managing project with classic / waterfall approach, this
project looks like other executed before?
WATERFALL
PROCESS
26. In IT projects we can observe such conditions /
situation in following cases:
- Implementation of IT infrastructure projects, and not too
innovative technology, not too complex and unpredictable project;
- we implement technology prooved / implemented many times
before;
- we implement more configurable than programmable software
aplication solution in well known area ie financial accountancy
software in mature organization company.
- We implement complex, sophisticated system i.e. ERP but mature,
mostly configurable project and in mature organization.
WATERFALL
PROCESS
39. Project feature backlog
Project vision
Release 1
iteration 1
Release 1
iteration 2
Release 2
iteration 1, 2
AGILE PROCESS
From „Agile practices for Waterfall Projects..” Barbiee Davis
40. Traditional process versus AGILE:
AGILE PROCESS
„Agile samurai..” Jonathan Rasmusson
Traditional
Agile
One time tasks Continuous (ongoing) tasks
Analysis Design
Code,
manufa
cture,
build
Tests
AnalysisDesignBuildTests
41. Characteristics of the project:
1) We have aims defined, but it is very difficult to precisely
define detailed requirements, tactics of implementation
because we have to operate in unknown (for us) area.
2) Conditions, subobjectives, and even some of objectives
change or/ad can be changed during the project, when
implementation executed and results of the project are
revealed. We can’t precisely define what is excpected product
of the project.
AGILE PROCESS
3) We have large amount of risks in the project influencing the project, way of it’s implementation.
4) Huge procustomer approach in the project + for customer more important is to achieve best results /
products than to keep prepared plans, limits (time, way of implementation, in limits also even money).
5) We have experienced / interdysciplinary / crossfunctional implementation team. Best if
they are experienced in cooperation in such projects where everyone feels responsible for results of the project,
focusing on own area of expertise but also taking care of all aspects / integration. Implementation team dedicated
for the project (if possible no time shareing). Implementation team located in one physical place.
6) Top management/ sponsors opened for adaptative approach believing that it is leading for customer satisfation.
Rules of such cooperation should be properly defined, but there is TRUST between supplier and customer.
42. AGILE PROCESS
A) Creation of innovative solution / product – we have vision and main objectives, but we dont know
preciisely what precisely final products should be (what will work properly, what not);
B) Implementation of new, innovative products – we dont have experience / knowledge on how to
implement it in particular enviroment, what is important, how it should work, what will work properly, what
not and when it is possible to implement step by step instead of big bang – ie pilots, Proofs of Concept;
C) Startup - we implement new innovative product dont knowing who is the customer, who can use it and
what will be appreciated but particular group of customers (Customer Driven Implementation).
D) Recovery of troubled projects.
In IT area we have such
situation in types of
projects as below:
43. Sun shine – „new is coming:, new,
innovative = difficult to estimate, forecast
projects
Take attention – SWAMPS, no solid groud
Many RISKS, NO CLEAR PATH, MANY
CHANGES possible
Troubled projects (dark clouds)
Take attention – SWAMPS, no solid groud!
Customer should be close to the team!
Don’t loose customer and its
requirements / aims
KEEP TEAM STRONGLY COPPERATING,
ONE CLOSE TO ANOTHER
44. Manifesto for Agile Software Development
„We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over Processes and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
That is, while there is value in the items on the right, we value the items on the left more.”
1-13 lutego 2001 roku w ośrodku wypoczynkowym Snowbird w USA (stan Utah)
45. AGILE PROCESS
VISION + MAIN
OBJECTIVES
+formal project
approval (go)
At the beginning of the
project: requirements
planned for
implementation desribed
as product features /
(user stories)
At the beginning of
each release:
prioritise backloog
/ user stories by
PRODUCT OWNER
Each iteration /sprint:
1) Plan which features / user stories are going to be
implemented, by whom in particular iteration / sprint;
2) After execution verification:
a) what is done (in comparison to plans),
b) What is our speed of our implementation (in comparison
to plans),
3) Retrospective (how we can improve our proces of
implementation / organization
At the end of
release:
update of priorities
of features / user
stories for
implementation
46. 1) Masz jasno i dokładnie zdefiniowany cel
2) Jest duża szansa, że w trakcie realizacji cel się radykalnie nie zmieni?
3) Masz wiedzę o zagadnieniu, dobry, doświadczony zespół / bardzo dobre i
sprawdzone narzędzia do projektowania?
4) Jeśli Twój zespół do realizacji nie jest zbyt doświadczony to lepiej jeśli będzie
realizował w oparciu o dobry, gotowy projekt.
5) Jeśli masz narzucone z góry ograniczenia np. konieczność przejazdu przez
określone miejsce np. Paryż) (realizujesz projekt nadzorowany przez instytucje
rządowe, unijne itp.) -> często lepiej i łatwiej przebrnąć przez taki projekt
realizując go zgodnie z klasyczną metodologią i w oparciu o dobry projekt.
6) Ryzyka wyglądają na raczej niewielkie, projekt jest przyzwoicie przewidywalny?
7) Masz doświadczenie w realizacji tego typu projektów metodą klasyczną, a Twój
nowy projekt nie wykazuje dużej odmienności od poprzednio - z sukcesem
zrealizowanych - podobnych projektów.
Practical examples:
IT project in chemical manufacturing
company (Synthos) implemented in Agile style:
- Creation of Corporate portal;
- Internal programming of set of small applications
supporting business: i.e business trips, bonuses, Contracts,
Holidays, Keizen,
- Implementation of configurable IT systems , where no clear
definitione what may usefull in fact -> implementation of
Igrafx Process Central = Business Process Management system
for the Synthos Group
47. Creation of Synthos Corporate Portal –
example of Agile project
• Project VISION / OBJECTIVES:
Creation of modern, usefull and used by employees, ergonomic tool for communication
/information sharing between Synthos’s workers/employees
• WHY AGILE:
• Large scope, known priorities, but we are not sure what will be usefull / used by users
• We want to define main scope, estimate costs / schedule, but we want to verify step by step if products work
end continue or stop
• Main riscs / areas of incertainty:
• broad scope,
• not only application required – departament want to publish their own informations - usefull for other
• the board requires communication platform usefull and utilised bu employes;
• we want to have effects AS SOON AS POSSIBLE (fast implementation),
• we want to spend money only for that what is usefull.
• we don’t want to spent money in Time & Material mode of cooperation – flexibility and risc sharing approach
required
48. Thank you for your attention!
Marek Niziołek
IT Director Synthos SA
marek.niziolek@synthosgroup.com
PMP, ITIL Expert, SCRUM MASTER, APMG Agile Foundation / Practitioner