Jody's Visual Resume
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This is my visual resume. Heavily influenced by cferdinandi. Also inspired by Garr Reynolds, and other visual CVs I've seen on slideshare.
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Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
1. Agile project delivery focuses on four key values: people over processes, working prototypes over excessive documentation, customer collaboration over rigid contracts, and responding to change over following a plan.
2. Lean principles for software development include eliminating waste, amplifying learning, deciding as late as possible, and delivering as fast as possible. This emphasizes continuous improvement through building, measuring, and learning feedback loops.
3. The seven principles of lean software development are: eliminate waste, amplify learning, decide as late as possible, deliver as fast as possible, empower the team, build quality in, and see the whole system and how the parts fit together.
Common Problems of Software Development
Video in Russian: http://www.youtube.com/watch?v=cJFVAbWZInE
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The document discusses business analysis on Agile teams. It provides an overview of Agile concepts like Scrum and how its roles, artifacts, and meetings work. It also compares traditional analysis approaches to Agile analysis, noting that Agile focuses on just-enough planning, prioritization by the customer, and documenting user stories and acceptance tests versus full specifications.
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1. Agile project delivery focuses on four key values: people over processes, working prototypes over excessive documentation, customer collaboration over rigid contracts, and responding to change over following a plan.
2. Lean principles for software development include eliminating waste, amplifying learning, deciding as late as possible, and delivering as fast as possible. This emphasizes continuous improvement through building, measuring, and learning feedback loops.
3. The seven principles of lean software development are: eliminate waste, amplify learning, decide as late as possible, deliver as fast as possible, empower the team, build quality in, and see the whole system and how the parts fit together.
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Video in Russian: http://www.youtube.com/watch?v=cJFVAbWZInE
Talk given with Agile-Latvia.org at TSI.lv for CS students, revealing Agile principles through real life stories and examples.
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I gave this presentation at the Development 2014 Summit on May 6th. It covered real-world examples of building, managing, and rapidly scaling centralized and distributed dev, test, and ops teams.
The bullet points were mostly an outline for an interactive discussion I had with the attendees, and we focused the majority of our case study time on building and managing remote development teams due to an overwhelming majority of interest in this topic - I had a blast!
Organizational Design for Effective Software Development
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Maximising teamwork has a big impact on effectiveness but it isn’t easy. Agile alone doesn’t guarantee this. Getting everyone working towards a shared vision requires a level of teamwork beyond just methodology. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement.
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The bullet points were mostly an outline for an interactive discussion I had with the attendees, and we focused the majority of our case study time on building and managing remote development teams due to an overwhelming majority of interest in this topic - I had a blast!
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Maximising teamwork in delivering software products
Maximising teamwork has a big impact on effectiveness but it isn’t easy. Agile alone doesn’t guarantee this. Getting everyone working towards a shared vision requires a level of teamwork beyond just methodology. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement.
Specialisation can lead to barriers to teamwork. This talk will use ‘The Five Dysfunctions of a Team’ to see how to build a culture of openness and teamwork. We'll see how some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
Agile Development at W3i
Agile development methodology focuses on iterative development where requirements and solutions evolve through collaboration between cross-functional teams. Some key aspects of agile include short development cycles, working software over documentation, customer collaboration, and responding to change. Scrum is a popular agile framework used at W3i that utilizes user stories, estimating, planning meetings, daily stand-ups, burndown charts, sprints, reviews and retrospectives to deliver working software frequently.
Agile Injection, Varberg
The document discusses several agile concepts including the Agile Manifesto, Scrum, Extreme Programming (XP), Test-Driven Development (TDD), and coding dojos. It outlines the values and principles of the Agile Manifesto which emphasize individuals, interactions, working software, customer collaboration, and responding to change. It then provides brief descriptions of Scrum roles, ceremonies, and artifacts as well as XP practices like pair programming, writing unit tests first, and integrating often.
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This presentation focuses on how to seek, recruit and retain good talent for your software development team. It also examines external human resource factors such as the job market, the competition and software trends.
Page 28_ May 2013_e
This document summarizes an article from the May 2013 issue of PM Network magazine. The article discusses the importance of properly disbanding project teams. It notes that disbanding allows team members to transition to new projects and provides an opportunity for honest performance feedback. However, project managers often skip disbandment because teams want to finish deliverables or are reluctant to end relationships. The biggest advantage of disbandment is preparing team members for change and avoiding leftover resentment.
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The document outlines 10 common reasons why projects fail: 1) poor planning and lack of clear goals, 2) inefficient documentation and tracking of progress, 3) poor leadership, 4) failure to set and manage expectations, 5) inadequately trained project managers, 6) inaccurate cost estimation, 7) lack of communication, 8) misaligned company culture or ethics, 9) competing priorities that drain resources, and 10) disregarding warning signs that a project may fail. Taking steps to avoid these issues such as thorough planning, clear documentation, strong leadership, proper training, accurate budgets, open communication, aligned values, and heeding signs of trouble can help projects succeed.
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This executive briefing discusses challenges with failing projects and provides strategies for project recovery. It identifies common reasons projects fail such as unrealistic objectives, poor management support, and inadequate experience. It recommends containing issues, restating objectives, and re-engaging stakeholders. The briefing also discusses the role of a project management office in establishing methodology and monitoring projects. It provides tips for conducting audits and avoiding the point of no return on failing projects. Finally, it introduces the consulting services of KeyedIn to help with project rescue, management, and alignment of business and IT.
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Leading software development teams requires strong leadership skills and an understanding of human psychology. Key aspects of leadership include communicating vision, delegating tasks, checking progress, mentoring employees, and adapting to challenges. Successful teams have a culture of quality, allow diversity, and keep core members together across projects. Motivating factors for software developers include varied work, problem-solving opportunities, recognition, participation in impactful projects, and learning. Hiring the right people is critical - the best performers can be 10 times more productive than average. Interviews should evaluate programming skills and determine character traits like initiative and enthusiasm.
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Agile is a set of principles for iterative software development that values collaboration, adaptability, and delivering working software frequently. It aims to address shortcomings of traditional "waterfall" approaches which were inflexible, took too long, and did not provide value until late in the project. Key principles of Agile include satisfying customers through early delivery, welcoming changing requirements, frequent delivery of working software, daily collaboration between developers and business teams, and trusting self-organizing teams. Agile methods have benefits like increased productivity, faster time to market, and improved quality, but require constant business involvement and greater testing discipline.
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Everyone agrees that technical debt is a burden on software innovation that we would rather avoid, and certainly clean up whenever possible. However, in most organizations, people don't prevent technical debt nearly as much as they should, and they don't ever get the time to clean it up. Why, then, if there are clear incentives to deal with technical debt, is it a rampant problem?
In this session, we will focus on how to deal with technical debt on several levels, including the individual developer, the team, the software value stream, and the larger organization. While technical debt may manifest itself in a developer's IDE, the problem starts long before the developer decides to copy and paste some code, or creates an overly-complex and under-documented class. The pressures on teams and individuals to take on more debt than they should come from many sources. Therefore, the solutions to the technical debt problem must extend beyond the team.
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The document discusses the seven deadly sins of project management that can lead to project failure if not addressed. They are: lack of formal training, no project management process, lingering projects, uncontrolled scope creep, poor communications, unreasonable expectations, and incomplete definition. It provides examples and explanations for each sin and recommends solutions like implementing proper project management methodologies, training, establishing a defined process, enforcing change control, and planning communications.
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The document discusses what makes ideas "sticky" or memorable through simplicity, unexpectedness, concreteness, credibility, emotion, and stories. It notes that sticky ideas are both simple and profound, violating expectations while generating interest over time. They are explained concretely in terms of human actions and sensory information. People can test sticky ideas for themselves. They make people feel something and use stories as mental simulations to prepare effective responses.
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This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people – all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
Human Factor In Project Management
The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
Ten lessons I painfully learnt while moving from software developer to entrep...
My presentation from InfoShare 2016 conference.
For many years I was a software developer. I would concentrate on the code, software projects and the interactions with my closes team and the users. I was sure that Agile solves all world’s problems. I would laugh over Scott Adam’s Dilbert comics with his Point Hair Boss. Life was simple, life was good. Now for 8+ years I have been running a software company, not a small one anymore. I became myself a full-time boss who only codes sometimes at home or during hackathons.
This session is about sharing with you those critical lessons which I painfully learnt when trying to grow into this new role - transitioning from being a software engineer into being an entrepreneur and top manager. Wheres not all of the lessons may or will (if you dream about your own startup) apply to your case, being aware of them may save you tons of time, energy, money or even help you to avoid the total disaster - burying your own company or dreams. And after all, sharing war stories from the past is fun … when these stories are the past.
Is Project Management a career for the future.pdf
You will also handle stakeholder engagements and provide reports on your findings. Data entry experience is a definite plus, as you might be required to work on many projects simultaneously depending on the organization's needs.
The Secret, Yet Obvious, Ingredient to Sustainable Agility
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Overcome barriers to good req mgmt
A strong communication capability between the business and IT ensures the alignment of business requirements with delivered IT functionality and value. Use this storyboard to understand common barriers to effective requirements management, tactical solutions to overcome these barriers, and how to achieve a high level of project success.
This storyboard will help you:
•Understand the common barriers to effective requirements management
•Learn how organizations have solved these challenges
•Implement your own tactical solutions to enable effective communication of business requirements for IT projects in your organization
•Achieve a high level of project success
Whether an organization develops its own applications or implements packaged solutions, the success of the project depends on the clear communication of business requirements in terms IT can understand and deliver.
Shannon Resume Manager 051715
Shannon Gilmore is seeking a strategic opportunity to leverage her extensive IT management experience. She has over 20 years of experience managing teams and projects across various roles. Currently, she manages a team of 9 programmers responsible for developing and maintaining software applications. Her skills include leadership, risk management, software development processes, and working with customers to meet their needs.
The Value PMLC Process Capability
This document discusses the importance of analyzing and improving an organization's project management lifecycle processes in order to increase the success rate and value obtained from projects. It notes that while the number of certified project managers has greatly increased, most organizations still do not realize the expected benefits and value from their software projects. The document advocates assessing an organization's capabilities, capacity, and constraints to better understand why projects may be failing and to avoid approving projects that do not have a realistic chance of success. Improving the quality and capability of lifecycle processes can help produce projects that deliver the intended value.
5 Steps To Effective Jad Sessions
The document discusses the five steps of an effective Joint Application Development (JAD) session for gathering requirements: 1) Planning ahead with the project team and executive sponsor, 2) Assembling the right team with defined roles, 3) Ensuring all team members are committed, 4) Staying on course during sessions, and 5) Following through by producing deliverables and evaluating the process. JAD sessions bring together key stakeholders to jointly discuss needs, develop solutions, and gain consensus in a structured workshop format.
10 bezcennych lekcji dla software developera stającego się szefem firmy
[Originally Polish lecture with English slides - with a few exceptions]
Przez wiele lat byłem software developerem. Koncentrowałem się na kodzie, projektach software'owych oraz interakcjach w moim zespole i z klientami. Byłem pewny, że Agile rozwiązuje wszystkie problemy tego świata. Śmiałem się z komiksów Scotta Adamsa i stworzonej przez niego karykatury szefa (PHB). Życie było proste i piękne...
Teraz od ponad 8 lat prowadzę firmę software'ową, którą przy blisko 90 osobach trudno już nazwać maleństwem. Sam stałem się "szefem" na pełen etat.
Podczas prezentacji podzielę się z Wami różnymi doświadczeniami oraz naukami (nieraz bolesnymi) jakie wyniosłem w ostatnich latach podczas mojej stopniowej przemiany z developera/inżyniera w przedsiębiorcę i szefa firmy. O ile zapewne nie wszystkie sytuacje i wnioski mają lub mogą mieć (o ile marzysz o własnym startupie czy zespole) zastosowanie w Twoim życiu, same sobie ich uświadomienie może oszczędzić Ci w przyszłości straty mnóstwa czasu, energii i pieniędzy oraz uniknąć przykrych rozczarowań.
Business Process Improvement - SIPOC and Toolkit
The document provides a business improvement toolkit and plan for assessing and improving business processes. It outlines a process that begins by having managers validate whether employees know their responsibilities. Subsequent steps involve validating that projects have plans, performance is measured and analyzed, quality is known, the organization and requirements are optimized, and technology and training support the work. The plan then guides examining processes, failures, decisions, innovation, and company-wide issues. Details and examples are given for each step to guide implementation and ongoing process improvement.
Curriculum_Vitae - SF
Sam Ferguson is a senior IT management consultant with experience managing projects for clients in aviation and financial sectors. He has over 20 years of experience in software development, project management, and consulting. He is seeking new opportunities and provides his contact information, educational background, employment history highlighting his experience, and examples of projects he has managed.
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Jody's Visual Resume
- 2. Hi, I’m James. (but you can call me Jody)
- 3. I have a passion for learning and teaching and helping companies do things better.
- 4. What have I done? Project Management Market Research Quality Assurance Training Information Functional Technology Management
- 5. What do I do now?
- 6. What do I do now? I lead and manage cross-functional projects and process improvement efforts through motivation and team building.
- 7. I give presentations that inspire people to look at things from a different perspective.
- 8. I’ve given presentations on motivation
- 9. I’ve also given presentations on time management Inbox Zero by Merlin Mann
- 10. > > I have a Bachelors of Science in Computer Information Systems > > > A BSc CIS degree is focused on practical applications of > technology to support organizations while adding value to > their offerings. >
- 11. Here are a few things coworkers have said about me
- 12. Here are a few things coworkers have said about me He led the project smoothly and efficiently, provided quick responses and turnarounds, no useless meetings. - QA Lead for Cameloot Project
- 13. Here are a few things coworkers have said about me He led the project smoothly and efficiently, provided quick responses and turnarounds, no useless meetings. - QA Lead for Cameloot Project Jody's managerial technique is perfect for software development. He does a terrific job of maintaining paperwork, managing expectations, and blocking obstructions - all while feeding pertinent information to the team. - Lead Flash Developer
- 14. Here are a few things coworkers have said about me He led the project smoothly and efficiently, provided quick responses and turnarounds, no useless meetings. - QA Lead for Cameloot Project Jody's managerial technique is perfect for software development. He does a terrific job of maintaining paperwork, managing expectations, and blocking obstructions - all while feeding pertinent information to the team. - Lead Flash Developer Jody contributed a great deal to creating procedures and defining what we were there to do. - Systems Analyst III
- 15. Here are a few things coworkers have said about me He led the project smoothly and efficiently, provided quick responses and turnarounds, no useless meetings. - QA Lead for Cameloot Project Jody's managerial technique is perfect for software development. He does a terrific job of maintaining paperwork, managing expectations, and blocking obstructions - all while feeding pertinent information to the team. - Lead Flash Developer Jody contributed a great deal to creating procedures and defining what we were there to do. - Systems Analyst III His organizational skills and attention to detail are excellent and he has the technical background necessary to understand the issues related to software engineering projects. - Senior Engineer
- 16. So, my question for you is...
- 17. How can I help your company grow?
- 18. Here’s how to contact me jody@jody-white.com @jwjody http://www.linkedin.com/pub/james-jody-white/4/3b9/8bb www.jody-white.com/resume
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