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.
Agile Requirements Agile Philly HandoutsDoniel Wilson
The document discusses adopting an agile approach to requirements in software development projects. It begins by defining key agile terms like agile, requirements, and scrum team roles. It then discusses the benefits of agile like more relevant software and higher customer satisfaction. However, it also notes risks to agile success like having the wrong ideas, context, level of understanding, people or perspective involved. It provides tips for addressing these risks, such as understanding the big picture, proactively listening to gather requirements, and using techniques like progressive elaboration.
The document summarizes an analyst's experience working on multiple concurrent projects at Fannie Mae with inexperienced teams and without a project manager initially. Despite these challenges, the analyst took on the role of Scrum Master and helped the project teams improve over several sprints, reaching respectable velocities and successfully transitioning the projects. The analyst gained experience in Agile methodology, cybersecurity analysis, and the mortgage business to enable functional analysis of the applications being enhanced.
Tech Leads: What is it, do I want it and how to get thereYuval Kesten
What it means to be a Tech Lead and what it doesn’t. Why should someone aspire to become a Tech Lead and why not. What can you do in order to become a Tech Lead.
The document discusses several challenges for implementing agile practices in complex projects. It emphasizes the importance of having the right product owner and manager who understand agile principles and can help organize cross-functional teams. Establishing a knowledge base and continuous integration are also highlighted as important for facilitating collaboration across distributed teams working on evolving products.
The document discusses agile development and its principles. It notes that agile focuses on individuals and interactions, working software, customer collaboration, and responding to change over rigid plans and processes. Some key agile methodologies are mentioned like Scrum and eXtreme Programming. The document emphasizes that working software should be delivered frequently in weeks rather than months to continuously provide value to customers.
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Lviv Startup Club
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.
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.
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.
Agile Requirements Agile Philly HandoutsDoniel Wilson
The document discusses adopting an agile approach to requirements in software development projects. It begins by defining key agile terms like agile, requirements, and scrum team roles. It then discusses the benefits of agile like more relevant software and higher customer satisfaction. However, it also notes risks to agile success like having the wrong ideas, context, level of understanding, people or perspective involved. It provides tips for addressing these risks, such as understanding the big picture, proactively listening to gather requirements, and using techniques like progressive elaboration.
The document summarizes an analyst's experience working on multiple concurrent projects at Fannie Mae with inexperienced teams and without a project manager initially. Despite these challenges, the analyst took on the role of Scrum Master and helped the project teams improve over several sprints, reaching respectable velocities and successfully transitioning the projects. The analyst gained experience in Agile methodology, cybersecurity analysis, and the mortgage business to enable functional analysis of the applications being enhanced.
Tech Leads: What is it, do I want it and how to get thereYuval Kesten
What it means to be a Tech Lead and what it doesn’t. Why should someone aspire to become a Tech Lead and why not. What can you do in order to become a Tech Lead.
The document discusses several challenges for implementing agile practices in complex projects. It emphasizes the importance of having the right product owner and manager who understand agile principles and can help organize cross-functional teams. Establishing a knowledge base and continuous integration are also highlighted as important for facilitating collaboration across distributed teams working on evolving products.
The document discusses agile development and its principles. It notes that agile focuses on individuals and interactions, working software, customer collaboration, and responding to change over rigid plans and processes. Some key agile methodologies are mentioned like Scrum and eXtreme Programming. The document emphasizes that working software should be delivered frequently in weeks rather than months to continuously provide value to customers.
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Lviv Startup Club
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.
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.
Strategies for building, managing, and scaling technology teamsPeter White
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 DevelopmentDev9Com
The document discusses organizational design for effective software development. It outlines problems with traditional matrix organizations and introduces team-based structures that can address these. Specifically, it advocates for cross-functional teams that are responsible for entire projects or products, rather than individuals being assigned to multiple projects. This allows teams to be accountable for delivery and improves collaboration, quality and outcomes.
The document discusses how processes, people, and projects interact. It describes a case study of a project that was running late and over budget due to issues with its change management process and lack of communication. Common reasons for project failure are then listed, such as poor requirements, lack of project management, and scope issues. The document argues that while processes provide structure, they can stifle creativity, so high-performing individuals prefer autonomy, continuous learning, and having a sense of purpose in their work. It concludes that understanding how personal biases and motivations influence how people view processes is key to project success.
Maximising teamwork in delivering software productsRyan Dawson
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 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.
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.
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.
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.
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.
The document discusses scrum and agile frameworks. It provides information on scrum roles and ceremonies like stand-ups, planning, reviews and retrospectives. It also discusses metrics like velocity and burn down/up charts. The document reviews participants' past project experiences and has them identify success and failure factors. It aligns these factors to scrum roles and ceremonies. It also discusses aligning with the values in the Agile Manifesto and whether participants currently practice these values.
Bluefly is an online retailer of high-end fashion that has been implementing Scrum since 2006 to improve its software development processes. Initially, Scrum was only partially implemented with limited training. Over time, Bluefly adapted Scrum further by integrating additional teams, upgrading tools, and adding an outsourcing partner. While the transition to Scrum was challenging and faced resistance at first, Bluefly has seen improvements in areas like teamwork, delivering working software in iterations, ownership across roles, and better preparation to adapt to changing business needs.
The chief technology officer (CTO) is the executive responsible for overseeing an organization's technological needs, research and development. As CTO, they assess short and long term tech needs, make investment decisions, and ensure technology supports business goals. A CTO leads technology teams, makes decisions around product architecture and platforms, and stays on top of new tech innovations. Key skills for a CTO include the ability to motivate employees, solve problems, and communicate a clear technological vision to various stakeholders. There are different types of CTO roles within startups, including technical leads who focus on architecture and development, operational leads who manage implementation, and product owners who have a vision for their product.
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.
Critical Project Management Skills for Content Developers outlines key elements of project management: planning, people, process, and production. Planning involves identifying tasks, resources, factors, skills, and deliverables. People considerations include team members' abilities, availability, and roles. Process entails scheduling, tools, development methodology, and organizational maturity. Production focuses on schedule management, tools, external factors, organizational maturity, and defining success. The presentation provides activities to help attendees analyze these elements for their projects.
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.
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.
From Technical Debt to Technical HealthDeclan Whelan
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.
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.
Managing Your (DH) Project: Setting the Foundation for Working Collaborativel...Julie Meloni
This document discusses managing digital humanities projects. It emphasizes establishing a project plan that defines the objectives, work breakdown, team roles and schedule. An effective project manager establishes the project structure, monitors progress and ensures communication. When forming a team, the manager should consider skills, availability and personal styles. The team should have a charter that defines roles and behavioral guidelines. Project management software can help distant and diverse teams collaborate through shared workspaces, issue tracking and other tools.
This document discusses the Inbox Zero method for managing email created by Merlin Mann. It recommends getting a simple system to process email by converting messages to actions like deleting, delegating, responding, deferring, or doing. Processing email involves more than just checking messages but less than fully responding, with the goal of keeping the inbox empty.
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.
Strategies for building, managing, and scaling technology teamsPeter White
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 DevelopmentDev9Com
The document discusses organizational design for effective software development. It outlines problems with traditional matrix organizations and introduces team-based structures that can address these. Specifically, it advocates for cross-functional teams that are responsible for entire projects or products, rather than individuals being assigned to multiple projects. This allows teams to be accountable for delivery and improves collaboration, quality and outcomes.
The document discusses how processes, people, and projects interact. It describes a case study of a project that was running late and over budget due to issues with its change management process and lack of communication. Common reasons for project failure are then listed, such as poor requirements, lack of project management, and scope issues. The document argues that while processes provide structure, they can stifle creativity, so high-performing individuals prefer autonomy, continuous learning, and having a sense of purpose in their work. It concludes that understanding how personal biases and motivations influence how people view processes is key to project success.
Maximising teamwork in delivering software productsRyan Dawson
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 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.
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.
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.
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.
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.
The document discusses scrum and agile frameworks. It provides information on scrum roles and ceremonies like stand-ups, planning, reviews and retrospectives. It also discusses metrics like velocity and burn down/up charts. The document reviews participants' past project experiences and has them identify success and failure factors. It aligns these factors to scrum roles and ceremonies. It also discusses aligning with the values in the Agile Manifesto and whether participants currently practice these values.
Bluefly is an online retailer of high-end fashion that has been implementing Scrum since 2006 to improve its software development processes. Initially, Scrum was only partially implemented with limited training. Over time, Bluefly adapted Scrum further by integrating additional teams, upgrading tools, and adding an outsourcing partner. While the transition to Scrum was challenging and faced resistance at first, Bluefly has seen improvements in areas like teamwork, delivering working software in iterations, ownership across roles, and better preparation to adapt to changing business needs.
The chief technology officer (CTO) is the executive responsible for overseeing an organization's technological needs, research and development. As CTO, they assess short and long term tech needs, make investment decisions, and ensure technology supports business goals. A CTO leads technology teams, makes decisions around product architecture and platforms, and stays on top of new tech innovations. Key skills for a CTO include the ability to motivate employees, solve problems, and communicate a clear technological vision to various stakeholders. There are different types of CTO roles within startups, including technical leads who focus on architecture and development, operational leads who manage implementation, and product owners who have a vision for their product.
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.
Critical Project Management Skills for Content Developers outlines key elements of project management: planning, people, process, and production. Planning involves identifying tasks, resources, factors, skills, and deliverables. People considerations include team members' abilities, availability, and roles. Process entails scheduling, tools, development methodology, and organizational maturity. Production focuses on schedule management, tools, external factors, organizational maturity, and defining success. The presentation provides activities to help attendees analyze these elements for their projects.
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.
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.
From Technical Debt to Technical HealthDeclan Whelan
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.
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.
Managing Your (DH) Project: Setting the Foundation for Working Collaborativel...Julie Meloni
This document discusses managing digital humanities projects. It emphasizes establishing a project plan that defines the objectives, work breakdown, team roles and schedule. An effective project manager establishes the project structure, monitors progress and ensures communication. When forming a team, the manager should consider skills, availability and personal styles. The team should have a charter that defines roles and behavioral guidelines. Project management software can help distant and diverse teams collaborate through shared workspaces, issue tracking and other tools.
This document discusses the Inbox Zero method for managing email created by Merlin Mann. It recommends getting a simple system to process email by converting messages to actions like deleting, delegating, responding, deferring, or doing. Processing email involves more than just checking messages but less than fully responding, with the goal of keeping the inbox empty.
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.
El documento habla sobre los deportes practicados en tres escuelas diferentes: el colegio Jhonn Brayan, el colegio Benjamin Herrera y la escuela I.E.B.H. También menciona fotos de los deportistas y cantantes de la escuela I.E.B.H.
In his first year at Guevarra Institute of Technology, the author learned new things, met new friends who introduced him to new activities and experiences, such as helping people and being called "ate." He enjoyed going on retreats with teachers and classmates where he was exposed to new places and shared his talents during activities.
Wassily Kandinsky was a Russian painter and art theorist born in 1866 in Moscow. He is credited with painting the first modern abstract works. He studied law and economics at the University of Moscow before beginning painting studies in his 30s, including life drawing, sketching, and anatomy. His modern art works were surrealist and cubist in style, using shapes and representing his imagination and dreams.
The document discusses mankind's ability to persevere through hardship. It references John Steinbeck's works like The Grapes of Wrath that illustrated the human struggle to survive difficult conditions like the Dust Bowl era when farming land became unusable. The works show how people's lives were upended and they struggled for survival, with some leaving everything behind to head to unknown places like California in search of work.
The document summarizes school structures in Germany, Austria, and Switzerland. It describes the main tracks as elementary school, Hauptschule, Realschule, and Gymnasium. The Gymnasium is a college preparatory track where students graduate around age 18-19 after taking an Abitur comprehensive exam in their subjects from grades 7-12, which allows them to be admitted to college.
The document provides an overview of agile principles and processes for managing software development projects. It defines key agile concepts like scrum, the agile manifesto, and roles on a scrum team. It also discusses establishing a scrum process, including defining artifacts, meetings, team structure, and core concepts. The document aims to educate about agile and managing the risks to successful adoption.
The document provides information on performance management in an agile environment. It discusses that performance management should focus on setting goals at the beginning of the year and reviewing progress, providing feedback throughout the year. It also notes that performance is a shared responsibility between management and individuals, and that the system and environment set by management impacts performance more than individual responsibility alone. Regular feedback and discussions help individuals improve and align their goals with team and organizational goals.
Data Governance in an Agile SCRUM Lean MVP WorldDATAVERSITY
Most of us learned data modeling via a waterfall-driven methodology lens. Yet Agile and other modern development methods have for the most part assumed that data governance is an anti-pattern to just getting things (software) done. Well look at questions such as:
•Are Agile and Data Governance Enemies?
•How can we get stuff done AND get systems delivered?
•And what do we do about existing systems delivered without data governance attention?
We'll also look at how data modeling fits in the answers to these questions.
The document discusses communication gaps between project managers and IT staff and provides lessons learned from the author's experience. It outlines how project managers and IT staff have different approaches to problem-solving and priorities. Specific examples are provided of issues that arose from misunderstandings around deadlines, skill sets, training needs, and budget cycles. The key lessons are the importance of understanding each other's perspectives and communicating effectively on goals, skills, priorities and planning.
The document summarizes the roles of a business analyst and product owner in an agile scrum environment. It defines the typical responsibilities of a business analyst, which include understanding business needs, communicating with stakeholders, and ensuring organizations get value from IT resources. It then introduces agile scrum methodology and the product owner role on a scrum team, which is responsible for managing product backlogs, priorities, and acting as a liaison between the development team and customers. The document argues that business analysts are well-suited for the product owner role given their business analysis skills and ability to bridge gaps. It identifies some adjustments analysts may need to make when transitioning from a traditional business analyst role to a product owner.
The document discusses agile development practices and metrics. It provides an overview of common agile metrics like burn down charts, product backlog, and velocity. It also discusses lean manufacturing wastes and challenges with agile metrics. Key aspects of agile like continuous improvement, focusing on business value over labels, and the importance of unit testing are emphasized.
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
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.
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...Wojciech Seliga
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.pdfDivya Malik
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 AgilityAhmed Sidky
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.
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 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.
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.
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 firmyWojciech Seliga
[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 Toolkittmtrnr
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.
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.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
Jill Pizzola's Tenure as Senior Talent Acquisition Partner at THOMSON REUTERS...dsnow9802
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A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
How to Prepare for Fortinet FCP_FAC_AD-6.5 Certification?NWEXAM
Begin Your Preparation Here: https://bit.ly/3VfYStG — Access comprehensive details on the FCP_FAC_AD-6.5 exam guide and excel in the Fortinet Certified Professional - Network Security certification. Gather all essential information including tutorials, practice tests, books, study materials, exam questions, and the syllabus. Solidify your knowledge of Fortinet FCP_FAC_AD-6.5 certification. Discover everything about the FCP_FAC_AD-6.5 exam, including the number of questions, passing percentage, and the time allotted to complete the test.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
IT Career Hacks Navigate the Tech Jungle with a RoadmapBase Camp
Feeling overwhelmed by IT options? This presentation unlocks your personalized roadmap! Learn key skills, explore career paths & build your IT dream job strategy. Visit now & navigate the tech world with confidence! Visit https://www.basecamp.com.sg for more details.
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