Agile teams collect metrics to provide information for coordination and process tuning. What are some of the basic measurements used in Agile development? How do I make these measurements? How should I use these measurements? What metrics can I use for project analysis? What are some of the pitfalls that should be avoided?
Topics will cover:
Understanding the use of metrics in your environment
Velocity, Burndown and Burnup
AgileLIVE Webinar - Agile Program & Portfolio ManagementVersionOne
Is your organization struggling to make the right investments at the enterprise level and deliver value as quickly as possible to the end-user? Mike Cottmeyer from LeadingAgile explained what agility means at the portfolio and program level, and how it differs from traditional plan-driven approaches.
Sanjiv Augustine
Sanjiv Augustine is an industry-leading agile and lean expert, author, speaker, management consultant and trainer. He is the President of LitheSpeed, an agile consulting, training and product development company. For over 12 years, Sanjiv has assisted leading clients adopt Agile including: HCA Healthcare, General Dynamics, The Capital Group, Nationwide Insurance, Comcast, Capital One, CNBC, and the Motley Fool. He is the author of the book Managing Agile Projects (Prentice Hall 2005) and several publications including Transitioning to Agile Project Management: A Roadmap for the Perplexed, The Lean-Agile PMO: Using Lean Thinking to Accelerate Agile Project Delivery; and the founder and moderator of the Yahoo! Agile Project Management discussion group. Sanjiv was also a founder and advisory board member of the Agile Leadership Network (ALN), and an organizing member of the PMI’s Agile Community of Practice. As an in-the-trenches practitioner, he has personally managed agile projects varying in size from five to over one hundred people, trained thousands of agile practitioners via workshops and conference presentations, and coached numerous project teams.
Lean Six Sigma Training & Consulting_VativeMadhu Dason
Describes Vative's benchmark Lean Six Sigma training and consulting services. Vative is a key marketing partner of Motorola University. See how companies have transformed themselves and their employees into globally competitive players.
AgileLIVE Webinar - Agile Program & Portfolio ManagementVersionOne
Is your organization struggling to make the right investments at the enterprise level and deliver value as quickly as possible to the end-user? Mike Cottmeyer from LeadingAgile explained what agility means at the portfolio and program level, and how it differs from traditional plan-driven approaches.
Sanjiv Augustine
Sanjiv Augustine is an industry-leading agile and lean expert, author, speaker, management consultant and trainer. He is the President of LitheSpeed, an agile consulting, training and product development company. For over 12 years, Sanjiv has assisted leading clients adopt Agile including: HCA Healthcare, General Dynamics, The Capital Group, Nationwide Insurance, Comcast, Capital One, CNBC, and the Motley Fool. He is the author of the book Managing Agile Projects (Prentice Hall 2005) and several publications including Transitioning to Agile Project Management: A Roadmap for the Perplexed, The Lean-Agile PMO: Using Lean Thinking to Accelerate Agile Project Delivery; and the founder and moderator of the Yahoo! Agile Project Management discussion group. Sanjiv was also a founder and advisory board member of the Agile Leadership Network (ALN), and an organizing member of the PMI’s Agile Community of Practice. As an in-the-trenches practitioner, he has personally managed agile projects varying in size from five to over one hundred people, trained thousands of agile practitioners via workshops and conference presentations, and coached numerous project teams.
Lean Six Sigma Training & Consulting_VativeMadhu Dason
Describes Vative's benchmark Lean Six Sigma training and consulting services. Vative is a key marketing partner of Motorola University. See how companies have transformed themselves and their employees into globally competitive players.
A presentation outlining our experiences a year after adopting Scrum at Future Platforms, a software company based in Brighton, UK.
Presented by Tom Hume and Joh Hunt at The Werks, Brighton, on 15th October 2008
Enterey Life Sciences Consulting PDA So. Cal PAI Presentation3rjohnston2268
Prep and execution for a PAI inspection, we typically organize our preparation activity into four main areas:
Plan, Prepare, Execution, and Response & Maintenance.
ABOUT THE TRAINING PROGRAM :-
Total productive maintenance (TPM) is a Japanese culture to improve machine availability through better utilization of maintenance and production resources. TPM is also a critical adjunct to lean manufacturing.
One way to think of TPM is "deterioration prevention": deterioration is what happens naturally to anything that is not "taken care of". For this reason many people refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is "zero error, zero work-related accident, and zero loss".
Finally TPM will provide practical and transparent ingredients to reach operational excellence.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance, operation, Store, Supply chain, Quality, safety and engineering activities.
OBJECTIVE :-
At the conclusion of the course each delegate will be able to:-
Get their workplace in order ahead of TPM introduction
Determine the Overall Equipment Effectiveness (OEE) of their machinery
Understand how to improve the efficiency of their machinery
Predict where failures are likely to occur
Be able to design and implement a TPM program.
Get the buy-in of their team
TRAINING PROGRAM COVERAGE :-
The Total Productive Maintenance training course covers the following topics:-
Course Objectives & Definitions
Getting your workplace in order -5S
Understanding the basic concepts of TPM - The 8 Key Strategies
What is Overall Equipment Effectiveness (OEE) and how to measure it
Understanding the 6 Big Losses and how to address their root causes
Autonomous Maintenance
Planned Maintenance
Time Based Maintenance
Condition Based Maintenance
Focused improvement or Small group activities
Store and spareparts management
Early Machine Management
Quality Initiatives
Office TPM
Safety & TPM
How to implement TPM
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
Twice a year, the WATCH program issues a report to healthcare, education, and business and industry partners. I am the editor of this report and also the designer.
An innovative corporate initiative to develop outstanding leaders, profitable customers & sustainable processes by integrating consulting, training and coaching platforms
“Nature is to be considered much less of a sucker than humans.” - Nassim Nicholas Taleb
You’ve heard it before, “You are agile now, go self-organize” and yet exactly how to do it remains a mystery. Beyond giving permission to “go agile” what else can managers do to help teams capitalize on the power of self-organization? Who’s the real sucker here? Perhaps the question should be, “What can nature teach us about self-organization?” How can we as managers use the lessons nature provides to our advantage?
Swarming is a dynamic act of being, of exhibiting collective action to solve complex problems which are beyond the capabilities of top-down problem solving. Natural systems have iterated over millennia to hone into simple rules. Studies of ants and bees and other beings in the natural world have revealed some of the underlying principles and techniques. These have found applicability into wide variety of problem domains. e.g.. battlefields, drones, supply-chains, autonomous robots etc. But people aren’t robots…or insects. Is there a practical way to use these strategies, these lessons of nature, to help provide guidance for those of us trying to create an environment that supports and nurtures self-organizing teams?
The purpose of our talk is to first, elevate the conversation about Swarming in software development from the “psuedo-management-pop” notion of “every body work on the same thing” approach. Second, in light of the our understanding about how utterly un-understandable complexity really is, we invite you to join us in sharing the questions that truly unsettle us about prevalent management practices.
A presentation outlining our experiences a year after adopting Scrum at Future Platforms, a software company based in Brighton, UK.
Presented by Tom Hume and Joh Hunt at The Werks, Brighton, on 15th October 2008
Enterey Life Sciences Consulting PDA So. Cal PAI Presentation3rjohnston2268
Prep and execution for a PAI inspection, we typically organize our preparation activity into four main areas:
Plan, Prepare, Execution, and Response & Maintenance.
ABOUT THE TRAINING PROGRAM :-
Total productive maintenance (TPM) is a Japanese culture to improve machine availability through better utilization of maintenance and production resources. TPM is also a critical adjunct to lean manufacturing.
One way to think of TPM is "deterioration prevention": deterioration is what happens naturally to anything that is not "taken care of". For this reason many people refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is "zero error, zero work-related accident, and zero loss".
Finally TPM will provide practical and transparent ingredients to reach operational excellence.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance, operation, Store, Supply chain, Quality, safety and engineering activities.
OBJECTIVE :-
At the conclusion of the course each delegate will be able to:-
Get their workplace in order ahead of TPM introduction
Determine the Overall Equipment Effectiveness (OEE) of their machinery
Understand how to improve the efficiency of their machinery
Predict where failures are likely to occur
Be able to design and implement a TPM program.
Get the buy-in of their team
TRAINING PROGRAM COVERAGE :-
The Total Productive Maintenance training course covers the following topics:-
Course Objectives & Definitions
Getting your workplace in order -5S
Understanding the basic concepts of TPM - The 8 Key Strategies
What is Overall Equipment Effectiveness (OEE) and how to measure it
Understanding the 6 Big Losses and how to address their root causes
Autonomous Maintenance
Planned Maintenance
Time Based Maintenance
Condition Based Maintenance
Focused improvement or Small group activities
Store and spareparts management
Early Machine Management
Quality Initiatives
Office TPM
Safety & TPM
How to implement TPM
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
Twice a year, the WATCH program issues a report to healthcare, education, and business and industry partners. I am the editor of this report and also the designer.
An innovative corporate initiative to develop outstanding leaders, profitable customers & sustainable processes by integrating consulting, training and coaching platforms
“Nature is to be considered much less of a sucker than humans.” - Nassim Nicholas Taleb
You’ve heard it before, “You are agile now, go self-organize” and yet exactly how to do it remains a mystery. Beyond giving permission to “go agile” what else can managers do to help teams capitalize on the power of self-organization? Who’s the real sucker here? Perhaps the question should be, “What can nature teach us about self-organization?” How can we as managers use the lessons nature provides to our advantage?
Swarming is a dynamic act of being, of exhibiting collective action to solve complex problems which are beyond the capabilities of top-down problem solving. Natural systems have iterated over millennia to hone into simple rules. Studies of ants and bees and other beings in the natural world have revealed some of the underlying principles and techniques. These have found applicability into wide variety of problem domains. e.g.. battlefields, drones, supply-chains, autonomous robots etc. But people aren’t robots…or insects. Is there a practical way to use these strategies, these lessons of nature, to help provide guidance for those of us trying to create an environment that supports and nurtures self-organizing teams?
The purpose of our talk is to first, elevate the conversation about Swarming in software development from the “psuedo-management-pop” notion of “every body work on the same thing” approach. Second, in light of the our understanding about how utterly un-understandable complexity really is, we invite you to join us in sharing the questions that truly unsettle us about prevalent management practices.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
Estimate anchors benefits -or- Why estimates make me frown? :(
Anchor’s operate unintentionally and work even when people are forewarned. Estimates anchor and concentrate benefits near the estimate value. In this PechaKucha talk I present reasons why the best-benefit outcome is concentrated near the estimated value, irrespective of whether the work gets done sooner or later than estimated value.
Fun Facts About Domains from AirFreight.com Owner Dan Boaz Dan Boaz
AirFreight.com owner, Dan Boaz offers numerous fun facts about the domain industry. Interesting facts from the first commercial internet domain name purchased, to the highest priced domain name ever sold are featured in this slide deck!
Search Keyword & Social Data Mining by @Aleyda from @WooRank at #SESLONAleyda Solís
In a multi-channel, multi-device and Not Provided age where can we go and how we can identify more revenue opportunity for our Search Marketing efforts? Take a look in this presentation!
An illustration-filled deck of slides, light on text, to aid a talk about the origin & overview of Agile & Lean in new product development, including comparison between waterfall and iterative empirical process, and also offering room to caution about the important differences between lean manufacturing and lean product development.
John Daley looks at how Australasian economies and cities are changing. Despite mining and agricultural booms, economic activity is gravitating towards big cities and their centres. These new patterns create challenges: longer commutes; geographic divides that limit opportunities for both businesses and individuals; and put social fabric under strain.
To make the most of 21st century urbanisation - and share the benefits fairly, there need to be reforms to planning, transport and taxation. These are the core of the reform agenda for our times.
Watch this conversation at: http://aucklandcouncil.govt.nz/conversations
Full course available at: http://masterofproject.com/courses/agile-project-management-scrum-framework-certification-prep
Course Description
The Agile & Scrum Certification Training course imparts knowledge on the Agile and Scrum values, helps you build the requisite skills and gain expertise in the domain. The course provides immense clarity on vital concepts of scrum and agile to help you clear the certification exam in your first attempt. The course aims to make you an expert in the Scrum ways, enhancing your capability to deliver shippable products by the end of each Sprint. With the practical application of the agile methodologies you would be able to maximize business value, while mitigating potential risks.
Features
50+ Lectures
10+ Hours
Lifetime Access
100% Online & Self Paced
30 day money back guarantee!
Course Completion Certificate
What am I going to get from this course?
Learn the Agile Methodologies and Agile Project Management
Learn Scrum Framework
Learn practical implications of Scrum over a sample project
Get ready for Scrum Certification exams (PMI-ACP, CSM, PSM, CSPO, PSPO, CSD, PSD)
Learn Scrum Team
Learn Scrum Events
Learn Scrum Artifacs
Learn Extreme Programming (XP) Agile Methodology briefly.
Learn Lean Agile Methodology briefly.
Learn Kanban Agile Methodology briefly.
Learn the differences of Agile & Scrum Certifications provided by different organizations
Qualify for the 21 Contact Hours Agile Training requirement of PMI for the PMI-ACP certification.
Earn 15 SEUs under Category E: Independent Learning of Scrum Alliance
Earn 14 PDUs if you are a PMP already.
What is the target audience?
The Agile & Scrum certification is best suited for:
Team Leaders
Project Managers
Members of Scrum teams such as developers, Scrum Masters, and Product Owners
Managers of Scrum teams
Teams transitioning to Scrum
Professionals intending to pursue the Scrum Master certification
An overview of Joshua Kerievsky’s "Modern Agile", used to generate some interesting discussion at Agile Ottawa in Feb 2016.
Based on Joshua's work:
* blog: https://www.industriallogic.com/blog/modern-agile/
* webcast: http://leankit.com/blog/2015/12/modern-agile/
From Lean Six Sigma to Strategy Execution...Grant Crow
This presentation focuses on how strategy execution can make your lean six sigma efforts more strategic and sustainable. Fundamentally, a strategy execution system needs 3 main components:
1) Goal management - Hoshin planning. Hoshin is all about forcing the executive team to think about breakthrough objectives. These are those few things that will really move the business forward. This type of thinking really leads to focus and ensures that the strategy execution system is grounded in focused action rather than the usual suspects. The actual stage of Hoshin look fairly standard at face value, however it is the concepts within these stages that make Hoshin different. Catchball is an example of this. Catchball is the process of ensuring that breakthrough objectives and related planning are validated with lower levels of management before being set in stone for the period. This process increases the levels of ownership throughout the business for the goals. The focus purely on breakthrough objectives and the tight alignment and control delivered by the X matrix are also noteworthy.
2) Project and program management - operational excellence. Only those projects or actions that specifically support the achievement of the annual breakthroughs should be selected. Particualr attention should also be paid to resource planning. Hoshin is all about focus and this applies to where project resources spend their time.
3) Performance management - balanced scorecards or similar, In order to execute effectively, we do need to know at all times whether we're on track (and if not, what we're doing about it) and importantly, will the actions we're taking when aggregated get us to where we want to be? MAAR and bowling charts are excellent and much underused tools in achieving these objectives. The visibility provided in the Hoshin process enables the tools of operational excellence to be used to best effect. Early identification of deviation from the desired progress can then be acted upon. In this way, Hoshin and operational excellence fit together tightly.
i-nexus is the world's leading strategy execution software tool and is specifically designed to help complex organizations to translate their aspirations into reality.
The aim of this presentation is to provide a brief overview of the SCRUM Agile Methodology, and to give organizations an idea of how SCRUM may affect the traditional development of requirements and deliverables.
The presentation was done for Atlassian Community Colombo Group on how to use Atlassian JIRA to put Kanban practices to work. The presentation discussed the history of Kanban, and the 6 basic practices of Kanban with practical insights on how to use JIRA to put the Kanban practices such as visualization, limit WIP, manage flow into practice
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
Solution to 5 practical cases caused by the scaling process. SAFe implementat...Anna Barzakovskaya
This conference paper will be interesting to those who faced the problems team interactions and looks for success experience of solving these problems. You will get to know work sync up of over 20 Agile team. 5 present cases will illustrate solutions to 5 common problems such as: eliminating dependences between teams, increasing transparency and work effectiveness.
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
Saison 3 : Josiane se retrouve confrontée à une demande de mise en place de SAFe. Avec l'aide de Bob, l'éponge agile, saura-t-elle trouver son chemin et préserver son esprit agile ?
La técnica de Story Mapping; desarrollada por Jeff Patton; permite un enfoque visual a la construcción del product backlog. Está técnica; en la cual las historias de usuario se organizan en un modelo bidimensional; en lugar de la clásica lista-sábana; ayuda a pensar al producto desde los procesos de negocio y las necesidades de los usuarios. Luego de la difusion y aceptacion que tuvo esta tecnica; se plantean las dudas de su aplicacion en un proyecto real. En esta sesion; se contara una experiancia real; aplicada en el mundo del desarrollo de software; demostrando la utilidad de la tecnica; sus ventajas; y como se realizo el salto de la teoria a la practica.
A Lean Management System (a.k.a. Lean Daily Management System or Daily Management System) is the system that allows you to deliver customer value through proper support and leadership to those who are closest to the process (customers and process owners). These are practices and tools used to monitor, measure, and sustain the operation of Lean production operations. Lean management practices identify where actual performance fails to meet expected performance, and assigns and follows up improvement activities to bring actual in line with expected, or to raise the level of expected performance. The basic components of the Lean Management System are: Leader Standard Work, Visual Controls, Daily Accountability and Leadership Discipline.
The Lean Management System will help Lean leaders such as team leaders, supervisors, department managers, value stream managers and senior executives to improve leadership effectiveness based on Lean best practices.
As a daily management system, this is the most effective mechanism for managing employees not just in the shopfloor or office, but also those working in a flexible or work-from-home environments.
This Lean Management System PPT training presentation shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to implement the four key elements of the Lean Management System to enhance your effectiveness as a Lean transformation leader.
LEARNING OBJECTIVES
1. Acquire knowledge on the four key elements of the Lean Management System
2. Acquire knowledge on the supporting elements of the Lean Management System
CONTENTS
1. Introduction to Lean Management System
2. Key Elements of a Lean Management System
3. Supporting Elements of a Lean Management System
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
Agile 101 Basic Measurement
1. Agile 101: Basic Measurements
Dhaval Panchal, CST and Agile Coach
Halim Dunsky, Director of Delivery
Excellence
Slide 1
2. Dhaval Panchal
• Certified Scrum Trainer (CST) and Agile
coach
• Consults with organizations from mid-sized
product companies to the Fortune 100
• Experience in software
development, business and functional
analysis, Lean office
implementations, organizational
change, system architecture, business
intelligence, and project management
• Writes about software development and
coaching on his blog
(http://dhavalpanchal.gettingagile.com/)
• Received his B.S. in Engineering University of
Mumbai, India
Slide 2
3. Halim Dunsky
• Director of Delivery Excellence, responsible for
cultivating and retaining top-tier employees
and teams, and for ensuring successful delivery
of Agile software development and consulting
engagements
• Wide range of leadership and technical
positions at companies including Microsoft,
Deloitte & Touche, Bank of America
• Taught systems thinking to MBA students as
founding core faculty member at Bainbridge
Graduate Institute
• B.A. in Communications, Northwestern
University; M.A. in Organizational Systems,
Saybrook Graduate School; CSM, CSPO
Slide 3
4. What Do We Measure?
• Introduction
• Burn-down
• Burn-up
• Velocity
Slide 4
5. Measurements: Point of View
• Coaching Agile teams
• Actionable indicators
• Incomplete information
Slide 5
6. The Agile Manifesto
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.
www.agilemanifesto.org
Slide 6
7. Measurements
Informational
Motivational
“Nothing about a piece
of information makes it
inherently motivational
Process Refinement Coordination
or informational.
Rather, it is the way in
which the information is
used that determines
the measurement
Agile Use
category.”
- Robert D. Austin [1996]
Slide 7
9. Agile Principles
• Build projects
around motivated
individuals
• Give them the
environment and
support they need
• Trust them to get
the job done
www.agilemanifesto.org/principles.html
Slide 9
10. Agile Principles
• Working software is
the primary
measure of progress
www.agilemanifesto.org/principles.html
Slide 10
11. The Scrum Framework
24 hours
Daily Scrum
Coordination Process
Meeting
Refinement
Sprint
Retrospective
Sprint
Typically 2
weeks to 1 Sprint Review
Sprint Planning Meeting
month in
duration
Vision Potentially
Sprint Backlog Shippable
Product
Increment
Product Backlog
Slide 11
21. Sprint Burn-down: Pitfalls to Avoid
• Do not hide Burn-
down charts. Post
them in the most
visible spot for the
team.
http://alistair.cockburn.us/Information+radiator
Slide 21
23. Sprint Burn-down: Pitfalls to Avoid
• Do not just focus on 180
170
160
taking tasks that you 150
140
Hours Remaining
are comfortable with 130
120
110
100
90
80
70
Abandoned
80
Tasks
50
40
30
20
10
2
1 3 4 5 6 7 8 9
Days
Slide 23
24. Sprint Burn-down
• Can we meet the
sprint goal?
• Represent effort
remaining
• Encourages early
course correction
Slide 24
25. What Do We Measure?
• Introduction
• Burn-down
• Burn-up
• Velocity
Slide 25
26. Sprint Burn-Up
• Will the team deliver
committed stories? 30
Story Points
• Incremental delivery
20
means “Done-
Done” 10
2
1 3 4 5 6 7 8 9
Days
Slide 26
27. Glossary Terms
Product Backlog Item
User Story
As a <user role>
I want <feature>
User Story
So that <value>
8
As a <user role>
I want <feature>
so that <value>
Sprint Planning
Source: “Agile Estimating and Planning,” by Mike Cohn
Slide 27
28. Glossary Terms: Done-Done
• Definition of Done: Helps us • Acceptance Criteria: Helps
build the thing right us build the right thing
(deliverables) (functionality)
Acceptance Criteria
Architecture •View status as “waiting for pickup,”
“en route” or “delivered”
Analysis
Infrastructure •Date of each step in route
•Estimated time of delivery
Design
Coding
Testing
Performance
Testing
Slide 28
29. Sprint Burn-Up: How to Measure
• Initial
– Cumulative total of 30
all story points
Story Points
committed at sprint 20
planning
• On going 10
– Cumulative total of
story points “Done
Done” during sprint. 2
1 3 4 5 6 7 8 9
Days
Slide 29
30. Sprint Burn-Up: Coordination
• Business value focus
Start END
“Scrumerfall” Stories
Completed = 0
Incremental Stories
Completed = 3
Slide 30
35. Sprint Burn-Up: Pitfalls to Avoid
• Do not wait until the last day of sprint to
seek acceptance on stories.
30
Story Points
NOT “Done
Done!”
20
10
2
1 3 4 5 6 7 8 9
Days
Slide 35
36. Burn-Up Chart
• Early and
continuous
feedback
• Focus on delivering
business value
• Drives cross-
functional behavior
Slide 36
37. What Do We Measure?
• Introduction
• Burn-down
• Burn-up
• Velocity
Slide 37
38. Velocity
• Amount of product
backlog a team can
complete within a given
sprint
– Measured sprint by sprint
– Based on actual track record of a
team delivering working software
– Provides basis for planning
– Results, not effort
Slide 38
39. Velocity: How to Measure
• Team estimates Product Backlog Items
• Team pulls in Product Backlog Items to
Sprint Backlog during Sprint Planning
• Team executes on sprint
• Story points completed and accepted
count towards Sprint Velocity
Sprints Story Points Story Points Velocity
Committed Accepted
1 20 16 16
2 24 24 24
Slide 39
42. Velocity: Coordination
Prioritized Product Backlog
Sprint n+1
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
Sprint n+2
As a frequent flyer, I want to…
The location of the arrow is
As a frequent flyer, I want to…
determined by team velocity
As a frequent flyer, I want to…
and the number of remaining
As a frequent flyer, I want to…
Sprint n+3
iterations
As a frequent flyer, I want to…
As a frequent flyer, I want to…
We’ll be here by the
As a frequent flyer, I want to…
planned deadline
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
Source: “Agile Estimating and Planning,” by Mike Cohn
As a frequent flyer, I want to…
Slide 42
43. Velocity: Coordination
Prioritized Product Backlog
• Risk management
Iteration 1
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
Iteration 2
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
At our slowest velocity we’ll finish here
As a frequent flyer, I want to…
At our current velocity we’ll finish here
As a frequent flyer, I want to…
As a frequent flyer, I want to…
At our long-term average we’ll finish here
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
Slide 43
44. Velocity: Process Tuning
• Solid Agile teams have consistent velocity
(+/- 20%)
• Fluctuations? Look to stabilize
team, environment
• Velocity trending down or up? Look to
technical-debt handling, team processes
Slide 44
46. Velocity: Pitfalls to Avoid
• Velocity between teams is not
comparative or additive
• Velocity does not show relative
performance or productivity of teams
• Velocity does not imply commitment
• Do not use not-done work in velocity
calculations
Slide 46
47. Summary
• Burn-down tracks effort remaining
• Burn-Up tracks completed software
delivered
• Velocity tracks team history
of delivered software
Slide 47
48. • Founded: 1979
• Employees: 250+
• Headquarters: Redmond, WA
• Full range of technology
consulting services, from Agile
training and consulting to
software development and
talent acquisition
• Leading provider of Scrum
Certification Training
Slide 48
51. Upcoming SolutionsIQ Webinars
Presented by VersionOne
13 May Agile ROI Part II: Building the Business Case
for Agile
Soon Agile Portfolio Metrics: A Dashboard for
Executives
Soon Strategies for Maximizing Agile Portfolio
Value
Slide 51
52. Thank You
• Following this presentation, participants will
receive an email with links to a recording
and copies of today’s slides
• For more on SolutionsIQ
www.SolutionsIQ.com
info@SolutionsIQ.com
+1(800)235-4091
Slide 52
Editor's Notes
If burn down is burning down fastFirst: Meet sprint goal.Then: If team agrees and time permits take on additional storyAnimateTell story of team not committing to enough stories
Tell Story of Team discovering new tasks and taken on too much work; can not deliver what they have committed to.If burn down is burning up!Decide when to decide (+/- 20% cone may be helpful)Do something differentGet additional help from outsideDrop featuresBail – Abnormal termination
During retrospectives team reflects on events that caused significant jumps or dips in their burn down chart. Keeping track of impediments against burn down provides revealing information that can be actioned upon. For one team their burn down will spike every wednesday since the operations support people push production fixes every Wednesday night. The operations support will contact the team every Tuesday run fixes into staging environment which will lead to lots of issues that the scrum team will have to resolve. New work was pumped into the sprint since the team did not have a way to identify issues early on. After reviewing their impediment data against their burn down graph, this team started inviting production support person to their daily standup and worked with them to create automated test scripts that the team could run prior to submitting changes into production environment.
Story level focus over task level focus. Focus on delivering business value rather than finishing tasks.
Tell story about Attenex where they behaved cross functionally to get manual test case execution to a day.
Increased VisibilityInput for Product Backlog prioritizationVisibility to non technical stakeholders and product ownersEarly feedback on features, course corrections. May result in new product backlog items or change in priority for existing product backlog items.
Use information to reveal effectiveness of divide and conquer strategiesReveal silo-ed behavior early on. If most tasks are getting completed however none of the stories are accepted.Expose team burn up signature (pattern).
Do not abandon Sprint burn down chartDo not wait until the last day of sprint to seek acceptance on stories.At least one story should have been accepted by the middle of the sprint
At least one story should have been accepted by the middle of the sprint
Can think of this very naturally as “how fast the team can go” or “team capacity”Provides reliable guide because it’s based on actual, achieved rate of progressTrack record is the best predictor
Important: team does the estimatingTeam makes a commitment of how many points – will generally be close to previous velocityMeasured at end of each SprintUses definition of done All tasks completed Accepted by product owner
“Velocity is an attribute of the system that consists of both the team and the organizational environment around the team.”In a stable environment, velocity can be expected to increase over time Impediments: any obstacles to progress
Release planning: lets groups like sales, marketing, finance, customer service, documentation, technical support know what to expect in terms of timeframesCoordination with external teams:allows fulfillment of dependencies to be worked out with the calendarAllows estimation of how long it will take to do the intended amount of work
Completed software represents business value
Thanks Dhaval and Halim, that was great. The key to success with Agile is doing the fundamentals right, and then using “inspect and adapt” to improve your process. Today, we’ve seen an important aspect of that with these metrics and their uses. We’re going to take questions in a minute, but first, let me tell you a little about SolutionsIQ: We are a company that offers a full spectrum of services to develop software and fulfill technical talent needs, while improving our clients’ Agile knowledge and capabilities. Our clients include Fortune 500 companies like AT&T, Chevron, and Microsoft, as well as growth companies like Classmates.com and InfoSpace. We work together with VersionOne to equip companies with the tools and knowledge that companies need to succeed with Agile. We work with companies at every stage of Agile adoption, offering everything from introductory and certification training to full enterprise level management consulting services. SolutionsIQ’s nationally and internationally recognized Agile expertise grew out of our own use of Scrum and XP development practices in our Professional Services division, doing outsourced software development in Java and .NET. We’re not just talking ivory tower theory—these are hard-won lessons that we learned while delivering customer value in the form of working software. We also provide embedded development teams to help our customers meet their immediate business needs. The SolutionsIQ difference is that we will help you improve your own engineering practices while delivering quality software.