A very quick introduction to the usefulness of the main Agile concepts to the business of running projects within an award-winning London ad agency. Nothing new here but the briefness may be useful to others.
The document discusses an introduction to agile principles and practices. It begins with introductions from Yves Hanoulle and Vera Peeters. It then discusses agile manifesto values and principles. It covers topics like agile project management, scaling agile, and introduces an XP game exercise. The goal is to provide an overview of agile concepts and how they can help the situation at Porthus.
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
(PROJEKTURA) lean and agile for corporation @Cotrugli MBARatko Mutavdzic
Great time and hopefully presentation on COTRUGLI MBA @Zagreb about Lean and Agile to packed crowd of MBA students. As you can imagine, number of questions later :)
The agile manifesto says directly that "We are uncovering better ways of developing software by doing it and helping others do it." If this continual improvement is true, what new topics are currently being discussed and talked about at agile conferences? What are teams across the world struggling and experimenting with? What topics are the most heated? In this session, I'll give an overview of some of the new and hot agile topics.
This document discusses developer nirvana and DevOps excellence at WWT. It introduces Jim Hopkins, the Container Practice Manager. It then defines nirvana and explains how DevOps aims to achieve nirvana in IT through work-life balance, reducing toil, workplace joy, team development, and blameless learning. The document outlines that DevOps is a way of working through culture, automation, lean practices, measurement, and sharing. It emphasizes key DevOps metrics like deployment frequency and time to recovery. Finally, it describes WWT's DevOps journey and highlights experimentation.
Spoiler alert: yes, remote work really does work!
With nearly nine years of experience as a remote employee across three different companies, Lauren knows the ups and downs of remote work. In this session, Lauren will dive into what the research says about remote work and share her personal stories of failures and successes.
You'll walk away from this session knowing why remote work is awesome, empowered to convince your boss to let you work remotely, and armed with the tools you need to be a happy, successful remote employee.
If you've been thinking about making the transition to working remotely, you're a manager of people who are or could work remotely, or you've made the leap to remote work and are struggling to make it work, this is the session for you!
The document discusses the high failure rates of IT projects, with only 11% of organizations successfully completing projects, and over 40% going over budget or missing deadlines. It then provides statistics from studies by KPMG, Butler Cox, and the Standish Group that found 70% of IT projects fail, 31% are cancelled before completion, and the average cost overrun is 189% and schedule overrun is 222%. The document lists some consequences of failed projects and suggests ways to guarantee failure, such as not selecting a competent project manager or communicating with stakeholders. It concludes with "laws of project management" emphasizing the importance of planning, communication, and applying discipline.
How do you know your Solution will make an Impact? - Björn Brynjar JonssonJAXLondon2014
The document discusses how to ensure a software solution will have impact. It recommends:
1. Measuring velocity (how fast ideas can be turned into working software) and impact (how behavior changes).
2. Finding the right problem to solve before proposing solutions. Decrypt what to build by understanding the problem.
3. Using impact maps to visualize scope, assumptions and how the solution may change behavior, focusing development on what drives results.
The overall message is that the ability to ensure impact is limited, but these practices can help maximize the chances of building something useful.
The document discusses an introduction to agile principles and practices. It begins with introductions from Yves Hanoulle and Vera Peeters. It then discusses agile manifesto values and principles. It covers topics like agile project management, scaling agile, and introduces an XP game exercise. The goal is to provide an overview of agile concepts and how they can help the situation at Porthus.
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
(PROJEKTURA) lean and agile for corporation @Cotrugli MBARatko Mutavdzic
Great time and hopefully presentation on COTRUGLI MBA @Zagreb about Lean and Agile to packed crowd of MBA students. As you can imagine, number of questions later :)
The agile manifesto says directly that "We are uncovering better ways of developing software by doing it and helping others do it." If this continual improvement is true, what new topics are currently being discussed and talked about at agile conferences? What are teams across the world struggling and experimenting with? What topics are the most heated? In this session, I'll give an overview of some of the new and hot agile topics.
This document discusses developer nirvana and DevOps excellence at WWT. It introduces Jim Hopkins, the Container Practice Manager. It then defines nirvana and explains how DevOps aims to achieve nirvana in IT through work-life balance, reducing toil, workplace joy, team development, and blameless learning. The document outlines that DevOps is a way of working through culture, automation, lean practices, measurement, and sharing. It emphasizes key DevOps metrics like deployment frequency and time to recovery. Finally, it describes WWT's DevOps journey and highlights experimentation.
Spoiler alert: yes, remote work really does work!
With nearly nine years of experience as a remote employee across three different companies, Lauren knows the ups and downs of remote work. In this session, Lauren will dive into what the research says about remote work and share her personal stories of failures and successes.
You'll walk away from this session knowing why remote work is awesome, empowered to convince your boss to let you work remotely, and armed with the tools you need to be a happy, successful remote employee.
If you've been thinking about making the transition to working remotely, you're a manager of people who are or could work remotely, or you've made the leap to remote work and are struggling to make it work, this is the session for you!
The document discusses the high failure rates of IT projects, with only 11% of organizations successfully completing projects, and over 40% going over budget or missing deadlines. It then provides statistics from studies by KPMG, Butler Cox, and the Standish Group that found 70% of IT projects fail, 31% are cancelled before completion, and the average cost overrun is 189% and schedule overrun is 222%. The document lists some consequences of failed projects and suggests ways to guarantee failure, such as not selecting a competent project manager or communicating with stakeholders. It concludes with "laws of project management" emphasizing the importance of planning, communication, and applying discipline.
How do you know your Solution will make an Impact? - Björn Brynjar JonssonJAXLondon2014
The document discusses how to ensure a software solution will have impact. It recommends:
1. Measuring velocity (how fast ideas can be turned into working software) and impact (how behavior changes).
2. Finding the right problem to solve before proposing solutions. Decrypt what to build by understanding the problem.
3. Using impact maps to visualize scope, assumptions and how the solution may change behavior, focusing development on what drives results.
The overall message is that the ability to ensure impact is limited, but these practices can help maximize the chances of building something useful.
#noprojects: Live happily ever after without projectsDimitri Favre
This document discusses the concept of #noprojects, which advocates switching from a project mindset to a product mindset when developing software. It presents #noprojects as a deliberate act of continuous product management. The document outlines #noprojects in 4 stages: 1) experiments over projects, 2) stable teams over temporary endeavors, 3) products over software, and 4) outcomes over execution. It also provides 10 principles for guiding a #noprojects approach, such as funding capacity not scope, bringing work to stable teams, and ensuring roadmaps are driven by needs not features. The overall message is that organizations should stop viewing software development as projects and instead focus on continuous product management and development.
La quasi totalità degli sviluppi software è basata su un approccio per progetto. Un progetto, per definizione, è qualcosa di effimero. Ha un inizio, e soprattutto una fine, qualcosa di temporaneo. Il software non è temporaneo. Un software sopravvive fino a quando esiste almeno una persona che lo utilizza. A volte sopravvive anche più a lungo.
Perché continuiamo ad usare qualcosa di effimero per gestire qualcosa che effimero non è? Quali alternative abbiamo? Possiamo fare veramente a meno dei progetti?
Spotify Running: Lessons learned from building a ‘Lean Startup’ inside a big ...Brendan Marsh
The document summarizes Spotify's efforts to build a running experience on their platform. A team was formed with the hypothesis that a unique running experience would increase registrations and retention rates for runners compared to regular users. The team followed an agile process of building shared understanding, visualizing plans, creating hypotheses, ideating solutions, and validating ideas with customers. After 4 sprints of customer validation, an MVP was pitched and approved. The running experience launched in May 2015 and helped differentiate Spotify's offering from competitors like Apple Music. Lessons included failing fast, educating stakeholders, acknowledging bias, visualizing work, and accepting that product discovery is difficult.
Graphs are increasingly important as data can be represented as nodes connected by relationships. A graph database like Neo4j allows for flexible modeling of data relationships and powerful querying of connected data. Neo4j provides faster and more scalable solutions compared to relational databases for workloads involving complex joins and real-time transactions on connected data. Customers like Airbus have seen 10x performance improvements using Neo4j for design dependency analysis by mapping dependencies between assets as a graph.
Doing Agile Isnt The Same As Being Agilelazygolfer
The document discusses the difference between "doing Agile" and truly "being Agile". It argues that simply following Agile processes is not enough and organizations need to embrace an Agile mindset to succeed. This involves basing work on the Agile Manifesto, lean thinking, collaboration, continual improvement and focusing on root causes rather than band-aids. Common barriers to being Agile include dysfunctional product ownership, lack of testing and training, inability to change culture and going through the motions without understanding why.
Introducing GTD®
* “If my mind had a mind, I wouldn’t need
a system.” – David Allen
* GTD® is the popular shorthand for
Getting Things Done®
* “…a powerful method to manage
commitments, information, and
communication.”
The document provides guidelines for proper task estimation in 7 steps: 1) Review requirements and assets, 2) Define major tasks, 3) Break down work needed to complete each task, 4) Define sub-tasks step-by-step, 5) Estimate each sub-task, 6) Improve estimates by tracking time spent on similar tasks, and 7) Compare estimates to actual time and identify reasons for deviations. It emphasizes providing personal estimates based on individual work velocity and collecting data to continually improve estimates.
Everyone seems to have an intuitive understanding of ‘architecture’ as the process and product of planning, designing, and constructing. The problem is most people don’t have the same understanding which leads to disagreements about what the process and product entails. The transition from software shipped on physical media to software delivered as services further complicated the conversation as operating services introduces other factors that must be considered on an ongoing basis. These misunderstandings have only been exacerbated as greater speed and scale create new problems necessitating novel emergent solutions. This presentation will attempt to highlight the need for new language with dense semantics about the emerging architectures (because just saying ‘microservices’ is causing more problems than it solves) while also pointing out that many of the struggles people have delivering software are rooted in architecture.
The document discusses how the concept of DevOps has evolved and what may come next. It argues that the game has changed in that organizations need to focus more on cultivating a culture of continuous learning and breaking down silos. To thrive in the future, organizations will need to become "learning organizations" by assessing their performance on dimensions like team learning, empowerment, and strategic leadership. They will also need to move beyond labels like "DevOps" and focus on cultivating sharing and growth in individuals. The key is becoming a learning organization that helps others learn as well.
Innovation, Lean, Agile. Myths and MisconceptionGaetano Mazzanti
This document discusses myths and misconceptions around innovation, Lean, and Agile. It argues that while Lean and Agile principles can help foster innovation, they are often misunderstood and applied in rigid, dogmatic ways that can actually hinder innovation. True innovation emerges from an environment that accepts failure, values learning over outputs, and integrates research into workflows rather than separating it. Process improvement methods should focus on enabling conditions for innovation to emerge rather than trying to dictate or cause innovation directly.
Entrepreneurialitis - Pitfalls in StartupsStowe Boyd
Entrepreneurialitis refers to the acute or chronic stupidity that can be induced by the stress of entrepreneurial activity. Some symptoms include believing you don't need to properly test your business model or bring in outside experts, and thinking you can succeed by doing things quickly and cheaply rather than properly. Entrepreneurs may convince themselves that changing plans constantly or sticking rigidly to the original plan are both strengths, and managers may prefer techniques they don't understand over ones that work.
This document provides an overview of Agile software development. It begins by defining Agile as a project management process that encourages frequent inspection and adaptation. It then discusses some common Agile practices like Scrum and eXtreme Programming. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Finally, it provides advice for different roles on how Agile can benefit them and their work.
The document is a presentation about project management for non-traditional project managers. It argues that project management is simply a system for organizing tasks and persuading people to complete work. The presentation recommends focusing on understanding the goals and priorities of a project, communicating openly with team members, and making sure people are interested and motivated in their work, rather than getting bogged down in detailed plans and schedules. Project management, it concludes, is a way to effectively organize one's life and collaborate with others.
Surviving the Hype: An Experimental Framework for Scaling Enterprise Design T...uxpin
You'll learn:
- How to sustain design thinking beyond the workshop
- How to use “design interventions” to create long-term impact in enterprises
- Best practices for evangelizing enterprise UX based on SAP’s experiments
Mark Mzyk
Engineering Manager with Chef
Find more by Mark Mzyk: https://speakerdeck.com/mmzyk
All Things Open
October 26-27, 2016
Raleigh, North Carolina
Hi, guys!
Before getting and applying any tools for the project we will try to view on project from bird view based on PMI methodology (PMBOK, 5th edition).
So our aims on this post:
1. Clarify project lifecycle
2. Identify tools which can be used on each phase
The document outlines an algorithm for planning and taking actions in an iterative process. It suggests that one can annotate anything that may need attention. From those annotations, key things can be identified and broken down or simplified as needed. Actions are then planned that involve a subject, object and verb. Different types of actions like imperative, conditional, iterative and sequential are described. Actions that can currently be completed based on available results are identified, one is selected and completed, with the results then annotated for further planning and action. The process aims to regularly transform things needing attention into available actions that can be taken.
Agil8 Agile Story Writing - Impact Mapping - David Hicks - 30 Oct 2014agil8 Ltd
David Hicks, founder and CEO of agil8, introduced the concept of Impact Mapping to support effective Product Backlog creation at agil8's recent informal Agile evening Community Event on 30th October 2014.
9 ways to get started with Agile in public servicesJosephBadman1
Agile is simple to understand, but lots of people we work with sometimes find it difficult to get started.
Here are some practices you can try to help you get started on your Agile journey. They range from simple things you can do as an individual, to more ambitious approaches that will involve your wider team.
Let us know how you get on at comms@basis.co.uk or on Twitter @WeAreBasis or @Dyn_Drwg for Joe.
This document summarizes an Agile 2 conference presentation about the next iteration of Agile. It discusses criticisms of how Agile has been implemented, focusing on issues like lack of documentation, QA, and architecture. It also notes problems with tribalism around specific frameworks. The presentation team proposes principles for Agile 2 that emphasize balance, leadership, experimentation, and openness. The goal is to bring Agile back to its roots while addressing real-world problems.
#noprojects: Live happily ever after without projectsDimitri Favre
This document discusses the concept of #noprojects, which advocates switching from a project mindset to a product mindset when developing software. It presents #noprojects as a deliberate act of continuous product management. The document outlines #noprojects in 4 stages: 1) experiments over projects, 2) stable teams over temporary endeavors, 3) products over software, and 4) outcomes over execution. It also provides 10 principles for guiding a #noprojects approach, such as funding capacity not scope, bringing work to stable teams, and ensuring roadmaps are driven by needs not features. The overall message is that organizations should stop viewing software development as projects and instead focus on continuous product management and development.
La quasi totalità degli sviluppi software è basata su un approccio per progetto. Un progetto, per definizione, è qualcosa di effimero. Ha un inizio, e soprattutto una fine, qualcosa di temporaneo. Il software non è temporaneo. Un software sopravvive fino a quando esiste almeno una persona che lo utilizza. A volte sopravvive anche più a lungo.
Perché continuiamo ad usare qualcosa di effimero per gestire qualcosa che effimero non è? Quali alternative abbiamo? Possiamo fare veramente a meno dei progetti?
Spotify Running: Lessons learned from building a ‘Lean Startup’ inside a big ...Brendan Marsh
The document summarizes Spotify's efforts to build a running experience on their platform. A team was formed with the hypothesis that a unique running experience would increase registrations and retention rates for runners compared to regular users. The team followed an agile process of building shared understanding, visualizing plans, creating hypotheses, ideating solutions, and validating ideas with customers. After 4 sprints of customer validation, an MVP was pitched and approved. The running experience launched in May 2015 and helped differentiate Spotify's offering from competitors like Apple Music. Lessons included failing fast, educating stakeholders, acknowledging bias, visualizing work, and accepting that product discovery is difficult.
Graphs are increasingly important as data can be represented as nodes connected by relationships. A graph database like Neo4j allows for flexible modeling of data relationships and powerful querying of connected data. Neo4j provides faster and more scalable solutions compared to relational databases for workloads involving complex joins and real-time transactions on connected data. Customers like Airbus have seen 10x performance improvements using Neo4j for design dependency analysis by mapping dependencies between assets as a graph.
Doing Agile Isnt The Same As Being Agilelazygolfer
The document discusses the difference between "doing Agile" and truly "being Agile". It argues that simply following Agile processes is not enough and organizations need to embrace an Agile mindset to succeed. This involves basing work on the Agile Manifesto, lean thinking, collaboration, continual improvement and focusing on root causes rather than band-aids. Common barriers to being Agile include dysfunctional product ownership, lack of testing and training, inability to change culture and going through the motions without understanding why.
Introducing GTD®
* “If my mind had a mind, I wouldn’t need
a system.” – David Allen
* GTD® is the popular shorthand for
Getting Things Done®
* “…a powerful method to manage
commitments, information, and
communication.”
The document provides guidelines for proper task estimation in 7 steps: 1) Review requirements and assets, 2) Define major tasks, 3) Break down work needed to complete each task, 4) Define sub-tasks step-by-step, 5) Estimate each sub-task, 6) Improve estimates by tracking time spent on similar tasks, and 7) Compare estimates to actual time and identify reasons for deviations. It emphasizes providing personal estimates based on individual work velocity and collecting data to continually improve estimates.
Everyone seems to have an intuitive understanding of ‘architecture’ as the process and product of planning, designing, and constructing. The problem is most people don’t have the same understanding which leads to disagreements about what the process and product entails. The transition from software shipped on physical media to software delivered as services further complicated the conversation as operating services introduces other factors that must be considered on an ongoing basis. These misunderstandings have only been exacerbated as greater speed and scale create new problems necessitating novel emergent solutions. This presentation will attempt to highlight the need for new language with dense semantics about the emerging architectures (because just saying ‘microservices’ is causing more problems than it solves) while also pointing out that many of the struggles people have delivering software are rooted in architecture.
The document discusses how the concept of DevOps has evolved and what may come next. It argues that the game has changed in that organizations need to focus more on cultivating a culture of continuous learning and breaking down silos. To thrive in the future, organizations will need to become "learning organizations" by assessing their performance on dimensions like team learning, empowerment, and strategic leadership. They will also need to move beyond labels like "DevOps" and focus on cultivating sharing and growth in individuals. The key is becoming a learning organization that helps others learn as well.
Innovation, Lean, Agile. Myths and MisconceptionGaetano Mazzanti
This document discusses myths and misconceptions around innovation, Lean, and Agile. It argues that while Lean and Agile principles can help foster innovation, they are often misunderstood and applied in rigid, dogmatic ways that can actually hinder innovation. True innovation emerges from an environment that accepts failure, values learning over outputs, and integrates research into workflows rather than separating it. Process improvement methods should focus on enabling conditions for innovation to emerge rather than trying to dictate or cause innovation directly.
Entrepreneurialitis - Pitfalls in StartupsStowe Boyd
Entrepreneurialitis refers to the acute or chronic stupidity that can be induced by the stress of entrepreneurial activity. Some symptoms include believing you don't need to properly test your business model or bring in outside experts, and thinking you can succeed by doing things quickly and cheaply rather than properly. Entrepreneurs may convince themselves that changing plans constantly or sticking rigidly to the original plan are both strengths, and managers may prefer techniques they don't understand over ones that work.
This document provides an overview of Agile software development. It begins by defining Agile as a project management process that encourages frequent inspection and adaptation. It then discusses some common Agile practices like Scrum and eXtreme Programming. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Finally, it provides advice for different roles on how Agile can benefit them and their work.
The document is a presentation about project management for non-traditional project managers. It argues that project management is simply a system for organizing tasks and persuading people to complete work. The presentation recommends focusing on understanding the goals and priorities of a project, communicating openly with team members, and making sure people are interested and motivated in their work, rather than getting bogged down in detailed plans and schedules. Project management, it concludes, is a way to effectively organize one's life and collaborate with others.
Surviving the Hype: An Experimental Framework for Scaling Enterprise Design T...uxpin
You'll learn:
- How to sustain design thinking beyond the workshop
- How to use “design interventions” to create long-term impact in enterprises
- Best practices for evangelizing enterprise UX based on SAP’s experiments
Mark Mzyk
Engineering Manager with Chef
Find more by Mark Mzyk: https://speakerdeck.com/mmzyk
All Things Open
October 26-27, 2016
Raleigh, North Carolina
Hi, guys!
Before getting and applying any tools for the project we will try to view on project from bird view based on PMI methodology (PMBOK, 5th edition).
So our aims on this post:
1. Clarify project lifecycle
2. Identify tools which can be used on each phase
The document outlines an algorithm for planning and taking actions in an iterative process. It suggests that one can annotate anything that may need attention. From those annotations, key things can be identified and broken down or simplified as needed. Actions are then planned that involve a subject, object and verb. Different types of actions like imperative, conditional, iterative and sequential are described. Actions that can currently be completed based on available results are identified, one is selected and completed, with the results then annotated for further planning and action. The process aims to regularly transform things needing attention into available actions that can be taken.
Agil8 Agile Story Writing - Impact Mapping - David Hicks - 30 Oct 2014agil8 Ltd
David Hicks, founder and CEO of agil8, introduced the concept of Impact Mapping to support effective Product Backlog creation at agil8's recent informal Agile evening Community Event on 30th October 2014.
9 ways to get started with Agile in public servicesJosephBadman1
Agile is simple to understand, but lots of people we work with sometimes find it difficult to get started.
Here are some practices you can try to help you get started on your Agile journey. They range from simple things you can do as an individual, to more ambitious approaches that will involve your wider team.
Let us know how you get on at comms@basis.co.uk or on Twitter @WeAreBasis or @Dyn_Drwg for Joe.
This document summarizes an Agile 2 conference presentation about the next iteration of Agile. It discusses criticisms of how Agile has been implemented, focusing on issues like lack of documentation, QA, and architecture. It also notes problems with tribalism around specific frameworks. The presentation team proposes principles for Agile 2 that emphasize balance, leadership, experimentation, and openness. The goal is to bring Agile back to its roots while addressing real-world problems.
This document provides an overview of quality assurance and agile principles from the perspective of a QA professional. It discusses how QA's role is to influence both processes and people to build the right product. It emphasizes that people are more important than processes because people can change more easily. The document also notes that the Agile Manifesto echoes many of the principles of QA. It provides suggestions for how to build influence through finding shared values and goals, increasing knowledge, and learning both relevant and irrelevant topics. It encourages QA professionals to take a lead role in agile transformations rather than just sitting in meetings. It stresses the importance of showing value, even if that means taking a leap of faith at first to get others engaged.
Agile Beyond the Hype! – What You Really Need to Know Before You Jump In Vasco Duarte
Many companies adopt Agile because it is the natural thing to do. But do they know what they are getting into? In this talk we will use some anecdotes and lessons learned from Agile adoption to build a model that will hopefully help our companies adopt Agile in a way that affects positively their business.
Questions we try to address will include: How does Agile affect functions outside development? How to bring the benefits of Agile to non-development functions? What can Agile affect my bottom line?
This document provides an overview of Agile project management. It is intended as a quick introduction for those looking to learn about Agile or introduce it on a project. The summary describes Agile as breaking projects into small, iterative chunks where working software is produced at the end of each iteration to gain feedback. It also notes that Agile values individuals, working software, customer collaboration, and responding to change over following a strict plan.
Some teams think they can be agile by using a defined process or set of practices as defined by one of the agile approaches. This is just “doing Agile.” Other teams are agile in name only – the team says it’s “doing Agile” but ends up using the same old practices and achieving the same results. Teams adopt agile for a variety of reasons, but it’s not the process or set of practices they select that produces the results they seek. Teams are most successful when they adopt a particular mindset in order to “be agile”. Join Kent McDonald as he describes this mindset through 7 key ideas based on how people and organizations work best. We’ll discuss some specific techniques you can use to adopt the mindset on your project, how the project manager role changes along with the mindset, and how to help your team move from “doing Agile” to actually “being agile”.
Software Development Life CyclesPresented byBrenda Reynold.docxrosemariebrayshaw
The document is a presentation on software development life cycles (SDLC) given to employees of We Love Video, Inc. regarding the implementation of a new Customer Relationship Management (CRM) system. The presenter discusses the Waterfall and Agile SDLC methodologies, ultimately recommending the Agile approach for the CRM project due to its iterative nature which allows for flexibility and feedback from stakeholders. Key benefits of the Agile methodology highlighted include the ability to adapt to changing requirements and receive feedback to guide further development.
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.
The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face.
A short introduction of the book "From Zero To Agile".
How you can introduce change to your organisation to BE agile.
Every chapter is summarised and the main concepts outlined.
A retrospective example is presented for each topic.
This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.
(PROJEKTURA) agileadria agile for corporationsRatko Mutavdzic
Most of the corporations already adopted some kind of formal project management that is aligned to the strict corporate policies and procedures of managing things. If you want to be treated seriously, you need to talk abot project plans, milestones, deadlines, deliverables, commitments etc. Right? Well, it depends. We spent several years explaining to the corp guys that even if you have printed project plan hanging on the wall of the project room it does not mean that things are happening as plan suggests. More often, reality is that most of the stuff is going somewhere else, and that we have totaly different way of looking at the projects. Meet Agile, still someting new and exotic in executive mindset, but approach that is giving better and more understandable results.
This document discusses Janet Brunchhorst's experience managing products and teams as a product manager. In 3 sentences: Janet has 10 years of experience managing products and teams in both in-house and client services roles. As a product manager, she spends much of her time managing stakeholders, visionaries, and project teams to enable them to successfully build products. The document provides examples of how she works to identify allies, get buy-in from stakeholders, translate visions into implementable ideas, and address challenges within project teams.
Making agile work for you - conduit 2017 -- John GarisonJohn Garison
This document discusses how technical communicators can make agile development processes work for them. It provides tips for participating effectively in common agile meetings and activities like backlog grooming, sprint planning, daily scrums, demonstrations, and retrospectives. The document emphasizes speaking up in meetings, advocating for users, and adapting agile practices as needed. Technical communicators are encouraged to put effort into agile processes to get value from them and drive continuous improvement.
Zappos uses Holacracy with elected team representatives instead of team leads. Netflix says "Hard work is not relevant" and discourages process adherence. Teams at Facebook have every freedom to do whatever they want as long as they have "impact" with their work. Things like management by objectives, strategic goals, matrix or line organisations are discarded.
Why are they doing that? What does that mean for your startup when it reaches the magic upper limit of "it just works" at 35-50 people? Is there a blueprint for a better way? And if you already ended up in a line organisation with management by objectives etc, what would be the benefit of change?
This document discusses effective time management techniques for handling multiple tasks and projects simultaneously. It recommends having a positive attitude and creating a detailed plan to organize tasks. It also suggests managing expectations with your manager, learning to say no to additional tasks when overcommitted, focusing fully on one task at a time, and completing at least one task fully each day to avoid feeling perpetually busy without making progress. Mastering these skills can help a person become a productive and effective "juggler" of many responsibilities.
Software development management slides by George Berkowski (Hailo)MiniBar
This document provides a summary of key aspects of effective software development management. It discusses starting with a clear vision, focusing on building something useful. It emphasizes the importance of finding the right people through networking and making friends. When it comes to incentives for startups, it recommends creating your own company and mastering your own destiny. It also touches on outsourcing versus in-house work, the importance of being agile, using simple and integrated tools, and acting as your own best user to ensure quality.
This document discusses challenges that may arise when trying to implement agile methodology within a large corporation used to traditional plan-driven project management. It notes that corporate culture is typically resistant to collaboration, change, and agile principles. While agile aims to adapt to changing requirements and deliver working software frequently, corporations typically want to understand costs, timelines, and benefits up front. The document explores mapping agile practices to traditional project management frameworks to help corporations understand and adopt agile approaches.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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1. A few words on Agile
And how it might be useful for projects
by Adam Knowles for Elvis Communications, London UK
Not saying we have to do things this way but I wanted to get some principles
out there to explain a bit about what I mean. We can take it or leave it, take
some bits and leave others. But my personal recommendation as you’ve
guessed is that these ideas will make our lives easier.
1
2. Agile
it’s
not
fragile
Method not madness.
Simple not easy.
The following four slides are from agilemanifesto.org
3. it’s
people
over
process
Intro: not to say the thing underneath isn’t important, but the thing on top is
relatively more important.
So we invent the support tools and institutionalise things as we go, when we
decide we need them, not all up-front.
4. it’s
working
software
over
dead documents
It’s ends over means. Outputs over inputs. Making it real. Researching only
when you have to. If it isn’t contributing to the end product, you shouldn’t be
doing it. That may mean a prototype.
A note on documentation: barely sufficient. Just in time and just enough.
http://www.allaboutagile.com/agile-principle-4-agile-requirements-are-
barely-sufficient/
5. it’s
collaboration
over
contracts
That means breaking the agency/client divide. If you want boarded up stuff
carted over and presented, this may not be for you. It’s to arrive at the
answers together by sharing the problems. There’ll still be work we each
need to do and there’ll still BE a contract, but that is far less important than
actually having the right approach to doing the work.
6. it’s
iterative
over
a one-time plan
“Planning is guessing” - Rework by 37signals. You need to be free to decide
what needs to be done today, not hamstrung by something you guessed
would be necessary before you’d started it. Otherwise you’re acting out a
plan that’s become out of sync with reality. It’s not failing to plan, it’s
planning that incorporates changing the plan. Working without a plan
sounds scary but blindly folowing a plan that’s become out of touch with
reality is much scarier.
You can still fix time & cost, but then you flex scope. You make a plan but
you ensure everyone is aware of the confidence-level in that plan, which will
increase as you approach it (cone of uncertainty). You reserve the right to
change the plan if it’s in the best interests of the project, but with an eye on
what you’ve promised at a high level.
“The timeframe of an agile development project is fixed, whereas the
features are variable.”
- http://www.allaboutagile.com/agile-principle-4-agile-requirements-are-
barely-sufficient/
7. Agile adoption
over
"Agile & Lean are past the tipping point. Waterfall/RUP is in decline"
David Norton, Gartner, Dec 2009.
Source: http://www.rallydev.com/learn_agile/agile_for_executives/
10 minute Scrum video: http://www.axosoft.com/ontime/videos/scrum