This talk discusses how to fail with an Agile change transformation, and lays out some practical tips for successfully adopting agile software delivery processes within your organisation. Presented at Telstra, Superpartners, and several Meetups.
'Stakeholder Engagement Shortcuts': Ilan Goldstein @ Colombo Agile Conference...ColomboCampsCommunity
Change is difficult, and the reality is that in many organisations, an agile adoption means considerable change. Kickstarting a new initiative such as Scrum requires support from your senior stakeholders. This presentation outlines some powerful shortcuts to help engage with your stakeholder community to ensure that Scrum is given the best opportunity to flourish!
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?James Coplien
講演概要: デンマークには「アジリティ」という、訓練された犬によって行われるスポーツがある。その訓練と血統に関する研究論文には、アジャイルソフトウェア開発と似通った点がいくつかある。「日々行われる優れた実践行動(プラクティス)は、トレーナーによって行われているというよりも、チームとして行われている」。現在のアジャイル普及への道は、アジャイルの理念(イデオロギー)を習得したことを認定することに重きが置かれていたり、いくつかの理念をより上位の理念の傘の下にまとめただけで、緊急に軌道修正が必要だ。本講演では、(トヨタの)カイゼンに根ざしたアプローチで、スクラムや一般的なプロセス改善について考えていく。そして、アジャイルの認定において事実や知識をベースとした計測方法から、よりアジャイルな認定方法に移行するとはどういうことかを説明する。そして最後に、ゲームを使った内観的かつ実験的な取り組みについて紹介する。そして、認定やテスト重視のアジャイルに対する事実と知識をベースにした学習方法から、ゲームをベースとした内観的かつ試行的な取り組みへの移行についても紹介する。
"Agility" in Danish is a performance sport done by trained dogs. While training and pedigree papers have certainly found a place in agile's software namesake, good agile practice should be more in the hands of the Team than the Trainer. The current agile journey that focuses on certification around some ideology, or on aligning several ideologies under an uber-ideological umbrella, urgently needs a mid-course correction. This keynote renews the vision of a Kaizen-based approach to Scrum in particular and process improvement in general, and a shift in focus from what is a facts-and-knowledge-based approach to agile based on certification and scored surveys to an introspective and experiential approach based on games.
Scrum and Patterns share a heritage that goes back centuries. The common foundations of the two — local adaptation, incremental growth, focus on "value," and the central human element — make patterns a particularly viable vehicle for rolling out Scrum. These notes give a short definitive summary of patterns (by example) and pattern languages. Next, they introduce basic Scrum patterns that the Scrum PLoP® effort has gathered over the past five years. After that we look at the "Scrum secrets" — Scrum fundamentals that most practitioners either aren't aware of or which usually go unheeded. Patterns help tease out the tradeoffs ("forces") for these forms in a way that makes them memorable. Last, we give a glimpse of how to use these patterns as a powerful way to evolve your own Scrum implementation to excellence.
One of the challenges of agile development is coming to grips with the role of leaders and managers of self-organizing teams. Many would-be ScrumMasters and agile coaches go to the extreme of refusing to exert any influence on their teams at all. Others retain too much of their prior command-and-control management styles and fail to unleash the creativity and productivity of a self-organizing team.
Leading a self-organizing team can be a fine line. In this session you will learn the proper ways to influence the path taken by a team to solving the problems given to it. You will learn how to become comfortable in this role. You’ll understand why influencing a self-organizing team is neither sneaky nor inappropriate but is necessary.
Drawing on analogies from fields such as evolutionary biology and the study of complex adaptive systems, the instructor will describe three factors necessary for self-organization to occur and then provide seven tools for guiding the direction taken by the team as they self-organize.
'Stakeholder Engagement Shortcuts': Ilan Goldstein @ Colombo Agile Conference...ColomboCampsCommunity
Change is difficult, and the reality is that in many organisations, an agile adoption means considerable change. Kickstarting a new initiative such as Scrum requires support from your senior stakeholders. This presentation outlines some powerful shortcuts to help engage with your stakeholder community to ensure that Scrum is given the best opportunity to flourish!
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?James Coplien
講演概要: デンマークには「アジリティ」という、訓練された犬によって行われるスポーツがある。その訓練と血統に関する研究論文には、アジャイルソフトウェア開発と似通った点がいくつかある。「日々行われる優れた実践行動(プラクティス)は、トレーナーによって行われているというよりも、チームとして行われている」。現在のアジャイル普及への道は、アジャイルの理念(イデオロギー)を習得したことを認定することに重きが置かれていたり、いくつかの理念をより上位の理念の傘の下にまとめただけで、緊急に軌道修正が必要だ。本講演では、(トヨタの)カイゼンに根ざしたアプローチで、スクラムや一般的なプロセス改善について考えていく。そして、アジャイルの認定において事実や知識をベースとした計測方法から、よりアジャイルな認定方法に移行するとはどういうことかを説明する。そして最後に、ゲームを使った内観的かつ実験的な取り組みについて紹介する。そして、認定やテスト重視のアジャイルに対する事実と知識をベースにした学習方法から、ゲームをベースとした内観的かつ試行的な取り組みへの移行についても紹介する。
"Agility" in Danish is a performance sport done by trained dogs. While training and pedigree papers have certainly found a place in agile's software namesake, good agile practice should be more in the hands of the Team than the Trainer. The current agile journey that focuses on certification around some ideology, or on aligning several ideologies under an uber-ideological umbrella, urgently needs a mid-course correction. This keynote renews the vision of a Kaizen-based approach to Scrum in particular and process improvement in general, and a shift in focus from what is a facts-and-knowledge-based approach to agile based on certification and scored surveys to an introspective and experiential approach based on games.
Scrum and Patterns share a heritage that goes back centuries. The common foundations of the two — local adaptation, incremental growth, focus on "value," and the central human element — make patterns a particularly viable vehicle for rolling out Scrum. These notes give a short definitive summary of patterns (by example) and pattern languages. Next, they introduce basic Scrum patterns that the Scrum PLoP® effort has gathered over the past five years. After that we look at the "Scrum secrets" — Scrum fundamentals that most practitioners either aren't aware of or which usually go unheeded. Patterns help tease out the tradeoffs ("forces") for these forms in a way that makes them memorable. Last, we give a glimpse of how to use these patterns as a powerful way to evolve your own Scrum implementation to excellence.
One of the challenges of agile development is coming to grips with the role of leaders and managers of self-organizing teams. Many would-be ScrumMasters and agile coaches go to the extreme of refusing to exert any influence on their teams at all. Others retain too much of their prior command-and-control management styles and fail to unleash the creativity and productivity of a self-organizing team.
Leading a self-organizing team can be a fine line. In this session you will learn the proper ways to influence the path taken by a team to solving the problems given to it. You will learn how to become comfortable in this role. You’ll understand why influencing a self-organizing team is neither sneaky nor inappropriate but is necessary.
Drawing on analogies from fields such as evolutionary biology and the study of complex adaptive systems, the instructor will describe three factors necessary for self-organization to occur and then provide seven tools for guiding the direction taken by the team as they self-organize.
This presentation by certified Scrum trainer Mike Cohn addresses a common challenge in agile development: the new role of leaders and managers in self-organizing teams.
Balancing the tension between Lean and AgileJames Coplien
Many people equate Lean and agile or claim that one is a subset of the other. In fact, they have almost opposite emphases: thinking versus doing; teams versus individuals; planning versus reacting; and many more. This talk will help you clarify the distinction in a way that will help you focus soberly on how to improve your environment, team, product and process, by going beyond the buzzwords to the fundamental building blocks.
Scaling Agile and Working with a Distributed TeamMike Cohn
The early agile literature was adamant about two things: stick with small teams and put everyone in one room. However, in the years since the Agile Manifesto, the increasing popularity of agile and the dramatic improvements it brings has pushed it onto larger and larger projects. Additionally, having an entire team--especially on a large project--in one room, or even one building is a luxury no longer enjoyed by many projects.
In this presentation, we will look at how agile can be scaled to work on any multi-team project. Even a project with two teams will benefit from learning how to proactively manage interteam dependencies, conduct iteration planning for multiple teams, cultivate communities of practice, and coordinating work. Because so many projects are spread across multiple sites we will also look at overcoming the unique challenges facing distributed teams. We will look at deciding how to distribute a team, how to create coherence among team members, the importance of getting together and when are the most important times to use the travel budget, changes to what the team documents, and how to handle meetings when spread across timezones. Whether your project is spread across two locations in the same city or spread around the globe, you will leave with practical advice to try tomorrow.
After an introduction to the basic tenets of Agile and some Agile practices, this presentation to Richmond SPIN (Software Process Improvement Network) talks about ways to convince your organization or clients to use Agile software development practices. Based on a presentation given at Agile 2009 by Arin Sime, Senior Consultant with OpenSource Connections.
Most projects start out as great ideas. But, somewhere along the way, project management mistakes are made, communication breaks down, and, most projects—70% of them— end up late, over budget, and on the way to the project dumpster. These 8 projects failed epically, but therein are contained project management lessons any smart manager can benefit from.
10 Critical Aspects of IT Service Continuity to Protect Your Company's Digita...Jesse Andrew
Watch the webinar: http://go.italerting.com/pink-elephant-it-service-continuity
Life is never certain or predictable, however it seems like every other week we hear of some devastating natural disaster, massive security breach or major man-made crisis flooding the airwaves and going viral on social media. So much so that It almost seems that the unpredictable has become common place and the rare occurrence our weekly update.
Based on this new global reality and the business dependence on digital automation it is more crucial than ever for businesses to take up the old Boy Scout motto, "Be Prepared". In this informative webinar Troy DuMoulin, VP of Research and Development at Pink Elephant and Vincent Geffray, Senior Director of Product Marketing at Everbridge provide an overview and practical guidance on the critical governance, management capabilities and plans for dealing with the un-expected in a digital and data dependent world.
Some categories of tech debt, their causes, potential metrics (and how to avoid their misuse), and ways to pay down the debt, and avoid the accrual of technical debt.
Talk first given at Agile Development Practices East 2011.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
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.
This presentation by certified Scrum trainer Mike Cohn addresses a common challenge in agile development: the new role of leaders and managers in self-organizing teams.
Balancing the tension between Lean and AgileJames Coplien
Many people equate Lean and agile or claim that one is a subset of the other. In fact, they have almost opposite emphases: thinking versus doing; teams versus individuals; planning versus reacting; and many more. This talk will help you clarify the distinction in a way that will help you focus soberly on how to improve your environment, team, product and process, by going beyond the buzzwords to the fundamental building blocks.
Scaling Agile and Working with a Distributed TeamMike Cohn
The early agile literature was adamant about two things: stick with small teams and put everyone in one room. However, in the years since the Agile Manifesto, the increasing popularity of agile and the dramatic improvements it brings has pushed it onto larger and larger projects. Additionally, having an entire team--especially on a large project--in one room, or even one building is a luxury no longer enjoyed by many projects.
In this presentation, we will look at how agile can be scaled to work on any multi-team project. Even a project with two teams will benefit from learning how to proactively manage interteam dependencies, conduct iteration planning for multiple teams, cultivate communities of practice, and coordinating work. Because so many projects are spread across multiple sites we will also look at overcoming the unique challenges facing distributed teams. We will look at deciding how to distribute a team, how to create coherence among team members, the importance of getting together and when are the most important times to use the travel budget, changes to what the team documents, and how to handle meetings when spread across timezones. Whether your project is spread across two locations in the same city or spread around the globe, you will leave with practical advice to try tomorrow.
After an introduction to the basic tenets of Agile and some Agile practices, this presentation to Richmond SPIN (Software Process Improvement Network) talks about ways to convince your organization or clients to use Agile software development practices. Based on a presentation given at Agile 2009 by Arin Sime, Senior Consultant with OpenSource Connections.
Most projects start out as great ideas. But, somewhere along the way, project management mistakes are made, communication breaks down, and, most projects—70% of them— end up late, over budget, and on the way to the project dumpster. These 8 projects failed epically, but therein are contained project management lessons any smart manager can benefit from.
10 Critical Aspects of IT Service Continuity to Protect Your Company's Digita...Jesse Andrew
Watch the webinar: http://go.italerting.com/pink-elephant-it-service-continuity
Life is never certain or predictable, however it seems like every other week we hear of some devastating natural disaster, massive security breach or major man-made crisis flooding the airwaves and going viral on social media. So much so that It almost seems that the unpredictable has become common place and the rare occurrence our weekly update.
Based on this new global reality and the business dependence on digital automation it is more crucial than ever for businesses to take up the old Boy Scout motto, "Be Prepared". In this informative webinar Troy DuMoulin, VP of Research and Development at Pink Elephant and Vincent Geffray, Senior Director of Product Marketing at Everbridge provide an overview and practical guidance on the critical governance, management capabilities and plans for dealing with the un-expected in a digital and data dependent world.
Some categories of tech debt, their causes, potential metrics (and how to avoid their misuse), and ways to pay down the debt, and avoid the accrual of technical debt.
Talk first given at Agile Development Practices East 2011.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
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.
Brief Intro to Agile, Benefits & TransitionMichael Sahota
This presentation was given to a client at the start of an assessment phase to explain to the staff why Agile is of value and briefly explain how it works. We also explained the typical approach to transition and what would happen during the assessment. The presentation was given to Engineering and related groups. This was prepared and delivered jointly with Gerry Kirk.
Please email us if you would like a download.
Technical Paper Competition - PMI's Project Management Regional Conference, Pune - 28 Feb, 2015
More details about Technical Paper Competition:
http://www.pmi.org.in/events/regconf2015#papers
This presentation talks about importance of changing mindset by different stakeholders involved in Agile, for the expected outcome to be delivered by Agile adoption. It talks about various scenarios or apprehensions many people from different roles would have in Agile adoption and inputs on handling this change management exercise effectively.
This presentation talks about different tools & techniques to conduct 'meaningful' retrospection meeting, not just efficient ones. If the team members feel that the Retros are meaningful and it contributes in continuous improvement of the team environment, only then the team members would be willing to participate enthusiastically in the retros.
User Story Cycle Time - An Universal Agile Maturity MeasurementEthan Huang
Trying to define a comprehensive CMMI like Agile Maturity Model?
If you're running all Scrum meetings but cannot deliver every sprint, you're not agile at all, if you don't follow any Scrum format but you're delivering small features every couple of weeks you're still Agile - deliver the highest value in the shortest time.
User Story Cycle Time - one universal Agile maturity measurement you might be able to use in your Organization cross different teams.
Deliver on time and improve communication with the business to minimize project failure.
Your Challenge
The Agile evangelists are having trouble converting others to the Agile philosophy.
Your team is facing pressure to deliver projects in a smaller time frame. The Waterfall approach is causing projects to go over budget, misunderstanding of project owners’ expectations, and late delivery to the end-customer.
Projects that get implemented successfully may be susceptible to problems as the software gets older and crucial changes are too expensive.
A consolidation roadmap that is based on an easy-to-implement method will ease the burden on resource and infrastructure maintenance.
Our Advice
Critical Insight
Agile is not suitable for all organizations, or all projects. Carefully select pilot projects that have the greatest chance of success and determine the right requirements or risk significant cost overruns to fix problems or roll back development.
An Agile rollout may require peripheral projects to be accelerated.
Agile will modify internal roles and processes. Get ready for change management.
Impact and Result
Agile will improve communication and transparency between teams and stakeholders, which will lead to higher quality products and fluid team dynamics.
The success of the Agile pilot should be used to build the case for an organizational-wide deployment.
In order for your organization to stay competitive, it must place focus on delivering projects at a quicker pace with the right features.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
Cloud computing is an emerging technology that
offers opportunities for organisations to hire precisely those ICT
services they need (SaaS/PaaS/IaaS). Small and medium sized
enterprises (SMEs) can benefit a lot from software services that
are managed in a professional way. Cloud computing enables
them to overcome restrictions from low budgets and limited
resources for ICT. However, cloud adoption is challenging and
requires a clear cloud roadmap. Organisations lack knowledge of
cloud computing and are usually challenged by the adoption of
cloud services. In most cases, SMEs do not know what aspects
they have to take into consideration for a sound decision in
favour or against the cloud. A cloud readiness assessment is a
general approach to facilitate this decision-making process.
The presented study focuses on the development of an assessment framework for cloud services (SaaS) in the domain of enterprise content management (ECM) and social software (ecollaboration).
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
These slides quickly illustrate how you can successfully adopt Agile to improve your development efforts. In addition to discussing how and why teams are interested in Agile, it covers some of the challenges of adopting it and suggestions for ensuring success.
Lightning talk at the Agile Meetup. Discusses the idea that if you are introducing change you need to understand how the organisation got the way it is now, and address the underlying concerns and drivers, so as to make the chanegs stick.
On October 14, 2015, Michael Gill gave a presentation entitled "The Process of Communication, A Practical Guide for Project Managers." Communication is not about knowing the process. Communication is about managing the process. A successful project manager communicates effectively by setting and managing expectations throughout the lifecycle of a project and, by doing so, creates redundancy in a fluid industry. The importance of a simple and redundant communication framework cannot be overstated. Referencing my book, The Process of Communication, I will focus on the role of pre-production and the importance of Requirements Gathering, establishing a teams Level of Effort, communicating Assumptions and through the development of these tools establishing a realistic Timeline. I will speak about how all of these deliverables are used to manage clients expectations as obstacles arise and requirements change.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
This is a presentation that was given to the Project Management Institute of Metrolina. The goal is exposure to the fundamental ideas of Lean/Agile/Scrum software development.
In the world of agile, there is theory and then there is practice. We like to talk about self-organizing teams, asynchronous execution, BDD, TDD, and emergent architecture. We also talk about cross-functional teams: how analysts, testers, architects, technical writers, and UX designers belong on the same team, right next to programmers. It all sounds nice in theory, but how does this work in reality? What do these people actually do? How do they interact? What does it look like? Is there really a pragmatic way to make this work?
In this simulation, a cross-functional team will actually build a piece of software. Every specialist will have a hand in the process. Every specialist will also act as a generalist. Everyone will add value. And as a team, we’ll get something DONE.
This is your opportunity to see agile development in practice, and to bridge the gap between what agilists say and what teams do. And it’s not as new or as difficult as you think – affinity between testers, BA’s, coders, and other team members has really been at the root of effective development practices all along. Let’s just finally acknowledge that it works, demonstrate its capabilities, and encourage it going forward.
This IS agile development.
Agile Cafe Boulder - Panelist and keynote slidesCloud Elements
Agile Cafe, 2/3 in Boulder, CO. Presentations from Adam Woods at StoneRiver, Bill Holst at Colorado Springs Utilities and keynote by Jean Tabaka at Rally Software.
How (can) Scrum and DevOps Walk Together to Build a High-Quality Product Deli...Scrum Day Bandung
Discussion in fishbowl format to find out how Scrum and DevOps should more power-full if we use it together and properly, then validating with data and convergence of CEO Scrum.org and CEO DevOps Institute.
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?
Why don't small companies do big a agile?activelylazy
Why don't small companies do big-A-Agile? Are they agile by default? Is Agile just a way for a large company to behave more like a small one? In this retrospective on agile adoption in companies large and small we'll look at what drives adoption, how effective it is at meeting those goals and whether software craftsmanship could teach us more.
CTO School Melbourne 2017 - Getting Started at a StartupNish Mahanty
Start ups have some interesting challenges and conversely some exciting opportunities.
They have a limited runway of cash – this drives an intense focus on delivering value (before the money runs out)
They have no existing culture or processes – there is nothing to undo as they create a new culture
There is no existing code to build upon - there’s no legacy code to deal with, and you produce applications that match what you need to do
There is no set of commonly understood processes – you get to adopt whatever works well and that fits your needs.
This case study talks about the last 9 months of our start-up where we went from “no team, and limited functionality” – to launching a successful and thriving business backed by completely custom trading platform and fulfilment engine.
Presentation from First Conference http://www.1stconf.com/
Targeted at Agile"beginners" this talk presented a lightweight set of guidelines for planning and executing an agile transformation.
The guidelines were illustrated with a case study from a recent agile adoption program, and highlighted the process, what worked well, what didn't work at all, and how to recover from set backs.
The presentation covered analysing the problem, change models, how to get started, useful metrics, and tips for stakeholder management.
The case study focussed on presenting real situations, with complex problems.
Why take a Continuous Delivery approach in your organisatiionNish Mahanty
Two case studies on teams that had adopted Continuous Delivery by pulling from a toolkit of Agile, Kanban, and Lean techniques.
These teams raised customer NPS, improved team engagement, and increased their throughput.
Presented at "Innovating IT Service Conference 2014"
http://itsframeworks.com/
LAST Conference - The Mickey Mouse model of leadership for software delivery ...Nish Mahanty
Leading an agile team can be rewarding and also challenging. It is an opportunity to apply your leadership and vision, and to introduce those the ideas and behaviours that are important to you. One of the main benefits is the opportunity to grow and develop the careers of your teams, and to have an impact wider than your own individual technical skills.
It is also a challenge. Often the skills that got you the promotion, or new job, aren't the ones you need to be successful in the new role. If you are inheriting an existing team, they usually have work in-flight so it’s important to be up to speed with what the team is doing, and whether they are on track for meeting their (now your) objectives. Every team, company, and situation is different, with unique challenges so it is important that you quickly identify where to focus your energies.
I'll outline a framework (with themes and a checklist) for assessing the situation, and constructing a 30 day plan to set yourself, and the team, up for success:
Theme 1: Build the things right (The technical aspects of delivering quality solutions)
Theme 2. Build the right thing (validating the planned deliverables against the desired business outcomes)
Theme 3. Build the right Team (building a resilient, highly engaged, highly skilled team, who work well together and who can efficiently adjust to unforseen changes, whilst still delivering the outcomes)
I believe that a successful agile team achieves a conscious balance between these themes. If they aren't focussed on all three, then they are unlikely to be as successful as they could be.
Against these three themes I'll present and discuss a 6 point checklist that will help the new leader develop a 30 day plan:
1. Business objectives and environment – assess whether the team is doing productive work that aligns with the business needs.
2. Team – build a highly engaged, resilient team that understand their contribution to the larger business outcomes
3. Metrics –continually visualise progress against your goals
4. Stakeholders – build a strong relationship, and clear lines of communication
5. Continual improvement – no team should stand still and no team has reached perfection, so continuously analyse performance and focus on getting better.
6. Budget – understand the financial commitment to help plan activities and team dynamics
The aim of the talk is to be educational, offering up a set of ideas, supported with real-world examples, that the attendees can adopt in their own organisations, to help them and their teams become more successful.
Agile Australia Conference 2012 - Building High Performing Teams - to deliver...Nish Mahanty
Presentation that I gave at Agile Australia 2012 in Melbourne, and at Agile Encore 2012 in Auckland.
Agile, Lean, Kanban, DevOps, Continuous Delivery! Fundamentally, all these methodologies are predicated on effective system and culture change. They require people and teams to work together to negotiate outcomes, remove inefficiencies, and deliver great business outcomes.
This talk focusses on the practicalities of building a high-performing team that can execute within a chosen methodology, and deliver awesome business outcomes. It includes practical tips on motivation, hiring, and team building across distributed teams, and gives real life examples of successes (and failures).
Discover:
» A clear context for why this is a precursor for the successful adoption of Agile
» A clear framework for building high performing teams
» Practical tips for what to do when things go wrong
» How to lead high performing Distributed teams
» Real life examples of what worked and what doesn't
Agile Australia Conference 2011 - Devops live accounts- continuous delivery_stNish Mahanty
Presentation at Agile Australia 2011 http://www.agileaustralia.com.au/2011/topics-day-one.html#liveaccounts-devops
Nish Mahanty - Software Delivery Manager, MYOB
» Lawrence Song - Technical Architect, MYOB
Live Accounts is an online accounting application. It was a 10 year-old legacy system with complex architecture and no test or build scripts. The manual deployment was quite complex, involving deploying one Java application and three DotNet applications to three windows servers.
Over the past six months, MYOB has progressed incrementally from manual build and deploy processes based on Perforce, to CI and semi-automated deployments (using Perforce, Hudson, Maven,) to fully automated delivery (using Go, Git, Rake). This talk summarises that journey, and explores the technical challenges and lessons-learned.
MYOB has measured the increase in number of deployments, decrease in deployment issues, and decrease in deployment time over the six months. Developers were working closely with Ops to understand the pain points and automated the deployment process as much as possible to make their lives easier.
This talk explains the business problem and how to begin the incremental, iterative, adaptive journey to Continuous Delivery for a complex legacy system, illustrated with data and technical tips.
Attendees will discover:
» The value argument for Continuous Delivery
» Clear steps on how to integrate DevOps and progress on the automation journey
» Insights into a common set of tools, with the opportunity for a technical in-depth pros and cons discussion
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
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During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
2. Agenda
• The 5 preconditions for success
• Understand the problem you are solving
• Use Agile as a risk mitigation approach for
projects
• An Agile Adoption Parable
3. There are certain preconditions that
you need in place in order to succeed
You’re more likely to fail if you don’t have them
11. 2. Understand the problem you are
solving
Define it, agree on it, measure it
12. Agreeing on the problem is not easy
because the people who caused the problem
still work here…
13. “My bit is okay, its those guys who
need to change”
14. But you need to agree, so that you can
measure progress…
And keep renewing the funding
15. What is the biggest problem?
Fix that first.
Repeat.
This works better than trying to fix all the
problems in one go.
16. To help identify the problems use
Lean Value Stream Maps,
Alignment to Business Strategy,
Current State assessments
Interviews
Ask the team (They always know)
17. Project Risk Risk Mitigation
Over Time
Over Budget
Wrong Quality
Deliver the wrong thing
18. Project Risk Risk Mitigation
Work in Iterations
Continuous Feedback
Over Time Big Visible Charts (Burn Down, Burn Up, Risks, Issues)
Story Walls
Prioritised (Force ranked) Product Backlogs
Continuous Integration
Tools (Resharper, xUnit, Hudson, Cucumber, Ruby, etc)
Good hardware (Lots of RAM)
Over Budget Automated Build/Package/Deployment
Build Pipelining
Test Driven Design
Automation Testing
Wrong Quality Pair Programming
Quality Metrics (Static code analysis, etc)
High Bandwidth Communications
Co-Located Teams
Deliver the wrong thing
Business part of the team
Daily Standups, Showcases, Retrospectives
19. Agile transformations involve
combinations of:
Technical Practices adoption
Governance /Structural changes
Cultural / Behavioural changes
Each organisation finds its own equilibrium
point
20. Three Levels of Agility Commitment
Strategic
CEO
CIO Portfolio
CAO CTO ...
Operational
21. Learn by doing, with a
player-coach
The best way to learn is through embedded
coaches
Be wary of “process” coaches
22. A parable
http://www.flickr.com/photos/oter/3316795815/
This is Brad
Stolen Reused with permission from Steve Hayes www.CogentConsulting.com.au
45. I’ve been there…
Be careful that you don’t give on too many of the constraints
This is insidious, because the constraints may sound reasonable
to their owners
Focus on addressing the intent of the constraint
53. What about Scrum?
• Scrum for common naming
• XP for technical techniques
• Lean for reducing waste
54. Align KRAs to match the goals
• Reduce Sev 1s in production
• Improve Customer satisfaction score
55. What about Offshore Agile
• Increase comms (video etc)
• Visit often – put a face to the voice
• Rotate people onshore-offshore
• Shared information radiators (Mingle)
• Adjust your expectations
58. Insist on Heavy Documentation
Don’t Empower the teams
Demand tight predictability
Don’t make your resources available
Lip service, but no real support
Promote the blame culture
Punish Failure