The document discusses risk management for large agile projects. It begins by explaining why explicit risk management is needed for large projects operating in high uncertainty. It then outlines a three part approach: [1] Identify risk drivers by defining objectives and determining factors that could impact success or failure, [2] Conduct agile risk assessments by evaluating threats and opportunities against the risk drivers, and tracking this in a risk profile, [3] Integrate risk management by planning responses, using a risk board, and including risks in acceptance criteria. The document provides examples of how to identify common risk drivers in areas like business, technical, feedback, organizational, and dependencies.
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
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
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
We are doing Agile well..We have been Agile now.. Is it just an assumption or do we have data to support it? Do metrics add any value or they are just a fad? Good metrics affirm & reinforce Agile principles. They open up the conversation and help the teams to improve. They are not only for management, it is for everyone who wants to inspect and adapt.
So this presentation is about how metrics can be used effectively in Agile to enable transparency and improve the overall efficiency at the team/ program and portfolio level.
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
The Art of the Retrospective: How to run an awesome retrospective meetingChris Smith
The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
* Structuring the meeting to succeed
* Setting the right tone
* Activities to gather data
* Activities to generate insights
* How to decide what to do
* How to manage retrospective actions
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
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
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
We are doing Agile well..We have been Agile now.. Is it just an assumption or do we have data to support it? Do metrics add any value or they are just a fad? Good metrics affirm & reinforce Agile principles. They open up the conversation and help the teams to improve. They are not only for management, it is for everyone who wants to inspect and adapt.
So this presentation is about how metrics can be used effectively in Agile to enable transparency and improve the overall efficiency at the team/ program and portfolio level.
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
The Art of the Retrospective: How to run an awesome retrospective meetingChris Smith
The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
* Structuring the meeting to succeed
* Setting the right tone
* Activities to gather data
* Activities to generate insights
* How to decide what to do
* How to manage retrospective actions
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
Beyond functional silos with communities of practiceDennis Stevens
Explore the concept of communities of practice and how they are a vital component for agile organizations. From providing tactical support in issue resolution, to being stewards of knowledge across vast enterprises, and even helping create support for the larger organizational change, communities of practice are a vital component in improving organizational agility.
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in Business Analyst Training in Hyderabad, Chennai, Pune, Bangalore, Delhi, NCR, Mumbai, Solapur, Vizag. We offer BA Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Chennai, Pune, Bangalore, Delhi, NCR, Mumbai, Solapur, Vizag. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
Business Analysis is not a new concept, but with emergence and booming of software industry, need of BAs raised. BA need to be part of understanding business needs, assessing the impact of those changes on the client's organisation through proper analysis and documenting requirements according to industry standards; which becomes the vital document in the event of developing the clients need into application.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Measure what matters for your agile projectMunish Malik
While working with Agile projects, we simply can't get away from tracking and showcasing the progress of the project. A typical Agile project would be working with estimates, story points, velocities, burn-up or burn-down charts.
I have witnessed numerous sprint reviews and showcases where the business is only waiting to see those few slides of the presentation where there is the "actual" red worm, running against the "planned" green worm, trying to catch-up. If the red worm is ahead, I have seen a smile on the faces of the stakeholders. If it matches the green one, there is a sigh of relief. And as a development team you should just pray that the poor red guy is not falling behind the green one, lest it might lead to a lot of questions starting with why, how, what etc.
There have also been times where there have been some unfortunate heated discussions that last forever on why did the team end up not claiming a few points that they had committed. What gets lost is what the team accomplished in the sprint that adds good value to the product. There have also been times where the estimates are being questioned by the product owner or account managers. If you are working in a distributed setup where the product owner is working out of a different country, the problem is even bigger.
Let us think about a scenario where the project gets completed on time, budget and scope. Majority (or all) of estimates were correct. However, when the product went live to the market it failed big time. What is the use of building such a product?
Are we focusing too much on numbers and points and overlooking the other important aspects of Agile software development such as producing software that delights the customers and looking for ways on how we can measure that? Are we measuring if we are creating a solid, robust and a scalable platform that is ready for future developments and enhancements? Are we measuring the outcomes of the time we are spending in the shoes of the people who will actually use the software?
The objective of this presentation is to promote the thinking of measuring what matters for your project. To measure the goals that your software development wants to achieve. I don't plan to showcase an exhaustive list of measurements that can solve all your problems, however, I instead want to highlight some samples that I have used in my projects with the help of my team, that helped us to measure things that add value to the business and development v/S simply creating burn down charts.
Majorly, I want to encourage thinking out of the box to identify what measurements will really matter for your projects. Perhaps from the eyes of the users and business and see what things if measured will add a lot more value than simply estimates, and will help in creating a valuable product that will truly delight the business and the users of the product.
Agile in action | Our process for optimising conversionsRandall Snare
This is Ruairi's and my presentation from the UX Masterclass conference in Copenhagen, April 2011. We presented a case study, and explained how our agile-esque process created a successful design.
Agile in Action - Agile Overview for DevelopersMatt Cowell
Excerpt from a presentation I gave to the University of Alabama Association for Computing Machinery in November 2010. I wanted to give the students a practical overview of Agile and Scrum and give them some perspective on what Agile means for developers.
Risk management is the process of identifying, assessing and controlling threats to an organization's capital and earnings. These threats, or risks, could stem from a wide variety of sources, including financial uncertainty, legal liabilities, strategic management errors, accidents and natural disasters.
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Rapid Risk Assessment: A New Approach to Risk ManagementEnergySec
Presented by: Andrew Plato, Anitian
Abstract: Understanding, managing and responding to risk is one of the core functions of any information security program. However, for many organizations risk assessment is cumbersome and time consuming process. IT leaders, as well as security regulations, are demanding risk management practices that can deliver quick and actionable results.
Rapid Risk Assessment is a new approach to risk management that dramatically reduces the time, effort, and complexity for IT security risk assessment. Using the existing principles of risk management defined in NIST 800-30 documents, Rapid Risk Assessment can deliver more actionable and reliable results empowering business leaders to make sound decisions about risk. The key to this approach is a unique combination of skills, organization, and documentation that accelerates every aspect of the risk management process.
This presentation shows why current risk management tactics are failing and how Rapid Risk Assessment can correct those deficiencies.
Critical role of_risk_assessment_in_international_projects_enVyacheslav Guzovsky
Risk is usually applied to negative events, things that might go wrong. Hopefully there are things that we can do, systems that we can put into place that will prevent bad things from happening, or at least if bad things happen, will minimize the likelihood of it being a total catastrophe. Some of these things are obvious, some of them are not so obvious and might sound like common sense, but there is a lot of science to back this up. This science is called risk management. It is a whole profession and may take you a few years to get there. The good news is it is a gradual process, and all we need to know is that it can be a handy tool for our trade and achievable by changing our working habits.
This lecture provides short and comprehensive view of software project and risk management. It has basic examples and calculations which is main concern of software project manager. This lecture helps to understand basics of risk management.
The Solomon365 platform is a technology-based resource that equips leaders to clarify, simplify and master the most complex aspects of board and risk governance. The RiskCoordination module increases risk intelligence by connecting risk perspectives and processes.
Get to know What is PMI - RMP Certification? and The PMI - RMP certification training that will teach you how to manage risk, which is a structured and objective approach to managing uncertainty in projects. Learn the steps involved in managing risk, including identification, analysis, and responses, and controlling both known as well as unknown risks in projects. Click here to read in Detail.
RAMS 2013 Calculating roi when implementing a dfr program by mike silvermanAccendo Reliability
Presentation given at RAMS 2013
Three-phase inverters are physically large, complex and expensive elements of major solar power generation systems. The inverter converts DC power created by the photovoltaic (PV) panels to AC power suitable for adding to the power grid.
The inverters’ reliability testing is a complex task and relies on reliability block diagrams (RBD), vendor and field data, plus selecting accelerated life tests (ALT) based on critical elements of the product.
This paper illustrates a case study that developed an RBD, used field and vendor data, and includes the design and use of two ALTs. The result is a working framework or model that provides a reasonable estimate of the expected lifetime performance of the inverter. While any project similar to this, is always a work in progress, the examination of the decisions and inputs for the model proves valuable for the continued improvement of the model and resulting life predictions. This project provides an excellent real life example of reliability estimation having a multitude of constraints including: sample size, test duration, and field data, thus having to rely on all sources of available data starting from field and vendor data to theoretical component reliability calculations, ALT plan execution, failure analysis, and finally summarizing the results using RBD to estimate product expected lifetime. At the time of writing this paper, based on completion of system level ALT, an availability of 99.97% is valid over a 10 year period according to southern Ontario weather as the main installation base. This will be revisited once subsystem ALT is completed.
Agile Network India | Risk Management in VUCA World | Ashwinee SinghAgileNetwork
Agile Network India Pune Chapter conducted an interesting Session Talk on ‘Risk Management in VUCA World‘.
It is scheduled on 29th May 2021 between 10:00 to 10:50 Hours IST.
Abstract- VUCA world requires new techniques and practices to manage Risks as both problem as well solution domain tends to be volatile and unpredictable. A paradigm shift is required in terms of empowering teams across organization to be responsible for effective risk management in a decentralized and collaborative fashion. Further, risk impact has to be looked from Outcome perspective vs. traditional output perspective. Application of BizDevOps telemetry for predictive foresights to Risks leveraging eco-system of cohesive toolsets is an emerging trend.
This approach connects product strategy to business strategy, customer value, and risk. It provides the structure for feedback and rapid reassessment of the product road map (backlog). the presentation then demonstrates how to reduce the miscommunication, over analysis, over design, and over engineering that leads to scope creep and misalignment between the desired solution and what is actually delivered.
Agile delivers improved fit, throughput, visibility and transparency, and collaboration. But the need within most organizations is not just improved software development – it is to improve the ability to deliver value. Software development organizations must focus on the initiatives where there is the greatest potential return. This is an introduction to Capability Analysis - a proven method of maximizing economic outcomes by laser focusing development on delivery of business value. Unlike many Business Analysis techniques, it matches the cadence and needs of the Agile team.
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
Introduction to Kanban for Knowledge Work: Kanban is emerging in Software Development and IT Operations as a method of improving transparency, predictability, and value. Learn how to get started with Kanban. See how Kanban can help you achieve the benefits of Pull, Value-Focus, and Capability-Improvement. Find out if Kanban is right for you.
A straight forward and repeatable approach to creating Enterprise Agility by Connecting Strategy to Execution through the use of Facilitated Articulation, A3 Planning, Kanban Project Management, and Agile technology development. The approach results in alignment and drives effective change management.
Prioritize Features based on driving down risk and delivering business value. This is an Agile Business Analysis tool that supports the nature of Agile Teams while keeping development focused on what matters the most to the business .
Conversations play a critical role in projects. Intentionally Improving the method and timing of conversations can greatly improve the performance of projects.
In 2007, Dennis Stevens set out with two other coaches to build a successful girls basketball team. The objective as to build a winning team that could win the right way. The growth of the girls was as important as the success of the team. The project was successful as the Georgia Pistols won the 2007 11u AAU National Championship. They won their games by an average of 20 points throughout the National championship tournament. Despite having a lot of talent, there were no individual stars on the team. Everyone had a role and pursued their role with their best effort. Every girl played in every game – and almost every girl scored in every game. Most importantly, the girls did it while growing as people, always respecting each other, the coaches, and their opponents. This presentation discusseseight principles that were applied to the selection, development, and performance of the team.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3. What we’re going to talk about
Why we need to figure out risk management in large
agile projects
Practice a proven approach
• Define Risk Drivers
• Agile Risk Assessment
• Integrate Risk Management
5. Decision making is impacted by many factors
• Available Information
• Uncertainty about Consequences
• Awareness of Alternatives
• What Context we are paying attention to
• When the decision is made and how much Time we
have to make the decision
• Uncertainty about the desired outcomes
• Conflicting concerns among Stakeholders
7. Risk Management
Risk
The likelihood of suffering a loss or missing an
opportunity
Risk Management
How decisions are made under uncertainty during the
project to:
• avoid losses on the project that are avoidable, and
• benefit from opportunities that arise during the
project
8. Risk Management in Agile
Agile has risk management implicitly built in
• Feedback cycles (Product, Progress, Process, and
Capability) are built in throughout the agile cadence
• Co-located teams (individuals and interactions )
facilitate shared understanding
• Agile teams may explore alternatives through spikes
and dialog
• Continuous delivery of working-tested software
9. Agile Implicit Risk Management
Uncertainty
Ambiguity
Agile is designed
for higher
uncertainty
Certainty
10. Agile Implicit Risk Management
Uncertainty
Ambiguity
Agile is suitable for
higher certainty
efforts
Certainty
When practiced by mature agile practitioners in a co-located environment on
relatively small projects –implicit risk management may be appropriate
11. Limits of Agile Risk Management
• Can miss important aspects of the program
outcomes that are outside the teams line of sight
• Makes is difficult to measure the risk impact
• Can encourage pushing risky things off so we can
maintain an optimistic burn-up
• Often is tactical in nature – focusing on a local effect
without a clear connection to the outcomes
12. “Traditional” Risk Management
Risk Management in Many Organizations
• Tactical in nature
• Focuses on threats and the direct consequences of
the threat
• Driven by bottom up analysis
• Often identified, assessed and managed
independently of the teams executing the work
13. Tactical approach to risk management
Uncertainty
Ambiguity
Tactical Risk management
is designed for few
interconnections in
relatively certain
environments
Certainty
Entities
1, 2 Many Dynamic
14. Limits of Traditional Risk Management
• Creates bureaucratic overhead
• Managing point solutions mean that the risk impact
may not be closely connected to objectives
• Significant gaps in ability to handle ambiguity and
emergence
• Ineffective integration of risk-management
• Often ignores opportunities
15. Insufficient approaches to risk management
Uncertainty
Ambiguity
The problems we are
solving today operate in
high uncertainty and
dynamic, interconnected
systems.
Certainty
Entities
1, 2 Many Dynamic
16. What is needed
To handle scale
• Explicit risk management
• Systemic view of risk
To handle ambiguity
• Continuous risk management
• Integrated with the work and the team
• Exploits opportunity as well as avoids threats
17. What I’ve drawn on for this approach
Significant Experience with Agile in the Enterprise
SEI-CMM research into Systemic Risk Management
(MOSIAC)
Lean-Startup, particularly validated learning, scientific
experimentation, and iterative product releases
18. Risk Management for Agile in the Enterprise
• Identify Risk Drivers
• Identify objectives
• Determine risk drivers
• Agile Risk Assessment
• Assess against risk drivers (Threats and Opportunities)
• Risk profile / burn-down
• Integrate Risk Management
• Plan responses
• Risk board
• Acceptance criteria
21. Risk Drivers
• A driver is a factor that has a strong influence on the
eventual outcome or result
• Drivers enable a continuous systemic approach to
risk management
• Effects of conditions and potential events can be
aggregated across a program
22. Risk Drivers
Risk drivers are stated from a success state and a failure state.
Our processes are
sufficient for
Success State delivering this
product
Drivers
Our processes are
inadequate to
Failure State deliver this
product
23. Risk Driver Starter
• Mosaic defines 20 drivers in 6 categories
• Seems like a lot from an Agile standpoint
• I have used two – internal to team external to team
• Has proven to be too light
• I am currently using five
• Business
• Technical
• Feedback
• Organizational
• Dependency
24. Identify Risk Drivers
• Do this with the same group who is doing Release
and/or Program Planning
• Tailor the drivers to your effort
• Remove extraneous drivers, add missing drivers to the list,
combine or decompose drivers so they make sense to the
team
• Write a success condition statement and a failure
condition statement
• Adjust the wording in each driver to be consistent with the
programs language
25. Business Risk Drivers
Consider
• Clear Objectives
• Customer / End-User Understanding
• Appropriate Requirements
• Plan and Constraints
• Adoption Barriers
• Trimming the Tail
• Pivoting
• Operational Preparedness
26. Business Driver
Customer Understanding
Success State:
The product is appealing to consumers and increases
customers using automated systems for bank deposits
Failure State:
The product is viewed as threatening or unreliable to
customers and more customers use the bank and drive
through for deposits
27. Technical
Consider
• Development Tools and Technologies
• Technical Execution Ability
• Design and Architecture
• Delivery Process (Design, Develop, and Deploy)
28. Technical Driver
Development Tools and Technologies
Success State:
The tools and technologies are sufficient to support the
delivery of the solution
Failure State:
The tools and technologies hinder the delivery of the
solution
29. Feedback
Consider
• Technical Performance
• Fit to Need
• Compliance Testing
• System Capability
• System Integration
• Operational Support
• Certification and Accreditation
30. Feedback Driver
Technical Performance
Success State:
Our test environments, test data management, and test
deployment are suitable to gathering rapid feedback to
ensure technical excellence is delivered
Failure State:
Test environments, test data management, and test
deployment contribute to delays that cause the
program to fail.
31. Organization and Environment
Consider
• Staffing and Team Stability
• Coordination
• Project Management
• Facilities and Equipment
• Organizational Conditions
• Political Concerns
32. Organization and Environment Driver
Staffing and Team Stability
Success State:
Our teams are fully staffed with analysts, testers, and
engineers so they become high performing teams
Failure State:
Testers are pulled onto many projects and there is
significant churn on the project from holding
completed code that can’t be tested when completed
33. Dependency
• Suppliers, Partners or Collaborators
• Applications
• Software
• Systems or Sub-systems
• Hardware
• Legal, Compliance, etc
34. Dependency Driver
Hardware
Success State
The scanners in the ATM machines consistently
produce a high quality of input
Failure State
Scanners in ATM machines are not calibrated
sufficiently to balance between fraudulent deposits and
satisfactory scans
35. Workshop #1
• Review the case study
• For each Risk Driver discuss with the team and write
a success statement and a failure statement
• Focus on creating a future vision and a shared
understanding of the opportunities and threats
36. Workshop #1 Discussion
• Would effort be useful on your projects?
• What would make this effort difficult?
• Do you think the risk drivers would become stable
over time – or do they shift from effort to effort?
38. Identify Events for each Category
• Working with the whole team – identify events that
could influence the success state or the failure state
• This can look like story mapping
Hardware
Failed Implementation: We invest in the product and we can’t implement it
in the field because the scanners are bad.
Reduce Time: We may be able to reuse the Image Interpretation software
from SOG to overcome deficiencies in the scanners.
40. Evaluate Risk Events
Impact
Small-1 Medium-3 Big-5
Likelihood
Low-1 1 3 5
Medium-3 3 9 15
High-5 5 15 25
Risk Likelihood Impact Risk
Score
Failed Implementation: We invest in the product 3 5 15
and we can’t implement it in the field because the
scanners are bad.
Reduce Time: We may be able to reuse the Image 3 3 9
Interpretation software from SOG to overcome
deficiencies in the scanners.
41. Risk Burn-Down
The risk burn-down measures the rate we are reducing the total risk score for a
project.
You probably want to burn down risk faster than your features are burning up
42. Assessing the Risk Profile
• Driver State
• Driver is almost certainly in its success state
• The driver is most likely in its success state
• The driver is equally likely in its success and failure state
• The driver is most likely in its failure state
• The driver is almost certainly in its failure state
44. Risk Assessment
Use the Risk Burn-down or Risk Profile to encourage early risk reduction.
Risk First Then Value
45. Agile and Compliance Gates
Phase Gate 0
Candidate Project Phase Gate 2 Phase Gate 4
Validated Plan and Architecture Acceptance and Closure
Phase Gate 1
Phase Gate 3
Clear and Stable Objectives
Deployment Ready
46. Agile and Compliance Gates
Phase Gate 0
Candidate Project Phase Gate 2 Phase Gate 4
Validated Plan and Architecture Acceptance and Closure
Phase Gate 1
Phase Gate 3
Clear and Stable Objectives
Deployment Ready
Following Agile
Release Planning
including
identification of
drivers and first cut
of risks
47. Agile and Compliance Gates
All 15 and 25 risks
are reduced,
retired, or
accepted
Phase Gate 0
Candidate Project Phase Gate 2 Phase Gate 4
Validated Plan and Architecture Acceptance and Closure
Phase Gate 1
Phase Gate 3
Clear and Stable Objectives
Deployment Ready
48. Workshop #2
• For each Risk Driver identify one or two events that
would influence the driver
• Evaluate those events on the Likelihood-Impact Scale
– use a planning poker approach to determine the
total score
• Fill in the two charts (Risk Profile, Risk Burn-down)
• Discuss how the Risk Profile combined with a release
burn-down might influence more productive
behavior in the project
53. Integrated Risk Management
Agile Teams
• Product Owner Teams: Responsible for getting the
work ready for the team and paving the way for
successful delivery.
• Delivery Teams: Responsible for delivering working
tested software in a stable velocity at a sustainable
pace
57. Workshop #3
• Review the Agile Cadence and discuss the questions
on the Workshop #3 Worksheet
58. Workshop #3 discussion
• What are some ways that we can integrate explicit
risk management into Agile?
• How can we improve decision making on projects by
making risk management explicit?
• How can we avoid creating overhead in incorporating
risk management?
• Do you think this approach could be suitable for
external audit and governance compliance without
creating a risk management for risk management’s
sake approach?
59. Questions and Discussion
Risk Management for Agile Projects
• Identify Risk Drivers
• Identify objectives
• Determine risk drivers
• Agile Risk Assessment
• Assess against risk drivers (Threats and Opportunities)
• Risk profile / burn-down
• Integrate Risk Management
• Plan responses
• Risk board
• Acceptance criteria
ICACTUS: A silly acronym to remember the decision making factors. We are not rational decision makers for the most part. We are certainly not systemic / holistic decision makers. Most of the time we make decisions:with limited information, not thinking through the bigger (system) consequences, without exploring alternatives (do the first thing that comes to mind that works), When is the right time to make the decision (real options, cost of delay, commitment/holding cost), without thinking about the outcomes, andthat result in local optimization.
When we don’t have t
When we don’t make aren’t making good decisions (ICACTUS)with the explicit intention to reduce risk – we are likely to incur losses and miss opportunities. Risk Management is all about making good decisions throughout the project.
I am interested in raising the risks we need to pay attention to. Often, I will move a risk to a 1 or 0 when I want to monitor it – after I have done everything I can to manage it. For example, adding contingency to a project schedule for an external dependency, getting organizational support to escalate the dependency, and then setting up a weekly meeting to track the status of the dependency may be all I can do for a certain risk. At that point, I can burn the risk down to a lower number – but I still need to monitor.
You can integrate the risk work directly into teams backlogs. In my experience we do this we delivery teams – but often have a distinct risk board for the Product Owner Teams.