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?
"Creating a testing culture" by Mark StriebeckOperae Partners
The document discusses 10 things known to be true about testing at Google. It summarizes Google's approach to testing including focusing on unit testing, making tests fast by parallelizing and using continuous integration, storing all test results in a central system, and changing the culture over a long period by passionate change agents. Testing is integrated into daily work even during breaks, showing how Google aims to keep engineers thinking critically at all times.
"Lean software development: discovering waste" by Mary PoppendieckOperae Partners
The document discusses lean principles for software development. It notes that standard lean tools designed for operations may not be appropriate for application development. Lean principles for development focus on building the right thing, building it right, and delivering fast through techniques like designing based on customer needs, reducing waste from extra features and handoffs, embedding quality through testing, and minimizing technical debt.
Numerose stimate società internazionali di consulenza hanno iniziato ad offrire servizi di trasformazione agile, accattivanti e convincenti. Ottimo, vuol dire che le aziende del futuro saranno tutte agili? Purtroppo no. Scopriamo insieme i tratti caratteristici di queste proposte, i numerosi limiti ed i rischi collegati.
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Institut Lean France
We now have a pretty good idea of what Just-in-Time means in software development. With Continuous Delivery moving to the mainstream, rapid flow of value through the development process is becoming routine. However, as software systems get larger and more complex, we may lose sight of what Jidoka has to offer. At the Lean IT Summit 2014, Mary Poppendieck explained what Jidoka, or situational awareness, means for groups developing large software systems.
This document discusses how project management professionals using traditional "waterfall" methods can work well with those using agile methods. It argues that agile practices align with the PMBOK process groups and that the definition of project success has changed to prioritize meeting stakeholder needs, quality, and return on investment over rigid schedules and budgets. It also provides tips on finding common language between the approaches and emphasizes that the fundamental difference is an iterative versus sequential workflow.
Lean Software Development: Values and PrinciplesBalaji Sathram
This document discusses Lean Software Development. It begins with a brief history of Lean, noting its origins in manufacturing and its application to software development starting in the 1990s. It then defines Lean according to the five pillars of Lean thinking: value, value stream, flow, pull, and perfection. The document outlines six Lean values related to accepting human factors and complexity while striving for better economic and social outcomes. It also lists seven Lean principles for software development, such as eliminating waste, building quality in, and respecting people. The document provides examples of Lean practices and concludes that Lean is a methodology for trimming non-value-added activities from the software development process while following any development methodology.
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
Introduction to Agile and Lean Software DevelopmentThanh Nguyen
The document provides an introduction to agile and lean software development. It discusses traditional vs agile development, defines agile as iterative and incremental using a plan-do-check-act approach with empowered cross-functional teams relying on automation. It covers the agile manifesto, principles and core practices including short iterations, deming's PDCA model, and the agile software development lifecycle. Lean concepts are introduced such as eliminating waste, amplifying learning, deciding late and delivering fast to empower teams and build integrity.
"Creating a testing culture" by Mark StriebeckOperae Partners
The document discusses 10 things known to be true about testing at Google. It summarizes Google's approach to testing including focusing on unit testing, making tests fast by parallelizing and using continuous integration, storing all test results in a central system, and changing the culture over a long period by passionate change agents. Testing is integrated into daily work even during breaks, showing how Google aims to keep engineers thinking critically at all times.
"Lean software development: discovering waste" by Mary PoppendieckOperae Partners
The document discusses lean principles for software development. It notes that standard lean tools designed for operations may not be appropriate for application development. Lean principles for development focus on building the right thing, building it right, and delivering fast through techniques like designing based on customer needs, reducing waste from extra features and handoffs, embedding quality through testing, and minimizing technical debt.
Numerose stimate società internazionali di consulenza hanno iniziato ad offrire servizi di trasformazione agile, accattivanti e convincenti. Ottimo, vuol dire che le aziende del futuro saranno tutte agili? Purtroppo no. Scopriamo insieme i tratti caratteristici di queste proposte, i numerosi limiti ed i rischi collegati.
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Institut Lean France
We now have a pretty good idea of what Just-in-Time means in software development. With Continuous Delivery moving to the mainstream, rapid flow of value through the development process is becoming routine. However, as software systems get larger and more complex, we may lose sight of what Jidoka has to offer. At the Lean IT Summit 2014, Mary Poppendieck explained what Jidoka, or situational awareness, means for groups developing large software systems.
This document discusses how project management professionals using traditional "waterfall" methods can work well with those using agile methods. It argues that agile practices align with the PMBOK process groups and that the definition of project success has changed to prioritize meeting stakeholder needs, quality, and return on investment over rigid schedules and budgets. It also provides tips on finding common language between the approaches and emphasizes that the fundamental difference is an iterative versus sequential workflow.
Lean Software Development: Values and PrinciplesBalaji Sathram
This document discusses Lean Software Development. It begins with a brief history of Lean, noting its origins in manufacturing and its application to software development starting in the 1990s. It then defines Lean according to the five pillars of Lean thinking: value, value stream, flow, pull, and perfection. The document outlines six Lean values related to accepting human factors and complexity while striving for better economic and social outcomes. It also lists seven Lean principles for software development, such as eliminating waste, building quality in, and respecting people. The document provides examples of Lean practices and concludes that Lean is a methodology for trimming non-value-added activities from the software development process while following any development methodology.
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
Introduction to Agile and Lean Software DevelopmentThanh Nguyen
The document provides an introduction to agile and lean software development. It discusses traditional vs agile development, defines agile as iterative and incremental using a plan-do-check-act approach with empowered cross-functional teams relying on automation. It covers the agile manifesto, principles and core practices including short iterations, deming's PDCA model, and the agile software development lifecycle. Lean concepts are introduced such as eliminating waste, amplifying learning, deciding late and delivering fast to empower teams and build integrity.
This document discusses how traditional project management approaches can fall short for complex work, and introduces Agile product development using Scrum as a framework. It explains that Scrum focuses on maximizing business value through collaborative customer engagement and empirical process improvement over comprehensive planning. Scrum is presented as a practical method for complex work where needs may change, using short development cycles called sprints to iteratively deliver working software or products.
This document discusses how Agile development practices that started in development functions are now spreading to other departments in technology companies. While Agile has benefits, its effects on relationships between development teams and other departments need to be addressed consciously. The document advocates for a more deliberate adoption of Agile practices across product-related functions to fully realize Agile's potential and avoid unintended consequences. It notes that Agile development naturally leads to the need for Agile engagement across the entire company.
Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
Findings from a 10-year retrospective of Agile held by the BCS Agile Methods SG on 24 Jan 2012 on London(UK) with 100 attendees and over 500 years of Agile experience
Lean Software Development Alan ShallowayValtech UK
The document discusses extending lean principles from manufacturing to software product development. It notes that software development is more like product development, which involves discovery, rather than manufacturing. It argues for redefining lean based on principles of product development flow and systems thinking. The document advocates applying lean thinking throughout the enterprise to achieve business agility, portfolio management, team agility, proper management, and technical skills in order to achieve enterprise agility.
Too often in agile software development we tend to use methodologies and all their components simply because the rule book says so. Why not select the tool based on the context of the task your
trying to complete.
Anything that you use that does not lead towards a direct value add to the final product delivered is simply an overhead and waste.
This presentation covers discovering what
is the minimum amount of practices that are required to achieve the goal of delivering a product we desire - safely, quickly and successfully. Thus allowing us to start getting feedback and improving it.
Agile2014 conference presentation on "Smart Scaling" - how to compare scaling approaches. Our Agile Scaling Knowledgebase (ASK) and Decision Matrix help provide an objective way to compare approaches.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
Innovation can be learned – with the most effective creativity methodology out there: SIT.
'Ideen finden' kann man lernen - Systematic Inventive Thinking
For more information and case studies, please visit: www.bold.group
Patterns for getting started with agileAndre Simones
This document provides an overview of getting started with Agile. It introduces the speaker and their experience with Agile. The agenda includes understanding Agile, when to consider it, common patterns for getting started, and patterns of resistance. It discusses the Agile Manifesto and principles, and defines Agile as embracing Agile values in decision making. It outlines patterns for starting an Agile transformation like going all in or starting at the grassroots level. It also covers potential resistance, signs that an Agile transformation may not be fully successful yet, and how to address issues.
DevOps: The Future is Already Here — It’s Just Unevenly Distributeddev2ops
The document discusses the history and evolution of DevOps. It traces how DevOps began as a grassroots movement among practitioners and led to numerous DevOps conferences starting in 2009. It also outlines how DevOps aims to break down silos between development and operations teams to improve organizational alignment, reduce lead times, and provide faster feedback. A key part of DevOps is taking an end-to-end view of application delivery and focusing on continuous integration, delivery, and deployment.
The document is a presentation about the role of a business analyst on an agile project. It begins with an introduction of the presenter and their background and experience. The agenda then outlines topics to be covered, including a brief overview of agile, the role of a business analyst on traditional and agile projects, why business analysts are important, and a question and answer session. It discusses challenges with traditional software development and how agile aims to address these.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
This document provides an overview of Agile principles and practices. It discusses why organizations are adopting Agile methods like Scrum, how Scrum works with self-organizing cross-functional teams and short sprints, and what Agile values like valuing individuals, interactions, working software and responding to change. The document explains key Scrum roles of Product Owner, Scrum Master and team and Agile ceremonies like sprint planning, daily stand-ups and retrospectives. It aims to help readers understand Agile and how to apply its principles to engage teams and continuously deliver value to customers.
Talk delivered by Craig Smith at itSMF NT meeting in Darwin, Australia on 22 March 2018.
With 73% of the world using Scrum as their predominant Agile method, which has a direct impact on service management, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today. For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results. You may also be surprised about how many methods have a direct relation or reliance on service management as well as the wider organisational structure and culture. So let’s take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy, Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your understanding and toolbox.
The document describes a case study involving a time-and-materials contract between Dave, a division engineering manager, and XRI, a vendor, to develop a new system with the goal of keeping costs down. Over 18 months, the author and Harold, a senior engineer, work with the XRI development team on a monthly basis. In the end, the system is delivered on time and saves the plant half its costs in the first month, making Harold a hero. The contract approach of frequent delivery, assessment and adjustment of requirements allows the project to be successful despite initial uncertainties.
Presented at CodeMash 2015. By Paul Holway.
Regardless of how you feel about felines, dead cats stink. What also stinks is what is happening to agile development practices. What started as a movement to increase quality and usefulness of code written, has been professionalized into certificates and ceremonies that are only marginally helping the process. Instead of blaming political and organizational forces, this humorous and irreverent talk focuses on what team members can do to overcome these corporate obstacles and to get to the spirit of agile through a focus on architectural innovation and personal improvement. Attendees should expect to laugh, to learn from the experience of implementing dozens of real world enterprise agile teams, and to come out with proven new techniques to try to bring more satisfaction to how they do their work and to bring the focus of agile back to software development.
Los tipos principales de animales mencionados son marinos, herbívoros y carnívoros. Entre los carnívoros se enumeran el león, la pantera y el tigre. El autor agradece al lector por revisar la información provista.
This document discusses how traditional project management approaches can fall short for complex work, and introduces Agile product development using Scrum as a framework. It explains that Scrum focuses on maximizing business value through collaborative customer engagement and empirical process improvement over comprehensive planning. Scrum is presented as a practical method for complex work where needs may change, using short development cycles called sprints to iteratively deliver working software or products.
This document discusses how Agile development practices that started in development functions are now spreading to other departments in technology companies. While Agile has benefits, its effects on relationships between development teams and other departments need to be addressed consciously. The document advocates for a more deliberate adoption of Agile practices across product-related functions to fully realize Agile's potential and avoid unintended consequences. It notes that Agile development naturally leads to the need for Agile engagement across the entire company.
Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
Findings from a 10-year retrospective of Agile held by the BCS Agile Methods SG on 24 Jan 2012 on London(UK) with 100 attendees and over 500 years of Agile experience
Lean Software Development Alan ShallowayValtech UK
The document discusses extending lean principles from manufacturing to software product development. It notes that software development is more like product development, which involves discovery, rather than manufacturing. It argues for redefining lean based on principles of product development flow and systems thinking. The document advocates applying lean thinking throughout the enterprise to achieve business agility, portfolio management, team agility, proper management, and technical skills in order to achieve enterprise agility.
Too often in agile software development we tend to use methodologies and all their components simply because the rule book says so. Why not select the tool based on the context of the task your
trying to complete.
Anything that you use that does not lead towards a direct value add to the final product delivered is simply an overhead and waste.
This presentation covers discovering what
is the minimum amount of practices that are required to achieve the goal of delivering a product we desire - safely, quickly and successfully. Thus allowing us to start getting feedback and improving it.
Agile2014 conference presentation on "Smart Scaling" - how to compare scaling approaches. Our Agile Scaling Knowledgebase (ASK) and Decision Matrix help provide an objective way to compare approaches.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
Innovation can be learned – with the most effective creativity methodology out there: SIT.
'Ideen finden' kann man lernen - Systematic Inventive Thinking
For more information and case studies, please visit: www.bold.group
Patterns for getting started with agileAndre Simones
This document provides an overview of getting started with Agile. It introduces the speaker and their experience with Agile. The agenda includes understanding Agile, when to consider it, common patterns for getting started, and patterns of resistance. It discusses the Agile Manifesto and principles, and defines Agile as embracing Agile values in decision making. It outlines patterns for starting an Agile transformation like going all in or starting at the grassroots level. It also covers potential resistance, signs that an Agile transformation may not be fully successful yet, and how to address issues.
DevOps: The Future is Already Here — It’s Just Unevenly Distributeddev2ops
The document discusses the history and evolution of DevOps. It traces how DevOps began as a grassroots movement among practitioners and led to numerous DevOps conferences starting in 2009. It also outlines how DevOps aims to break down silos between development and operations teams to improve organizational alignment, reduce lead times, and provide faster feedback. A key part of DevOps is taking an end-to-end view of application delivery and focusing on continuous integration, delivery, and deployment.
The document is a presentation about the role of a business analyst on an agile project. It begins with an introduction of the presenter and their background and experience. The agenda then outlines topics to be covered, including a brief overview of agile, the role of a business analyst on traditional and agile projects, why business analysts are important, and a question and answer session. It discusses challenges with traditional software development and how agile aims to address these.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
This document provides an overview of Agile principles and practices. It discusses why organizations are adopting Agile methods like Scrum, how Scrum works with self-organizing cross-functional teams and short sprints, and what Agile values like valuing individuals, interactions, working software and responding to change. The document explains key Scrum roles of Product Owner, Scrum Master and team and Agile ceremonies like sprint planning, daily stand-ups and retrospectives. It aims to help readers understand Agile and how to apply its principles to engage teams and continuously deliver value to customers.
Talk delivered by Craig Smith at itSMF NT meeting in Darwin, Australia on 22 March 2018.
With 73% of the world using Scrum as their predominant Agile method, which has a direct impact on service management, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today. For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results. You may also be surprised about how many methods have a direct relation or reliance on service management as well as the wider organisational structure and culture. So let’s take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy, Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your understanding and toolbox.
The document describes a case study involving a time-and-materials contract between Dave, a division engineering manager, and XRI, a vendor, to develop a new system with the goal of keeping costs down. Over 18 months, the author and Harold, a senior engineer, work with the XRI development team on a monthly basis. In the end, the system is delivered on time and saves the plant half its costs in the first month, making Harold a hero. The contract approach of frequent delivery, assessment and adjustment of requirements allows the project to be successful despite initial uncertainties.
Presented at CodeMash 2015. By Paul Holway.
Regardless of how you feel about felines, dead cats stink. What also stinks is what is happening to agile development practices. What started as a movement to increase quality and usefulness of code written, has been professionalized into certificates and ceremonies that are only marginally helping the process. Instead of blaming political and organizational forces, this humorous and irreverent talk focuses on what team members can do to overcome these corporate obstacles and to get to the spirit of agile through a focus on architectural innovation and personal improvement. Attendees should expect to laugh, to learn from the experience of implementing dozens of real world enterprise agile teams, and to come out with proven new techniques to try to bring more satisfaction to how they do their work and to bring the focus of agile back to software development.
Los tipos principales de animales mencionados son marinos, herbívoros y carnívoros. Entre los carnívoros se enumeran el león, la pantera y el tigre. El autor agradece al lector por revisar la información provista.
La cigarra pasaba los días cantando y descansando mientras la hormiga trabajaba duro acarreando víveres para el invierno. Cuando llegó el invierno, la cigarra no tenía comida ni abrigo debido a su falta de previsión, mientras que la hormiga tenía abundantes provisiones. La hormiga encontró a la cigarra casi muerta de frío y la llevó a su nido para darle comida y ropa para que se recuperara. La cigarra aprendió la lección de la importancia de prepararse para el futuro.
Este documento presenta una sesión educativa sobre las mariquitas dirigida a niños de 5 años. La sesión forma parte del centro de interés de los insectos y se llevará a cabo durante la primavera. El objetivo es que los niños reconozcan a la mariquita como insecto, conozcan sus características y aprendan a respetarlas y cuidarlas. La sesión abordará competencias como las matemáticas, la comunicación, el conocimiento del mundo físico y el aprendizaje autónomo a través de actividades grup
Este documento lista diferentes tipos de insectos y animales en español e inglés, incluyendo áfidos, luciérnagas, mariquitas, avispones, ciervos volantes, mantis religiosas, gorriones, langostas, mofetas, boas, hienas, gorilas, rinocerontes, elefantes y ballenas. También menciona querer y pelear sin dar más detalles.
El documento clasifica los animales según sus hábitos alimenticios (herbívoros, carnívoros, omnívoros y parásitos), la presencia o ausencia de esqueleto (invertebrados y vertebrados como mamíferos, reptiles, peces, aves y anfibios), su reproducción en base a la gestación (ovíparos, vivíparos y ovo-vivíparos) y el número de individuos necesarios (asexual o sexual).
Esta presentación pretende acercar el continente africano a los niños mediante una recopilación de información variada sobre el paisaje,los animales, productos como el café y el cacao, las tribus, las ciudades, personajes relevantes, el arte etc. de forma clara y sencilla y animada con gifs para hacerla más vivaz y atractiva para los más pequeños. Se realizó para un aula de educación infantil pero puede utilizarse en primaria perfectamente.
El documento clasifica a los animales en diferentes grupos y subgrupos. Los animales se dividen en vertebrados e invertebrados. Los vertebrados se clasifican en mamíferos, aves, reptiles, anfibios y peces. Los invertebrados incluyen moluscos, insectos, crustáceos y espongas. Además, los animales se pueden clasificar según su columna vertebral, temperatura de la sangre, forma de reproducción, número de patas, alimentación y ambiente.
Essential SAFe most common challenges moving to scaled agile frameworkKaty Slemon
Learn about the common Scaling Agile Implementation Challenges that organizations face when moving to the Scaled agile framework SAFe & how to overcome them.
This document provides tips for thinking like a product manager. It recommends getting a notepad, finding a quiet place, and focusing on one idea at a time. It suggests thinking from different perspectives like a CEO and applying questioning and labeling techniques. The document lists leadership books and a YouTube video on leadership. It suggests having diverse knowledge aids thinking. Practical tips include asking "why?" constantly, treating life like a project, and making up new products. An exercise asks how to address an 80% drop in a key metric for a streaming service. The document provides guidance on analyzing the issue and potential solutions.
This document discusses how an agile transformation can be self-funding through an incremental, evolutionary approach. It advocates bootstrapping agile practices internally by taking iterative approaches to implementing processes. This allows benefits to be realized early on, which can then be reinvested to further the transformation. It provides an example of a company that transitioned to agile in this way, initially implementing practices like Scrum and XP on their own and seeing improvements that enabled continued training investments over time.
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.
The 12 Agile Principles document outlines 12 foundational principles derived from the Agile Manifesto's 4 basic statements. The principles emphasize delivering value to customers through working software, welcoming changing requirements, frequent delivery in short iterations, collaboration between business and development teams, self-organizing motivated teams, face-to-face communication, measuring progress through working software, sustainable development pace, technical excellence, simplicity, self-organizing teams, and continuous improvement. The document provides explanations and examples for each principle.
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
This document discusses principles of Agile and Modern Agile. It begins with an introduction by Daniel Heater, and then discusses criticisms of traditional Agile approaches that focus too heavily on certification, tools, and consultants. The remainder of the document focuses on Modern Agile principles like delivering value continuously, experimenting and learning rapidly, and making safety a prerequisite. It proposes using a survey approach where teams own the questions to discuss how these principles manifest in their work, with the goal of improving outcomes for customers rather than comparing scores between teams.
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.
A close look at the methodologies, stages and best practices involved in developing products for our times)
What you will get out of this book:
Why Lean IT + Lean Development methodologies are two must-have approaches in your start-up toolkit
Making the right cloud provider and development partner choice for your startup
A thorough overview of how you can build an app on the Google App Engine and how and when integrations will take place
A guide to what a prospective client must look for in a development partner
Agile is easy! It's making it work with your business that is hardVasco Duarte
A talk about the next level of Agile adoption. How do we make it work for our business? How does Agile adoption affect our R&D, our sales, our product management and ultimately our business success?
The document provides the results of an Agile self-evaluation for a software delivery team. It finds that the team supports some Agile principles like prioritizing user stories and having generalist developers. However, it also finds practices that could be improved like more frequent integration builds and check-ins. The report recommends a more thorough assessment and continuous improvement program to help the team better adopt Agile practices.
The document discusses lessons learned from adopting Agile practices in R&D organizations. It recommends starting with pilot projects to introduce Agile and learn how it impacts the organization. When expanding Agile, organizations must consider how it affects the entire R&D process and synchronize projects. Product management should be included to ensure teams develop products, not just software. Finally, adopting Agile requires optimizing the whole business system by aligning goals, sharing visions, and addressing problems that adoption uncovers in other areas of the business. The key is taking a holistic, business-oriented approach to adoption rather than focusing only on R&D.
Business Agility - taking advantage of an agile R&DVasco Duarte
Many companies have jumped on the Agile bandwagon. That's good, but what for? In this talk we explore the consequences and possible benefits of adopting Agile for your Business. It's not enough to benefit your R&D, we need to learn how Agile can help our whole company.
12/2/2014 Milwaukee Agile Presentation: Persuading Your Oganization to be AgileNVISIA
12/2/2014 Milwaukee Agile Presentation: Persuading Your Organization to be Agile was delivered to 54 practitioners. NVISIA's Tracey Barrett shared tips on how to persuade an organization to become Agile. Interestingly enough, Tracey suggests being Agile in your adoption of Agile.
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
Similar to Agile Beyond the Hype! – What You Really Need to Know Before You Jump In (20)
Cobis and Oikosofy 5 Innovation shots for the banking industryVasco Duarte
Banking is here to stay, but Banks may not. The incoming wave of technology companies dedicated to banking requires banks to consider what innovation strategy, and execution framework they will implement in the coming 5 years. SAFe - an Agile framework for the Enterprise - provides a proven approach to align teams, management, deploy strategy quickly and help teams and organizations focus on the high impact opportunities. This one-hour workshop will introduce the SAFe framework and explain how it can be used as a blueprint for building a culture of innovation that provides a proven method to implement strategies in an agile manner, and develop competitive businesses. From strategy definition to day-to-day execution.
What am I going to get from this course?
• What does a “Culture of Innovation” mean?
The Basics of what it is & how it works
• What are the Key Ingredients for building a culture of innovation?
Building teams, and teams of teams to scale adaptability and agility
Structured and proven approach, based on learnings in the banking industry all over the world
Understanding your customers wants, needs and aspirations
Measuring success and learning quickly with the right framework to speed up learning
• Creating an Innovation Strategy
From an idea to a real-life product in mere weeks. With a method that helps execute, and adapt
Innovation accounting, a radical approach to testing new products, services in a cost-effective and high impact mannero
Motivating innovation contributions at all levels of the organization with a method that empowers all employees to make a difference
Fast time-to-market with the framework to help measure the results and adapt based on near real-time market feedback
No estimates - 10 new principles for testingVasco Duarte
This document outlines 10 principles for software development without estimates. It begins by discussing trusting or changing your process (Principle 1) and shortening feedback cycles (Principle 2). Data is presented showing estimates are often inaccurate, with 80% of projects being late or over budget. Principle 3 states to believe data over estimates. Alternatives to estimate-driven decision making are suggested in Principle 4. Principles 5-8 discuss testing for value, measuring progress with working software, and understanding predictable system outputs. Principle 9 advocates using methods with proven track records over hoping estimates will improve. The transformation begins with individuals, per Principle 10.
No estimates - a controversial way to improve estimation with results-handoutsVasco Duarte
Often we hear that estimating a project is a must. "We can't make decisions without them" we hear often.
In this session I'll present examples of how we can predict a release date of a project without any estimates, only relying on easily available data.
I'll show how we can follow progress on a project at all times without having to rely on guesswork, and we will review how large, very large and small projects have already benefited from this in the past.
At the end of the session you will be ready to start your own
#NoEstimates journey.
Changing business of testing - Testing Assembly Helsinki 2014Vasco Duarte
Testing jobs will move to cheaper countries unless the role of testing changes. This is a trend that is happening already, we see large teams of testers being moved to other countries, simply because it is cheaper to do bad testing there!
Testing is a critical part of the product and software development process, and if we don't change its role it will slowly become obsolete. The fact is, that the traditional view of testing endangers testing jobs: now here, and later also in cheaper countries.
I propose a different view of testing. I propose that testing is about enabling business results, not just technical quality. I propose that the tester's job goes far beyond finding issues to track, but also finding users to acquire, finding methods to succeed in the software business. Testing in my view is about making businesses succeed, not about avoid failures in software.
In this presentation I'll describe how a very simple change can profoundly transform the role of testing in a way that it directly enables and supports our businesses! Testing is about making our businesses succeed!
The road ahead is not easy, and not every tester is ready to embrace this view of testing. But the road ahead is inevitable. And we have to start on that journey now!
Agile localization as a business advantage workshopVasco Duarte
Was the release of your project ever delayed when localization problems were found too late? Or worst, delayed subsequent products because of this delay? Or the fact that UI specifications quickly get out of date, leaving us with very poor quality testing by localization testing vendors. In most projects localization is still done in “waterfall” mode. Localization teams are typically involved at a very late stage of the development cycle.
We have lived through many of these problems, and we believe that Localization and Agile software development were born to be together
A quick trip to the future land of no estimatesVasco Duarte
Why do we estimate? What are the benefits we want to obtain with that practice? In this talk we'll explore the nature of estimates and offer an alternative: #NoEstimates. We'll look at some examples of how we can predict a release date of a project without any estimates, only relying on easily available data. Finally, we'll see how we can follow progress on a project at all times without having to rely on guesswork, and we will review how large, very large as well as small projects have already benefited from this in the past. At the end of the session you will be ready to start your own #NoEstimates journey, the next step in the #Agile journey.
Agile Innovation - Product Management in Turbulent timesVasco Duarte
In today’s world we are constantly confronted with the message that the competition is breeding down our necks, that the market and environment are changing and we need to change with them. And most importantly, we are told that we need to listen to our customers to be able to provide the right products.
We as a Product Managers need to be able to see beyond the basic product decisions, e.g. do we add feature A or feature B? We need to think beyond the silo of our function.
LKNL12: Kanban for the whole value streamVasco Duarte
You’ve been there before. You know better, you have a good idea to support your agile transition. Work starts, things work well at first, but then you bump against organizational barriers. Sales, Marketing, Support all have a different language and a different view into the value stream. How can we start an organizational change without a shared model of how the company should be organized?
Those are all symptoms of a gap in our Agile community: we lack a organizational model for company-wide Agile adoption and company-wide continuous improvement. Examples of this include: no company-wide flow-model (kanban) from idea to sales to idea and so on; we have no way to evaluate where the bottlenecks are the moment they are not in “our silo”. We lack a theoretical model for designing software organizations.
A theory is something that informs day-to-day decisions and experiments (e.g. PDCA). In this talk we will explain an
organizational design concept developed over several years, and use concrete examples to describe a model that you can use in support of - not only your agile adoption - but your company improvement process and your new organizational design.
Story points considered harmful - or why the future of estimation is really i...Vasco Duarte
Story points are commonly used for estimating software projects, but this document argues they are flawed and an alternative approach using number of items completed provides a better measure of progress. The document analyzes several claims made to justify using story points and finds them lacking. Data from nine real projects shows a very high correlation between story points and number of items, indicating they measure the same underlying information. Additionally, the number of items metric more accurately predicted the actual project outcomes over multiple sprints in one example project. Overall, the document argues the number of items approach provides equivalent information to story points but with less overhead and greater accuracy.
Story Points considered harmful – a new look at estimation techniquesVasco Duarte
The document discusses alternatives to using story points for estimating work in agile software development projects. It analyzes claims made about the benefits of story points and finds limited evidence to support these claims. The document proposes using the number of completed backlog items per sprint as a simpler and more efficient metric for planning, tracking progress, and estimating release dates. Correlation data from multiple projects shows story points and number of items completed tend to provide similar information about the amount of work done.
Instead of fighting about “who’s agile” or “who’s more agile than whom”, it would be useful to create a set of patterns, that once recognized would help us define if we are or have been able to successfully implement an Agile life-cycle for our project and portfolio.
In this session we will explore how it “feels” to work in an Agile project. It is not enough to do Scrum or Kanban, you need to know if you are doing it right.
Patterns of agility, how to recognize and agile project when you see oneVasco Duarte
Presentation at Scan-Agile 2011 and Agile Riga Day 2011 about how to recognize what type of project you are in, and how to improve it towards a more agile, responsive, higher quality project
Vasco Duarte presented on how Agile scales while Waterfall does not. He defined scaling as when the effort to manage a project increases at a slower pace than the amount of work being managed. With Waterfall requirements management, the effort to manage requirements that have dependencies increases faster than the number of requirements. However, with Agile requirements organized into user stories, features, and epics, the effort increases at a slower pace than the number of requirements. This allows Agile processes and requirements management to scale for larger projects.
From an Idea to a Vision you can implement - Vision workshopVasco Duarte
You've been there. You are tasked with implementing a product that someone else cooked up. What do do next? Follow the spec you say? Wrong!
Developing a product without this Vision is not just waste, it is bad business for you and for your customer.
Before we start implementing any product we must explore it's reason to exist, what customers it benefits and ultimately how it can help your customers (not you!) make money.
In this workshop we will take an example and go through a simple process that helps us explore a product idea to the point that a spec is just a reference, but the product comes alive in the minds of the team members.
A paradigm shift for testing - how to increase productivity 10x!Vasco Duarte
European IT industry need to deal with a huge salary gap with developing countries.
How can we increase our productivity and quality to compensate for the salary differences? This is a systems-thinking / Lean based approach to that problem
We need proof! - Talk at Agile Estonia's Agile SaturdayVasco Duarte
This is a call to action for all Agilists out there. It is not enough to see and experience the success of Agile. For our industry to truly evolve we need to start publishing data, figures, proof that it is indeed a better approach.
Check out the companion blog post here: http://softwaredevelopmenttoday.blogspot.com/2010/02/we-need-proof-for-better-understanding.html
Vasco Duarte discusses how agile scales while waterfall does not. He defines scaling as when the effort to manage a project increases at a slower pace than the amount of work being managed. With waterfall, managing requirements gets exponentially harder as the number grows due to dependencies. However, with agile hierarchical requirements organization like epics, features, and stories, the effort increases more slowly. Therefore, agile scales better than waterfall for large projects.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Building RAG with self-deployed Milvus vector database and Snowpark Container...Zilliz
This talk will give hands-on advice on building RAG applications with an open-source Milvus database deployed as a docker container. We will also introduce the integration of Milvus with Snowpark Container Services.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
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.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Pushing the limits of ePRTC: 100ns holdover for 100 days
Agile Beyond the Hype! – What You Really Need to Know Before You Jump In
1. I'll start right away with the lessons learned. Are you ready: you can start taking
notes, because this stuff is precious. This is a talk about the real process of
adoption Agile, failing, then trying again. The stories in this presentation are
collections from several companies where I've worked at and that I've interacted
with. At the end you will have the solution for all of your problems, don't worry!
:)
1
7. The facts are
• most companies have or are considering adopting Agile (typically in their R&D)
• Agile delivers more visibility (83% of the case), faster time to market (37% shorter
time-to-market), responsiveness to change (90%)
The evidence is clear. Agile is being widely adopted, and now the question for you who
work in software organizations is: do you want to be left behind? Or do you want to
consciously start exploring Agile as a strategic execution focus for your organizations?
Excellence in execution can be a strategic advantage (fast release cycles).
7
8. Most of you will want to or have already started adopting Agile (statistics tell us this
much)
But how do I make it work for my business.
Sure R&D may benefit from it, but will it, in the end benefit my business? This is the real
question that we must examine. What are the issues? How do I make it work for R&D
first, but then for the rest of the organization?
8
9. This question is even more relevant if you consider the odds…
The hidden truth is that, unless you focus on improving your whole product
development process it is unlikely that you will be able to benefit your business.
This is what Ken Schwaber one of the early developers of the Scrum process said… It’s
important to understand the context of this comment. Ken said the same to me in 2004
when visiting the company where I was working, most companies run behind Agile, but
never really take agile adoption to the level that benefits their whole business.
This is the problem we have to face, our challenge if you will.
9
10. So, we have really two challenges when adopting Agile.
First, how do I adopt Agile?
-What does it mean for R&D
-How do I make R&D faster, achieve better time-to-market, etc.
But, second: how to I make it benefit my business?
- R&D is only part of the company. And surely any change in R&D will affect other
functions. Will it be a positive impact? How do I care for and ensure that a change in
R&D is positive for my business overall?
10
11. These are the questions we are tackling today. We need to figure out a way that helps us
get Agile to the business level, to the point at which it improves our whole business.
We need some “rails” on which to put our Agile adoption train.
It would be nice to have this model, a model that would help us adopt Agile and benefit
my business. Let’s try to build one together, shall we?
11
12. Let’s review some lessons learned and what steps we may be able to follow to achieve
our goal
This presentation is based on experiences from several adoption processes, it is
necessarily limited but tries to establish a platform on which we can build on. That can
help you adopt Agile throughout your whole business.
12
13. So let’s start with an obvious step.
Like in the past, adopting Agile in an organization will benefit from Pilot projects. These
relatively “safe” experiments will serve several purposes
1- Introduce the method in a way that does not risk your business
2- provide a learning opportunity for your people
3- increase your knowledge of what are the likely consequences of Agile adoption in
your environment
This is an appropriate step for any big change, but quite critical with Agile adoption
because Agile will have consequences you don’t expect (and that is ok). This is a key
learning opportunity!
13
14. As you complete your Pilot Projects you will have your own set of lessons learned.
- How does your organization react to Agile adoption?
- Where are the tensions showing up?
- What roles feel threatened ?
- What functions take up the change, what functions resist or even rebel?
These are just some of the questions that you will answer during this process and that
will help you fine tune your approach.
14
15. But keep in mind that Pilot projects, even if successful are just a small sample of what
the adoption process will be. Understand that Pilot projects are more likely to succeed
because they are “safer” experiments.
An example of how Pilot projects are “safer” is that they are typically free from political
games in the organization as they are “small”.
Pilot projects are needed, but don’t represent the whole organization.
15
16. Taking Agile to the rest of R&D is different than running a couple of Pilot Projects.
The tensions are different in higher risk/higher stakes projects.
You will have to consider:
-how to use Agile in larger projects (potentially),
-how to use Agile in different contexts (fixed price? Fixed scope? Within customers that
don’t do Agile?)
-How will other functions in the company react to Agile projects, which put different
demands on the organization?
These are considerations you will go through when adopting Agile across R&D. That’s
the next step. Breaking out from the pilot projects and tackling R&D-wide adoption.
But before we go there let’s review some of the ideas we’ve covered so far…
16
17. We have completed the first step towards our treasure island. Our Cheat sheet of Agile
adoption if you will.
Use pilot projects to learn and prepare a wider adoption, but don’t forget that pilot
projects succeed because they are isolated.
17
18. This brings us to step 2.
After the pilot projects we are forced to think about and consider the impact on the
whole R&D.
-R&D is diverse within itself.
-What happens when you have Agile and non-agile projects at the same time?
-How to ensure we make the right products, not just products faster?
Let’s dive into these questions as we consider the impact in the whole R&D
18
19. A problem you will face is how to synchronize multiple projects ongoing in your
organization.
In Agile we follow some pretty concrete rules about software development, one of them
is Continuous integration and continuous deployment (even if not to the end-customer).
Think about this case:
-R&D teams will depend on each other (for many reasons)
-One team asks another for something in the next Sprint, but the other team does not
have a similar clock cycle and tells your team: come back in three weeks when we do
our next planning process.
This leads to Agile teams not being able to deliver or even worse, delivering half-done
functionality that breaks everything else until the next team’s work is finalized.
If you have to coordinate multiple product release cycles where several teams interact
and cooperate then you must synchronize the different clock cycles in your organization.
But there are other things that require coordination…
19
20. As teams start synchronizing their work more often, the differences in their goals
become evident at first and conflicting very soon after that.
Cooperating that happens at the fast rate we expect it to happen in an Agile context
requires that the team’s goals are aligned.
20
21. This is one of my favorite issues. In the early days of Agile adoption I used to get the question quite often: “but we
need to cooperate with this other project that is using waterfall, how can we do it?”.
Well the answer is simple, but here’s the illustration of what I mean. Let’s take a common problem that you will face,
which will be R&D teams using Agile that need to cooperate with IT for product development/deployment. IT is often
slow in the adoption of Agile…
Not all teams in the organization work in Agile mode. Let’s imagine, for the sake of argument that R&D
has their house in order (yeah, right!) and are following the right process in the right way (sure, sure). But
how about other functions.
Let's take a simple case: how about IT? Well.... Surely the poor R&D management are not supposed to fix
*ALL OF THE* problems in the company right? Just kick IT! Get it into their score cards so that they suffer
from not doing what we ask them. You are laughing, but this shit really happens and when it does it is
mostly sad :(
Going back to the point. If I'm an Agile team, who's in control of the situation and need to plan something
for the next sprint, I run down to IT and ask them: could you please come to our Sprint Planning. It's
tomorrow at 9:00 sharp and it lasts 4 hours. We will need your commitment in a couple of things. The IT
manager opens their eyes widely and says: What... things? what things? and commitment? what?
Tomorrow? but that's the deadline for our TPS reports, you can't certainly expect that we will be there in
such short notice! Let me spell this problem in terms anyone can understand: "CULTURE SHOCK"! Scott
Adams get's a field day out of Agile adoptions alone!
So, to sum it up. An agile team goes to IT and says we need this server installed by next Sprint (in 2 weeks)
and we need to have this continuous delivery system implemented (requires only a couple of hours from
1 or two engineers) and then we need this monitoring system set-up in 4 weeks so that we can start
serving our pilot customers. The Agile Team is glowing, they know their lines and hit their marks, they
know what they are expected to deliver and they just need a tiny-small contribution from IT. Right?
Wrong!
IT will come back and say: what do you think we have here? A slave shop with people laying around
without anything to do? No Sir-e! We run a very tight ship here and we were asked last month to reduce
costs so we are giving back some VMware server blades to the hosting provider and we had to fire Jimmy
who was in charge of the monitoring system. Sorry old chap, we have a lot to do. If you need something,
talk with Helen over there who's the (single) project manager for IT projects and get your work scheduled.
With any luck we will get to it before Xmas. Well... you know where this is going, right? Agile in R&D is
21
22. useless if IT has to plan with 6 months in advance and cannot commit to anything
incrementally.
So the message is clear. Starting in R&D: drop waterfall now! Move all projects to
use Timeboxes. Timeboxed sprints, Timeboxed synchronization cycles for the
whole R&D and Timeboxed projects!
21
23. This leads us nicely to this step.
This step is about creating an R&D wide synchronization mechanism. By which all
projects and all teams can synchronize their work. They know what they need to do and
when they need to do it.
They come together regularly to review their work and plan the next iteration. For the
whole R&D.
22
24. We’ve talked about R&D projects so far. But there’s one role that is critical for any Agile
adoption to succeed. That role is the Product Owner (aka Product Manager).
The hidden truth is that Agile does not work without a good Product Owner/Product Manager
and team relationship.
The garbage-in, garbage-out problem.
The change from give requirements, came later to ask about delays. Change to: engage regularly
with the teams. Follow-up on what they need from you. Your job is very critical for the team.
This leads to confusion:
Another common problem is that Product Owners will be utterly confused by the
change in behavior by the teams.
See, they used to be called Product Managers, spent most of their time in trade shows,
talking to customers, meeting with sales, writing PPT's about their products etc.
Now, if you are using Scrum the role of the Product Manager is completely changed.
Now we expect them to work with the team regularly. In fact, in the companies where
I've worked the Product Owner is expected to interact with the team every day or at
least several times a week.
Being a PO is a full time job and is very much focused on the team. This is difficult to
implement in a legacy business. The link between customer and R&D has always been
very weak or non-existent. After all, R&D teams used to get their requirements through
a requirements document, *NOT* by talking to the people who knew what the
customers needed.
23
25. If you follow this train of thought, it is clear that you need to reconsider the boundaries
of your R&D organization… how far does it expand?
-Should product owners be in R&D?
-Should deployment be in R&D?
There’s no single answer to these questions, you need to understand what you are trying
to do, what are you trying to optimize…
24
26. And, while we are the process of changing our R&D we will bump into obstacles that
come from other organizations. When you bump into those obstacles (and you will) you
will have to go back to basics. Analyze your goals, analyze the other function goals and
align those!
Agile cooperation will inevitably need cooperation from other functions. Do you have a
cross-company goal for Agile adoption? Well, do you?
25
27. One step to create alignment that you will need to do relatively soon will be to include
product management in R&D. After all it makes sense, right? We develop products, not
separate pieces of software, right?
How many of you see yourselves developing software?
How many of you see yourselves developing products?
26
28. Why this step becomes quite important is that R&D can improve quality, they can
improve speed of execution, but they can’t improve the products without cooperating
with other parts of the company, specifically Product Management.
27
29. Lesson Learnt 9: Portfolio decision making is very slow, convoluted and not stable
enough
This leads us to Lesson Learnt number 9: The product decisions are very slow. This is
illustrated by this picture here. Where our Product Owner really thinks that they are in
charge. We, the turtles, just hide and we actually like that the big cats take the
responsibility for the product decisions. We say “they know what they are doing”… And
in the meanwhile we get crappy, incomplete, inconsistent and frankly appalling
decisions. But most importantly the product decisions are not aligned with your agile
cycles.
You will start an iteration and in the middle the portfolio process leads to a decision that
breaks everything you’ve done, sure we want change… but c’mon. I need to know
something before I can plan anything.
Ask yourselves, can you trust your product portfolio process to deliver good quality
decisions at timelines that are aligned with the cycles you have in R&D?
28
30. It is obvious from this discussion that we can’t really improve our business if we just
concentrate in R&D. And that is really the next challenge.
R&D alone cannot improve your business. You need to look beyond R&D…
29
31. So, the million euro question. How do I make Agile work for my Business?
30
32. So, what have we covered. In step 2 we should consider the impact on the whole R&D,
and understand the value/importance of Product Management for your R&D
31
33. Step 3 calls on us to embrace the whole organization. It is no longer about our little R&D
corner, it is about the whole system. From idea to product.
We need to optimize the whole system.
32
34. This takes us to the next big challenge.
Whether we like it or not Sales likes waterfall: long-term, non-negotiable roadmaps. The
problem is that R&D cannot work with those. R&D is a complex process in a complex
context, this requires that we use adaptive processes (Scrum, XP, Lean, etc.) Agile! R&D
cannot work with long-term, non-negotiable roadmaps!
33
35. But let’s not be idealistic here.
Many teams adopting Agile will want to iterate fast, but forget that they need guidance
(product and other), they need support.
You can let a team loose, but where are they going?
How many of you have been in a team that was working great, but producing nothing?
34
36. We need to a build framework that guides us, that focuses us, that delivers the guidance
we need.
A Vision is one way to achieve this. A vision is a long term guidance, but that is very
much negotiable. A Vision is a way to take the advantages of the user story model to the
portfolio level.
We agree on the Vision, but the team with the Product Owner then will have to adapt
that Vision to the real world.
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37. Another side-effect of having a high-level guidance in the form of a Vision is that teams
take ownership of their part of the design process.
We’ve seen teams where people take a more pro-active approach to the design process
and start thinking about value, and how to deliver value rather than just concentrating
on the detailed work steps that they need to follow.
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38. But Vision are just steps in the pursuit of your company strategy. You must link your
Vision to your company’s strategy.
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39. As you deliver Vision-aligned projects you will start to see pressure, tension points in the
whole organization. Be ready for this, this is not bad, this is part of the process
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40. When you see these problems search for alignment across your business. Define your
cross-company goals for agile adoption, work on enabling cooperation. We should all be
trying to achieve the same goal, right?
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41. Finally, Agile adoption is not a short term process. Your competitiors are not sleeping.
You have to keep improving.
Agile and the methods we regularly talk about are really a framework for improvement.
You start with Scrum, and then you move to Lean. Or you start with XP and then you
move to Kanban. Whatever the evolution is, the important thing is to understand that
we cannot predict the future.
Transform your Agile adoption process into a continuous improvement process
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42. Recapping: We need to deliver value by considering the whole system, optimize the
system, not R&D.
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43. The key issue is this: We need a model. A model that can get us started, that drafts the
roadmap for agile adoption.
We need to adapt it as we go along, but we should have a clear Vision in mind. It is
overall business improvement that we are aiming for.
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44. Let’s create a business-oriented, a holistik approach to Agile adoption that can help us
avoid the doom we seem to be destined to (at least according to Schwaber).
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45. Finally, I’d like to leave you with a tip that can potentially save you millions and millions
of euros.
Hire someone with experience in this process!
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46. So, in summary here is the model.
3 steps, surrounded by a big bunch of lessons learned from our experience over several
years of agile adoption in 2 large Finnish companies.
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47. I’d like to invite you to continue this conversation on Twitter and on your own blogs. We,
as a community, need to develop our knowledge and blogs and twitter are great tools to
create connections and build a conversation that can develop our industry
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