This document discusses building high performing agile teams. It provides tips on embracing continuous improvement, managing backlogs and task boards, conducting effective story kickoffs, addressing defects early, embracing test-driven development, and constantly seeking to improve processes through lean principles. The presentation was given by Naveed Khawaja and Carl Bruiners and provides advice based on their experience helping organizations adopt agile practices.
This document discusses lean software development principles. It emphasizes eliminating waste and non-value adding activities from development processes. It defines value and waste from a customer perspective. It also discusses mapping the end-to-end value stream to identify improvement opportunities like reducing cycle times and increasing efficiency. A case study example shows how responding to critical defects can be improved through applying lean principles.
This document discusses an agile approach to SAP projects. It begins by introducing the speaker and their background. It then discusses some of the challenges with traditional waterfall approaches to SAP projects. It proposes using agile and Scrum methodologies which emphasize collaboration, iteration, frequent delivery, planning daily, and continuous testing. It provides examples of what being agile with SAP could look like, including using "smart use cases", building a cross-functional team, modeling and estimating use cases, maintaining a backlog and burn down charts. Finally, it discusses lessons learned, emphasizing the importance of realistic scoping and focusing the team on delivery.
How cynefin model improves lean implementationPierre E. NEIS
The document discusses how the Cynefin model can improve lean implementation. It provides an overview of the Cynefin framework, which categorizes systems as simple, complicated, complex, or chaotic. This helps tailor leadership approaches and process improvement methods. The Cynefin model supports lean tools by assessing whether a situation requires directive changes or emergent solutions. It can help design effective processes for 5S, waste reduction, PDCA cycles, and other lean best practices. Overall, Cynefin provides a systematic approach to continuous improvement that considers the dynamics of each situation.
Slidepack of the Lean Architecture Seminar that was hosted by Xebia on June 17th, 2010.
Also check out the Linked In "Lean Architecture" group at http://www.linkedin.com/groups?gid=2891065
Effective Strategies for Distributed TestingAnand Bagmar
Thoughts, experiences and case studies on how to convert Testing principles into practices. We focus on the practices of making testing effective on distributed teams by keeping things simple, yet effective.
http://testing.thoughtworks.com/events/effective-strategies-distributed-testing
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
This document provides an introduction to agile requirements and user stories. It discusses key concepts such as the agile manifesto, user roles, personas, and developing user stories using the INVEST criteria. The document also covers acceptance tests and how they are used to determine if a user story is complete. It emphasizes that agile requirements focus on interaction, conversation, and confirmation rather than documentation.
This document discusses lean software development principles. It emphasizes eliminating waste and non-value adding activities from development processes. It defines value and waste from a customer perspective. It also discusses mapping the end-to-end value stream to identify improvement opportunities like reducing cycle times and increasing efficiency. A case study example shows how responding to critical defects can be improved through applying lean principles.
This document discusses an agile approach to SAP projects. It begins by introducing the speaker and their background. It then discusses some of the challenges with traditional waterfall approaches to SAP projects. It proposes using agile and Scrum methodologies which emphasize collaboration, iteration, frequent delivery, planning daily, and continuous testing. It provides examples of what being agile with SAP could look like, including using "smart use cases", building a cross-functional team, modeling and estimating use cases, maintaining a backlog and burn down charts. Finally, it discusses lessons learned, emphasizing the importance of realistic scoping and focusing the team on delivery.
How cynefin model improves lean implementationPierre E. NEIS
The document discusses how the Cynefin model can improve lean implementation. It provides an overview of the Cynefin framework, which categorizes systems as simple, complicated, complex, or chaotic. This helps tailor leadership approaches and process improvement methods. The Cynefin model supports lean tools by assessing whether a situation requires directive changes or emergent solutions. It can help design effective processes for 5S, waste reduction, PDCA cycles, and other lean best practices. Overall, Cynefin provides a systematic approach to continuous improvement that considers the dynamics of each situation.
Slidepack of the Lean Architecture Seminar that was hosted by Xebia on June 17th, 2010.
Also check out the Linked In "Lean Architecture" group at http://www.linkedin.com/groups?gid=2891065
Effective Strategies for Distributed TestingAnand Bagmar
Thoughts, experiences and case studies on how to convert Testing principles into practices. We focus on the practices of making testing effective on distributed teams by keeping things simple, yet effective.
http://testing.thoughtworks.com/events/effective-strategies-distributed-testing
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
This document provides an introduction to agile requirements and user stories. It discusses key concepts such as the agile manifesto, user roles, personas, and developing user stories using the INVEST criteria. The document also covers acceptance tests and how they are used to determine if a user story is complete. It emphasizes that agile requirements focus on interaction, conversation, and confirmation rather than documentation.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
"How to solve unsolvable problems in projects" (33rd Degree, Kraków)Marcin Kokott
This document appears to be a listing of sponsors and topics for an event or publication. It includes the following:
- A "Main sponsor" section
- Several topic titles in various languages including "Effective Java", "CDI extensions", and "Hadoop: Divide and Conquer Gigantic Datasets"
- Names of speakers or authors associated with some of the topics
The document provides a high-level overview of sponsors and a variety of technical topics without going into detail about any single topic. It references topics in both English and other languages.
A presentation outlining our experiences a year after adopting Scrum at Future Platforms, a software company based in Brighton, UK.
Presented by Tom Hume and Joh Hunt at The Werks, Brighton, on 15th October 2008
The document summarizes key issues relating to outsourcing and redundancy. It discusses outsourcing options like TUPE transfers and minimizing risks through warranty and indemnity from providers. It also discusses redundancy procedures like identifying redundancy situations, collective consultation requirements, and generating alternatives to redundancy through an anatomy of the consultation process.
The document discusses transforming software development to an agile approach, providing an overview of agile principles and frameworks like Scrum, comparing traditional and agile development methods, and outlining a typical roadmap for transitioning to agile with considerations for avoiding potential issues. Key aspects of agile covered include iterative development, emphasis on collaboration and responding to change, and Scrum roles, ceremonies, and artifacts.
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
The document discusses using Kanban principles and lean thinking to improve operations beyond just using a Kanban board. It provides examples of how a telecommunications company improved customer communication, delivery times, work hours and motivation by applying Kanban and lean principles. Additional benefits included identifying deficiencies, improving contractor services, increasing consultant skills and gaining new customers and projects. The conclusion emphasizes thinking holistically about workflow, constraints and culture when using Kanban for continuous improvement.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
Here are some key questions a DBA could ask to help work in an agile way:
- What user story or feature is this request tied to? Understanding the context of a change helps prioritize.
- When is the targeted iteration/release for this work? Knowing timelines helps schedule work.
- Have you considered alternative designs or approaches? Collaborating on solutions considers impacts.
- How can I help refine or break down this request to fit our process? Partnering to define achievable tasks.
- What testing will validate this change works as intended? Involvement in testing prevents rework.
Focusing on understanding needs, impacts, schedules and collaborative problem-solving can help DB
1) The document discusses various topics related to employment law and sustainable transformation, including outsourcing, performance management, redundancy, and alternatives to redundancy.
2) In regards to outsourcing, it outlines the different types of TUPE transfers ("straight", "fair", and "hard") and highlights potential risks like incorrectly identifying transferring staff or failing to inform them.
3) When discussing redundancy, it notes the different scenarios that can trigger a redundancy situation under UK law and emphasizes the importance of collective consultation, including discussing the business case, volunteers, and suitable alternatives.
Toyota Kata - from "Lean Implementation" to a "lasting Lean Transformatio…Dario Spinola
This is an introductory presentation about Toyota Kata and its approach to deliberately developing skills for consistently and sustainably achieving challenging target conditions, in the contrast of usual lean implementation projects.
An Agile Architect's major responsibility is to enable continuous delivery of business value by facilitating continuous design, delivery automation, and deployment visibility. This includes practices like test-driven development, automated configuration management, continuous integration, and making the deployment pipeline transparent. The goal is to deliver the right features rapidly through tuned processes, automation, and feedback loops.
The document discusses how Agile Scrum practices can help teams achieve high performance. It defines characteristics of high performing teams, compares traditional and iterative software development processes, and outlines the key practices of Scrum methodology. Scrum utilizes cross-functional, self-organizing teams who work in short iterations to deliver working software. Daily stand-ups, sprint planning and reviews, and retrospectives help teams adapt and improve over time.
The document discusses the importance and benefits of adopting an agile approach like Scrum for software development, highlighting how it allows teams to adapt quickly to changing requirements, improve productivity and quality, and deliver value to customers earlier compared to traditional waterfall approaches. Some key benefits of Scrum mentioned include improved relationships with customers, flexibility, early risk reduction, and engaged self-organizing teams.
UOS is an outsourcing firm located in India that provides business process outsourcing solutions such as customer care, technical support, sales, and back office services to help clients increase ROI, efficiency, and shareholder value. They have experience working on various outsourcing projects including sales, support, and software development. UOS's mission is to provide solutions and services that add value to client organizations.
Kanban: Thinking tools for portfolio-level problemsMike Burrows
The document discusses using Kanban principles and practices to address portfolio-level problems in organizations. It describes typical portfolio challenges such as having many fixed-date projects with low confidence in meeting dates. It argues that top-down solutions to portfolio problems are often narrow, compliance-driven, and disconnect people from the system. The document then examines how the six Kanban practices of visualizing work, limiting work-in-progress, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively could be applied at the portfolio level by visualizing demand and supply, establishing portfolio constraints, and managing flow and inventory costs across initiatives.
This document discusses how Scrum and Lean principles can be combined for software development. It provides an overview of key Lean concepts like eliminating waste, continuous improvement, and focusing on value over cost and quality. The core Lean principles of flow, takt time, pull, and zero defects are explained in the context of software development. Examples are given of how practices like pull-based prioritization, small batch sizes, continuous integration, and stopping work to fix defects can help optimize the development process. The document advocates that Scrum provides an effective framework for project execution, while Lean supplies guiding principles for defining and delivering processes with minimal waste.
The document discusses several agile practices for sustainable change including:
1) Using A3 problem solving templates and Deming's plan-do-check-act cycle for continuous improvement.
2) Empowering cross-functional teams to make decisions and prioritizing delivering valuable work iteratively through time boxed iterations and a backlog of user stories.
3) Daily stand-ups for team members to share progress and obstacles, and using consensus-based techniques like "fist of five" for decisions.
4) Having product owners define and ensure delivery of valuable products in iterations to maximize speed to value.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
"How to solve unsolvable problems in projects" (33rd Degree, Kraków)Marcin Kokott
This document appears to be a listing of sponsors and topics for an event or publication. It includes the following:
- A "Main sponsor" section
- Several topic titles in various languages including "Effective Java", "CDI extensions", and "Hadoop: Divide and Conquer Gigantic Datasets"
- Names of speakers or authors associated with some of the topics
The document provides a high-level overview of sponsors and a variety of technical topics without going into detail about any single topic. It references topics in both English and other languages.
A presentation outlining our experiences a year after adopting Scrum at Future Platforms, a software company based in Brighton, UK.
Presented by Tom Hume and Joh Hunt at The Werks, Brighton, on 15th October 2008
The document summarizes key issues relating to outsourcing and redundancy. It discusses outsourcing options like TUPE transfers and minimizing risks through warranty and indemnity from providers. It also discusses redundancy procedures like identifying redundancy situations, collective consultation requirements, and generating alternatives to redundancy through an anatomy of the consultation process.
The document discusses transforming software development to an agile approach, providing an overview of agile principles and frameworks like Scrum, comparing traditional and agile development methods, and outlining a typical roadmap for transitioning to agile with considerations for avoiding potential issues. Key aspects of agile covered include iterative development, emphasis on collaboration and responding to change, and Scrum roles, ceremonies, and artifacts.
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
The document discusses using Kanban principles and lean thinking to improve operations beyond just using a Kanban board. It provides examples of how a telecommunications company improved customer communication, delivery times, work hours and motivation by applying Kanban and lean principles. Additional benefits included identifying deficiencies, improving contractor services, increasing consultant skills and gaining new customers and projects. The conclusion emphasizes thinking holistically about workflow, constraints and culture when using Kanban for continuous improvement.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
Here are some key questions a DBA could ask to help work in an agile way:
- What user story or feature is this request tied to? Understanding the context of a change helps prioritize.
- When is the targeted iteration/release for this work? Knowing timelines helps schedule work.
- Have you considered alternative designs or approaches? Collaborating on solutions considers impacts.
- How can I help refine or break down this request to fit our process? Partnering to define achievable tasks.
- What testing will validate this change works as intended? Involvement in testing prevents rework.
Focusing on understanding needs, impacts, schedules and collaborative problem-solving can help DB
1) The document discusses various topics related to employment law and sustainable transformation, including outsourcing, performance management, redundancy, and alternatives to redundancy.
2) In regards to outsourcing, it outlines the different types of TUPE transfers ("straight", "fair", and "hard") and highlights potential risks like incorrectly identifying transferring staff or failing to inform them.
3) When discussing redundancy, it notes the different scenarios that can trigger a redundancy situation under UK law and emphasizes the importance of collective consultation, including discussing the business case, volunteers, and suitable alternatives.
Toyota Kata - from "Lean Implementation" to a "lasting Lean Transformatio…Dario Spinola
This is an introductory presentation about Toyota Kata and its approach to deliberately developing skills for consistently and sustainably achieving challenging target conditions, in the contrast of usual lean implementation projects.
An Agile Architect's major responsibility is to enable continuous delivery of business value by facilitating continuous design, delivery automation, and deployment visibility. This includes practices like test-driven development, automated configuration management, continuous integration, and making the deployment pipeline transparent. The goal is to deliver the right features rapidly through tuned processes, automation, and feedback loops.
The document discusses how Agile Scrum practices can help teams achieve high performance. It defines characteristics of high performing teams, compares traditional and iterative software development processes, and outlines the key practices of Scrum methodology. Scrum utilizes cross-functional, self-organizing teams who work in short iterations to deliver working software. Daily stand-ups, sprint planning and reviews, and retrospectives help teams adapt and improve over time.
The document discusses the importance and benefits of adopting an agile approach like Scrum for software development, highlighting how it allows teams to adapt quickly to changing requirements, improve productivity and quality, and deliver value to customers earlier compared to traditional waterfall approaches. Some key benefits of Scrum mentioned include improved relationships with customers, flexibility, early risk reduction, and engaged self-organizing teams.
UOS is an outsourcing firm located in India that provides business process outsourcing solutions such as customer care, technical support, sales, and back office services to help clients increase ROI, efficiency, and shareholder value. They have experience working on various outsourcing projects including sales, support, and software development. UOS's mission is to provide solutions and services that add value to client organizations.
Kanban: Thinking tools for portfolio-level problemsMike Burrows
The document discusses using Kanban principles and practices to address portfolio-level problems in organizations. It describes typical portfolio challenges such as having many fixed-date projects with low confidence in meeting dates. It argues that top-down solutions to portfolio problems are often narrow, compliance-driven, and disconnect people from the system. The document then examines how the six Kanban practices of visualizing work, limiting work-in-progress, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively could be applied at the portfolio level by visualizing demand and supply, establishing portfolio constraints, and managing flow and inventory costs across initiatives.
This document discusses how Scrum and Lean principles can be combined for software development. It provides an overview of key Lean concepts like eliminating waste, continuous improvement, and focusing on value over cost and quality. The core Lean principles of flow, takt time, pull, and zero defects are explained in the context of software development. Examples are given of how practices like pull-based prioritization, small batch sizes, continuous integration, and stopping work to fix defects can help optimize the development process. The document advocates that Scrum provides an effective framework for project execution, while Lean supplies guiding principles for defining and delivering processes with minimal waste.
The document discusses several agile practices for sustainable change including:
1) Using A3 problem solving templates and Deming's plan-do-check-act cycle for continuous improvement.
2) Empowering cross-functional teams to make decisions and prioritizing delivering valuable work iteratively through time boxed iterations and a backlog of user stories.
3) Daily stand-ups for team members to share progress and obstacles, and using consensus-based techniques like "fist of five" for decisions.
4) Having product owners define and ensure delivery of valuable products in iterations to maximize speed to value.
The document discusses key principles of an Agile vision and body, including:
- The brain of Agile focuses on leadership, self-organization, and developing an Agile mindset.
- The heart emphasizes using short time boxes for iterations, releases, meetings and other activities.
- The legs represent running lean by using minimum viable products, pivoting when needed, and eliminating waste.
- The senses refer to the importance of measuring to improve.
- The family represents scaling Agile through teams using Agile release trains.
- Protection involves managing risks through practices like estimation, complexity analysis, and change management.
The document discusses the Agile development methodology and Scrum framework, describing Waterfall and its limitations, the core principles of Agile which value collaboration and working software over documentation, and how Scrum is implemented at W3i through user stories, estimating, daily standups, burndowns, sprint reviews and retrospectives.
Introduction to Agile for Digital StakeholdersMai Quay
The document provides an introduction to agile methodology. It discusses some of the key principles of agile, including welcoming change, reducing risk, and delivering value incrementally. It also compares agile to traditional waterfall methodology, noting that agile works through constant replanning and slicing work into small achievable pieces. The document suggests taking a pragmatic approach to planning by only planning for the immediate future and making decisions based on current information.
The document provides an introduction to Agile concepts through a presentation on delivering value faster with less cost. It discusses Agile principles like delivering value, respecting people, eliminating waste, and continuous learning. The presentation covers Agile methodologies, practices, and tools to help participants better understand how Agile can increase the value their team delivers.
Agile From the Top Down: Executives & Leadership Living Agile by Jon StahlLeanDog
The document summarizes a presentation by Jon R. Stahl on getting executive leadership and organizations to practice agile principles from the top down. It discusses how most agile movements are not sustainable because they fail to change culture and establish a process. It advocates that leadership must live the values of agility, seek to understand their unique culture, and be transparent. It also provides examples of information radiators that can help visualize work, values, projects and assets to establish transparency and shared understanding.
The document discusses the adoption of Kanban principles in a government organization. It describes initial challenges with agile methods and legacy systems. An agile team implemented a Kanban system with a workflow board and WIP limits. Retrospectives identified benefits like easier prioritization and visibility of bottlenecks. The organization explored a hybrid Kanban-Scrum model and integrating development and operations. The conclusion is that government must continuously improve processes to better serve citizens.
The document discusses the role of a business analyst in an agile project. It begins with an overview of agile software development and the agile manifesto. It then discusses the agile project management framework Scrum and key roles in Scrum including the product owner and scrum master. The document argues that the business analyst can play a valuable role in agile projects by partnering with the product owner to help define requirements, refine user stories, and ensure solutions deliver business value.
This document provides an introduction to Agile software development. It discusses the origins and evolution of Agile methods from the 1970s onwards. Key characteristics of Agile include iterative development, emphasis on individuals and interactions over processes, customer collaboration, and responding to change. Specific Agile methodologies like Scrum and Extreme Programming are described. The document also outlines 10 key principles of Agile development such as active user involvement, empowered self-organizing teams, frequent delivery of working software, and collaboration between all stakeholders.
This document provides an introduction to agile programmer skills. It will cover agile fundamental skill sets over 90 minutes, including recommendations for books to read and a demonstration of test-driven development (TDD). Attendees will work in teams to discuss important agile skills, write down their ideas, and share with others. The presentation will also cover mandatory skills for agile programmers, principles behind the agile manifesto, risks in traditional vs. agile development, the cost of change curve, agile development processes like scrum, and key knowledge areas including designing & programming with TDD and refactoring, testing, team behaviors, structuring work, and environment.
This document discusses how to eliminate waste and create value using Agile practices. It identifies sources of waste such as extra features, inventory, extra processes, handoffs, waiting, task switching, and defects. It recommends practices for eliminating waste like continuous prioritization, estimating only current features, value stream mapping, collaboration, 1-4 week iterations, daily standups, test-driven development, automation, and continuous improvement. The goal is to deliver high quality software in a timely manner while spending resources efficiently and fostering innovation.
Agile2011 - What do we supposed to do with these managers now?skipangel
This document discusses the role of managers in agile organizations and options for how managers can adapt to agile ways of working. It suggests that managers transition from being directive leaders to being catalyst leaders who facilitate teams and create collaborative environments. Some ways managers can support teams mentioned are by reducing dependencies between teams, reducing technical and other debts, minimizing waste, and investing in learning. The document also notes that for agile to be successful, the entire organization needs to understand strategy, have a learning culture instead of a culture of fear, and optimize outcomes for the whole system rather than individual parts. It acknowledges that agile cannot address all challenges and is a significant organizational change and journey rather than a destination. Strong leadership is needed to make the
The document discusses the role of business analysts in agile software development. It argues that business analysts play an important role in helping agile teams meet business needs, either as the product owner or by supporting the product owner. When adopting agile, teams should initially focus on becoming more effective before emphasizing requirements or the business analyst's role. Over time, the business analyst should take a more prominent role in reducing unnecessary work through improved requirements analysis. Adopting agile processes does not remove the need for requirements; it changes the nature of requirements from push to pull based on business needs.
This document introduces Scrumban, which is a combination of Scrum and Kanban principles for software development. It describes some of the weaknesses of Scrum for large enterprises, and how Kanban addresses those weaknesses by focusing on continuous flow, limiting work-in-progress, and making processes more flexible. Scrumban blends elements of Scrum like cross-functional teams with Lean/Kanban elements like cadences instead of sprints and visualizing work to improve flow. The document argues that Scrumban can help organizations focus on continuous delivery while maintaining quality.
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
SITA underwent an agile transformation journey from an initial state of confusion to exploration and finally commitment. In the initial state, management, customers and delivery teams had many questions around how agile would work. Through education on agile principles and practices, forming cross-functional teams, and exploring new ways of working, confusion started to reduce. In the state of exploration, focus shifted to customer collaboration, continuous delivery, addressing changes through "exchange requests", and exploring new techniques like behavior driven development. Finally, in the state of commitment, principles of customer satisfaction, social responsibility, continuous improvement, and one-button deployments became guiding lights for working in an agile way.
Similar to Agile cambridge 27th September 2012 (20)
How to genuinely become faster and cheaper but without jeopardising the quality of your products. Keep your business happy by returning investment in the fastest possible way.
The document discusses creating a high-performing QA function through continuous integration, delivery, and testing. It recommends that QA be integrated into development teams, with automated testing, defect tracking, and ensuring features align with business needs. This would reduce defects and costs while improving customer experience through more frequent releases. Key steps outlined are implementing continuous integration and delivery pipelines, test-driven development, quality control gates, and measuring escaping defects to guide improvements.
Agile development is an iterative approach to software development that values individuals and interactions, working software, customer collaboration, and responding to change over following a strict plan. It utilizes short development cycles called sprints that are typically 2-4 weeks to deliver working, tested software increments. Key roles in Scrum, a common Agile framework, include the self-organizing development team, Scrum Master who facilitates the process, and Product Owner who represents customers and priorities features. The team works from a backlog of features, breaks them into tasks, tracks progress on a board, and demos working software daily to integrate customer feedback into future sprints.
Lightweight approach to defect management using Kanban. Presentation was originally for a build team to manage build requests, please excuse any typos which still references the build process.
This document discusses the roles of Agile program managers and Scrum masters. It defines the role of an Agile program manager as removing organizational impediments, ensuring the right team composition, providing direction, managing stakeholders, and overseeing reporting. A good Scrum master works to make their role redundant by coaching the team to self-manage. The document also addresses challenges like finding and retaining skilled Scrum masters, empowering self-organized teams, and using continuous integration to improve team culture and responsiveness.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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3. Bio – Carl Bruiners
Originally a techie who became a
frustrated Development Manager
Has been on a Agile education
journey
Companies range from SME’s to
large Corporations
Strong passion & experience for
taking on 'problem’ projects / teams
Loves automation
Agile Coach or Most Valuable
Mentor of the Year Agile Player UK
4. Where we want to be…
Maturity
Unconscious Conscious Conscious Unconscious
Incompetence Incompetence Competence Competence
Maslow
8. The perfection lament
If you wait until you do
everything for everybody
instead of
something for somebody
you will end up
not doing
anything for anybody
~ Malcom Bane
11. Agile Manifesto
We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individuals & Working Customer
Responding to
interactions software collaboration
change
over over over
over
processes and comprehensive contract
following a plan
tools documentation negotiation
Agile Manifesto with Dude’s Law
13. The heartbeat - Ceremonies
• Show & Tell
• Pre-Sprint Planning • Sprint Retrospective • Sprint Planning
define
Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue
On-going iterative activities throughout the sprint
• Story Kick-Offs
• Daily Scrum • Backlog Grooming
• User Story Writing
14. Create a trusting environment
Empower teams to help guide product direction
Trust team estimations
Continued trust when a Sprint doesn’t work out
sov·er·eign·ty
1. Supremacy of authority or rule as exercised by a sovereign or sovereign
state.
2. Royal rank, authority, or power.
3. Complete independence and self-government.
4. A territory existing as an independent state.
5. A group or body of persons or a state having sovereign authority.
15. Communication and Collaboration is key
Ideally co-located teams
Enabling teams to keep in constant contact by utilizing any
and all communication methods (Face to face, VC,
Telephone, Email, IM, Task Walls)
Business representation throughout the delivery process
Daily updates
18. What a good (Agile) team looks like
Constant business engagement
Customer delivery focused
Diverse
Flexible
Energized
Constantly seeks ways to
improve
Meets their commitments more
often than not
20. Agile Improvements
Quarterly
Everything Quarterly Pseudo
Releases &
instead of Releases
Continuous
something (Mini-Waterfall)
Deployment
Collaborative
Requirements Backlog volatile progression
conundrum yet prioritized - WIP Limits
- Kick-Offs
- Wall of Shame
Well controlled/
Value Based negotiated /
Portfolio
Portfolio prioritized/
Prioritization
Planning Cost of Delay
over Delivery
21. Agile Improvements
Colocation with BA &
open casual
Pseudo colocation
Communication discussion space with
without BA
dedicated focus
timeslots
Functional Team 7 plus minus 2 7 plus minus 2
Structure without BA with BA
Disciplined Disciplined
Prescriptive
execution with execution &
processes with little
value & flexibility Continuous
value
Innovation
24. Embrace Continuous Improvement
Change of pace should be
measured – a steady
cadence can lead to
disappointment
Don’t wait for your
retrospectives to encourage
CI, introduce constant Team
Kaizens
25. No two teams are equal
Don’t compare, instead play to their
strengths
Move your team members around to
create your strongest teams
Don’t cross compare team velocities
Move team members around to cross
pollinate
26. Visual to reality
Iteration 1
Iteration 2
Release 1
…
Vision Release 2
Iteration n
Programme
…
1
Iteration 1
Backlog
Iteration 2
Release n
…
Releases Iteration n
Portfolio
Vision …
Release 1
Iteration n
Release 2
Programme
2
Iterations …
… …
Release n
Programme
Iteration n
n
27. Is limiting what my partner can buy a bad
thing? – PO Management
Be sensible limit the PO’s choices
– if you say you can theoretically
put a man on the moon, be
prepared to be asked to do so.
28. Number of Items Remaining
Legend:
Incoming
Sprint 34 End
Remaining
Completed
Sprint 35 End
Date
Sprint 36 End
Sprint 37 End
Sprint 38 End
29. Backlog management -MMFS / MVP
Always create a Minimal Viable Product / Minimal Marketable
Feature Set
34. Continuous Delivery… Its easy… but
Continuous Integration?
Test Automation?
Software Configuration?
Automated Deploy?
ACDT – Automated Continuous
Delivery & Test
35. Defects
TDD & BDD Earlier
Defects, TD Pain
-Defect fast tracking
Defects D earlier -Cycle time controls
pain - Class of service
(SLAs)"
36. Using class of service
Standard service class
Classes should be dictated by the business costs
Various class types should be created under the standard service
class. For example;
A – Under $10000 impact if delayed
B – Under $5000 impact if delayed
C – Under $1000 impact if delayed
D – Under $100 impact if delayed
E – BAU
The prioritization of the Stories is driven by the Standard Service Class
Types
A Story will change service types as it gets closer to its delivery date;
i.e. a C type after 5 days would be escalated to a B type and therefore
more further up the priority stack. Impact delay would be determined at
the point of a story being added to the Task Wall, this will help Stories
move up the priority stack as it gets closer to its delivery date.
37. Stop escaping defects
Do not use average defect throughput as a stick to beat your
teams with
Defects discovered that are not legacy deal with within you
current Sprint
£58 p/d
10 incoming defects p/w
2 days per defect to fix
38. How the cost of removing defects
increases over time
39. “Done is better than perfect!”
• Gauge multi-tasking
• Manage comfort level
• Systems impact visibility
• Propose time bound analysis activity
• Ask for the definition of value
41. Embrace TDD / BDD sooner rather than
later
Retro-fitting TDD / BDD into your work process is far more
painful than the initial pain of getting setup at the beginning
42. Lean everything out…
Constantly seek ways to
improve your processes
Waste is not always
obvious – Don’t be afraid of
change
There is no such thing as
perfection
43. Agile is not an Arm’s Race
Simple Agile = Beautiful Agile
Don’t run before you can walk
Embrace Pragmatic Continuous Improvement
44. Want to know more?
Naveed Khawaja Carl Bruiners
@morphilibrium @cbruiners
in.morphilibrium.com in.carlbruiners.com
blogs.morphilibrium.com blog.carlbruiners.com
www.morphilibrium.com www.carlbruiners.com
naveed@morphilibrium.com carl@carlbruiners.co.uk
slideshare.morphilibrium.com
Editor's Notes
NAVEED
CARL
BOTH OF US – BOUNCE OFF EACH OTHER TO MAKE DYNAMICAbraham Maslow's Four Stages of CompetenceUnconscious IncompetenceThe individual neither understands nor knows how to do something, nor recognizes the deficit, nor has a desire to address it.Conscious IncompetenceThough the individual does not understand or know how to do something, he or she does recognize the deficit, without yet addressing it.Conscious CompetenceThe individual understands or knows how to do something. However, demonstrating the skill or knowledge requires a great deal of consciousness or concentration.Unconscious CompetenceThe individual has had so much practice with a skill that it becomes "second nature" and can be performed easily (often without concentrating too deeply). He or she may or may not be able to teach it to others, depending upon how and when it was learned.- Add maturity slide