This document provides an overview of lessons learned from Freddie Quek's experience implementing Agile practices at Wiley. Some key points:
- Quek has been using Agile since 1999 and leading Agile implementations at Wiley since 2009 involving teams as large as 150 people.
- Common mistakes include not making stand-ups quick and useful, not having retrospectives with action items, and treating remote teams differently.
- When starting a new project, an Agile assessment is helpful to understand the current process. Training, an Agile coach, and experienced practitioners can help teams learn Agile.
- For a large, important project at Wiley involving migrating an existing partnership to a new system, Quek
My presentation at the 1st Agile Cyprus Meetup, aiming to illustrate some of the most common misunderstandings that many people tend to believe about agile methodologies
How to Pitch a Software Development Initiative and Ignite Culture ChangeRed Gate Software
You’ve got a great idea for transforming software development or IT processes in your organization, but you’re not sure how to get buy-in from key stakeholders, or how to change your company culture.
In this session, Microsoft MVP Ike Ellis will draw on his experience as a consultant and leader in software development to give you real-world tips to define, shape, and share your pitch successfully. Whether you are launching a revolutionary new initiative or expanding an existing effort to improve your software development, Ike’s tips will help you create a plan to effect change in your teams.
Scrum is an agile framework for developing work. It originated in the 1980s and was refined in the 1990s. Scrum uses short iterations called sprints to incrementally develop work items from a prioritized backlog. A self-organizing cross-functional team works during a sprint to deliver a potentially shippable product increment. Scrum rituals like daily stand-ups, sprint planning and retrospectives provide transparency and opportunities to inspect and adapt the process.
In this presentation, we will use a fast-paced, methodical approach to provide a full picture of what Agile is, how it works, who is using it and how you can use it. We’ll cover a lot of information, but will introduce, compare, and contrast concepts which encourage an objective picture based on your experience. Agile is not a panacea or a prescriptive methodology. At its foundation, it is a mentality and a way of working and managing work that permeates everything you do. We will discuss how that is and what that means in practical terms.
Kanban is a lean methodology for continuous improvement of processes. It focuses on limiting work-in-progress, visualizing workflow, and improving processes incrementally through small changes and collaborative efforts. The key principles of Kanban include starting with the current process, pursuing evolutionary change, respecting existing roles and responsibilities, and encouraging leadership at all levels. Its six general practices are to visualize work and workflow, limit work-in-progress, manage flow, make policies explicit, implement feedback loops, and improve collaboratively through experimentation. Kanban is well-suited for environments that need adaptability and where upfront estimation is challenging. It can be combined with Scrum through a hybrid framework called Scrumban.
The D Files: Debunking Myths About Distributed TeamsAgileDenver
We can’t do agile – teams need to be co-located!,” we often hear from naysayers about adopting agile in companies with remote workers. We know that distributed teams – be they off-shore, on-shore, near-shore, in-shore, whatever-shore – are the way many businesses operate today. How can we, as agilists in our organizations (as ScrumMasters, Product Owners, consultants, trainers, etc.), resolve the challenges that distributed teams face? This talk will review some of the common issues that distributed teams face and we’ll talk through real-world, practical solutions that I’ve used with my teams; techniques you can take back to your teams immediately.
How do you survive the radical shift towards inversion of responsibility and ...Thoralf J. Klatt
Lean and agile transformation - how do you survive the radical shift towards inversion of responsibility and control while staying accountable for results?
ManageAgile, Berlin, Oct 2012
Speakers: Wolfgang Hilpert and Thoralf Klatt, AGT International
Speech tendency: Agile project management
Day and time: Wednesday, October 17th 2012, 3:40 pm - 4:25 pm
Abstract: In times of #management30 Agile leaders drive and support a radical shift towards inversion of responsibility and control while staying accountable for results and a healthy company ecosystem. Along with this (r)evolution in management philosophy comes a subtle change of how monitoring an organization’s success works in a beneficial manner, avoiding misleading metrics and resulting dysfunctional behavior. Join this session to hear how AGT International manages the balance between empowering development utilizing their skills and insight while aligning constraints and managing to achieve joint goals of the company.
Reference to the management: This session will look into leadership guidance for and monitoring progress of agile development teams with focus on areas such as:
* Validated Stakeholder Feedback (What has been delivered?)
- Appreciated Business Value
- Validated User Centered Design and Experience
- Established Customer Visibility and Trust
* Transparency (Be honest, knowing where you really are)
- Automation and Coverage Dashboard
- CI Radiator
- Reflect on and strive towards reducing Technical Debt
* Agile Development Process
- Predictability, e.g. Minimize Deviation between projected and accepted User Stories
- Process Maturity Dashboard
* Competence Development
- Team Flow
- Personal Development Plans
We leverage practical examples from our daily practice to illustrate opportunities for reuse within other companies.
My presentation at the 1st Agile Cyprus Meetup, aiming to illustrate some of the most common misunderstandings that many people tend to believe about agile methodologies
How to Pitch a Software Development Initiative and Ignite Culture ChangeRed Gate Software
You’ve got a great idea for transforming software development or IT processes in your organization, but you’re not sure how to get buy-in from key stakeholders, or how to change your company culture.
In this session, Microsoft MVP Ike Ellis will draw on his experience as a consultant and leader in software development to give you real-world tips to define, shape, and share your pitch successfully. Whether you are launching a revolutionary new initiative or expanding an existing effort to improve your software development, Ike’s tips will help you create a plan to effect change in your teams.
Scrum is an agile framework for developing work. It originated in the 1980s and was refined in the 1990s. Scrum uses short iterations called sprints to incrementally develop work items from a prioritized backlog. A self-organizing cross-functional team works during a sprint to deliver a potentially shippable product increment. Scrum rituals like daily stand-ups, sprint planning and retrospectives provide transparency and opportunities to inspect and adapt the process.
In this presentation, we will use a fast-paced, methodical approach to provide a full picture of what Agile is, how it works, who is using it and how you can use it. We’ll cover a lot of information, but will introduce, compare, and contrast concepts which encourage an objective picture based on your experience. Agile is not a panacea or a prescriptive methodology. At its foundation, it is a mentality and a way of working and managing work that permeates everything you do. We will discuss how that is and what that means in practical terms.
Kanban is a lean methodology for continuous improvement of processes. It focuses on limiting work-in-progress, visualizing workflow, and improving processes incrementally through small changes and collaborative efforts. The key principles of Kanban include starting with the current process, pursuing evolutionary change, respecting existing roles and responsibilities, and encouraging leadership at all levels. Its six general practices are to visualize work and workflow, limit work-in-progress, manage flow, make policies explicit, implement feedback loops, and improve collaboratively through experimentation. Kanban is well-suited for environments that need adaptability and where upfront estimation is challenging. It can be combined with Scrum through a hybrid framework called Scrumban.
The D Files: Debunking Myths About Distributed TeamsAgileDenver
We can’t do agile – teams need to be co-located!,” we often hear from naysayers about adopting agile in companies with remote workers. We know that distributed teams – be they off-shore, on-shore, near-shore, in-shore, whatever-shore – are the way many businesses operate today. How can we, as agilists in our organizations (as ScrumMasters, Product Owners, consultants, trainers, etc.), resolve the challenges that distributed teams face? This talk will review some of the common issues that distributed teams face and we’ll talk through real-world, practical solutions that I’ve used with my teams; techniques you can take back to your teams immediately.
How do you survive the radical shift towards inversion of responsibility and ...Thoralf J. Klatt
Lean and agile transformation - how do you survive the radical shift towards inversion of responsibility and control while staying accountable for results?
ManageAgile, Berlin, Oct 2012
Speakers: Wolfgang Hilpert and Thoralf Klatt, AGT International
Speech tendency: Agile project management
Day and time: Wednesday, October 17th 2012, 3:40 pm - 4:25 pm
Abstract: In times of #management30 Agile leaders drive and support a radical shift towards inversion of responsibility and control while staying accountable for results and a healthy company ecosystem. Along with this (r)evolution in management philosophy comes a subtle change of how monitoring an organization’s success works in a beneficial manner, avoiding misleading metrics and resulting dysfunctional behavior. Join this session to hear how AGT International manages the balance between empowering development utilizing their skills and insight while aligning constraints and managing to achieve joint goals of the company.
Reference to the management: This session will look into leadership guidance for and monitoring progress of agile development teams with focus on areas such as:
* Validated Stakeholder Feedback (What has been delivered?)
- Appreciated Business Value
- Validated User Centered Design and Experience
- Established Customer Visibility and Trust
* Transparency (Be honest, knowing where you really are)
- Automation and Coverage Dashboard
- CI Radiator
- Reflect on and strive towards reducing Technical Debt
* Agile Development Process
- Predictability, e.g. Minimize Deviation between projected and accepted User Stories
- Process Maturity Dashboard
* Competence Development
- Team Flow
- Personal Development Plans
We leverage practical examples from our daily practice to illustrate opportunities for reuse within other companies.
2014.09.10 Are Agile Teams More Effective? Findings from the Teamwork Literat...NUI Galway
Professor Torgeir Dingsøyr, SINTEF Research Foundation, Norway, gave this seminar on Are Agile Teams More Effective? Findings from the Teamwork Literature and Empirical Studies of Agile Teams at the Whitaker Institute on 10th September 2014
The Agile Manager Mindshift - Paul Ellarbyagilemaine
This document discusses the challenges managers face when transitioning to an agile mindset and leadership style. It notes that traditionally, managers were trained in "command and control" methods and rewarded for directing subordinates' work. When an organization switches to agile, managers must change their approach to become more collaborative, empowering teams to solve problems and make decisions. The document provides guidance on virtues like inviting participation, enabling improvement, and sharing knowledge that adaptive leaders should cultivate to be successful with agile.
The Past and Future of Agility: Lean and Agile Trends and PrognosticationLitheSpeed
The document provides a timeline of agile development from the 1980s to present day. It discusses how agile has become mainstream but is often shallowly implemented. It then notes challenges facing organizations like disengaged employees and short company lifespans. The future of agility is discussed as focusing on organizational agility principles like self-management, wholeness, and evolutionary purpose over static missions. Examples are given of companies experimenting with these new forms of organizational agility.
The document provides information to help a project manager transitioning to a ScrumMaster role. It begins with an exercise to define the roles of project manager and ScrumMaster. It then compares their responsibilities, with the project manager focusing on planning and tracking tasks while the ScrumMaster facilitates processes like the daily scrum and removes impediments. The document outlines the Scrum framework and roles of product owner, ScrumMaster and team. It provides examples of how the ScrumMaster helps with planning, daily standups, reporting tools and retrospectives. It concludes with an overview of the ScrumMaster's new responsibilities.
Making the Invisible Visible: Showing WIP & Flow at Portfolio Level in Waterf...AgileNZ Conference
Kanban's principles require us to limit WIP in order to increase flow. Yet, traditional reporting across a portfolio often takes a siloed approach, with individual projects providing individual updates against common metrics like time, cost and scope delivered. Portfolio and Program Managers, therefore, don't have a view of the WIP of the 'system' or its impact on flow.
About Suzanne Nottage:
Suzanne has worked with leaders and teams in Europe, Asia, the US and Australasia, particularly on leveraging Lean|Agile to improve delivery at portfolio level.
Her work has enabled teams to reduce WIP by 75% and failure demand by 40%, while increasing customer satisfaction (and team happiness).
Outside of work, Suzanne has also applied Agile in her triathlon training over the past eight years.
5 Steps for a High-Performing DevOps CultureJumpCloud
As DevOps practitioners, we must strive to build an organization that is fast, safe, resilient, and continuously improving to best serve our customers. The results of this ensure quality, create competitive advantage, empower an energized and committed workforce, and uncover the truth.
Here are five steps you can implement for a high-performing DevOps Culture.
Not afraid of the SAFe big bad wolf - Yuval Yeretagilemaine
This document discusses concerns about the Scaled Agile Framework (SAFe) and provides perspectives on implementing SAFe. It acknowledges criticisms that SAFe is too rigid and linear, but argues that for large traditional organizations, SAFe can provide an evolutionary approach to scaling agile practices by respecting people and culture. The document advocates using SAFe implementation workshops to invite rather than force change, training agile coaches from a lean/agile mindset, and focusing on leadership buy-in and agile principles rather than rigidly following SAFe practices.
This document discusses agile adoption in real world contexts. It emphasizes that agile adoption takes time, typically 3-5 years, and requires executive commitment. Common pitfalls include terminology abuse and an overreliance on user stories without considering other requirements. Automating processes through continuous integration is important for agile development. While agile principles have remained relevant, some argue the manifesto could be updated to reflect a greater focus on learning and customer empathy over just responding to change. The presentation concludes with questions about bringing change to companies, encouraging reluctant employees, and measuring agile maturity.
The document discusses project management for software developers and compares different project management software options. It provides information on Scrum, Kanban, and waterfall project methodologies. It also evaluates the software options Jira, ScrumWorks, Rally, and Basecamp, discussing their features, pricing, and integration capabilities. It ultimately recommends Jira with Greenhopper based on cost and the company's needs.
Five Steps to a More Agile Organization: Adopting Agility at ScaleLitheSpeed
While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
Huan Ho discusses applying agile principles across different domains. He explains why agile is beneficial, focusing on quickly adapting to changing conditions. Key agile principles include understanding requirements, planning tasks, executing work, providing feedback, and refining processes. Examples are provided of applying agile to improve products using a sample product roadmap, to develop teams using goal setting and skills development, and to build flexible "elastic" teams. Other areas like marketing, sales, and support are mentioned where agile could be useful.
This document discusses value stream mapping and using lean principles to improve processes. It defines key lean terms like value, waste, and value stream. Examples of different types of waste are provided. The document demonstrates how to create a basic value stream map and discusses how optimizing value streams can help remove waste, unnecessary steps, and bottlenecks. It emphasizes starting earlier, working in smaller batches, and empowering teams to continuously improve processes.
cPrime provides enterprise agile transformation services including training, coaching, and consulting. They have experience transforming over 50 Fortune 100 companies to agile. cPrime has a large team of certified agile experts and thought leaders with experience across industries. They use assessments, planning, training, and coaching to drive organizational transformations through changing mindsets and processes one team at a time.
Crossing the Chasm - From Agile to Business AgilityMaurizio Mancini
Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg
Atlassian Webinar presented on June 16th, 2020.
Learn about Business Agility and OpenX's journey towards Business Agility.
The Big Picture of Agile: How to Pitch the Agile Mindset to StakeholdersStefan Wolpers
Let’s face it: While your enthusiasm for the big picture of agile practices is admirable, your stakeholders will most likely be moved by one thought only at the beginning of the transition: “What’s in for me? How will I now have my requirements delivered?”.
Read on and learn about one way how to kick-off the transition to a learning organization by pitching a simplified version the big picture of agile practices to your stakeholders first.
The document summarizes the top takeaways from the AGILE2017 conference. It discusses trends seen at the conference around topics like leadership, expanding agile practices beyond engineering, whole team involvement in UX, containerized microservices enabling NoOps, the value of ATDD/BDD, and re-teaming of teams. It also covers sessions on estimating time/cost using statistical techniques and the ongoing debate around #NoEstimates.
The document outlines Scott Ambler's presentation on DevOps in the enterprise. The presentation introduces DevOps and various views on DevOps, including continuous delivery, Agile delivery and operations, and Disciplined DevOps. It discusses the benefits of DevOps and the DevOps mindset. The presentation then explores how to choose an area of focus or "Way of Working" for DevOps efforts through continuous improvement, guided continuous improvement, and combining strategies. It provides examples of choices in lifecycles, process goals, and process blades. The document concludes by announcing upcoming webinars and training from the Disciplined Agile Consortium on DevOps and Agile transformations.
Mile High Agile 2016 conference is posting materials from our speakers so attendees can familiarize themselves and deepen their research and understanding.
First Speaker : Bob Galen
The document discusses lean product management and user-centered app design. It covers topics like doing just enough to provide early value to users, eliminating waste, engaging workforces with few meetings and continuous delivery, and learning just enough, designing just enough, and delivering just enough. The secrets to being a modern software organization are said to be speed to market, customer focus, and engaged workforce. Critical components of a successful product are described as being desirable, viable, and feasible.
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.
2014.09.10 Are Agile Teams More Effective? Findings from the Teamwork Literat...NUI Galway
Professor Torgeir Dingsøyr, SINTEF Research Foundation, Norway, gave this seminar on Are Agile Teams More Effective? Findings from the Teamwork Literature and Empirical Studies of Agile Teams at the Whitaker Institute on 10th September 2014
The Agile Manager Mindshift - Paul Ellarbyagilemaine
This document discusses the challenges managers face when transitioning to an agile mindset and leadership style. It notes that traditionally, managers were trained in "command and control" methods and rewarded for directing subordinates' work. When an organization switches to agile, managers must change their approach to become more collaborative, empowering teams to solve problems and make decisions. The document provides guidance on virtues like inviting participation, enabling improvement, and sharing knowledge that adaptive leaders should cultivate to be successful with agile.
The Past and Future of Agility: Lean and Agile Trends and PrognosticationLitheSpeed
The document provides a timeline of agile development from the 1980s to present day. It discusses how agile has become mainstream but is often shallowly implemented. It then notes challenges facing organizations like disengaged employees and short company lifespans. The future of agility is discussed as focusing on organizational agility principles like self-management, wholeness, and evolutionary purpose over static missions. Examples are given of companies experimenting with these new forms of organizational agility.
The document provides information to help a project manager transitioning to a ScrumMaster role. It begins with an exercise to define the roles of project manager and ScrumMaster. It then compares their responsibilities, with the project manager focusing on planning and tracking tasks while the ScrumMaster facilitates processes like the daily scrum and removes impediments. The document outlines the Scrum framework and roles of product owner, ScrumMaster and team. It provides examples of how the ScrumMaster helps with planning, daily standups, reporting tools and retrospectives. It concludes with an overview of the ScrumMaster's new responsibilities.
Making the Invisible Visible: Showing WIP & Flow at Portfolio Level in Waterf...AgileNZ Conference
Kanban's principles require us to limit WIP in order to increase flow. Yet, traditional reporting across a portfolio often takes a siloed approach, with individual projects providing individual updates against common metrics like time, cost and scope delivered. Portfolio and Program Managers, therefore, don't have a view of the WIP of the 'system' or its impact on flow.
About Suzanne Nottage:
Suzanne has worked with leaders and teams in Europe, Asia, the US and Australasia, particularly on leveraging Lean|Agile to improve delivery at portfolio level.
Her work has enabled teams to reduce WIP by 75% and failure demand by 40%, while increasing customer satisfaction (and team happiness).
Outside of work, Suzanne has also applied Agile in her triathlon training over the past eight years.
5 Steps for a High-Performing DevOps CultureJumpCloud
As DevOps practitioners, we must strive to build an organization that is fast, safe, resilient, and continuously improving to best serve our customers. The results of this ensure quality, create competitive advantage, empower an energized and committed workforce, and uncover the truth.
Here are five steps you can implement for a high-performing DevOps Culture.
Not afraid of the SAFe big bad wolf - Yuval Yeretagilemaine
This document discusses concerns about the Scaled Agile Framework (SAFe) and provides perspectives on implementing SAFe. It acknowledges criticisms that SAFe is too rigid and linear, but argues that for large traditional organizations, SAFe can provide an evolutionary approach to scaling agile practices by respecting people and culture. The document advocates using SAFe implementation workshops to invite rather than force change, training agile coaches from a lean/agile mindset, and focusing on leadership buy-in and agile principles rather than rigidly following SAFe practices.
This document discusses agile adoption in real world contexts. It emphasizes that agile adoption takes time, typically 3-5 years, and requires executive commitment. Common pitfalls include terminology abuse and an overreliance on user stories without considering other requirements. Automating processes through continuous integration is important for agile development. While agile principles have remained relevant, some argue the manifesto could be updated to reflect a greater focus on learning and customer empathy over just responding to change. The presentation concludes with questions about bringing change to companies, encouraging reluctant employees, and measuring agile maturity.
The document discusses project management for software developers and compares different project management software options. It provides information on Scrum, Kanban, and waterfall project methodologies. It also evaluates the software options Jira, ScrumWorks, Rally, and Basecamp, discussing their features, pricing, and integration capabilities. It ultimately recommends Jira with Greenhopper based on cost and the company's needs.
Five Steps to a More Agile Organization: Adopting Agility at ScaleLitheSpeed
While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
Huan Ho discusses applying agile principles across different domains. He explains why agile is beneficial, focusing on quickly adapting to changing conditions. Key agile principles include understanding requirements, planning tasks, executing work, providing feedback, and refining processes. Examples are provided of applying agile to improve products using a sample product roadmap, to develop teams using goal setting and skills development, and to build flexible "elastic" teams. Other areas like marketing, sales, and support are mentioned where agile could be useful.
This document discusses value stream mapping and using lean principles to improve processes. It defines key lean terms like value, waste, and value stream. Examples of different types of waste are provided. The document demonstrates how to create a basic value stream map and discusses how optimizing value streams can help remove waste, unnecessary steps, and bottlenecks. It emphasizes starting earlier, working in smaller batches, and empowering teams to continuously improve processes.
cPrime provides enterprise agile transformation services including training, coaching, and consulting. They have experience transforming over 50 Fortune 100 companies to agile. cPrime has a large team of certified agile experts and thought leaders with experience across industries. They use assessments, planning, training, and coaching to drive organizational transformations through changing mindsets and processes one team at a time.
Crossing the Chasm - From Agile to Business AgilityMaurizio Mancini
Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg
Atlassian Webinar presented on June 16th, 2020.
Learn about Business Agility and OpenX's journey towards Business Agility.
The Big Picture of Agile: How to Pitch the Agile Mindset to StakeholdersStefan Wolpers
Let’s face it: While your enthusiasm for the big picture of agile practices is admirable, your stakeholders will most likely be moved by one thought only at the beginning of the transition: “What’s in for me? How will I now have my requirements delivered?”.
Read on and learn about one way how to kick-off the transition to a learning organization by pitching a simplified version the big picture of agile practices to your stakeholders first.
The document summarizes the top takeaways from the AGILE2017 conference. It discusses trends seen at the conference around topics like leadership, expanding agile practices beyond engineering, whole team involvement in UX, containerized microservices enabling NoOps, the value of ATDD/BDD, and re-teaming of teams. It also covers sessions on estimating time/cost using statistical techniques and the ongoing debate around #NoEstimates.
The document outlines Scott Ambler's presentation on DevOps in the enterprise. The presentation introduces DevOps and various views on DevOps, including continuous delivery, Agile delivery and operations, and Disciplined DevOps. It discusses the benefits of DevOps and the DevOps mindset. The presentation then explores how to choose an area of focus or "Way of Working" for DevOps efforts through continuous improvement, guided continuous improvement, and combining strategies. It provides examples of choices in lifecycles, process goals, and process blades. The document concludes by announcing upcoming webinars and training from the Disciplined Agile Consortium on DevOps and Agile transformations.
Mile High Agile 2016 conference is posting materials from our speakers so attendees can familiarize themselves and deepen their research and understanding.
First Speaker : Bob Galen
The document discusses lean product management and user-centered app design. It covers topics like doing just enough to provide early value to users, eliminating waste, engaging workforces with few meetings and continuous delivery, and learning just enough, designing just enough, and delivering just enough. The secrets to being a modern software organization are said to be speed to market, customer focus, and engaged workforce. Critical components of a successful product are described as being desirable, viable, and feasible.
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.
A l'heure des transformations agiles, à l'heure où l'adoption d'une culture où les équipes pluridisciplinaires, autonomes et responsabilisées sont reines, nous sommes en droit de nous demander où se situe la place du middle management. Quel est l'avenir de ces chefs de projets et autres intermédiaires ?
L'agilité a le vent en poupe aux seins des sociétés de services, et nombreuses sont celles qui ont tentées une transformation pour approcher un modèle culturel et organisationnel correspondant plus à leur attentes. Mais trop nombreux sont encore les chefs de projets laissés sur le côté et qui ne trouvent plus leur place face à des équipes pluridisciplinaires, autonomes et responsabilisées. Est-ce que le middle management est amené à disparaître? Ou doit-il changer son périmètre et son type d'action ? Du manager décisionnaire au servant leader, le processus de prise de conscience face au changement semble inévitable pour la survie du middle management !
This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
Waterfall to Agile: A Case Study Presented at Agile India 2014Allen Rutzen
Waterfall to Agile
The company transitioned from a traditional waterfall process with long development cycles to an Agile approach over 22 months. Initial pilots of Agile were successful. A full rollout began with training, forming Agile teams around business units, and creating dedicated spaces for teams. Benefits included improved speed to market, fewer bugs, and happier customers and employees. While progress has been made, the company views it as a continual journey to further improve practices and engineering maturity.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...admford
Updated version of my original Cyphercon talk. With more useful information regarding how to enact change and better visual representation of certain concepts. This talk was given at CircleCityCon 10 in 2023
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"admford
So you’ve been told that your organization is going to implement Agile methodologies across ALL of IT, and not just in development. And you’ve been given the responsibility to implement it in Security Operations, and without a clear plan or measurable objectives other than “make the team more efficient”. While one can complain that someone in the C-Suite heard of the book “Scrum: The Art of Doing Twice the Work in Half the Time”, you still have a job to do. So the basics of Project Management, Agile, Scrum & Kanban are covered and how one can shoehorn these concepts into working in an operations context. Oh, and there will also be some finagling of where DevOps stands regarding Agile and Operations.
Lisa Cooney has successfully used Agile Instructional Systems Design (Agile ISD) for 3 years. She developed a two-week course on Agile ISD that was well-received. Now she manages a curriculum of six courses using Agile online tools. Agile ISD is iterative rather than sequential, with early and frequent releases of working software or courseware. It values individuals, collaboration, and responding to change over documentation and plans.
This presentation discusses patterns and anti-patterns for transforming a large legacy organization to being lean and agile. It describes a case study of a large product development unit that successfully piloted an agile transformation. Key lessons included focusing on flow over tasks, implementing cross-functional feature teams, learning from an organization that had already transformed, and having top management support to help overcome organizational impediments. The presentation advises line managers to educate themselves on agile principles, manage by supporting product flow rather than delegating, and question old assumptions about development processes.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Dev ops – what and why - Bristech - July 2016Paul Swartout
DevOps aims to improve collaboration between development and operations teams. It values individuals, working software, customer collaboration, and responding to change over processes and documentation. Case studies show DevOps allows for more frequent software releases with less people, improved predictability, innovation, and focus on building features rather than delivering them. Key benefits are cost reduction, removing waste, and competitive advantage from faster time to market. Cultural change takes time but starting with influential people, identifying problems, and running safe experiments can help organizations adopt DevOps practices.
The document provides an introduction to Agile concepts. It discusses that Agile is a mindset and set of principles that values individuals, collaboration, working software, and responding to change. The document outlines the history and values of Agile, compares it to traditional "waterfall" approaches, dispels common myths, and provides tips for being Agile-minded such as breaking work into bitesize pieces and continuously improving.
How to scale product development when you no longer fit in one roomMatthias Luebken
When growing a startup product development you encounter major challenges: How do you scale your product development teams? How do you keep as fast and responsive as you used to be? And how do you leverage the existing knowledge? In this talk I’ll show a couple of practices and rituals based around a Kanban board which captured our whole product development efforts with about 30 participants. I’ll show the design of the Kanban board, the policies and meetings around it and the personal duties ranging from a developer to a product manager up to the CEO. I will also compare it to other approaches from the community and what our lessons learned are.
Slides from the talk at the Jax: https://jax.de/2015/sessions/how-do-product-development-when-you-no-longer-fit-one-room
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- Agile Executive Leadership
- Whole Team Does UX
- Agile Beyond Engineering
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- ATDD/BDD Holy Grail
- Dynamic Re-Teaming!
- Estimating Time/Cost
- Get Them Hooked!
- Scaling Agile / SAFe 4.5
- Surprises at Spotify!
- Architect/Architecture
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- 2,200 participants from 40+ countries
- 18 tracks, 284 sessions
- 4 Special Tracks
- Stalwarts
- Experience Reports
- 3-7 min Lightning Talks
- Audacious Salon
- Inspiring Keynotes
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- Jez Humble, Founder and CTO, DevOps Research and -
- Assessment LLC, UC Berkeley
- Denise Jacobs, Founder and CEO, The Creative Dose
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4. Provide training to all teams on new tools and processes while prioritizing the learning work.
5. Continually share progress and successes through various internal and external channels to evangelize DevOps.
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Agile Evangelist 22 - Freddie Quek - How Not To Do Agile
1. How Not to do Agile:
A Practitioner’s view in sharing
lessons learnt
Freddie Quek, 29 May 2014
Agile Evangelist No. 22, Park Plaza County Hall
2. About Me
Partnering external
third party with a
large technology
integration
component
Responding to
urgent competitive
threats
Execution of an
acquisition due
diligence
Completion of
large high profile
customer
engagement
Freddie Quek, Director of Strategic Initiatives, Pan Wiley
http://www.linkedin.com/in/freddiequek freddie.quek@wiley.com
Joined Wiley in 2006, responsible for Wiley’s largest web application
2010, launched Wiley Online Library
2013, charged with establishment of new organizational capability
2014, pan Wiley focus
Strategic Initiatives Team
3. History with using Agile
1999
Daily stand ups, iterative development – Teams of 2-6
2005
Led first Agile team at Elsevier – Team of 10
2009
Led large scale implementation of Agile for Wiley’s largest application
development – Team of 150
2011
Running 10 agile “project” teams
2012
Led Agile team to achieve Mission Impossible
4. About Wiley
• One of the oldest and largest global publishers
• World’s largest society publisher
• 5000+ employees
• US$1.8B revenue
Professional Development
25%
Global
Research
58%
Global Education
17%
2013 REVENUE
By Core Business
5. Wiley Online Library
Largest customer facing application
65 million page views per month
240 million visitors annually
1,600 queries per second (4 billion per mth)
Access to
Over 18 million documents
2,000 journals with 6 million journal articles
15,000 books with 300,000 chapters
6 million bibliographic references
6. About the Presentation
How do you get help to do Agile?
Is Pairing smart?
Can you really do agile with remote teams?
How do you hire the right people?
How Agile should you be?
How
Not
to do
Agile
7. What does doing Agile really mean?
Which one is better?
No need for Management/Organising?
No need for product vision/architecture?
Stand Ups – waste of time?
Not really doing Agile if you don’t co-locate
and do pair programming?
Does not matter
Remember guiding principles of Agile -
People over Process
Importance of Stand Ups and Retrospectives
8. How not to do Stand Ups
• Not just one big team
• Have individual scrum team stand ups - up to 10
• Big teams also have everyone including non devs - no limit
• But also have SoS (Scrum of Scrums) - only team leads/representatives
• Not get “traditional” pm to run it
• Not let “management” interfere
• Not run it for too long
• Not allow anyone to get away with “no update”
Make Stand Ups quick and useful
Answer 1 of 3 questions:
1.What you did yesterday and what you
will do today
2.What you need others to know
3.What you need help with
13. How not to do Retrospectives
• Not willing to provide feedback – do Safety Check
• Not team members in attendance
• Not just the negatives
• Not enough time to get to next steps
• Not doing one
Make it a culture
Do it after every iteration/major event
Have actionable item(s)
15. How do you get help to do
Agile?
Agile Assessment
Team Enablement
Inception Preparation
Team Building – Leaders within
16. Agile Assessment
As-is Process: Development perspective
In essence – download from team
through facilitated sessions
As-is Process: Requirements perspective
Putting the picture together & playing
it back
Get help when you need!
Always good to have impartial input
17. Team Enablement
• Team/Skillset Assessment
• How many know Agile?
• How many practice Agile?
• Training
• Hire Agile Coach
• Hire Agile Enablement consultants
• Hire experienced practitioners
• Who can show not tell
• Who can lead not debate
Wiley’s example
50% know Agile
25% practice Agile
Build 3 teams
18. Inception Preparation
Requirements – grouping and
coverage
Spiking
Systems touch points
System flow
Managing stakeholder
expectations
Engaging stakeholders from the
beginning
19. Inception Preparation - Continue
Inception planning
Roles and Responsibilities
Continuous Integration Shopping List
22. Is Pairing Smart?
Double the cost of doing work
When one stops, the other stops too
Fighting over the keyboard
Start from scratch with new partner
Arguments with no new code
23. How not to Pair…
• Pair for the sake of pairing
• Excuse for not doing work because not in a pair
• Not ready/comfortable to work as a pair
• Not recognising personal space
Smart Pairing
When you are training/mentoring/review
Scrum Master make the call
26. Can you really do Agile with
remote teams?
Agile manifesto says co-location
Not physically possible to do pair programming
from distance
27. How not to work with remote teams
• Not treat them as second class citizens
•Play to their strengths and recognise their
weaknesses
• Not find excuses - Make it work
•Organisational reality
•Invest in them
•Invest in tools
Extension of Team
Treat remote team members as full team
members
Be inclusive
Invest in training – bring members over and
vice versa
28. Ideas tried
• Change working hours to have some overlap
• Use video conferencing facilities (e.g. Skype)
• Assign appropriate work to remote teams
• Lead and organise work for remote teams (initially)
• Send local staff to remote teams and vice versa
29. How do you hire the right
people?
Train existing staff?
Convert non believers?
Hire agile leaders?
Outsource to agile companies?
Believers who are pragmatists
Not evangelists who are purists
30. • Not everyone wants to do or get TDD
• Not giving team freedom to learn and make mistakes
• Not letting it become religious wars
• TDD or not
• Pair or not
• Intellij vs Eclipse
• Jira vs Mingle
• SQL vs NoSQL
How not to manage people
Everyone is doing agile
Recruit Agile leaders – conversion takes
time
Be a Leader - People over process
Self organising but not self steering
Keep learning and adapting
31. How Agile should you be?
Agile S/W Development vs Agile Product Development
Your team is Agile , but not rest of organisation
Being agile Agile – The Wiley AGU story
32. About Wiley and AGU Partnership
• Wiley’s largest revenue generating society
owned partnership
• ‘Flagship’ product in the subject area of
Earth, Space & Environmental Science
• Not-for-profit corporation dedicated to
furthering geophysical sciences
• World’s leading society publisher in Earth
and Space Science, accounting for 25% of
journal articles and 40% of citations in the
geosciences
Crowdsourcing weather
using smartphone batteries
13 August 2013
The OpenWeather smartphone app
collects temperature, humidity and air
pressure information from users
around the world to track weather
conditions in real time
33. The Deal
Contract signed on 5 Sep 2012
Largest society deal in Wiley’s 200+ year
history
Challenging Timeline
• 4 months to achieve everything in the
contract
34. Measurable Success (and Failure)
1. Contractual Obligations to be met from January 2013:
1.1 Start revenue earning from publishing new content
• 20 Accepted Articles per day
• 20 Early View Articles per day
• 19 Issues per month
1.2 Give AGU’s 60,000+ customers and users access to all licensed content
• 21 journals (160,000 articles)
• 33 personal choice products (i.e. virtual journals)
• 743 special sections
• Migrate all customers, users, products, licenses and alerts data
1.3 Vendors, systems and business processes in Editorial & Production ready to
publish 2013 content
• Integration with new editorial system
• Changes to workflow
1.4 Achieve similar functionality on AGU site with 60+ enhancements and all
content converted, improved, loaded, tested and accessible on a single
platform,
Wiley Online Library
Failure is not an option
Challenging Timeline
• 4 months to achieve everything in the
contract
35. The Challenges
Key Challenges
•Resolving unique ID for journal titles in both internal and external systems
•Content with no issue number and no pagination
•Journal with 7 parts, of which 3 of those parts have sub-parts!
•Many moving parts within Wiley - 17 systems to check
•Content completeness and quality (and external vendor)
•Unknown unknowns - coping with changing and emerging requirements
throughout development phase
Non standard practices and variations (that we
didn’t know until we started)
•New licensing model
•Create Special Sections as another slice of content view
•New workflow for handling daily society data updates
via feeds
•Changing content workflow for legacy vs current content
•Start development before requirements were clear
•Complete testing before we had all the content
•Cannot complete certain types of testing
•Break some rules
36. • Significance of achieving project success
• Project goals achieved in 4 months – typically projects take at
least 3 months to get going
• Major releases typically take 9-12 months to complete
• This project had two major releases in 6 months with more
than 90 enhancements
How to become even more Agile?
60-Day Plan
6 weeks (6 x weekly iteration) for dev
2 weeks for end-to-end testing
6 dev teams in 4 locations (London,
Russia, Singapore, Switzerland)
People over Process
37. The Plan = The Wall + Excel
Finding the best people
Singleton work
More than 1 stand-ups daily
Quick decision making – rest of team
elsewhere
Flexible and adjust daily
People over Process
38. • Use of Enabling Technologies like MarkLogic
• As XML Store for content
• Use of technology with unintended side effect for
troubleshooting, auditing and reporting tool
• As a search engine, saves a lot of time from the native indexing
when loading new content
• Achieve rapid software development
• Enables rapid implementation of 60+ enhancements in 6 weeks
• Reuse search service for alerts and loading of saved search
• Reuse vocabulary service to help with hierarchy of index terms
• Supports faceting through configuration, no extra development
required
Enabling Technology
39. Recognition for Team
Wiley’s
President
Award for
Excellence
Visit by
AGU CEO
in May 2014
Customer
Excellence
Award
Celebrate Success
Strong team work
Excellent business and technology
collaboration
Team never met – no time!
Calm
Bonded for life!
People over Process
42. Which Agile Approach is Better?
• Does not matter
• Remember the core
values/principles of Agile
• People over Process
Editor's Notes
Agile values[edit]
The Agile Manifesto reads, in its entirety, as follows:
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 and interactions over Processes and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
Wiley Online Library
Largest customer facing application
65 million page views per month
240 million visitors annually
Access to
Over 18 million documents
2,000 journals with 6 million journal articles
15,000 books with 300,000 chapters
6 million bibliographic references
Wiley Custom Select
Custom Publication application
Create “perfect” textbook
6500 titles available
9000 registered users
18,000 custom projects
Wiley DSS
XML Store
18 million documents
207 GB of MarkLogic db
11.2 TB of binary storage
Syndication
280 internal/external recipients
1.7 TB content delivered mthly
Over 18 million documents
Journals: 2,338
Issues: 370,245
Articles: 6.1 million
Books: 15,388
Chapters: 321,334
Reference works: 203
Articles: 201,583
Addition Meta information
Bibliographic References: 6.5 million
Open space
Around some shelves
Invest in tools – sharpies and post its
Invest in tools – sharpies and post its
Not recognising personal space (eg hygiene)
Give discreet chunks of work
Provide strong leadership
Individuals and interactions – in agile development, self-organization and motivation are important, as are interactions like co-location and pair programming.
Wiley’s largest revenue generating society owned partnership
Smartphones are a great way to check in on the latest weather predictions, but new research aims to use the batteries in those same smartphones to predict the weather. The OpenWeather smartphone app collects temperature, humidity and air pressure information from users around the world to track weather conditions in real time.
A group of smartphone app developers and weather experts created a way to use the temperature sensors built into smartphone batteries to crowdsource weather information. These tiny thermometers usually prevent smartphones from dangerously overheating, but the researchers discovered the battery temperatures tell a story about the environment around them.
Crowdsourcing hundreds of thousands of smartphone temperature readings from phones running the popular OpenSignal Android app, the team estimated daily average temperatures for eight major cities around the world. After calibration, the team calculated air temperatures within an average of 1.5 degrees Celsius (2.7 degrees Fahrenheit) of the actual value, which should improve as more users join the system.
Wiley’s largest revenue generating society owned partnership
For Development Team
Being even more agile!
6-week development window, 60+ enhancements
Grew from 1 to 6 development workstreams in 5 locations
For other Wiley systems
Variations/Non Standard Practices that were originally deemed as disruptive, but became opportunities for innovation and transformation
New licensing model
New workflow for handling daily society data updates via feeds
Changing content workflow for legacy vs current content
Which method does not matter
Most important thing is to remember what you would do differently when you get back to your office/team
And that is why I am here to find something from you all these evening, so stay behind and have a chat