This document provides an overview of agile methodology for software development. It discusses how agile practices arose in response to the limitations of traditional waterfall approaches. The core principles of agile include valuing individuals and interactions, working software, customer collaboration, and responding to change. Agile methods embrace changing requirements, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and continuous improvement.
Comparing Agile transformation approaches at Twitter and SalesforceSteve Greene
This document discusses strategies for transforming a large organization to an agile methodology. It recommends starting with a "big bang" approach, where all teams transition together using Scrum. The transformation is driven from the top down but implemented bottom up. Teams are reorganized into self-organizing cross-functional teams with dedicated resources. The transformation focuses on iterative development, continuous delivery, and establishing core values like transparency. Coaching and training help drive adoption. Initial results include improved productivity, predictability, and executive buy-in. Advice includes focusing on principles over mechanics and getting early engineer involvement.
This document provides an overview of Agile project management principles and practices. It begins with introductions of the presenter and their experience in Agile software development. It then discusses various project methodologies like Waterfall, Kanban, Scrum, and Test Driven Development. Key Agile principles are outlined from the Agile Manifesto. The roles of Product Owner, Scrum Master, and development team are defined. Practices like sprint planning, daily standups, reviews and retrospectives are described. The document aims to provide a high-level introduction to Agile concepts, roles and processes.
Agile Lessons Learned From the TrenchesBrendan Flynn
Brendan Flynn presented on lessons learned from implementing Agile practices at Pointroll. Key lessons included: creating visibility into development processes and metrics; gaining executive support; making data-driven decisions; focusing on business value over features; ensuring proper training; optimizing across teams; and rigorously inspecting and adapting practices over time. While hard work, adopting Agile frameworks improved delivery, quality, and alignment between business and technology teams at Pointroll.
The document summarizes the experience of a company that adopted the Large-Scale Scrum (LeSS) framework for product development over several years. It started with two teams using basic Scrum practices and grew to include multiple offsite teams. Key lessons included: transitioning from common planning to representatives as teams grew; introducing requirement areas but realizing areas were too small; and the importance of training, coaching, and management support for sustainable agile adoption. Overall, LeSS enabled faster development and release cycles through improved collaboration.
Dave West presented on the past, present, and future of Scrum and agile software development. He discussed how Scrum originated from experiments in lean product development in the 1990s. Today, Scrum is widely used, though often not fully implemented, and challenges remain in adopting agile practices at scale within large organizations. For the future, West envisions focusing on measuring outcomes to drive improvement, emphasizing agile values and professionalism, scaling Scrum for multiple teams, and establishing dedicated agile product delivery organizations separate from traditional IT structures.
The document discusses the effectiveness of retrospectives in agile software development. It defines a retrospective as a meeting at the end of an iteration or release where a team reflects on what went well and identifies improvements for the next iteration. Common causes of ineffective retrospectives include not addressing real problems, lack of participation or focus. The document outlines a retrospective framework including setting the stage, gathering data, generating insights, deciding on actions, and closing. It provides examples of quantitative and qualitative review techniques as well as problem solving methods teams can use to analyze metrics, identify root causes, and prioritize actions for continuous improvement.
The document discusses challenges with traditional waterfall software development approaches and makes the case for adopting agile methodologies. Some key points:
- Traditional approaches focus too much on upfront planning and scope definition, which often leads to changes later on that cause delays and missed deadlines.
- Agile prioritizes delivering working software frequently in short iterations to get early customer feedback and make adjustments more easily.
- Scrum is introduced as a popular agile framework that emphasizes self-organizing cross-functional teams, short development cycles called sprints, and flexibility to change requirements.
- A transformation is needed across the organization to shift from traditional command-and-control styles to collaborative agile values like continuous
This document provides an overview of agile methodology for software development. It discusses how agile practices arose in response to the limitations of traditional waterfall approaches. The core principles of agile include valuing individuals and interactions, working software, customer collaboration, and responding to change. Agile methods embrace changing requirements, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and continuous improvement.
Comparing Agile transformation approaches at Twitter and SalesforceSteve Greene
This document discusses strategies for transforming a large organization to an agile methodology. It recommends starting with a "big bang" approach, where all teams transition together using Scrum. The transformation is driven from the top down but implemented bottom up. Teams are reorganized into self-organizing cross-functional teams with dedicated resources. The transformation focuses on iterative development, continuous delivery, and establishing core values like transparency. Coaching and training help drive adoption. Initial results include improved productivity, predictability, and executive buy-in. Advice includes focusing on principles over mechanics and getting early engineer involvement.
This document provides an overview of Agile project management principles and practices. It begins with introductions of the presenter and their experience in Agile software development. It then discusses various project methodologies like Waterfall, Kanban, Scrum, and Test Driven Development. Key Agile principles are outlined from the Agile Manifesto. The roles of Product Owner, Scrum Master, and development team are defined. Practices like sprint planning, daily standups, reviews and retrospectives are described. The document aims to provide a high-level introduction to Agile concepts, roles and processes.
Agile Lessons Learned From the TrenchesBrendan Flynn
Brendan Flynn presented on lessons learned from implementing Agile practices at Pointroll. Key lessons included: creating visibility into development processes and metrics; gaining executive support; making data-driven decisions; focusing on business value over features; ensuring proper training; optimizing across teams; and rigorously inspecting and adapting practices over time. While hard work, adopting Agile frameworks improved delivery, quality, and alignment between business and technology teams at Pointroll.
The document summarizes the experience of a company that adopted the Large-Scale Scrum (LeSS) framework for product development over several years. It started with two teams using basic Scrum practices and grew to include multiple offsite teams. Key lessons included: transitioning from common planning to representatives as teams grew; introducing requirement areas but realizing areas were too small; and the importance of training, coaching, and management support for sustainable agile adoption. Overall, LeSS enabled faster development and release cycles through improved collaboration.
Dave West presented on the past, present, and future of Scrum and agile software development. He discussed how Scrum originated from experiments in lean product development in the 1990s. Today, Scrum is widely used, though often not fully implemented, and challenges remain in adopting agile practices at scale within large organizations. For the future, West envisions focusing on measuring outcomes to drive improvement, emphasizing agile values and professionalism, scaling Scrum for multiple teams, and establishing dedicated agile product delivery organizations separate from traditional IT structures.
The document discusses the effectiveness of retrospectives in agile software development. It defines a retrospective as a meeting at the end of an iteration or release where a team reflects on what went well and identifies improvements for the next iteration. Common causes of ineffective retrospectives include not addressing real problems, lack of participation or focus. The document outlines a retrospective framework including setting the stage, gathering data, generating insights, deciding on actions, and closing. It provides examples of quantitative and qualitative review techniques as well as problem solving methods teams can use to analyze metrics, identify root causes, and prioritize actions for continuous improvement.
The document discusses challenges with traditional waterfall software development approaches and makes the case for adopting agile methodologies. Some key points:
- Traditional approaches focus too much on upfront planning and scope definition, which often leads to changes later on that cause delays and missed deadlines.
- Agile prioritizes delivering working software frequently in short iterations to get early customer feedback and make adjustments more easily.
- Scrum is introduced as a popular agile framework that emphasizes self-organizing cross-functional teams, short development cycles called sprints, and flexibility to change requirements.
- A transformation is needed across the organization to shift from traditional command-and-control styles to collaborative agile values like continuous
How are you leading your agile teams? Yael Rabinovich & Sagi SmolarskiAgileSparks
The document discusses how to improve team performance and engagement through agile principles. It notes that employee engagement starts with investing in managers' ability to motivate employees. Fair process is important for buy-in on decisions. Self-organization enables teams to perform at their best when leaders provide focus, clear goals and expectations, and an environment for continuous learning and improvement. Measuring outcomes rather than busywork helps maximize team value.
Vidas Vasiliauskas. Scrumban - mixing agile and lean for product manufacture ...Agile Lietuva
This document discusses Scrum-ban, which mixes agile and lean principles. Scrum-ban aims for minimum delivery time and fully loaded teams. It is event-driven and empowers team roles with lean principles. The document provides an overview of Scrum-ban practices like planning on demand, using a task board to visualize work, and emphasizing continuous delivery through techniques like limiting work-in-progress and focusing on cycle time.
Introduction to Agile Project Planning and Project ManagementMike Cottmeyer
Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. This talk will introduce the fundamental concepts necessary to break down and estimate our product backlog, how to organize delivery of that backlog for early risk reduction and rapid customer feedback, and how to get stable throughput and predictability as you mature your agile practices. This talk is for those looking to understand how (and why) agile methods lead to better business outcomes.
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
The document provides an overview of agile principles and the Scrum framework. It discusses the values of agile like prioritizing customer satisfaction, responding to change, and valuing individuals. The principles behind agile like welcoming changing requirements, frequent delivery of working software, and self-organizing teams are also outlined. Finally, it briefly introduces Scrum roles, ceremonies, and artifacts.
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
JMeter Online Training
CodedUI Online Training
QTP Online Training
Manual Testing Online Training
ISTQB Certification Training
Scrum Master Training
Website : http://globalsqa.com/onlineTrainings.html
Email : contact@globalsqa.com
This document discusses truths and misconceptions about agile software development. It begins by establishing that agile is more than a high-level concept, and discusses differences between traditional project management and agile principles. Key differences between agile methodologies like Scrum and XP are outlined. The document then addresses common misconceptions about agile and Scrum, establishing truths around topics like planning, fixed-date projects, risk management, rework, and the role of metrics and documentation in Scrum.
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
Agile Auckland agile 101 back to basicsEdwin Dando
This document provides an overview and introduction to agile concepts and Scrum. It begins with the objectives to provide a baseline understanding of agile and discusses why agile principles are needed in contrast to traditional predictive management. It then defines what agile and Scrum are, focusing on transparency, inspection and adaptation. Potential pitfalls of misapplying agile concepts are also covered. The document aims to educate practitioners on doing agile properly through mentored learning and finding the right approach for each situation.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
This document provides an introduction to Agile methodology, describing its principles and frameworks as an alternative to traditional waterfall project management. It outlines key differences such as iterative delivery of working software versus a single release at the end, as well as emphasis on collaboration, responding to change, and individual/team empowerment over rigid plans and processes. The Agile manifesto values individuals, working software, customer collaboration, and response to change over comprehensive documentation and contract negotiation. Common Agile frameworks like Scrum, Kanban, and XP are also introduced.
This document provides an overview of agile fundamentals and concepts. It discusses the roots of agile in scientific management and plan-driven approaches. It describes the agile manifesto values and principles. It outlines several agile approaches like Scrum, XP, FDD, and Kanban. It defines the roles of delivery teams, product owners, and product owner teams. It maps out the typical agile ceremonies of visioning, release planning, specification, sprint planning, daily standups, reviews, and retrospectives. Finally, it lists some key agile fundamental concepts around value delivery, stakeholder engagement, team performance, adaptive planning, problem resolution, and continuous improvement.
The document compares predictive and agile software development approaches. It outlines that predictive approaches rely on upfront planning and strict adherence to plans, which can be unrealistic given the inherent uncertainties in software projects. Agile approaches separate estimates from execution, focus on frequent delivery of working software, and emphasize adapting to changes and feedback. While myths exist that agile means no planning, documentation, commitments, processes, or roles like project managers, when applied properly agile can dramatically improve an organization's ability to deliver working software.
The document provides an overview of the agile software development process. It begins with defining agile as an iterative and adaptive approach to software development performed collaboratively by self-organizing teams. It then discusses agile principles like valuing customer collaboration, responding to change, and delivering working software frequently. The document also covers specific agile frameworks like Scrum and Extreme Programming, the role of user stories, estimation techniques like planning poker, and ceremonies like daily stand-ups, sprint planning and retrospectives. It concludes by comparing agile to the traditional waterfall model and defining some common agile metrics.
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.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
The document discusses the differences between traditional project management and agile project management. An agile project manager manages the unknown rather than following a detailed plan and focuses on facilitating decision making rather than making decisions. Key traits of an agile project manager include being cross-functional, building relationships, encouraging innovation, and facilitating collaboration rather than controlling the project. Agile project management values respecting individuals over processes.
Why don't small companies do big a agile?activelylazy
Why don't small companies do big-A-Agile? Are they agile by default? Is Agile just a way for a large company to behave more like a small one? In this retrospective on agile adoption in companies large and small we'll look at what drives adoption, how effective it is at meeting those goals and whether software craftsmanship could teach us more.
This document discusses implementing QlikView projects in an agile environment. It begins with an overview of agile concepts like Scrum and the agile manifesto. It then discusses challenges in applying agile to QlikView work, including reusing data files and the cultural shift required. The document recommends empowering decentralized business intelligence teams while maintaining central governance. It also notes common concerns in agile adoption and emphasizes business engagement and adaptability.
How are you leading your agile teams? Yael Rabinovich & Sagi SmolarskiAgileSparks
The document discusses how to improve team performance and engagement through agile principles. It notes that employee engagement starts with investing in managers' ability to motivate employees. Fair process is important for buy-in on decisions. Self-organization enables teams to perform at their best when leaders provide focus, clear goals and expectations, and an environment for continuous learning and improvement. Measuring outcomes rather than busywork helps maximize team value.
Vidas Vasiliauskas. Scrumban - mixing agile and lean for product manufacture ...Agile Lietuva
This document discusses Scrum-ban, which mixes agile and lean principles. Scrum-ban aims for minimum delivery time and fully loaded teams. It is event-driven and empowers team roles with lean principles. The document provides an overview of Scrum-ban practices like planning on demand, using a task board to visualize work, and emphasizing continuous delivery through techniques like limiting work-in-progress and focusing on cycle time.
Introduction to Agile Project Planning and Project ManagementMike Cottmeyer
Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. This talk will introduce the fundamental concepts necessary to break down and estimate our product backlog, how to organize delivery of that backlog for early risk reduction and rapid customer feedback, and how to get stable throughput and predictability as you mature your agile practices. This talk is for those looking to understand how (and why) agile methods lead to better business outcomes.
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
The document provides an overview of agile principles and the Scrum framework. It discusses the values of agile like prioritizing customer satisfaction, responding to change, and valuing individuals. The principles behind agile like welcoming changing requirements, frequent delivery of working software, and self-organizing teams are also outlined. Finally, it briefly introduces Scrum roles, ceremonies, and artifacts.
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
JMeter Online Training
CodedUI Online Training
QTP Online Training
Manual Testing Online Training
ISTQB Certification Training
Scrum Master Training
Website : http://globalsqa.com/onlineTrainings.html
Email : contact@globalsqa.com
This document discusses truths and misconceptions about agile software development. It begins by establishing that agile is more than a high-level concept, and discusses differences between traditional project management and agile principles. Key differences between agile methodologies like Scrum and XP are outlined. The document then addresses common misconceptions about agile and Scrum, establishing truths around topics like planning, fixed-date projects, risk management, rework, and the role of metrics and documentation in Scrum.
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
Agile Auckland agile 101 back to basicsEdwin Dando
This document provides an overview and introduction to agile concepts and Scrum. It begins with the objectives to provide a baseline understanding of agile and discusses why agile principles are needed in contrast to traditional predictive management. It then defines what agile and Scrum are, focusing on transparency, inspection and adaptation. Potential pitfalls of misapplying agile concepts are also covered. The document aims to educate practitioners on doing agile properly through mentored learning and finding the right approach for each situation.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
This document provides an introduction to Agile methodology, describing its principles and frameworks as an alternative to traditional waterfall project management. It outlines key differences such as iterative delivery of working software versus a single release at the end, as well as emphasis on collaboration, responding to change, and individual/team empowerment over rigid plans and processes. The Agile manifesto values individuals, working software, customer collaboration, and response to change over comprehensive documentation and contract negotiation. Common Agile frameworks like Scrum, Kanban, and XP are also introduced.
This document provides an overview of agile fundamentals and concepts. It discusses the roots of agile in scientific management and plan-driven approaches. It describes the agile manifesto values and principles. It outlines several agile approaches like Scrum, XP, FDD, and Kanban. It defines the roles of delivery teams, product owners, and product owner teams. It maps out the typical agile ceremonies of visioning, release planning, specification, sprint planning, daily standups, reviews, and retrospectives. Finally, it lists some key agile fundamental concepts around value delivery, stakeholder engagement, team performance, adaptive planning, problem resolution, and continuous improvement.
The document compares predictive and agile software development approaches. It outlines that predictive approaches rely on upfront planning and strict adherence to plans, which can be unrealistic given the inherent uncertainties in software projects. Agile approaches separate estimates from execution, focus on frequent delivery of working software, and emphasize adapting to changes and feedback. While myths exist that agile means no planning, documentation, commitments, processes, or roles like project managers, when applied properly agile can dramatically improve an organization's ability to deliver working software.
The document provides an overview of the agile software development process. It begins with defining agile as an iterative and adaptive approach to software development performed collaboratively by self-organizing teams. It then discusses agile principles like valuing customer collaboration, responding to change, and delivering working software frequently. The document also covers specific agile frameworks like Scrum and Extreme Programming, the role of user stories, estimation techniques like planning poker, and ceremonies like daily stand-ups, sprint planning and retrospectives. It concludes by comparing agile to the traditional waterfall model and defining some common agile metrics.
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.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
The document discusses the differences between traditional project management and agile project management. An agile project manager manages the unknown rather than following a detailed plan and focuses on facilitating decision making rather than making decisions. Key traits of an agile project manager include being cross-functional, building relationships, encouraging innovation, and facilitating collaboration rather than controlling the project. Agile project management values respecting individuals over processes.
Why don't small companies do big a agile?activelylazy
Why don't small companies do big-A-Agile? Are they agile by default? Is Agile just a way for a large company to behave more like a small one? In this retrospective on agile adoption in companies large and small we'll look at what drives adoption, how effective it is at meeting those goals and whether software craftsmanship could teach us more.
This document discusses implementing QlikView projects in an agile environment. It begins with an overview of agile concepts like Scrum and the agile manifesto. It then discusses challenges in applying agile to QlikView work, including reusing data files and the cultural shift required. The document recommends empowering decentralized business intelligence teams while maintaining central governance. It also notes common concerns in agile adoption and emphasizes business engagement and adaptability.
Transitions to Agile software development always seems complicated when it comes to QA. There are a lot of DOs and DON'Ts but it always seems that 2-3 weeks is not enough for all. In this presentation I cover how a change your mindset and on how you look at the typical problems you can address your challenges with ease and create a mindful process for your organization
Best Practices When Moving To Agile Project ManagementRobert McGeachy
The document discusses best practices for moving to agile project management. It outlines the major challenges teams face including lack of discipline, changes in working styles and responsibilities, and testing challenges. It also provides tips for setting up an agile team through co-location, establishing a war room, and defining roles and responsibilities. Lastly, it discusses factors for organizational readiness for agile such as trust, empowerment, and a willingness to invest in training.
HanoiScrum: Agile co-exists with WaterfallVu Hung Nguyen
This document discusses the differences between Agile and Waterfall project management methodologies and whether they can be combined for large projects. It provides definitions and core principles of Agile, including an emphasis on adaptability, frequent delivery of working software, and collaboration between business and development teams. The document also outlines the traditional phases of the Waterfall model. It considers whether Agile and Waterfall can be mixed, with Agile used for scoping and design and Waterfall for implementation. Experts' opinions are presented that argue a hybrid approach can work if the proper criteria are used to determine when each methodology is applied.
AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This time the event was based on four major themes : 'Agile for newbies', ' Agile Adoption Challenges', 'Workshops and Software Craftsmanship', and ' Post Agile'.
The document introduces agile development methodologies and provides an overview of how to implement them in an organization. It discusses benefits like increased productivity and faster time to market. However, it also notes challenges like difficulties with estimation and working with non-agile teams. The document recommends leveraging agile best practices where possible and understanding that implementation requires requests of management and teams to change roles and processes.
The document discusses common pitfalls organizations face when adopting agile processes. It notes that without discipline, agile approaches may fail due to lack of closure on work items and endless scope changes. It also highlights challenges with testing, changes in team roles and responsibilities, and difficulties adjusting working styles to more collaborative ways of working. Critical success factors include training, experience adopting agile, and support from experienced practitioners.
This document provides an overview of agile software development. It discusses the problems traditional software development methods can cause and how agile development aims to address these issues through iterative development and frequent delivery of working software. Key aspects of agile like Scrum, its roles, events and principles are explained. The advantages of agile are noted as well as some potential disadvantages.
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
This document provides an overview of Agile project management. It defines Agile as an iterative approach that embraces changing requirements. The key aspects covered include the 12 Agile principles, the typical Agile development cycle of iterative planning, implementation and testing, and the advantages of increased flexibility and faster delivery. Specific methodologies like Scrum and Kanban are described, along with their benefits such as transparency for Scrum, and how to get started with Agile practices.
This document summarizes an overview of agile project management presented by Carter Engelhart. It discusses that agile methods allow for flexible responses to changing requirements. Traditional project management can lead to chaos or underperformance on IT projects. Agile methods emphasize iterative development, empowered teams, frequent delivery, and addressing changing requirements. The benefits of agile include reduced risk, improved control through frequent feedback, and the ability to adapt to changes.
Doing Agile Right - Transformation without Chaos - A summaryRagavendra Prasath
1) Doing Agile Right discusses how organizations can successfully transform to being agile without chaos. It emphasizes that agile requires both a mindset and methods change to truly achieve its promised results.
2) True agile transformation focuses intently on customers and involves breaking down silos, decentralizing decision making, and changing talent management and processes.
3) Scaling agile properly in a large organization requires addressing issues like planning, budgeting, and reviewing in an agile way as well as transforming support functions to better serve internal customers.
'Stakeholder Engagement Shortcuts': Ilan Goldstein @ Colombo Agile Conference...ColomboCampsCommunity
Change is difficult, and the reality is that in many organisations, an agile adoption means considerable change. Kickstarting a new initiative such as Scrum requires support from your senior stakeholders. This presentation outlines some powerful shortcuts to help engage with your stakeholder community to ensure that Scrum is given the best opportunity to flourish!
This document summarizes the experience of Tribune Technology in adopting Agile methodologies like Scrum. It describes how the organization consolidated different IT teams across properties into centralized teams in 2008. An initial attempt to adopt Scrum for all projects led to issues with too many projects, lack of dedicated resources, and treating all project types the same. Over time, the organization learned that Scrum is best for software development and not all project types. Standards and tools were introduced to provide more structure. The organization realized Scrum is not a silver bullet and they need to prioritize the business needs, not just backlogs. Dedicated team members and travel for distributed teams are also important factors for success.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
This document discusses becoming an agile organization and adopting agile thinking. It defines agile as being flexible, transparent, and customer-centric. Traditional "relay race" development is compared to the newer "rugby" approach of iterative collaboration. Key aspects of agile thinking include transparency, accountability, continuous improvement, and focusing on customer needs over documentation. Adopting agile requires changing organizational culture and habits, and frameworks like Scrum help with the transition by highlighting deficiencies to address. The benefits of agility are increased speed, flexibility and ability to develop the best products for customers.
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM ConsortiumLucia Garcia
This document discusses principles of governance for agile service delivery. It outlines that governance should not slow down delivery, decisions should be made at the right level and by the right people, and governance should only be done if it adds value. The document also emphasizes trusting delivery teams and verifying outcomes through regular interactions instead of bureaucracy.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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:
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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[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
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2. Original Agile Manifesto
Conversation & understanding > Processes & tools
Working software > Complete documentation
Stakeholder collaboration > Contract negotiation (“CYA”)
Responding to change > Sticking to a plan
3. Agile vs. Traditional Ethos
Traditional “Waterfall” Agile
Plan-driven
Focuses on documenting & predicting
outcomes
Exalts deadlines & output
Lengthens cycle times from idea to
production
Resists change
Value-driven
Focuses on understanding & executing
priorities
Exalts priorities & throughput
Shortens cycle times from idea to
production
Embraces change
4. What will (and won’t) Agile do for an organization?
Agile methods do... Agile methods don’t...
Make us more responsive to changing
market priorities
Allow better predictability of output for
the foreseeable time horizon
Improve accountability
Make priorities and risk calculations
more transparent
Make engineers write more code per
day or designers make creative output
faster
Obviate the need to make good
decisions about priorities and customer
needs
Allow the rest of the organization to
continue to assume they can know what
will be delivered in 12 months
5. Change is normalized Dynamic process for a dynamic reality
Agile methods assume priorities are
dynamic in response to changing market
conditions, resources, and ideas.
No more “scope creep”
Waterfall assumes we can know up-front
everything we want built in order to nail
down costs and timelines. When things
change it’s considered disruptive and
takes us off the plan we have been
tracking to.
!
Agile accepts that predictably hitting
long-term deadlines is not possible
without compromising scope, quality, or
cost. Agile operationalizes and
normalizes that we want to adjust to new
ideas and conditions.
Markets change quickly.
We should too.
6. Smoothing the productivity curveProductiveOutput
Time
Agile Waterfall
Agile = steady, predictable pace of productivity
Waterfall = “death marches” followed by lulls
7. Process Differences
Waterfall Process Agile Process
Flushed out “PRD” documents
Erratic handoffs and negotiations over
deadlines and scope
Hard to track on-time delivery until it’s too
late to fix
Infrequent opportunities for formal review &
improvement of process and priorities
Fosters taking shortcuts to hit looming
deadlines on large swaths of functionality
Prioritized pipeline of atomic line items
Regular rhythm of collaborative commitment
and improvement
Easy to see if we are delivering what was
promised on each cycle
Regular opportunities for formal review &
improvement of process and priorities
Encourages steady, high quality delivery of
bite-size pieces of user value
8. Shorter cycles = more chances to improve
Agile = Regular rhythm of prioritizing and optimizing
Ideation Documentation Negotiation Execution Assessment
Waterfall = Serialized hand-offs come in fits and starts
9. Risk and Value Risks are contained
Fixed, short cycle times allow
regular checkpoints to assess
priorities and process and make
changes before it’s too late.
Value trade-offs are laid bare
Explicitly prioritized, atomic line
items disambiguate the relative
costs and benefits of
prioritization decisions.
10. No more hidden black holes
of time that kill productivity
Accountable Effort Regular Cycles, Transparent Priorities
Everyone on the team knows what
everyone has promised to get done in
any given interval (typically 1-3 weeks).
Per-Cycle Surfacing of Impediments
Team members have regular rituals for
bringing to light organizational
obstacles, recurrent interruptions, and
other obstructions to focusing on the
priorities of the business.
!
Explicit Resource Allocation
Team members should understand what
percent of their time is expected to go
into the specific priorities of a given
backlog, and each team can be sized
and configured commensurate with
business value and urgency.
11. Agile Myths “Agile means no documentation or
deadlines!”
“Agile means doing small bits of
optimization on existing features instead of
working on big, new, innovative features!”
“Agile means we won’t have sound
architecture and engineering practices!”
“Agile means we won’t be able to plan our
product releases or marketing campaigns!”
“Agile alleviates the need for product &
engineering leadership!”
“Agile makes us faster!”
12. Many Agile idioms evoke the
wrong things, particularly when
you think you’re getting “Faster”
rather than “Responsive” and
“Predictable”
Beware of Agile jargon “Sprint”
Implies: going as fast as you possibly can
for a short distance.
!
What you want: regularized, repeatable
intervals for assessing priorities and
making delivery promises.
!
Alternatives: Set; Interval; Cycle; Period
“Velocity”
Implies: you can measure how fast the
team is and give incentives for everyone
go faster.
!
What you want: a way to make good
predictions about what can be
accomplished in each interval on a regular
rhythm.
!
Alternatives: Capacity; Load Factor
13. Challenges of Agile Forest for the trees
Agile “story” pipelines are designed
to be quite granular and can be
hard to digest as a whole if you’re
not immersed in the team. Agile
product managers may need to
communicate the big picture
separately.
Product roadmaps
We wish we could prescribe what
needs to be launched within 12
months, but we rarely can. Agile
roadmaps emphasize priorities over
deadlines and are updated
frequently. The farther out we look
the more uncertain and abstract are
the goals.
14. (continued)
Challenges of Agile Continuous Accountability
Teams used to operating as a black
box can develop work habits that
are uncomfortable to change in an
Agile environment.
!
Executive Expectations
Outside the team the temptation is
to assume “going Agile” will have
magical effects on how much we
produce on any given day. Others
may also think the team can be
interrupted from their flow because
they are Agile.
!
Optimizing the Wrong Things
For instance, resist the urge to
increase velocity through incentives
to chew through more story points.
15. Engaging Agile Teams Respect Their Rhythms
Agile teams must be allowed to
keep their cadence absent an
emergency. Ask them when in their
cycle is best to engage.
!
Review the Backlog & Attend Demos
A well-functioning Agile team will
have laid out foreseeable priorities
clearly and will show what they have
accomplished in each interval.
!
Advocate to the Product Owner
Agile teams usually have one
person who owns prioritization.
Working with that person to
develop stories for your priorities is
key.