The document discusses an RFP for an agile software development project between a customer and supplier. It includes questions about the supplier's experience with agile methodologies, processes and tools, testing approach, contracting models, resource estimates, and release planning. The supplier is asked to describe their proposed agile project setup and execution strategy, including onsite/offshore team composition and coordination, estimation methodology, and contracting approach. They are also asked to justify their responses and provide substantiation for estimates and plans.
This document discusses agile metrics for measuring value, predictability, productivity, and quality. It recommends customer satisfaction surveys, tracking business value delivered and running tested features to measure value. For predictability, it suggests measuring velocity and sprint/release burndown. Productivity metrics include defect count, work in progress, story cycle time. Quality metrics are running automated acceptance tests and technical debt.
Adressing requirements with agile practicesfboisvert
This document discusses addressing non-functional requirements with agile practices. It defines non-functional requirements as specifying "how well" functional requirements must behave by imposing constraints. The document recommends breaking down non-functional requirements into internal "rules" that guide software construction and external "restrictions" that are tested. It provides examples of expressing functional requirements as user stories and scenarios for clarity. The document advocates using techniques like pair programming and peer review to confirm rules are followed, and testing to confirm restrictions are met. This ensures both internal and external quality expectations are satisfied.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
This document provides an overview of Quality Function Deployment (QFD), a design planning process driven by customer requirements. It discusses:
1. The history and key aspects of QFD including the "House of Quality" matrix and deploying the "Voice of the Customer" throughout the organization.
2. How QFD uses planning matrices at different stages to translate customer requirements into technical requirements, product requirements, process requirements, and control requirements.
3. The objectives of QFD which are to determine the voice of the customer and examine the company's response to customer needs.
Imaginea's Test engineering shares its process guideliness, best practices and recommedations for effective Product testing. Ensures software products behave the way they are supposed to.
Between Scrum and Kanban - define test process for Agile methodologiessuwalki24.pl
Presented on Testwarez 2012 (the biggest Polish conference about testing and quality).
If you are interested, please read my article on the same topic: http://pl.coremag.eu/fileadmin/user_upload/redaktion/coremag_pl/Downloads/Core_magazineTestWarez_2012.pdf
The document provides an overview of Quality Functional Deployment (QFD), including its history originating from techniques developed in Japan in the 1960s, an 11-step process for implementing QFD, and examples of how various companies have benefited from using QFD to better meet customer needs and priorities. QFD involves gathering customer requirements, defining technical design characteristics, and creating a matrix to help ensure customer needs are addressed throughout the product development process.
This document discusses agile metrics for measuring value, predictability, productivity, and quality. It recommends customer satisfaction surveys, tracking business value delivered and running tested features to measure value. For predictability, it suggests measuring velocity and sprint/release burndown. Productivity metrics include defect count, work in progress, story cycle time. Quality metrics are running automated acceptance tests and technical debt.
Adressing requirements with agile practicesfboisvert
This document discusses addressing non-functional requirements with agile practices. It defines non-functional requirements as specifying "how well" functional requirements must behave by imposing constraints. The document recommends breaking down non-functional requirements into internal "rules" that guide software construction and external "restrictions" that are tested. It provides examples of expressing functional requirements as user stories and scenarios for clarity. The document advocates using techniques like pair programming and peer review to confirm rules are followed, and testing to confirm restrictions are met. This ensures both internal and external quality expectations are satisfied.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
This document provides an overview of Quality Function Deployment (QFD), a design planning process driven by customer requirements. It discusses:
1. The history and key aspects of QFD including the "House of Quality" matrix and deploying the "Voice of the Customer" throughout the organization.
2. How QFD uses planning matrices at different stages to translate customer requirements into technical requirements, product requirements, process requirements, and control requirements.
3. The objectives of QFD which are to determine the voice of the customer and examine the company's response to customer needs.
Imaginea's Test engineering shares its process guideliness, best practices and recommedations for effective Product testing. Ensures software products behave the way they are supposed to.
Between Scrum and Kanban - define test process for Agile methodologiessuwalki24.pl
Presented on Testwarez 2012 (the biggest Polish conference about testing and quality).
If you are interested, please read my article on the same topic: http://pl.coremag.eu/fileadmin/user_upload/redaktion/coremag_pl/Downloads/Core_magazineTestWarez_2012.pdf
The document provides an overview of Quality Functional Deployment (QFD), including its history originating from techniques developed in Japan in the 1960s, an 11-step process for implementing QFD, and examples of how various companies have benefited from using QFD to better meet customer needs and priorities. QFD involves gathering customer requirements, defining technical design characteristics, and creating a matrix to help ensure customer needs are addressed throughout the product development process.
The document outlines an active procurement approach developed by the National Institute for Health Innovation in New Zealand. It involves a 6-phase process where a facilitator manages vendor selection for innovation projects on behalf of the purchaser. The goal is to encourage partnership, address knowledge asymmetries, and spur innovation through a fair and auditable process. The approach aims to be faster and more collaborative than traditional procurement. It has been applied successfully to several health IT projects in New Zealand.
The document discusses Quality Function Deployment (QFD), a structured method for developing products based on customer needs. It provides an overview of key QFD concepts including the House of Quality, which relates customer needs to technical requirements. The document also covers Kano models for classifying customer needs, Garvin's dimensions of quality, Six Sigma problem solving methods, and how QFD was developed and can be used to improve product design and development processes.
WFS is a consulting company that helps improve software development processes for medium and large Canadian companies. They assess clients' SDLC practices and prioritize areas for improvement, such as iterative development, continuous integration, and test-driven development. Assessments involve surveys of executives and development teams. The outputs identify strengths and weaknesses, prioritize goals like time to market and quality, and show variances between groups. WFS then provides roadmaps to strengthen practices and better align teams to priority business dimensions to reduce costs and improve ROI of software projects.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
This document summarizes the transition of Besi Packaging Company from an engineer-to-order (ETO) model to an assemble-to-order (ATO) model. It outlines the goals of establishing modular product structures and standardized components to reduce engineering costs and lead times. It describes the approach taken, which involved communicating the vision across departments and tracking key performance indicators. The results included significantly reduced throughput times, increased profitability, and the establishment of new product lines using a configure-price-quote model. In conclusion, it emphasizes that such cultural changes require strong leadership, communication, and perseverance through market challenges.
The document discusses the importance of documenting processes through detailed process flow charts and SIPOC diagrams for continuous improvement purposes. It states that processes, no matter the complexity, should be documented with an overview process flow chart including details on process steps, inputs/outputs, tools used, and key performance indicators. This documentation forms the basis of a Quality Assurance Plan (QAP) that can be used to increase customer satisfaction, drive process understanding for management, and identify areas for improvement through measurement of process indicators. The document provides an example process flow chart and explains what a SIPOC diagram is and how it can help map the suppliers, inputs, process steps, outputs, and customers of a process.
The document discusses Quality Function Deployment (QFD), a requirements management technique that involves translating customer needs into technical requirements and product design criteria. It covers the basic concepts and phases of QFD, including how to build a House of Quality matrix to prioritize requirements. The document also compares QFD to other software development life cycles such as Cleanroom, SASD, JAD, PD, RAD, SSM, RUP, and XP.
The document discusses creating a balanced scorecard framework for measuring an IT group's performance using Agile methods. It includes creating a strategy map with objectives in the areas of finance, customer value, internal processes, and learning & growth. Key performance indicators are identified for each objective as leading or lagging measures. The framework aims to measure knowledge, skills, abilities, efficiencies in delivering services to clients, and enable periodic reporting with both types of performance indicators based on IT goals.
The document discusses the process for conducting design reviews. It outlines the key participants in reviews, including the review leader, review team, and development team. It also describes the typical stages of a review, from preparations, to the actual review session, to the follow up process. The goal is to detect errors or issues with a design early before they become more costly to address downstream.
Associate Level Business Analyst Program LecturesQBI Institute
The document outlines the lecture lists for an Associate Level Business Analyst Certification Program which includes 4 modules - Business Analysis Fundamentals, Business Analysis Practices and Procedures, Requirements Engineering and Management, and Communication Project and Leadership Skills for Business Analysts. Each module covers various topics related to business analysis with assigned number of lectures and hours. The certification program aims to provide comprehensive training to become an associate level business analyst.
Methods and Techniques to Improve the Design of Cell Phones Using Quality Fun...Prathamesh Mohite
With the advancement of technology the world is becoming increasingly interconnected, both
economically and socially. Over the years there has been a significant increase in the percentage of people
accessing the internet and using a mobile phone. The quality of mobile services and the smartphones is
ultimately judged on the basis of one key factor that is, customer satisfaction. This is particularly true in case of
third or fourth generation connectivity. For this purpose we make use of QFD to acquire and analyse the
voice of customer (VOC) and then transform it into product requirements and quality assurance measures
throughout the design, build, test, commercialisation and even product retirement process. In this paper we
have presented an example to illustrate the use of QFD in the process of designing a smartphone based on
customer reviews and their requirements.
The document outlines New Product Introduction Process (NPI) for IT projects. It describes the objective to communicate and deploy the NPI process. The process has 8 phases - Discovery, Analysis, Design, Development, Testing, Deployment, Support and Sustain. Each phase has defined entry/exit criteria and deliverables. Key aspects include problem/value statement, process requirements, success factors, roles and responsibilities. The process aims to deliver predictable, high quality IT solutions on time and on budget through a collaborative approach between business and IT.
The document discusses the history and development of Quality Function Deployment (QFD). Some key milestones include QFD being introduced in the US in 1984 and the first full-length book on QFD being published in the US in 1987. QFD is a method for product development that involves specifying customer needs and systematically evaluating how design characteristics meet those needs. The basic QFD process involves constructing matrices, especially the House of Quality matrix, to guide decisions throughout development.
This document provides an overview of the Quality Function Deployment (QFD) process and uses an example of designing an improved automobile bumper to illustrate how to apply QFD. The key steps in QFD include: 1) identifying customers, 2) determining customer requirements, 3) prioritizing requirements, 4) benchmarking competitors, 5) defining engineering specifications, and 6) setting target values for specifications. An example bumper redesign goes through each step, constructing a House of Quality matrix to organize the information. The document concludes by noting that a QFD/House of Quality assignment will be due the following Tuesday.
Delivering Business Value - The Deal BreakersRavi Kumar
This document discusses delivering business value through agile practices. It notes that being agile is about exhibiting agility through one's work rather than labeling oneself as agile. It also discusses deal breakers such as prioritizing story points over value delivered, focusing on customer needs over features, dysfunctional teams, lack of demos, and ignoring business factors like budgets, forecasts and economics. The document advocates an approach combining lean manufacturing principles with agile software development to scale delivery while also emphasizing strategy, collaboration, autonomy and learning.
Embracing Agile for Business Impact: Role of Leadership & ManagementRavi Kumar
Embracing Agile for Business Impact: Role of Leadership & Management
Synopsis: Agile software development has become mainstream as more and more establishments establishments are on the path of embracing agile. While there are benefits in agile software development which many establishments have realised it is also true that several of them are still struggling with the transition or are yet to see the benefits. This talk focuses on the key ingredients that leadership and management has to focus as they steer their teams towards embracing agile.
The topic covers the following
1. Quick intro to agile [ since there are mixed audience]
2. Short Video on 'What agile in NOT'
3. Relevance of Project Managers in agile
4. Current Management Thinking and practices
5. Role of Leadership
6. Role of Management
7. Few 'Deal Breakers' when embarking on agile transition
8. Q&A
Agile Adoption in IT Services - Evolution over RevolutionRavi Kumar
This talk will try and look into the complexity of project execution in an IT Services industry and questions the viability of certain agile methods such as Scrum and XP and also looks at Lean (Kanban) as a method that might help us achieving successful agile adoption leading to a more effective and efficient change.
The document outlines an active procurement approach developed by the National Institute for Health Innovation in New Zealand. It involves a 6-phase process where a facilitator manages vendor selection for innovation projects on behalf of the purchaser. The goal is to encourage partnership, address knowledge asymmetries, and spur innovation through a fair and auditable process. The approach aims to be faster and more collaborative than traditional procurement. It has been applied successfully to several health IT projects in New Zealand.
The document discusses Quality Function Deployment (QFD), a structured method for developing products based on customer needs. It provides an overview of key QFD concepts including the House of Quality, which relates customer needs to technical requirements. The document also covers Kano models for classifying customer needs, Garvin's dimensions of quality, Six Sigma problem solving methods, and how QFD was developed and can be used to improve product design and development processes.
WFS is a consulting company that helps improve software development processes for medium and large Canadian companies. They assess clients' SDLC practices and prioritize areas for improvement, such as iterative development, continuous integration, and test-driven development. Assessments involve surveys of executives and development teams. The outputs identify strengths and weaknesses, prioritize goals like time to market and quality, and show variances between groups. WFS then provides roadmaps to strengthen practices and better align teams to priority business dimensions to reduce costs and improve ROI of software projects.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
This document summarizes the transition of Besi Packaging Company from an engineer-to-order (ETO) model to an assemble-to-order (ATO) model. It outlines the goals of establishing modular product structures and standardized components to reduce engineering costs and lead times. It describes the approach taken, which involved communicating the vision across departments and tracking key performance indicators. The results included significantly reduced throughput times, increased profitability, and the establishment of new product lines using a configure-price-quote model. In conclusion, it emphasizes that such cultural changes require strong leadership, communication, and perseverance through market challenges.
The document discusses the importance of documenting processes through detailed process flow charts and SIPOC diagrams for continuous improvement purposes. It states that processes, no matter the complexity, should be documented with an overview process flow chart including details on process steps, inputs/outputs, tools used, and key performance indicators. This documentation forms the basis of a Quality Assurance Plan (QAP) that can be used to increase customer satisfaction, drive process understanding for management, and identify areas for improvement through measurement of process indicators. The document provides an example process flow chart and explains what a SIPOC diagram is and how it can help map the suppliers, inputs, process steps, outputs, and customers of a process.
The document discusses Quality Function Deployment (QFD), a requirements management technique that involves translating customer needs into technical requirements and product design criteria. It covers the basic concepts and phases of QFD, including how to build a House of Quality matrix to prioritize requirements. The document also compares QFD to other software development life cycles such as Cleanroom, SASD, JAD, PD, RAD, SSM, RUP, and XP.
The document discusses creating a balanced scorecard framework for measuring an IT group's performance using Agile methods. It includes creating a strategy map with objectives in the areas of finance, customer value, internal processes, and learning & growth. Key performance indicators are identified for each objective as leading or lagging measures. The framework aims to measure knowledge, skills, abilities, efficiencies in delivering services to clients, and enable periodic reporting with both types of performance indicators based on IT goals.
The document discusses the process for conducting design reviews. It outlines the key participants in reviews, including the review leader, review team, and development team. It also describes the typical stages of a review, from preparations, to the actual review session, to the follow up process. The goal is to detect errors or issues with a design early before they become more costly to address downstream.
Associate Level Business Analyst Program LecturesQBI Institute
The document outlines the lecture lists for an Associate Level Business Analyst Certification Program which includes 4 modules - Business Analysis Fundamentals, Business Analysis Practices and Procedures, Requirements Engineering and Management, and Communication Project and Leadership Skills for Business Analysts. Each module covers various topics related to business analysis with assigned number of lectures and hours. The certification program aims to provide comprehensive training to become an associate level business analyst.
Methods and Techniques to Improve the Design of Cell Phones Using Quality Fun...Prathamesh Mohite
With the advancement of technology the world is becoming increasingly interconnected, both
economically and socially. Over the years there has been a significant increase in the percentage of people
accessing the internet and using a mobile phone. The quality of mobile services and the smartphones is
ultimately judged on the basis of one key factor that is, customer satisfaction. This is particularly true in case of
third or fourth generation connectivity. For this purpose we make use of QFD to acquire and analyse the
voice of customer (VOC) and then transform it into product requirements and quality assurance measures
throughout the design, build, test, commercialisation and even product retirement process. In this paper we
have presented an example to illustrate the use of QFD in the process of designing a smartphone based on
customer reviews and their requirements.
The document outlines New Product Introduction Process (NPI) for IT projects. It describes the objective to communicate and deploy the NPI process. The process has 8 phases - Discovery, Analysis, Design, Development, Testing, Deployment, Support and Sustain. Each phase has defined entry/exit criteria and deliverables. Key aspects include problem/value statement, process requirements, success factors, roles and responsibilities. The process aims to deliver predictable, high quality IT solutions on time and on budget through a collaborative approach between business and IT.
The document discusses the history and development of Quality Function Deployment (QFD). Some key milestones include QFD being introduced in the US in 1984 and the first full-length book on QFD being published in the US in 1987. QFD is a method for product development that involves specifying customer needs and systematically evaluating how design characteristics meet those needs. The basic QFD process involves constructing matrices, especially the House of Quality matrix, to guide decisions throughout development.
This document provides an overview of the Quality Function Deployment (QFD) process and uses an example of designing an improved automobile bumper to illustrate how to apply QFD. The key steps in QFD include: 1) identifying customers, 2) determining customer requirements, 3) prioritizing requirements, 4) benchmarking competitors, 5) defining engineering specifications, and 6) setting target values for specifications. An example bumper redesign goes through each step, constructing a House of Quality matrix to organize the information. The document concludes by noting that a QFD/House of Quality assignment will be due the following Tuesday.
Delivering Business Value - The Deal BreakersRavi Kumar
This document discusses delivering business value through agile practices. It notes that being agile is about exhibiting agility through one's work rather than labeling oneself as agile. It also discusses deal breakers such as prioritizing story points over value delivered, focusing on customer needs over features, dysfunctional teams, lack of demos, and ignoring business factors like budgets, forecasts and economics. The document advocates an approach combining lean manufacturing principles with agile software development to scale delivery while also emphasizing strategy, collaboration, autonomy and learning.
Embracing Agile for Business Impact: Role of Leadership & ManagementRavi Kumar
Embracing Agile for Business Impact: Role of Leadership & Management
Synopsis: Agile software development has become mainstream as more and more establishments establishments are on the path of embracing agile. While there are benefits in agile software development which many establishments have realised it is also true that several of them are still struggling with the transition or are yet to see the benefits. This talk focuses on the key ingredients that leadership and management has to focus as they steer their teams towards embracing agile.
The topic covers the following
1. Quick intro to agile [ since there are mixed audience]
2. Short Video on 'What agile in NOT'
3. Relevance of Project Managers in agile
4. Current Management Thinking and practices
5. Role of Leadership
6. Role of Management
7. Few 'Deal Breakers' when embarking on agile transition
8. Q&A
Agile Adoption in IT Services - Evolution over RevolutionRavi Kumar
This talk will try and look into the complexity of project execution in an IT Services industry and questions the viability of certain agile methods such as Scrum and XP and also looks at Lean (Kanban) as a method that might help us achieving successful agile adoption leading to a more effective and efficient change.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
Attaining Agile Fluency: Coaching Techniques - Focus on Goals Over ProcessRavi Kumar
What is coaching?
“It is helping to identify the skills and capabilities that are within the person, and enabling them to use them to the best of their ability” — wikipedia
Individuals and Interactions over Process and Tools.
The above is one of the 4 values espoused in the manifesto but yet it is common to see many agile coaches engage with teams and organisations advocating more and more processes. This is a common sight with new teams and also with teams on the path of agile transition from few months to few years irrespective of the competency, skills and maturity of the teams. Agile Fluency model created by Diana Larse and James Shore highlights the focus on value over compliance and practices at any given level
“ Team fluency depends on more than just the capability of the individuals on the team. It also depends on management structures, relationships, organizational culture, and more. Don’t make the mistake of blaming individuals for low team fluency, or assuming that one highly-skilled individual will guarantee high team fluency ”
An agile coach responsible for building high performing teams will need right set of powerful tools and techniques to leverage while working with teams and also to set the right expectations to both management and teams. This talk will draw from experience using few such powerful tools mentioned below while coaching teams attain fluency.
1) Using Agile Fluency @ High Level to Set Expectations
2) Setting Team Norms & Working Agreements
3) Deliberate Practice
4) Creating Enablers for a Learning Organisation
5) Simple Measures
This document discusses how lean principles can be applied to package implementation projects involving commercial off-the-shelf software. It recommends defining requirements using user stories and test cases instead of detailed specifications. It also advocates for implementing the package in iterations where each iteration is tested and deployed to production, rather than a "big bang" approach. Other lean aspects discussed include co-locating the project team, vendor, and client to improve communication, and including contractual incentives to encourage finishing early.
The document provides an introduction to agile concepts and practices such as Scrum and Kanban. It discusses the agile manifesto, principles, features, benefits, differences from traditional approaches, and practices like Scrum, Kanban, roles, ceremonies, artifacts, and metrics. Scrum focuses on iterative delivery in sprints with product backlog, sprint backlog and daily standups. Kanban emphasizes visualizing and limiting work in progress to optimize flow.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
This workshop is part of our kickoff process for new projects.
It's a space to discuss about how we and our clients understand agile methodologies their implementation.
The document discusses various concepts related to agile software development methodology including Scrum, Kanban, sprints, product and sprint backlogs, daily standups, planning and retrospective meetings. It provides details on Scrum roles like Product Owner and Scrum Master and their responsibilities. Various agile terms are defined like velocity, story boards, spikes, impediments and user stories. The advantages of the agile methodology are highlighted.
Agile methods promise to deliver projects quicker so that benefits can be realized sooner; and you can use agile techniques for delivering packaged software too...
Agile projects are for delivering packaged software tooDavid Harmer
How we use agile methods and "Use Cases" to deliver projects more effectively. We contend that the coding and configuration required by packaged systems is comparable to development, making their implementation amenable to agile techniques. Here we explain how and why.
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
This document discusses software agility. It begins by explaining why software agility is needed, such as to quickly deliver valuable products and respond to customer needs. It then discusses how software agility can be achieved, including choosing an agile framework, focusing on deliverables and speed, and changing organizational culture. Finally, it defines software agility, discusses common agile frameworks and methodologies, provides tips for choosing the right framework, and notes some common myths about agility.
This document provides an overview of agile methodology. It discusses agile principles from the Agile Manifesto including prioritizing individuals, working software, customer collaboration, and responding to change. Common agile methodologies like Scrum, XP, and FDD are described. The key processes in agile include requirement gathering, design, build, testing, and deployment in short iterative cycles. Advantages are rapid delivery and adaptation to change, while disadvantages include difficulty estimating effort and lack of documentation.
Our top 10 Metrics reveal the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
This document provides an introduction to Agile methodology. It discusses how Agile addresses problems in software development like lack of predictability, transparency, and responsiveness to change. It then defines what Agile is from a mindset, values, and principles perspective. It also outlines some popular Agile flavors like Scrum, Kanban, SAFe, and XP. Finally, it walks through what a day or sprint looks like for a Scrum team, including roles, artifacts, meetings, and how stories are planned and tracked on a Scrum board. The overall document serves to introduce the core concepts and promise of Agile software development.
The document describes an agile journey at Dashlane from 2014-2017 as they evolved from feature-focused teams to business-focused teams driven by objectives and key results (OKRs). Initially they used scrum but later adopted more scrumban practices. They introduced roadmaps, portfolios, and OKRs to align strategy, tactics, and operations. Transitioning to business teams and OKRs was challenging but improved business focus, alignment, and delivery of value. Ongoing work includes refining OKRs and supporting processes to continuously improve.
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
Kumar Rajasekaran presented learnings from scaled agile implementations. Key topics included transitioning from a business process to an execution process, implementing a release train with focus on tools, metrics, user experience, agile coaching, trainings and workshops, and conducting agility assessments from team to program level. Challenges included priority/scope change management, sprint cycle duration, acceptance criteria, dependencies, capacity planning and standardization. Opportunities included delivering working software, aligning delivery to business value, and improving test practices.
The Agile Readiness Assessment Tool EssayHeidi Owens
This report discusses Scrum, an agile software development methodology. It describes the key roles in Scrum - Product Owner, Scrum Master, and Development Team. It also outlines the core Scrum events - Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The report examines the Scrum process and how it aims to deliver working software frequently through short development cycles called sprints. It emphasizes that Scrum provides structure through its roles, events, and artifacts while allowing flexibility through its iterative approach.
This document provides an overview of process models and agile development approaches. It discusses the Unified Process (UP) and its phases including inception, elaboration, and more. Agile methods like Scrum and Extreme Programming (XP) are also summarized. Scrum uses sprints, daily stand-ups, sprint reviews and retrospectives. XP practices pair programming, test-driven development, and frequent small releases. The document emphasizes that agile prioritizes individuals, working software, customer collaboration and responding to change over processes and tools.
Agile Framework based on PMBOK 6th Edition.pdfAliAfrazAjmal
The document provides an overview of agile concepts and practices. It begins by describing the four values of the Agile Manifesto: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It then discusses agile planning cycles and the relationship between product vision, release planning, and iteration planning. Other topics covered include Scrum roles, defining Scrum, Scrum ceremonies like daily stand-ups and retrospectives, user stories, estimation techniques like planning poker and story points, and calculating estimated velocity.
Similar to Agile india2012 - Dealing with agile RFP (20)
4. There are better ways …
wish we didn’t have to
deal with it.
http://www.cmsmyth.com/wp-content/uploads/2011/06/rfpgraphic2.png
4
5. What is the purpose and why?
• Early stage for procurement of services
• Specification on details of the intended procurement.
• Competitive - Selection mechanism prior to outsourcing or offshoring
• Used in re-evaluation as part of strategic sourcing.
http://ukhypnosis.com/2010/07/10/cbt-with-intolerance-of-uncertainty-and-chronic-worry/ 5
6. Uncertainty & Unknowns
• Quite a challenge at RFP stage…
• They are not all bad; it just means options… more so for agile projects.
• Options need to identified, understood and communicated.
http://militarytobusiness.blogspot.in/2010/08/dealing-with-uncertainty.html 6
7. Steps involved
• Notice of RFP
• Pre-Proposal Walkthrough
• Written Clarifications & Questions
• Response to Written Clarifications & Questions
• Receipt of Written RFP Deadline
• RFP Defence
• RFP Evaluation
• RFP Selection Announcements, Negotiations etc.
http://www.blog-bizedge.biz/2011/03/preproposal-positioning.html 7
8. Deal With Agile
We will do it collectively…
8
http://www.webpoppy.net/2011/06/how-to-write-a-website-rfp/
9. Let’s Self Organize !!!
( 5-6 member teams)
9
http://en.wikipedia.org/wiki/Self-organization
10. 20 minute time boxes
• Iteration 1 – Walkthrough of RFP questions (15 min + 5 min)
• Iteration 2 – War room
• Iteration 3 – Defense
10
http://blog.agilebuddy.com/2009/01/significance-of-time-boxing.html
11. There is limited time …
• Solution strategy approach and NOT the
Focus !!!
solution itself.
• Highlighted questions are critical.
• Articulate the following
• How would you approach estimation and
release planning.
• Thoughts on contracting & pricing
•Testing and product quality (Independent
Testing Teams vs. Self Contained Testers in
Dev Teams)
•Onsite offshore execution ,team loading.
• Pick a moderator to have a handle on things
while the discussion goes on.
11
13. Vendor Discretion Advised
Agile Project AHEAD
• Customer business participation.
• Vendor involvement in the decision making process.
• Offshore teams leveraged for only tasks/activities.
13
15. Project Chartering
• High level system understanding
• User stories - walkthrough
• Define Acceptance Criteria
Story Mapping
• Identify Function Flow
• User stories grouping
• Release Plans
15
16. Estimates
• Collective planning and estimation
• Story points (Scale 1-10) by functional y grouped teams.
• Effort classification.
Release Plans
• Quarterly production releases synchronized with non-agile projects
• Logical grouping based on Functional flow and Criticality.
• Only for 6 months…
16
17. Execution Model
• Onsite heavy in the first few sprints.
• Frequent Onsite off shore team rotation.
17
18. Contracts & Pricing
• T & M Initially
• Switch to FPP after stability
• CR based pricing for changing requirements
• Frequent travels factored into pricing.
20. Agile Outsourcing - Dealing with Agile RFPs
No. General
1 Is the supplier ready to implement the Agile project?
The project is primarily implemented at the location of CUSTOMER at LOCATION. The supplier indicates how this is
2 realised. Proven experience with this mode of realisation under an Agile routine is of importance.
The supplier is in a position to independently convert the WHAT (the system must do) into HOW (this must be realised). The supplier
3 presents his vision on this subject.
As Agile is going to be worked in teams constituted of people with different (cultural) backgrounds, a comprehensive culture training /
team building at the start of the project is obvious. What plans does the supplier have for the purpose and what expenditure of time
4 and cost are involved in this connection?
5 Please describe how you would respond to a request to set up an Agile Project in partnership
Advantages of Agile Environment: What does your company see as the main advantage to an Agile development environment? What
6 are the key disadvantages?
Process & Tools
1 How does the supplier deal with changes in the requirements (content and priority) during the project?
2 Which Agile routine does the supplier choose for this project? The substantiation of this choice is of particular importance.
3 In what way can the management and maintenance of the deliverable software be organised?
4 How does the supplier ensure the guarantee for the maintainability and quality of the deliverable software?
5 How does the supplier ensure that the preferred suppliers of CUSTOMER can maintain the system?
Supplier has experience with tooling in an Agile process.
What tools has the supplier used for the purpose in the earlier projects?
For each tool, indicate the purpose for which it was employed within the Agile process.
6
How do you typically ensure on Agile projects that senior management in your company and the customer company have
7 appropriate visibility to make decisions and coordinate other activity?
Testing
What vision does the supplier have on tests during an Agile process?
1 Make a distinction according to system and acceptance tests.
2 How your organization views testing as part of a scrum team?
How your organization would develop testing requirements for a sprint. Include test techniques / methods that would be used and how
3 they would be used?
4 What testing should be performed as part of a scrum team?
5 What approach do you take for agile testing?
6 How do you achieve collaborative working relationships on agile initiatives in order to ensure quality delivery?
How your organization view testing as part of a independent team and what will be the best strategy to work with
7 independent testing teams.
Contracting & Estimation
Supplier gives a detailed estimate of the time required for the formulation of all product requirements. The substantiation
of this estimate is of particular importance.
Assume the following while you think of a solution for this question
Simple Requirements: 100 >> Medium Requirements: 150 >>Complex Requirements: 100
1
Bidders are requested to indicate their own pricing policy (initial and recurring costs) applicable to the products and services called for.
Specify the prices and rates for the products and services called for. You should be fully prepared here and need to at least include the
2 deliverable products and services specified by you.
For each sprint, present a detailed summary of the costs of the proposed team effort during the turnaround time of project estimated
on the basis of the total list of the product requirements. In addition, the rate employed for each team member of the proposed team
3 classification must be indicated.
21. Contracting & Estimation contd…
What is the contract model that the vendor would like to propose? Fixed Price will be of primary interest for the customer
but is willing to consider other contractual models as well. Vendor must justify the different contractual models and
4 justify the most appropriate for the project and clearly articulate the risks and downside of Fixed Price model
Supplier indicates the project organisation roles, rates, quantities, composition, phasing, sprint duration, tooling etc..
The substantiation of this organisation and estimates are of particular importance.
How does the supplier guarantee that the cited capacity and knowledge are indeed available in the same and stable (team) composition
during the entire project? Consider here also the possible visa problem.
5
Release
Supplier indicates in detail which part of the product requirements referred can be realised within 6 months after the start
of the project implementation. The substantiation of these assessments is of particular importance. The deadline of 6
months is an arbitrarily chosen reference time. The starting point here is the project organisation as described and the
1 assessment of the product requirements
The supplier needs to work together with other CUSTOMER units that do not work according to Agile.
How does the supplier plan to deal with the units from the CUSTOMER organisation that do not work according to Agile?
2
How does the supplier guarantee that he will deliver a working software (zero defect delivery) that is deployed in the acceptance/live
environment made available by CUSTOMER for the purpose after every sprint?
How does the supplier envisage to be able to contribute towards as high a delivery reliability as possible?
3
On-Going Application Support & Maintenance: Describe your methodology for providing on-going application support and maintenance
services, including the following:
• Application Updates • User Management • Change Management • Problem management and communication procedures •
Documentation management• Communication and integration with the customer and its processes
• Problem diagnosis and root-cause analysis of production defects • Review and approval of problem-fix approach and risks • Design
4 Review, Code Inspection, Testing and other quality assurance processes supporting Application Maintenance
We have limited time and hence I suggest the following…
- Think about approach to arrive at solution or strategy and NOT the solution itself.
- The questions that are in bold are critical; focus discussions to overcome the challenges. Specifically the following must be articulated
> Approach to estimation and release planning.
> Contracting & Pricing
> Testing and product quality (Independent Testing Teams vs. Self Contained Testers in Dev Teams)
> Onsite offshore execution model with emphasis on team loading.
- Pick a moderator to have a handle on things while the discussion goes on.