Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
These are the slides from my talk at the LESS 2011 conference in Stockholm, Sweden.
Product Ownership is a multi-faceted responsibility that demands a broad set of perspectives combined with deep product and domain knowledge. Effective product ownership requires both an internal and an external perspective. The challenges are amplified for large complex organizations developing large complex products and systems. In different organizations, engineering, product management, user experience and other functional groups can all lay claim to the role with some legitimacy.This talk will describe the challenges of understanding product ownership in large organizations, and of filling the product owner role effectively. We present different models for filling the product owner role, including single product owner, proxy product owner, and product owner teams.
YouTube Link: https://youtu.be/X95kqqaI9Fg
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum Master Roles and Responsibilities" will help you understand who scrum master exactly is and what role does he play in scrum product development.
Introduction to Scrum
Who is a Scrum Master?
Role of a Scrum Master
Responsibilities of a Scrum Master
Qualities of a Good Scrum Master
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
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Facebook: https://www.facebook.com/edurekaIN/
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Castbox: https://castbox.fm/networks/505?country=in
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
An overview of the Agile Manifesto and why Agile SDLC is super important to excellent project management practices. Agile Software development is dominating the game these days. Whether you're going responsive, managing ecommerce, magento, or iphone apps Agile practices will help your efforts succeed.
The document describes the role and responsibilities of a Scrum Master. It states that a Scrum Master facilitates the team, ensures Scrum is used correctly, resolves impediments, protects the team, and coaches them. Key responsibilities include planning meetings, enforcing Scrum practices, removing blockers to progress, and helping the team and product owner improve. A Scrum Master has authority over processes but not individuals. Personal characteristics like being a servant leader and having an open, enthusiastic mindset are important for the role.
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
These are the slides from my talk at the LESS 2011 conference in Stockholm, Sweden.
Product Ownership is a multi-faceted responsibility that demands a broad set of perspectives combined with deep product and domain knowledge. Effective product ownership requires both an internal and an external perspective. The challenges are amplified for large complex organizations developing large complex products and systems. In different organizations, engineering, product management, user experience and other functional groups can all lay claim to the role with some legitimacy.This talk will describe the challenges of understanding product ownership in large organizations, and of filling the product owner role effectively. We present different models for filling the product owner role, including single product owner, proxy product owner, and product owner teams.
YouTube Link: https://youtu.be/X95kqqaI9Fg
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum Master Roles and Responsibilities" will help you understand who scrum master exactly is and what role does he play in scrum product development.
Introduction to Scrum
Who is a Scrum Master?
Role of a Scrum Master
Responsibilities of a Scrum Master
Qualities of a Good Scrum Master
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
An overview of the Agile Manifesto and why Agile SDLC is super important to excellent project management practices. Agile Software development is dominating the game these days. Whether you're going responsive, managing ecommerce, magento, or iphone apps Agile practices will help your efforts succeed.
The document describes the role and responsibilities of a Scrum Master. It states that a Scrum Master facilitates the team, ensures Scrum is used correctly, resolves impediments, protects the team, and coaches them. Key responsibilities include planning meetings, enforcing Scrum practices, removing blockers to progress, and helping the team and product owner improve. A Scrum Master has authority over processes but not individuals. Personal characteristics like being a servant leader and having an open, enthusiastic mindset are important for the role.
Introduction to Scaled Agile Framework SAFeJosef Scherer
1. The document discusses the Scaled Agile Framework (SAFe), a framework for implementing agile practices in large organizations. It describes SAFe's roots in lean thinking and systems management.
2. SAFe is based on the concept of an "Agile Release Train" which coordinates multiple agile teams to deliver value through regular inspection and adaptation cycles. It aims to achieve speed, value and quality at scale through flow, cadence and synchronization.
3. The document outlines key SAFe roles like the Product Manager, Release Train Engineer, System Architect, and System Team which work together using SAFe principles and practices to continuously deliver working solutions.
DevOps provides competitive advantage to businesses through faster time to market by breaking down silos between business, development, testing and operations. They combine the Development and Operations teams leveraging automation of processes to enable rapid release cycles.
This document provides an overview of the Red Hat Ansible Automation Platform. It begins with discussing why automation is important, citing industry analysts and research showing that automation is a strategic priority. It then discusses why the Red Hat Ansible platform specifically, noting its leadership position in Forrester evaluations. The rest of the document discusses what makes a platform, covering the key elements of creating, operating, and consuming automation. It details the various components of the Ansible platform that address the automation lifecycle.
Understand the concept of DevOps by employing DevOps Strategy Roadmap Lifecycle PowerPoint Presentation Slides Complete Deck. Describe how DevOps is different from traditional IT with these content-ready PPT themes. The slides also help to discuss DevOps use cases in the business, roadmap, and its lifecycle. Explain the roles, responsibilities, and skills of DevOps engineers by utilizing this visually appealing slide deck. Demonstrate DevOp roadmap for implementation in the organization with the help of a thoroughly researched PPT slideshow. Describe the characteristics of cloud computing, its benefits, and risks with the aid of this PPT layout. Utilize this easy-to-use DevOps transformation strategy PowerPoint slide deck to showcase the difference between cloud and traditional data centers. This ready-to-use PowerPoint layout also discusses the roadmap to integrate cloud computing in business. Highlight the usages of cloud computing and deployment models with the help of visual attention-grabbing DevOps implementation roadmap PowerPoint slides. https://bit.ly/3eFxYYr
This document provides an introduction to Agile project management frameworks like Scrum and Kanban. It discusses the limitations of traditional waterfall project management and how Agile aims to address these issues through iterative development, collaboration, and flexibility. Key aspects of Scrum like roles, events, artifacts, estimation and user stories are explained. Kanban concepts such as visualizing workflow, limiting work in progress, and managing flow are also covered. The document recommends resources for learning more about Agile, Scrum, Kanban and hybrid approaches.
The document provides an overview of Scrum, an agile software development framework. It defines Scrum, discusses its history and introduction. It describes the Scrum framework, including roles like Product Owner and Scrum Master, events like sprint planning and review, and artifacts like product and sprint backlogs. It outlines the Scrum process and provides examples of Scrum applications. It discusses advantages like adaptability and faster delivery, and disadvantages like lack of documentation. It concludes that Scrum is popular for experienced teams that can self-organize, but requires strict adherence to be effective.
Ansible Tower is a web-based GUI tool, used for managing infrastructural configurations. It is Ansible at a more enterprise level. It is useful for centralizing infrastructure from a user interface with role-based access control(RBAC), job scheduling, and graphical inventory management.
The document provides an overview of Scrum, an agile framework for project management. It discusses the core components of Scrum including roles, artifacts, ceremonies, and values. The key roles are Product Owner, Scrum Master, and self-organizing Team. Projects progress through a series of sprints where work is pulled from the prioritized Product Backlog to the Sprint Backlog and completed work is demonstrated at Sprint Review meetings. Daily stand-up meetings and retrospective meetings aid in transparency and process improvement.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
UPDATE VERSION : https://www.slideshare.net/pmengal/scrum-in-ten-slides-v20-2018
Zero downtime deployment of micro-services with KubernetesWojciech Barczyński
Talk on deployment strategies with Kubernetes covering kubernetes configuration files and the actual implementation of your service in Golang and .net core.
You will find demos for recreate, rolling updates, blue-green, and canary deployments.
Source and demos, you will find on github: https://github.com/wojciech12/talk_zero_downtime_deployment_with_kubernetes
This document provides an overview of Docker Swarm and how to set up and use a Docker Swarm cluster. It discusses key Swarm concepts, initializing a cluster, adding nodes, deploying services, rolling updates, draining nodes, failure scenarios, and the Raft consensus algorithm used for leader election in Swarm mode. The document walks through examples of creating a Swarm, adding nodes, deploying a service, inspecting and scaling services, rolling updates, and draining nodes. It also covers failure scenarios for nodes and managers and how the Swarm handles them.
Red hat ansible automation technical deckJuraj Hantak
Ansible Automation can be used to deliver a high-level introduction of Red Hat Ansible Automation. This deck contains speaker notes and can be used to start discussions with customers. It provides a technical overview but not a deep dive. Follow-on discussions would leverage Red Hat Ansible Automation technical materials.
The document provides an introduction to VMware vSphere distributed switches. It lists the benefits of distributed switches over standard switches, describes the distributed switch architecture, and discusses how to create, manage, and configure distributed switches and their properties. It also covers topics like distributed port groups, VMkernel networking, NetFlow, private VLANs, and troubleshooting distributed switch issues.
This document outlines the curriculum for a 4-week Red Hat OpenStack 17 study group. Week 4 focuses on deploying the overcloud and troubleshooting. The agenda includes creating an NFS server, preparing template files, deploying the overcloud, and previewing the next session. The template files define roles, networks, ports, and services for the overcloud nodes. Deploying the overcloud uses these templates to install OpenStack services onto the nodes from the repository containers.
The Mule agent is a plugin extension for a Mule runtime which exposes the Mule API. Using the Mule agent, you can monitor and control your Mule servers by calling APIs from external systems, and/or have Mule publish its own data to external systems.
This document provides an overview of cloud computing and OpenStack. It defines cloud computing and its components, service models, and benefits. OpenStack is introduced as an open source cloud management platform that controls compute, storage, and networking resources across a datacenter. Key OpenStack services like Nova, Neutron, Glance, Swift, and Keystone are summarized, along with their roles and basic functionality. The document concludes with information on how to get involved in the OpenStack community through contributions and using DevStack for development.
This document contains the resume of JanardhanReddyLekkala. It summarizes his objective, which is to succeed in his career and find a job providing growth, excellence and self-development. It then outlines his technical skills and work experience as a Network Engineer and Network Administrator, where he has designed, implemented and troubleshot networking infrastructure. His responsibilities included network monitoring, bandwidth allocation, server configuration, and resolving technical issues for customers.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
IRJET- Study on Agile Management in Construction Project using Scrumban Metho...IRJET Journal
This document discusses using an agile project management approach called Scrumban for construction projects. Scrumban combines elements of Scrum and Kanban project management methods. It advocates for visualizing workflow, limiting work-in-progress, making team rules explicit, and incorporating Kanban concepts like pull-based work into the Scrum framework. The document argues Scrumban can increase client involvement, improve risk management, and help track a project's progress. It provides an overview of how Scrumban frameworks are developed and its potential advantages, such as predictable costs and delivery, improved quality, and a focus on business value and users.
Waterfall and agile processes have been applied to software development for many years. However, the same concepts can be applied to many other areas of business operation, including capacity management.
View this webcast on-demand to learn how to apply agile processes to the function of capacity management and real experiences carrying out capacity management in a company that has embraced Scaled Agile methodologies. Topics covered in this webcast include:
• Agile processes from the beginning
• Capacity management requirements
• Mapping agile processes and executing them
• Lessons learned implementing this approach
Introduction to Scaled Agile Framework SAFeJosef Scherer
1. The document discusses the Scaled Agile Framework (SAFe), a framework for implementing agile practices in large organizations. It describes SAFe's roots in lean thinking and systems management.
2. SAFe is based on the concept of an "Agile Release Train" which coordinates multiple agile teams to deliver value through regular inspection and adaptation cycles. It aims to achieve speed, value and quality at scale through flow, cadence and synchronization.
3. The document outlines key SAFe roles like the Product Manager, Release Train Engineer, System Architect, and System Team which work together using SAFe principles and practices to continuously deliver working solutions.
DevOps provides competitive advantage to businesses through faster time to market by breaking down silos between business, development, testing and operations. They combine the Development and Operations teams leveraging automation of processes to enable rapid release cycles.
This document provides an overview of the Red Hat Ansible Automation Platform. It begins with discussing why automation is important, citing industry analysts and research showing that automation is a strategic priority. It then discusses why the Red Hat Ansible platform specifically, noting its leadership position in Forrester evaluations. The rest of the document discusses what makes a platform, covering the key elements of creating, operating, and consuming automation. It details the various components of the Ansible platform that address the automation lifecycle.
Understand the concept of DevOps by employing DevOps Strategy Roadmap Lifecycle PowerPoint Presentation Slides Complete Deck. Describe how DevOps is different from traditional IT with these content-ready PPT themes. The slides also help to discuss DevOps use cases in the business, roadmap, and its lifecycle. Explain the roles, responsibilities, and skills of DevOps engineers by utilizing this visually appealing slide deck. Demonstrate DevOp roadmap for implementation in the organization with the help of a thoroughly researched PPT slideshow. Describe the characteristics of cloud computing, its benefits, and risks with the aid of this PPT layout. Utilize this easy-to-use DevOps transformation strategy PowerPoint slide deck to showcase the difference between cloud and traditional data centers. This ready-to-use PowerPoint layout also discusses the roadmap to integrate cloud computing in business. Highlight the usages of cloud computing and deployment models with the help of visual attention-grabbing DevOps implementation roadmap PowerPoint slides. https://bit.ly/3eFxYYr
This document provides an introduction to Agile project management frameworks like Scrum and Kanban. It discusses the limitations of traditional waterfall project management and how Agile aims to address these issues through iterative development, collaboration, and flexibility. Key aspects of Scrum like roles, events, artifacts, estimation and user stories are explained. Kanban concepts such as visualizing workflow, limiting work in progress, and managing flow are also covered. The document recommends resources for learning more about Agile, Scrum, Kanban and hybrid approaches.
The document provides an overview of Scrum, an agile software development framework. It defines Scrum, discusses its history and introduction. It describes the Scrum framework, including roles like Product Owner and Scrum Master, events like sprint planning and review, and artifacts like product and sprint backlogs. It outlines the Scrum process and provides examples of Scrum applications. It discusses advantages like adaptability and faster delivery, and disadvantages like lack of documentation. It concludes that Scrum is popular for experienced teams that can self-organize, but requires strict adherence to be effective.
Ansible Tower is a web-based GUI tool, used for managing infrastructural configurations. It is Ansible at a more enterprise level. It is useful for centralizing infrastructure from a user interface with role-based access control(RBAC), job scheduling, and graphical inventory management.
The document provides an overview of Scrum, an agile framework for project management. It discusses the core components of Scrum including roles, artifacts, ceremonies, and values. The key roles are Product Owner, Scrum Master, and self-organizing Team. Projects progress through a series of sprints where work is pulled from the prioritized Product Backlog to the Sprint Backlog and completed work is demonstrated at Sprint Review meetings. Daily stand-up meetings and retrospective meetings aid in transparency and process improvement.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
UPDATE VERSION : https://www.slideshare.net/pmengal/scrum-in-ten-slides-v20-2018
Zero downtime deployment of micro-services with KubernetesWojciech Barczyński
Talk on deployment strategies with Kubernetes covering kubernetes configuration files and the actual implementation of your service in Golang and .net core.
You will find demos for recreate, rolling updates, blue-green, and canary deployments.
Source and demos, you will find on github: https://github.com/wojciech12/talk_zero_downtime_deployment_with_kubernetes
This document provides an overview of Docker Swarm and how to set up and use a Docker Swarm cluster. It discusses key Swarm concepts, initializing a cluster, adding nodes, deploying services, rolling updates, draining nodes, failure scenarios, and the Raft consensus algorithm used for leader election in Swarm mode. The document walks through examples of creating a Swarm, adding nodes, deploying a service, inspecting and scaling services, rolling updates, and draining nodes. It also covers failure scenarios for nodes and managers and how the Swarm handles them.
Red hat ansible automation technical deckJuraj Hantak
Ansible Automation can be used to deliver a high-level introduction of Red Hat Ansible Automation. This deck contains speaker notes and can be used to start discussions with customers. It provides a technical overview but not a deep dive. Follow-on discussions would leverage Red Hat Ansible Automation technical materials.
The document provides an introduction to VMware vSphere distributed switches. It lists the benefits of distributed switches over standard switches, describes the distributed switch architecture, and discusses how to create, manage, and configure distributed switches and their properties. It also covers topics like distributed port groups, VMkernel networking, NetFlow, private VLANs, and troubleshooting distributed switch issues.
This document outlines the curriculum for a 4-week Red Hat OpenStack 17 study group. Week 4 focuses on deploying the overcloud and troubleshooting. The agenda includes creating an NFS server, preparing template files, deploying the overcloud, and previewing the next session. The template files define roles, networks, ports, and services for the overcloud nodes. Deploying the overcloud uses these templates to install OpenStack services onto the nodes from the repository containers.
The Mule agent is a plugin extension for a Mule runtime which exposes the Mule API. Using the Mule agent, you can monitor and control your Mule servers by calling APIs from external systems, and/or have Mule publish its own data to external systems.
This document provides an overview of cloud computing and OpenStack. It defines cloud computing and its components, service models, and benefits. OpenStack is introduced as an open source cloud management platform that controls compute, storage, and networking resources across a datacenter. Key OpenStack services like Nova, Neutron, Glance, Swift, and Keystone are summarized, along with their roles and basic functionality. The document concludes with information on how to get involved in the OpenStack community through contributions and using DevStack for development.
This document contains the resume of JanardhanReddyLekkala. It summarizes his objective, which is to succeed in his career and find a job providing growth, excellence and self-development. It then outlines his technical skills and work experience as a Network Engineer and Network Administrator, where he has designed, implemented and troubleshot networking infrastructure. His responsibilities included network monitoring, bandwidth allocation, server configuration, and resolving technical issues for customers.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
IRJET- Study on Agile Management in Construction Project using Scrumban Metho...IRJET Journal
This document discusses using an agile project management approach called Scrumban for construction projects. Scrumban combines elements of Scrum and Kanban project management methods. It advocates for visualizing workflow, limiting work-in-progress, making team rules explicit, and incorporating Kanban concepts like pull-based work into the Scrum framework. The document argues Scrumban can increase client involvement, improve risk management, and help track a project's progress. It provides an overview of how Scrumban frameworks are developed and its potential advantages, such as predictable costs and delivery, improved quality, and a focus on business value and users.
Waterfall and agile processes have been applied to software development for many years. However, the same concepts can be applied to many other areas of business operation, including capacity management.
View this webcast on-demand to learn how to apply agile processes to the function of capacity management and real experiences carrying out capacity management in a company that has embraced Scaled Agile methodologies. Topics covered in this webcast include:
• Agile processes from the beginning
• Capacity management requirements
• Mapping agile processes and executing them
• Lessons learned implementing this approach
My observations on a journey from UML and Rational Unified Process (RUP) through the lands of Scrum, Kanban, DevOps and Cloud SaaS with various detours via "fragile" settlements along the path...
(University guest talk)
Principle 11 needs to go! by Ken France at #AgileIndia2019Agile India
The Principles in the Agile Manifesto provide us guidance on how to have an Agile mindset in our organizations. Principle 11 within the Manifesto states "The best architectures, requirements, and designs emerge from self-organizing teams". While this works well for autonomous teams, it proves to be challenging for large organizations with dozens or even hundreds of teams who need to share common architectures and design patterns.
This talk will present a case study of a large retail organization and explore their journey from a highly centralized/governance-based technology organization to a more distributed/collaborative one and explore their lessons learned and success/failure patterns along the way. In the end, we'll answer the question about whether or not Principle 11 scales!
More details:
https://confengine.com/agile-india-2019/proposal/9281/principle-11-needs-to-go
Conference link: https://2019.agileindia.org
Agile and its impact to Project Management 022218.pptxPerumalPitchandi
This document provides an introduction to Agile project management. It discusses the history and evolution of Agile, including the Agile Manifesto. It then describes several common Agile methodologies like Scrum, Kanban, and Extreme Programming. The document also introduces key Agile concepts like iterative development, user stories, and velocity. It discusses how project scheduling, cost estimation, and DevOps relate to Agile. Finally, it provides an overview of the Scaled Agile Framework (SAFe) for implementing Agile at an enterprise level.
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.
1. The document discusses various agile development processes including Extreme Programming (XP), Scrum, Adaptive Software Development (ASD), and Dynamic Systems Development Method (DSDM).
2. It provides an overview of the key principles and activities in each process, such as planning, design, coding, and testing in XP, and speculation, collaboration, and learning phases in ASD.
3. Scrum uses an iterative process with sprints and daily stand-up meetings to frequently deliver working software increments for customer feedback, while DSDM employs feasibility and business studies prior to iterative functional modeling, design, and implementation cycles.
The document provides an overview of different categories of development methods including code and fix, serial, iterative, and agile approaches. It then discusses why an agile methodology would be suitable for the team described, which includes small teams without full-time roles like designers or testers. The document outlines several popular agile methodologies like Scrum, Extreme Programming (XP), Crystal, Dynamic Systems Development Method (DSDM), Lean, and Feature-Driven Development (FDD). It compares the characteristics, processes, artifacts, and ceremonies of Scrum and XP in more detail. Finally, it discusses how to implement Scrum for a specific project called Mercury Rod, including establishing roles, building a backlog, planning sprints,
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
The document provides a comparison of various agile methods used in software development. It discusses the processes, roles and responsibilities, practices, and scope of several agile methods including eXtreme Programming (XP), Scrum, Crystal, Feature Driven Development, Rational Unified Process, Dynamic System Development Method, and Adaptive Software Development. The methods are compared based on their iterative processes, roles such as product owner and scrum master, common practices like daily stand-ups and planning games, and typical project sizes they work best for.
The document discusses measuring agility in large organizations like IBM. It provides an overview of IBM's size and global presence. It then describes IBM's transition to more agile practices like Blue Communities, Agile methods, and tools to improve collaboration across distributed teams. The document evaluates IBM's agility based on a survey and finds that while making progress, IBM scores lower on agility than teams solely focused on agile. It concludes that measuring agility is possible but discusses what truly defines an agile organization.
Professional Project Manager Should Be Proficient in AgileNitor
This document discusses the benefits of being proficient in Agile project management. It begins with an introduction of the presenter and their experience in IT projects. It then contrasts the Waterfall and Agile approaches. Waterfall involves detailed upfront planning while Agile values adaptability and frequent delivery of working software. The document emphasizes that due to global competition, it is not enough to simply complete a project but to exceed expectations and adapt quickly. It provides examples of how companies like Nitor have seen success through Agile methods and discusses key Agile principles like small batch sizes and effective communication.
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
The document discusses several Agile methodologies including Scrum, Extreme Programming (XP), Dynamic Systems Development Method (DSDM), Feature Driven Development (FDD), and Crystal methodologies. It provides details on their core principles, practices, roles, and processes. An example project is also described to illustrate the successful use of XP in developing image processing software within time and with almost no bugs.
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.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
Scrum Day Europe 2015 - Scaled Professional ScrumGunther Verheyen
‚Scaling' became the most hyped and at the same time the most diversely interpreted word in the context of agile. The fad and the confusion obfuscate. Despite Scrum being the most adopted framework for agile software development, scaling Scrum in a way that respects Scrum's foundations and principles is a challenge. Many don’t scale the benefits of Scrum, but organizational dysfunctions that remain unaddressed through weak implementations of Scrum.
In his opening keynote of Scrum Day Europe 2015 Gunther shared the views of Scrum.org, the organization of Scrum co-creator Ken Schwaber, on Scaled Professional Scrum.
Gunther shepherds the Professional Series at Scrum.org, is a partner of Ken Schwaber and represents Scrum.org in Europe.
DDS Security Version 1.2 was adopted in 2024. This revision strengthens support for long runnings systems adding new cryptographic algorithms, certificate revocation, and hardness against DoS attacks.
Graspan: A Big Data System for Big Code AnalysisAftab Hussain
We built a disk-based parallel graph system, Graspan, that uses a novel edge-pair centric computation model to compute dynamic transitive closures on very large program graphs.
We implement context-sensitive pointer/alias and dataflow analyses on Graspan. An evaluation of these analyses on large codebases such as Linux shows that their Graspan implementations scale to millions of lines of code and are much simpler than their original implementations.
These analyses were used to augment the existing checkers; these augmented checkers found 132 new NULL pointer bugs and 1308 unnecessary NULL tests in Linux 4.4.0-rc5, PostgreSQL 8.3.9, and Apache httpd 2.2.18.
- Accepted in ASPLOS ‘17, Xi’an, China.
- Featured in the tutorial, Systemized Program Analyses: A Big Data Perspective on Static Analysis Scalability, ASPLOS ‘17.
- Invited for presentation at SoCal PLS ‘16.
- Invited for poster presentation at PLDI SRC ‘16.
WhatsApp offers simple, reliable, and private messaging and calling services for free worldwide. With end-to-end encryption, your personal messages and calls are secure, ensuring only you and the recipient can access them. Enjoy voice and video calls to stay connected with loved ones or colleagues. Express yourself using stickers, GIFs, or by sharing moments on Status. WhatsApp Business enables global customer outreach, facilitating sales growth and relationship building through showcasing products and services. Stay connected effortlessly with group chats for planning outings with friends or staying updated on family conversations.
Atelier - Innover avec l’IA Générative et les graphes de connaissancesNeo4j
Atelier - Innover avec l’IA Générative et les graphes de connaissances
Allez au-delà du battage médiatique autour de l’IA et découvrez des techniques pratiques pour utiliser l’IA de manière responsable à travers les données de votre organisation. Explorez comment utiliser les graphes de connaissances pour augmenter la précision, la transparence et la capacité d’explication dans les systèmes d’IA générative. Vous partirez avec une expérience pratique combinant les relations entre les données et les LLM pour apporter du contexte spécifique à votre domaine et améliorer votre raisonnement.
Amenez votre ordinateur portable et nous vous guiderons sur la mise en place de votre propre pile d’IA générative, en vous fournissant des exemples pratiques et codés pour démarrer en quelques minutes.
Flutter is a popular open source, cross-platform framework developed by Google. In this webinar we'll explore Flutter and its architecture, delve into the Flutter Embedder and Flutter’s Dart language, discover how to leverage Flutter for embedded device development, learn about Automotive Grade Linux (AGL) and its consortium and understand the rationale behind AGL's choice of Flutter for next-gen IVI systems. Don’t miss this opportunity to discover whether Flutter is right for your project.
GraphSummit Paris - The art of the possible with Graph TechnologyNeo4j
Sudhir Hasbe, Chief Product Officer, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
E-commerce Application Development Company.pdfHornet Dynamics
Your business can reach new heights with our assistance as we design solutions that are specifically appropriate for your goals and vision. Our eCommerce application solutions can digitally coordinate all retail operations processes to meet the demands of the marketplace while maintaining business continuity.
Zoom is a comprehensive platform designed to connect individuals and teams efficiently. With its user-friendly interface and powerful features, Zoom has become a go-to solution for virtual communication and collaboration. It offers a range of tools, including virtual meetings, team chat, VoIP phone systems, online whiteboards, and AI companions, to streamline workflows and enhance productivity.
Measures in SQL (SIGMOD 2024, Santiago, Chile)Julian Hyde
SQL has attained widespread adoption, but Business Intelligence tools still use their own higher level languages based upon a multidimensional paradigm. Composable calculations are what is missing from SQL, and we propose a new kind of column, called a measure, that attaches a calculation to a table. Like regular tables, tables with measures are composable and closed when used in queries.
SQL-with-measures has the power, conciseness and reusability of multidimensional languages but retains SQL semantics. Measure invocations can be expanded in place to simple, clear SQL.
To define the evaluation semantics for measures, we introduce context-sensitive expressions (a way to evaluate multidimensional expressions that is consistent with existing SQL semantics), a concept called evaluation context, and several operations for setting and modifying the evaluation context.
A talk at SIGMOD, June 9–15, 2024, Santiago, Chile
Authors: Julian Hyde (Google) and John Fremlin (Google)
https://doi.org/10.1145/3626246.3653374
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Crescat
Crescat is industry-trusted event management software, built by event professionals for event professionals. Founded in 2017, we have three key products tailored for the live event industry.
Crescat Event for concert promoters and event agencies. Crescat Venue for music venues, conference centers, wedding venues, concert halls and more. And Crescat Festival for festivals, conferences and complex events.
With a wide range of popular features such as event scheduling, shift management, volunteer and crew coordination, artist booking and much more, Crescat is designed for customisation and ease-of-use.
Over 125,000 events have been planned in Crescat and with hundreds of customers of all shapes and sizes, from boutique event agencies through to international concert promoters, Crescat is rigged for success. What's more, we highly value feedback from our users and we are constantly improving our software with updates, new features and improvements.
If you plan events, run a venue or produce festivals and you're looking for ways to make your life easier, then we have a solution for you. Try our software for free or schedule a no-obligation demo with one of our product specialists today at crescat.io
Need for Speed: Removing speed bumps from your Symfony projects ⚡️Łukasz Chruściel
No one wants their application to drag like a car stuck in the slow lane! Yet it’s all too common to encounter bumpy, pothole-filled solutions that slow the speed of any application. Symfony apps are not an exception.
In this talk, I will take you for a spin around the performance racetrack. We’ll explore common pitfalls - those hidden potholes on your application that can cause unexpected slowdowns. Learn how to spot these performance bumps early, and more importantly, how to navigate around them to keep your application running at top speed.
We will focus in particular on tuning your engine at the application level, making the right adjustments to ensure that your system responds like a well-oiled, high-performance race car.
Transform Your Communication with Cloud-Based IVR SolutionsTheSMSPoint
Discover the power of Cloud-Based IVR Solutions to streamline communication processes. Embrace scalability and cost-efficiency while enhancing customer experiences with features like automated call routing and voice recognition. Accessible from anywhere, these solutions integrate seamlessly with existing systems, providing real-time analytics for continuous improvement. Revolutionize your communication strategy today with Cloud-Based IVR Solutions. Learn more at: https://thesmspoint.com/channel/cloud-telephony
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
AI Fusion Buddy Review: Brand New, Groundbreaking Gemini-Powered AI AppGoogle
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See My Other Reviews Article:
(1) AI Genie Review: https://sumonreview.com/ai-genie-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
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SOCRadar's Aviation Industry Q1 Incident Report is out now!
The aviation industry has always been a prime target for cybercriminals due to its critical infrastructure and high stakes. In the first quarter of 2024, the sector faced an alarming surge in cybersecurity threats, revealing its vulnerabilities and the relentless sophistication of cyber attackers.
SOCRadar’s Aviation Industry, Quarterly Incident Report, provides an in-depth analysis of these threats, detected and examined through our extensive monitoring of hacker forums, Telegram channels, and dark web platforms.
Fundamentals of Programming and Language Processors
Agile presentation @ KTH
1. Agile
Purpose:
- Introduction to Agile –Scrum and Kanban
- After this presentation you will have the knowledge to start practicing Agile in your development projects.
Marianne Rimbark 2018-03-01 4G/5G Development
2. Agile at KTH | Ericsson Internal | 2018-03-01
WhoamI
— Started as developer 1995 with TDMA/2G products
— Technical Coordinator
— Project Manager for SW product development and product deployment
— Manager for developers (PLEX, Erlang, Java, C, C++)
— Strategy execution
— Operational excellence
— Auditor/Assessor
— Change leader
— Impediment and Improvement driver
— Coach & Mentor
— Today 20+ years of experience of telecommunications, Research and
Development for 2G / 3G / 4G and 5G products
— Married, two children, 3 cats, live in Huddinge, Stockholm
3. Agile at KTH | Ericsson Internal | 2018-03-01
Ericssonataglance
42,000
23,700 55,000
1 billion
100,735
Subscribers
managed by us
Services professionals EmployeesR&D Employees
Patents 201,3 B. SEK Net Sales
Full year 2017 figures
Networks
Highly scalable, modular
platforms offering lowest
total cost of ownership,
best user experience in
4G and leadership
in 5G
Digital Services
Digitalize service
providers through cloud
and automation, providing
cost efficient cloud native
solutions in Core and
OSS/BSS
Managed Services
Long lasting cost
efficient performance
through smart
automation, analytics
and business
practice
Emerging business
Innovating new
sources of revenue
for our customers,
e.g. in IoT and new
partnership based
services
4. Agile at KTH | Ericsson Internal | 2018-03-01
Baseband Enclosure Backhaul Small Cell
Radio Power Fronthaul Site
Software
SW
EricssonRadioSystem
5. Agile at KTH | Ericsson Internal | 2018-03-01
New behaviors
1.6 MILLION
NEW SMARTPHONE
SUBSCRIPTIONS PER DAY
$93MILLION
CROWDFUNDING
RAISED PER DAY
$ 6.3BILLION
E-COMMERCE PER DAY
5BILLION
VIDEOS WATCHED ON
YOUTUBE PER DAY
500,000
AIRBNB STAYS PER NIGHT
3X
UBER REVENUE OVER
SIZE OF TAXI MARKET,
IN SAN FRANCISCO
20MINUTES
SPENT ON FACEBOOK
PER DAY
24h
6. Agile at KTH | Ericsson Internal | 2018-03-01
Change in almost everything:
— Big projects to Decoupled development and flexible releases
— System-design-test silo organization to cross functional teams
— Individual offices to team spaces
— Narrow & specialized competences to broader competences and continuous
learning
— Individual accomplishment to team success
— Following a defined and detailed process to scrum framework
— Top down control to more people initiative and self organization
— Modular and more flexible product architecture
Challenges (Waterfall):
— Not meeting customer requirements, lack of flexibility
— Long lead-time, delivery pace twice a year
— Quality, not built in
— People do not feel empowered
— Insight: No longer competitive ways of working
WhydidEricssongofromWaterfall
developmenttoLeanandAgile
Pre
-pre
Pre Feasibility Execution TestWaterfall:
Agile:
Pre
-pre
Release
verification
Product Development
pre-
Study SPRINT
• Less detailed level planning leading to less initial predictability and control
• Execution starts earlier with shorter development lead-times
7. Agile at KTH | Ericsson Internal | 2018-03-01
Agile-ScrumisaIterative,incrementalmethodology
UEH
O&M
BB
RNH
C
Iterative = don’t expect to get it all right the first time
Incremental = build in ”vertical” slices (features) rather than ”horizontal” (layers)
Monolithic development - Waterfall
1
2
3
4
1
Incremental development
2 3
Maybe we don’t
even need to
build the rest!
C
UEH
O&M
BB
RNH
8. Agile at KTH | Ericsson Internal | 2018-03-01
Transformationoverview
2011 2012 2013 2014 2015
Scattered
experiments
Pilot Framework
Framework Deployment
Flow optimization Product Mgmt & Level 4
Flow optimization cross Level 4
2016
Continuous evolvement
Continuous Delivery
2017
Agile:
Scrum/Kanban/Scrumban
Lean:
Optimize the whole
Continuous improvements
Outcome:
— Lead-time decreased with 50%
— Customer value increased 4 times
— Improved Quality enabling Continuous Delivery every second week
— Team empowerment via fast feedback loops
9. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Scaled SW development
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
Lean
Agile
Scrum / Kanban
XP
10. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Scaled SW development
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
Lean
Agile
Scrum / Kanban
XP
11. Agile at KTH | Ericsson Internal | 2018-03-01
— FLOW and THROUGHPUT are essential parts of
Lean philosophy, i.e optimize the whole
— Pillars of Lean thinking
LEAN
Origins:ToyotaProductionsystemandLeanProduction
Theory of constraints ref. Dr. Eliyahu M. Goldratt
12. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
Lean
Agile
Scrum / Kanban
XP
13. Agile at KTH | Ericsson Internal | 2018-03-01
AGILE–TheAgilemanifesto
Origins:17peoplemetatSnowbirdskiresort inWasatchmountain,Utah,inFebruary2001
Source: Agilemanifesto.org
Developed for small scale SW development. Embracing existing SW engineering methods & practices (Scrum, XP, etc)
14. Agile at KTH | Ericsson Internal | 2018-03-01
PrinciplesbehindtheManifesto1(2)
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's
competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the
shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them
to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-
face conversation.
15. Agile at KTH | Ericsson Internal | 2018-03-01
PrinciplesbehindtheManifesto2(2)
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior
accordingly.
16. Agile at KTH | Ericsson Internal | 2018-03-01
Agile–thePrinciples
1. Satisfy the customer by delivering valuable software
2. Welcome changing requirements
3. Deliver working software frequently
4. Business people and developers work together
5. Trust motivated individuals
6. Face-to-face conversation
7. Working software is the primary measure of progress
8. Promote sustainable development
9. Technical excellence and good design
10. Simplicity is essential
11. Self-organizing teams
12. Team reflection and adjustment
http://agilemanifesto.org/
17. Agile at KTH | Ericsson Internal | 2018-03-01
LeanandAgile,agoodfit
Lean
Agile
Respect for people
Optimize the whole
Continuous improvements
Individuals & interactions over processes & tools
Working Product over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
18. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
Lean
Agile
Scrum / Kanban
XP
19. Agile at KTH | Ericsson Internal | 2018-03-01
Scrum
— First public appearance in 1995 when Jeff Sutherland and Ken Schwaber paper describing Scrum
at OOPSLA.
— Scrum is a simple "inspect and adapt" framework that has three roles, three ceremonies, and three
artifacts designed to deliver working software in Sprints, usually 30-day iterations.
— Roles : Product Owner, Scrum Master, Team;
— Ceremonies/Events : Sprint Planning, Sprint Review (Demo), Sprint Retrospective and Daily Scrum
Meeting;
— Artifacts : Product Backlog, Sprint Backlog, and Increment
20. Agile at KTH | Ericsson Internal | 2018-03-01
The Team
3RolesandResponsibilities
Product
Owner
•Defines features and release dates
•Responsible for Return of Investment (ROI)
•Prioritizes features by business value
•Accepts or rejects work
Scrum
Master
•Ensures team is functioning and productive
•Removes barriers (impediments)
•Shields team from external interference
•Ensures the process is followed
•Facilitates planning, not a traditional Project Manager
•Cross functional, 7 +/-2 members
•Self directed
•Organizes itself and assign tasks
•Commits to Sprint and Demos to Product Owner
The Scrum Team
21. Agile at KTH | Ericsson Internal | 2018-03-01
Scrumflow-4events
Sprint Planning Meeting
— Review Product Backlog
— Estimate Sprint Backlog
— Commit
The team
Product Owner
Scrum Master
Daily Scrum Meetings
› Done since last meeting
› Plan for today
› What is blocking us
Sprint Review (Demo) Meeting
› Demo features to all
Product Backlog
Time boxed “Sprint” Cycles
Time-boxed
Test/Develop
Sprint Backlog
› Work Items assigned
to a Sprint
› Estimated by the team
› Team Commitment
Working Code Ready
for Deployment
Sprint Burndown
Release Burndown
Sprint Retrospective
› Adjustments
Increment
23. Agile at KTH | Ericsson Internal | 2018-03-01
Whatisauserstory?
— A user story describes functionality that will be valuable to an user
— depending of context, the user might be an human user, another subsystem, a customer, a stakeholder, …
— It consists of one or more sentences in the everyday or business language of the user that captures
what the user wants to achieve
— Represents customer requirements rather than document them
— As opposed to requirements (which are something the system must do) user stories are brief
statements of intent that describes something the system needs to do for the user.
24. Agile at KTH | Ericsson Internal | 2018-03-01
Myrequest
1. The product shall have a gasoline-powered engine.
2. The product shall have four wheels.
a) The product shall have a rubber tire mounted to each wheel.
3. The product shall have a steering wheel.
4. The product shall have a steel body.
Give me your offer!
25. Agile at KTH | Ericsson Internal | 2018-03-01
Myrequest
1. The product makes it easy and fast for me to mow my lawn.
2. I am comfortable while using the product.
Do you want to change your offer?
26. Agile at KTH | Ericsson Internal | 2018-03-01
WhatIwanted?
27. Agile at KTH | Ericsson Internal | 2018-03-01
Auserstoryhas3aspects
Each user story is composed of three aspects:
1. Written description of the story, used for planning and as a reminder.
2. Conversations about the story that serve to flesh out the details of the
story
3. Tests that convey and document details that can be used to determine
when a story is complete
The three Cs
Reference: Mike Cohn, User Stories Applied
28. Agile at KTH | Ericsson Internal | 2018-03-01
UserstoryCARD
Backlog Item #1
Importance
SMS Message size
20Description
Estimate
As a SMS user I want to send bigger messages,
so that receiver won’t get two messages
3
Acceptance Criteria
Value
1)" Write a big message
2)" Send it to another phone
3)" Read the message on the other phone
4)" Check it’s only one message
As a <role>
I want to <what>
so that <why>
8
29. Agile at KTH | Ericsson Internal | 2018-03-01
INVESTinGoodStories
Independent
— If possible. Dependencies leads to prioritization and planning problems
Negotiable
— It is not a written contract or requirement, but negotiated in conversation
Valuable
— Valuable to user/customer. Avoid stories only valued by developers.
Estimatable
— Enough information for developers to be able to estimate. is required.
Small
— Makes estimation and planning easier. Large stories can be split, and too small
stories can be combined
Testable
— If not, how do we know when done?
Reference: Mike Cohn, User Stories Applied
30. Agile at KTH | Ericsson Internal | 2018-03-01
Thesprintcommitment
— Team’s commitment to the product owner:
... we will do everything in our power, to reach the sprint goal and complete the stories,
... we will work on stories in priority order,
... we will display our progress and status on a daily basis and keep you informed,
... every story that we do deliver is complete.
31. Agile at KTH | Ericsson Internal | 2018-03-01
Mutalcommitments
“No changes” during a sprint!
•What the team commits to – and
what the product owner agrees to –
during sprint planning, should be
what is delivered.
The team commits to delivering
some amount of functionality –
forecasting what
The product owner commits to
leave priorities alone during the
sprint
However keep in mind that:
•We start with vague requirements
•Our understanding of those
requirements is refined during the
sprint
32. Agile at KTH | Ericsson Internal | 2018-03-01
Dailyscrummeeting
Purpose:
— Progress visibility (team + individual, i.e nobody can hide
— Raise issues early
Daily Meeting Agenda
— Max 15 min. Other interesting discussions have to be
stopped. Plan another meeting with the parties concerned.
(Make a note on the task board)
— Gather the team in front of the task-board. Attendees have
to stand up.
— One after the other answers the following three questions:
— What did you complete yesterday?
— What will you complete today?
— What obstacles are in your way?
— Move yellow post-it tasks and update remaining time.
— The team updates the burndown chart
33. Agile at KTH | Ericsson Internal | 2018-03-01
Thesprintreview-demo
Purpose:
— Team presents what it accomplished during the sprint
— Focus on ready stories (“Done Done”)
— Whole team participates
— Invite the world!
— Get feedback
34. Agile at KTH | Ericsson Internal | 2018-03-01
SprintRetrospective
Purpose:
— Continuous improvement and learning (fast feedback loops)
— Performed after every sprint
— Time boxed (30 minutes to 1 hour)
— Whole team participates: Scrum Master, Team, Product Owner
(optional), Possible customer and others (by invitation of team)
Retrospect (example)
— What did we do well?
— What did we learn?
— What should we do different the next time?
What could be changed that makes the next iteration more
enjoyable and productive. Write down suitable actions and vote
— What still puzzles us?
35. Agile at KTH | Ericsson Internal | 2018-03-01
Theimportanceofdone
— Done must be clearly defined
— Strive for “No Work Left”
— It might take some time, maybe years
— Understand what your present Done really means
— What work is left before shipment?
— When will that work be done?
— Done Done
— 1st Done = up to a clearly defined step
— 2nd Done = All work ready!
— You are not done if your are not Done!
36. Agile at KTH | Ericsson Internal | 2018-03-01
Stabilizationiswhenyoudoallthe
undonework
P D SPlanning Development Stabilization
P P D D D DP P P S
Undon
e
Undon
e
Undone Undon
e
Scrum project with incomplete or variable “Done”
37. Agile at KTH | Ericsson Internal | 2018-03-01
DoD–Overview(example)
Progress
updated
Approved
Design
Ready
Unit Test
Cases written
Design
Reviewed
Code
Complete
Unit tests
passed
Refactoring
done
Code
Reviewed
Work is
versioned
Work is
deliverable
Feature tests
passed
Regression
tests passed
Test
automated
Documentation
ready
Knowledge
shared
Delivery
checks
passed
38. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
Lean
Agile
Scrum / Kanban
XP
39. Paper plane production
an exercise
Now, this model
would take some
time to construct!
Purpose to exercise Sprint:
• Planning
• Execution
• Demo
• Retrospective
And we will run 2 sprints
40. Agile at KTH | Ericsson Internal | 2018-03-01
2. Sprint Planning Meeting - 3 minutes
The team
Product Owner
= Customer
Scrum Master
4. Sprint Review (Demo) Meeting – 3 minutes
• Demo all your produced flying planes
Both lead-time and throughput will be measured:
• Time until first paper plane is accepted by
customer (scrum master keeping time)
• Number of planes accepted by customer (each
group keeps their own count).
5. Sprint Retrospective – 5 minutes
› Adjustments
1. Product Backlog
• Construct as many paper planes as
possible during a time period of 3 minutes
• Each plane has to pass the acceptance
test, i.e. fly across the taped distance.
3. Sprint - 3 minutes
• Only one plane at a time can be
brought to acceptance test by
each group
• Each plane can be tried up to 3
times in acceptance test – if yet
not flying, it shall be discarded
41. Agile at KTH | Ericsson Internal | 2018-03-01
Outcome
Time until first
paper plane is
accepted by
customer
Throughput Chosen
improvement
Time until first
paper plane is
accepted by
customer
Throughput Reflection of
exercise, next
improvement
Group 1
Group 2
Group 3
Sprint 2Sprint 1
42. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
Lean
Agile
Scrum / Kanban
XP
43. Agile at KTH | Ericsson Internal | 2018-03-01
The3rulesofkanban
— Visualize the workflow
— Split the work into pieces, write each item on a card and put on the wall.
— Use named columns to illustrate where each item is in the workflow.
— Limit Work in Progress (WIP)
— assign explicit limits to how many items may be in progress at each workflow state
— Pull value through the system
— Only start work when the need is created by the system
— Measure the lead time and optimize to reduce leadtime
The word Kan means "visual" in Japanese and the word "ban" means "card". So Kanban refers to "visual
cards".
44. Agile at KTH | Ericsson Internal | 2018-03-01
KANBANBOARD
45. Agile at KTH | Ericsson Internal | 2018-03-01
Differences
SCRUM
— WIP limited indirectly (per sprint) by
time boxed iterations.
— A sprint backlog and a Scrum board is
owned by one specific team.
It is reset between each sprint.
— Prescribes:
— 3 roles
— 3 artifacts
— 4 ceremonies
— Uses Velocity as default metric
— Typically used for development in
cross functional teams
KANBAN
— WIP limited directly (per workflow
state). No time boxing.
— A kanban board may be shared by:
multiple teams or individuals
…and is persistent
— Does not prescribe any roles, artifacts
or ceremonies
— Uses Lead-time as default metric
— Typically used for maintenance and
support
— For overview on “program” levels
Experiences of usage scenarios
46. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
Lean
Agile
Scrum / Kanban
XP
47. Agile at KTH | Ericsson Internal | 2018-03-01
XP-12practicesinfourareas
1. Fine scale feedback
› Pair programming
› Planning game
› Test driven development
› Whole team
2. Continuous process
› Continuous integration
› Design improvement/Refactoring
› Small releases
3. Shared understanding
› Coding standard
› Collective code ownership
› Simple design
› System metaphor
4. Programmer welfare
› Sustainable pace
More emphasis on coding / programming techniques
48. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
49. Agile at KTH | Ericsson Internal | 2018-03-01
Background: In 1965, Bruce Tuckman developed a simple four-stage model of team development
that has become an accepted part of thinking about how teams develop. In his article,
"Developmental Sequence in Small Groups," Tuckman outlines four stages of team development:
Forming, Storming, Norming, and Performing. A successful team knows which stage they are in, and
manages transitions between the different stages adeptly.
The Forming stage involves the introduction of team members, either at the initiation of the team, or
as members are introduced subsequently. Members are likely to be influenced by the expectations
and desires they bring with them, and will be keen to understand how the group will operate. In
particular, they will be keen to understand how the leadership is likely to operate, in terms of style and
character. This is a stage of transition from a group of individuals to a team.
As team members grow more confident, the team are likely to enter the Storming phase. Team
members will have different opinions as to how the team should operate. There may be anxious
about conflict arising, the storming phase is a difficult one for the team. The best teams will
understand the conflict, actively listen to each other, and navigate an agreed way forwards. Other
teams may disintegrate as they bolster their own opinions to weather the storms of the group.
As the teams emerge with an agreed method of operating, the team enters the Norming phase.
Team members have signed up to a common working method, and everyone is usually willing to
share in this. During this phase, team members are able to reconcile their own opinions with the
greater needs of the team. Co-operation and collaboration replace the conflict and mistrust of the
previous phase.
Finally the team reaches the final phase, Performing. The emphasis is now on reaching the team
goals, rather than working on team process. Relationships are settled, and team members are likely
to build loyalty towards each other. The team is able to manage more complex tasks, and cope with
greater change. The performing stage can either lead onto :
a return to the forming stage as group membership changes,
a new "dorming" stage as the group gets complacent or
"adjourning" as the group successfully reaches its goal and completes its work.
Teamprocess
Source:BruceTuckman
50. Agile at KTH | Ericsson Internal | 2018-03-01
Howdoyoubecomeahighperformingteam?
Discussinpairsfor acoupleofminutes
51. Agile at KTH | Ericsson Internal | 2018-03-01
Kickstart with a kick-off:
Purpose to create a common understanding around:
— WHY
— WHAT
— HOW
— WHEN – deadline?
— Knowledge about yourself
— Knowledge about your team members
— Culture/Values
— “We are punctual to our meetings”
— “When we work we focus on tasks to be achieved”
— “We respect each other by listening and ask clarifying
questions.”
— Learning environment
— HAVE FUN! And CELEBRATE!
Howdoyoubecomeahighperformingteam?
52. Agile at KTH | Ericsson Internal | 2018-03-01
— The coloring of types in the book is the same as
DISC: Dominance-Influence-Steadiness-
Conscientiousness ( https://discprofile.com/what-is-disc/overview/ )
I am “red”:
— how can I improve my communication to fullfill
the needs of other colours? Purpose: Improve
speed and quality of the tasks at hand.
— How can I invite “blue” to speak his/her mind?
— How can I get “yellow” to liste more?
— How can I learn to listen even if I do not win?
— What traits do I have that will help us succeed?
— It is only TOGETHER WE ARE PERFECT!
SurroundedbyIdiots
“Omgivenavidioter“,ThomasErikson2014
53. Agile at KTH | Ericsson Internal | 2018-03-01
Personalitytypes
https://www.16personalities.com/ freepersonalitytest
55. Agile at KTH | Ericsson Internal | 2018-03-01
— Lean (theory)
— Widely applicable for any kind of production
— Agile (theory)
— Is Lean
— Scrum (methodology)
— Is a planning method
— Exercise: Paper plane production
— Kanban (methodology)
— A planning philosophy
— XP (methodology)
— Team specific values and practices
— High performing teams
— Summary
Agenda
56. Agile at KTH | Ericsson Internal | 2018-03-01
Summary
Lean (theory) • Widely applicable for any kind of production
• Scaled SW development
• Respect for people
• FLOW and THROUGHPUT are essential parts of Lean
philosophy, i.e optimize the whole
• Continuous improvements
Agile (theory) • Is Lean Agile manifesto:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Scrum (methodology) • Is a planning method
• Typically used for development in cross
functional teams
• 3 Roles,
• 4 ceremonies/events
• 3 artifacts
Kanban (methodology) • A planning method
• Typically used for maintenance and support
• For overview on “program” levels
XP (methodology) • Team specific values and practices
• More emphasis on coding / programming
techniques
• Pair programming
• Test driven development
High performing teams Common understanding around:
• WHY
• WHAT
• HOW
• WHEN
• Knowledge about yourself / your team members
• Culture/Values
• Learning environment
• HAVE FUN! CELEBRATE!
57. Agile at KTH | Ericsson Internal | 2018-03-01
Furtherstudies,lotsofbooksinthisarea…
58. Feedback, have we fulfilled the purpose:
1 = No, need much more information/training
2 = Partially, need specific information/training
3 = Yes, I am willing to give this a try
4 = Yes, I feel confident and can support my colleagues
FistofFOUR:
- Introduction to Agile –Scrum and Kanban
- I have the knowledge to start practicing Agile in mine/our development projects.