The document provides an overview of agile principles and processes for managing software development projects. It defines key agile concepts like scrum, the agile manifesto, and roles on a scrum team. It also discusses establishing a scrum process, including defining artifacts, meetings, team structure, and core concepts. The document aims to educate about agile and managing the risks to successful adoption.
The Value Plus is Redington Value Distribution's annual magazine, highlighting the company's focus on latest technology trends which engulf the IT industry. Redington Value is the leading VAD in META region having partnerships with over 40 IT vendors, covering a host of technology solutions ranging from Servers & Storage, Software, Security, Virtualization, Converged Infrastructure, Internet of Things, Big Data Analytics and Cloud Computing.
Redington Value has brought changes in the IT Industry with initiative such as the Red Vault - A state-of-the-art data center with a transparent interactive display which can replicate customer scenarios and gives one an opportunity to feel the technology at one's fingertips.
Redington Value is reimagining technology distribution.
LItslink is a product-oriented IT Development Company with R&D offices in Eastern Europe. LITS unites a number of dedicated teams with different technologies used and focused on the development of products. With partners all over the world, our products range from consumer-oriented social mobile apps and C2C marketplaces to corporate AI enhanced mail clients, from IoT solutions for sports industries to services using Virtual and Augmented reality.
Our expertise spans across a full range of software development, embedded engineering, sales, and marketing support, allowing us to create and improve projects which we believe in. We deliver top-notch solutions for ambitious startups, help young companies to scale and properly present their services.
Our approach suggests amazingly fast prototyping, while maintaining the highest degree of quality. We use a wide variety of front-line technologies that cover all the key areas. We shoulder both full-stack web-development and mobile application development to create turnkey solutions and solid MVPs.
The Value Plus is Redington Value Distribution's annual magazine, highlighting the company's focus on latest technology trends which engulf the IT industry. Redington Value is the leading VAD in META region having partnerships with over 40 IT vendors, covering a host of technology solutions ranging from Servers & Storage, Software, Security, Virtualization, Converged Infrastructure, Internet of Things, Big Data Analytics and Cloud Computing.
Redington Value has brought changes in the IT Industry with initiative such as the Red Vault - A state-of-the-art data center with a transparent interactive display which can replicate customer scenarios and gives one an opportunity to feel the technology at one's fingertips.
Redington Value is reimagining technology distribution.
LItslink is a product-oriented IT Development Company with R&D offices in Eastern Europe. LITS unites a number of dedicated teams with different technologies used and focused on the development of products. With partners all over the world, our products range from consumer-oriented social mobile apps and C2C marketplaces to corporate AI enhanced mail clients, from IoT solutions for sports industries to services using Virtual and Augmented reality.
Our expertise spans across a full range of software development, embedded engineering, sales, and marketing support, allowing us to create and improve projects which we believe in. We deliver top-notch solutions for ambitious startups, help young companies to scale and properly present their services.
Our approach suggests amazingly fast prototyping, while maintaining the highest degree of quality. We use a wide variety of front-line technologies that cover all the key areas. We shoulder both full-stack web-development and mobile application development to create turnkey solutions and solid MVPs.
This document brings together a set
of latest data points and publicly
available information relevant for
Agile & AI Operations Industry. We
are very excited to share this content
and believe that readers will benefit
from this periodic publication
immensely.
Gec workshop corporate entrepreneurship march 2015 stefano mizioStefano Mizio
Established firms and Startups: the corporate entrepreneur’role. - Global Entrepreneurship Congress Milan 2015.
Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.
The Power of Infographics for AEC MarketersDavid Lecours
A/E/C firms are marketing in the era of big data, but small attention spans. It’s challenging to differentiate your firm from the competition when your prospective client doesn’t have time to listen.
This presentation delivered at the SMPS Build Business National Conference will unleash the untapped power of infographics to help your firm stand out. Sure, writing and speaking are the typical ways to demonstrate thought leadership via content marketing. But who wants to be typical? With data visualization in the form of infographics, you can effectively demonstrate your expertise to win new business.
You’ll learn:
• How infographics are persuasive in differentiating your firm
• Why infographics distill the complexity of your firm into simple, compelling visual story
• Where infographics can be used in proposals
• Inspiring best practices from leading A/E/C firms using data visualization
• How to create infographics
• Where to distribute your infographics
MindSEO is a consultancy agency with a strong commitment to its clients dreams and goals. Our purpose is to grow with sustainability in mind, appreciating people and brands.
We provide Digital Intelligence Solutions in order to optimise
Digital Ecosystems and Upgrade Businesses. Feel free to contact us to find out more about our solutions, or just to say hi!
Sodium is a specialist digital recruiter that represents everything that is innovative and emerging in the digital world. Be it eCommerce & customer insight, digital marketing, online advertising, web technologies or cloud, we truly understand the challenges and opportunities of digital. Sodium is the Australia division of Salt recruitment, based in the UK.
We build digital teams that enable clients to achieve their digital transformation or create cutting edge digital products & services – and we can help with everything from a single key hire to a global recruitment campaign.
We cover technical, marketing, creative and sales positions across retained, perm and contract.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Agile Project Failures: Root Causes and Corrective ActionsTechWell
Agile initiatives always begin with the best of intentions—accelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issues—or mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to a failing project. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people – all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
Agile Software Design and Development Process.pptxibrahim0623
Agile software development refers to software development methodologies centred around the idea of iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams.
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...Agile ME
Agile Adoption is a big organization transition project. A big bang approach to Agile Adoption involves real risks and may lead to failure. Instead, small, continuous, and valuable improvements are more viable for most organizations. In this interactive session, we will start with an overview of the Agile mindset, values and principles, and will highlight the major differences between Agile and traditional approaches to managing software projects. Then, we will explain our approach for adopting agile which is incremental and iterative in nature. Finally, we will present some case studies and will share some interesting observations and conclusions collected through working with more than 40 companies during the last 6 years.
Agile Development MethodologiesThree CommunitiesProjec.docxADDY50
Agile Development Methodologies
Three Communities
Project stakeholders (Customers)
Development organization management
Developers
The Agile Manifesto
Indivduals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
The Agile Principles
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. Agilel processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of monthsm with a preference for the shorter time scale.
From the Agile Alliance: www.agilealliance.com
More Agile Principles
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.
Still more Agile Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
10. Continuous attention to technical excellence and good design enhances agility.
Even more Agile Principles
11. Simplicity – the art of maximizing the amount of work not done – is essential.
12. The best architectures, requirements, and designs emerge from self-organizing teams.
13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Major Agile Methodologies
Scrum
Extreme Programming
Version of the Unified Process
Evo
Crystal family of methodologies
Scrum
Single team of three to nine
Multiple teams each with three to nine members each.
Representatives from teams meet daily.
Common project room
Daily stand-up meeting
Iteration Is thirty calendar days
Emphasis on empirical rather than defined process.
May be easily combined with other methodologies to provide greater specification of specific activities.
The Scrum Lifecycle
Lifecycle has four phases:
Pre-game
Planning
Staging
The Game
Development
Release
Development may iterate, typically 3 to 8 times.
Called sprints lasting one month each
Scrum Planning
Purpose:
Establish vision
Set expectations
Secure funding and other needed resources
Activities
Write vision
Develop budget
Form initial Product Backlog
Estimate items
Exploratory design and prototypes
Scrum Staging
Purpose:
Identify more requirements
Prioritize for first iteration
Activities
Planning
Exploratory design and prototypes
Scrum Development
Purpose:.
This document brings together a set
of latest data points and publicly
available information relevant for
Agile & AI Operations Industry. We
are very excited to share this content
and believe that readers will benefit
from this periodic publication
immensely.
Gec workshop corporate entrepreneurship march 2015 stefano mizioStefano Mizio
Established firms and Startups: the corporate entrepreneur’role. - Global Entrepreneurship Congress Milan 2015.
Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.
The Power of Infographics for AEC MarketersDavid Lecours
A/E/C firms are marketing in the era of big data, but small attention spans. It’s challenging to differentiate your firm from the competition when your prospective client doesn’t have time to listen.
This presentation delivered at the SMPS Build Business National Conference will unleash the untapped power of infographics to help your firm stand out. Sure, writing and speaking are the typical ways to demonstrate thought leadership via content marketing. But who wants to be typical? With data visualization in the form of infographics, you can effectively demonstrate your expertise to win new business.
You’ll learn:
• How infographics are persuasive in differentiating your firm
• Why infographics distill the complexity of your firm into simple, compelling visual story
• Where infographics can be used in proposals
• Inspiring best practices from leading A/E/C firms using data visualization
• How to create infographics
• Where to distribute your infographics
MindSEO is a consultancy agency with a strong commitment to its clients dreams and goals. Our purpose is to grow with sustainability in mind, appreciating people and brands.
We provide Digital Intelligence Solutions in order to optimise
Digital Ecosystems and Upgrade Businesses. Feel free to contact us to find out more about our solutions, or just to say hi!
Sodium is a specialist digital recruiter that represents everything that is innovative and emerging in the digital world. Be it eCommerce & customer insight, digital marketing, online advertising, web technologies or cloud, we truly understand the challenges and opportunities of digital. Sodium is the Australia division of Salt recruitment, based in the UK.
We build digital teams that enable clients to achieve their digital transformation or create cutting edge digital products & services – and we can help with everything from a single key hire to a global recruitment campaign.
We cover technical, marketing, creative and sales positions across retained, perm and contract.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Agile Project Failures: Root Causes and Corrective ActionsTechWell
Agile initiatives always begin with the best of intentions—accelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issues—or mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to a failing project. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people – all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
Agile Software Design and Development Process.pptxibrahim0623
Agile software development refers to software development methodologies centred around the idea of iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams.
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...Agile ME
Agile Adoption is a big organization transition project. A big bang approach to Agile Adoption involves real risks and may lead to failure. Instead, small, continuous, and valuable improvements are more viable for most organizations. In this interactive session, we will start with an overview of the Agile mindset, values and principles, and will highlight the major differences between Agile and traditional approaches to managing software projects. Then, we will explain our approach for adopting agile which is incremental and iterative in nature. Finally, we will present some case studies and will share some interesting observations and conclusions collected through working with more than 40 companies during the last 6 years.
Agile Development MethodologiesThree CommunitiesProjec.docxADDY50
Agile Development Methodologies
Three Communities
Project stakeholders (Customers)
Development organization management
Developers
The Agile Manifesto
Indivduals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
The Agile Principles
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. Agilel processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of monthsm with a preference for the shorter time scale.
From the Agile Alliance: www.agilealliance.com
More Agile Principles
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.
Still more Agile Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
10. Continuous attention to technical excellence and good design enhances agility.
Even more Agile Principles
11. Simplicity – the art of maximizing the amount of work not done – is essential.
12. The best architectures, requirements, and designs emerge from self-organizing teams.
13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Major Agile Methodologies
Scrum
Extreme Programming
Version of the Unified Process
Evo
Crystal family of methodologies
Scrum
Single team of three to nine
Multiple teams each with three to nine members each.
Representatives from teams meet daily.
Common project room
Daily stand-up meeting
Iteration Is thirty calendar days
Emphasis on empirical rather than defined process.
May be easily combined with other methodologies to provide greater specification of specific activities.
The Scrum Lifecycle
Lifecycle has four phases:
Pre-game
Planning
Staging
The Game
Development
Release
Development may iterate, typically 3 to 8 times.
Called sprints lasting one month each
Scrum Planning
Purpose:
Establish vision
Set expectations
Secure funding and other needed resources
Activities
Write vision
Develop budget
Form initial Product Backlog
Estimate items
Exploratory design and prototypes
Scrum Staging
Purpose:
Identify more requirements
Prioritize for first iteration
Activities
Planning
Exploratory design and prototypes
Scrum Development
Purpose:.
The Business Analyst’s Critical Role in Agile ProjectsTechWell
Are you a business analyst, wondering how you fit into agile projects? Are you a ScrumMaster who wants to work with business analysts for a stronger project team? Are you a product owner who needs to supercharge your product backlog? Mark Layton introduces you to the critical role of the business analyst on agile projects. Get the essential information business analysts need to know to be successful members of an agile project team. Learn how business analysts can use their product knowledge and requirements translation skills to support product owners and stakeholders. Discover the role of product owner agent and why business analysts do well in that role. Learn how business analysts approach documentation—especially requirements—on agile projects. Dive into the details of the product backlog and user stories. Bring your questions and be ready to learn all about the who and the how of the business analyst in agile projects.
Becoming an Enterprise SaaS Company | DecisionDesk @ TechPintJohn Knific
DecisionDesk has been through a big journey, starting as a college B2C startup idea, turned successful SMB B2B SaaS product, with an eventual large pivot into Enterprise SaaS servicing the Education market. This is a compilation of lessons learned, originally shared at the December @TechPintNews in Cleveland
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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2. For discussion Purposes only Confidential
Page 2
About the speaker:
Don Wilson gained his Bachelors in Computer Science
from North Carolina A&T State University and jumped
immediately into solving business problems with
technology. He spent the first part of his career in with
Ernst & Young and Deloitte planning and implementing
multimillion dollar software packages for fortune 500
companies. He translated the strategic, process and
technical knowledge into a success as an architect and
then project manager for software development and
implementation projects. While making progress possible
with software is a passion for Don his spare time is spent
on the sidelines of his sons soccer games and the isle of
his daughters ballet and violin recitals or a blogging
event for his wife. If those aren't going on he's golfing
fishing or watching football(any kind).
4. For discussion Purposes only Confidential
Page 4
Definition: Requirements
re·quire·ment
riˈkwīrmənt/
Noun
Synonyms:
need, wish, demand, want, necessity, essential, prereq
uisite, stipulation
“good spelling is a requirement of the job"
noun
1.a thing that is needed or wanted.
"choose the type of window that suits your requirements best"
•a thing that is compulsory; a necessary condition.
"applicants must satisfy the normal entry requirements"
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Agility in life
Agile Animals
Agility in Sports
Agility In Traffic
Agility in Business
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Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Kent Beck
Mike Beedle
Arie van Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
8. For discussion Purposes only Confidential
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Agile Manifesto Principles
We follow these principles:
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.
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Agile Manifesto Principles
We follow these principles:
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.
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Agile Success
According to the 2012 CHAOS report, Agile succeeds
three times more often than waterfall.
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Why Scrum
Source: 7th State of Agile Development Survey by VersionOne
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What are the benefits of Agile
More software that is relevant
Higher Customer satisfaction
Higher Trust Level
Shorter Wait times
Shorter Development cycles )
More frequent delivery
More inspection opportunities
Ability to change direction
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What are the Risks to Success
1. Wrong Time or Place
1. Good ideas coming only after code
complete
2. Good feedback from management or
others not directly related to the project
2. Wrong Ideas
1. Not understanding what needs to be built
2. Assuming what needs to be built
3. Wrong Context
1. Not understanding the context of
requirements
2. Incomplete requirements (whole context not
known/understood by development team)
3. Shame Changes: shaming into scope
changes. is it really a viable piece of
software if it cant do this. This is useless unless
it can do XYZ
4. Wrong Level of understanding
1. Not OWNING the requirement.
Understanding how to validate the
requirement has been achieved. The team
should be able to to not only articulate what
the requirement is but also know when it has
been successfully delivered.
2. Unspoken requirements
5. Wrong People
1. Not getting requirements from the right
people (getting requirements from owners
vs users)
2. Roles in and outside of system not clearly
defined
6. Wrong Perspective
1. Epic Splitting (part of the problem being
solved but part not addressed now.
Integration of stories within an epic can
cause additional issues)
2. Legitimate Changes in requirements
7. Wrong Priorities
1. Conflicting Priorities among Business
communities. Conflicts between users an
management and between different
groups
2. Gold Plating/Requirement stuffing (What i
really meant was... or it wont really be
complete if it does not do X)
8. Wrong Techniques/Tools/Tactics
1. Poor design, architecture, technique or
coding practices leads to poor results
2. Code not getting adopted or poor reuse
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Keys to addressing Risks
1. Understand your
process and its
stakeholders
2. Educate
3. Proactively Listen
4. Understand the big
picture
5. Work Progressive
elaboration into your
process
6. Work on what matters
7. Inspect and Adapt
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Know your process & role first
Explain your process to the customer
Help them understand the process their idea will go
through to help deliver value
Know how your audience changes throughout the
process
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Scrum Team Roles
Aspect Scrum Master Product Owner Team
Key Activities Educate
Facilitate Key Ceremonies
Remove Impediments
Protect Team
Helping the team b
Create backlog
Assign Value and Prioritize
Stories
Break Epics into stories
Clarify Requirement inquiries
Facilitate Adoption
Estimates
Prototypes
Spikes
Develops
Tests
Major
Contribution
Education &
Impediment Removal
Process improvements
Vision & Roadmap &
Secure funding/Adoption
Creating Working Code
Measured by Transparency, Efficiency and
Effectiveness of the scrum
process
Roadmap
Ability to represent
stakeholder intrests
Velocity
Value
Quality
Code
Core Skills • Excellent leadership and
facilitation skills
• Able to explain key agile
concepts to a variety of
audiences
• Excellent communication skills
• Expert in the process able to
communicate the value of the
process nuances and coach
participants in the proper way
to execute
• Focused on continuous
improvements for the team,
management and the product
owner and customers alike
• Forward thinking visionary
• Able to decompose
concepts into phases or
components
• Technical enough to
understand implications of
technology decisions
• Business savvy enough to
understand implications of
business matters.
• Able to translate business
issues into technical terms
and technical issues into
business terms.
• Able to define/refine an
architecture to address current
and future needs
• Able to identify and establish
key programing practices that
lead to code reuse, easy
integration, scalability and
maintainability
• Ability to increase the technical
acumen of the development
team.
• Ability to view and assess
potential enhancements with
accurate effort estimations
and potential impact analysis
on the current infrastructure.
• Ability to identify talented
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Initiate Core Scrum Concepts
Value
Team Size
Scrum Meeting Cadence
Self Organizing Team
Colocation
Sushi not Sashimi
Chickens & Pigs
Spikes
Prototypes
Burn down
Empirical
Information Radiator
Scrum Board
Backlog
Stories
Epics
Story Points
Conditions of Satisfaction
Done Done
Shippable unit
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Establish the elements
Artifacts
Working Code
Prototypes
Backlog
Retrospective Notes
Scrum Board (or app)
Burn down Charts
(sprint, Epic, Product)
Roadmap
Release Schedule
Budgets and Forecasts
Portfolio and Project
status reports
Meetings
Requirements Review
sessions
Road Mapping sessions
Bi-weekly
Client Prioritization
sessions (weekly)
Estimation
Grooming
Sprint Planning
Daily Standup
Sprint Demo
Sprint Retrospective
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Communicate Profusely
Management
Trust comes with results (doing
what you said you'd do when
you said you'd do it)
Over communicate
Steering committees/PMO
Governance
Financial reporting
Status Reporting
Budgeting
Arcuate Estimations critical
Use backlog grooming and SP
estimating in projecting future
budget requirements
Calculate EVM if necessary
Everyone else
Educate, Explain value, laud
victories, readily admit mistakes
and plans to address them
Time dependent interactions
with cadence where possible
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Agile Customer Alignment
Educate
Understand what’s valuable to the
customer.
Create an environment for success
Educate them on the process, what’s
different, what to expect and what’s
needed from them
What's different,
Time Boxed Delivery
More Frequent releases, Less
documentation
More responsiveness
and involvement from them (decisions in 5
minutes)
Keep them informed with a consistent
stream of information,
Each timebox has a frequency
(cadence/rhythm)
Help them to understand the cadence
Frequent inspection
Communicate
help them to know you truly intend to
represent their priorities as an advocate
Planning
Long term planning
Mid Term planning
Short term planning
Delivery
Frequent inspection
Adapting to the gaps
Scope is still important
Changes are encouraged if they improve
value but the triangle still needs to be
maintained
Changes still have an impact:
financial impact
Other users
Working with multiple clients & balancing
priorities
Transparency,
Fairness,
Consistency
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Addressing the Risks
Risk
1. Wrong Time or Place
1. Good ideas coming only after
code complete
2. Good feedback from
management or others not
directly related to the project
Fix
Communicate early
and often about the
opportunities to provide
input.
Communicate to:
Team
Customers
Stakeholders/managem
ent
Others
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Understanding has No Shortcuts
• Requirements are about
communicating what is
desired even if its not
explicit.
• The life of a requirement
needs to be understood
from thought to adoption
including its appearance in
many forms to many parties.
• Traceability should extend
beyond deployment to
understand the usage rates
patterns and errors. Its also
good to know who asked
for it and their history
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Proactive Listening
Hearing out the
requirements in the
right context with the
right people involved
is the first step in
refining requirements
for success
Subjects, Verbs, Objects
Confirm Understanding
Avoid Extremes
Writing everything
Not writing anything
The point is
understanding not just
understanding for
temporary recall but
understanding so that
you can represent the
matter to someone else.
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Progressive Elaboration
Understanding Takes time.
Agile is more interested in
communication over
documentation.
Elaboration Occurs in
Stages
Understand Macro Requirement
Understand Context
Outline Solution & Get feedback
Provide more detailed solution &
Get feedback
Provide mockup & Get feedback
Prototype and get feedback
Develop and get feedback
Deploy and get feedback
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Addressing the Risks
Risk
2. Wrong Ideas
1. Not understanding
what needs to be built
2. Assuming what needs
to be built
Fix
Understanding the big
picture
Proactive Listening
Progressive elaboration
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Addressing the Risks
Risk
3. Wrong Context
1. Not understanding the
context of requirements
2. Incomplete requirements
(whole context not
known/understood by
development team)
3. Shame Changes:
shaming into scope
changes. is it really a
viable piece of software
if it cant do this. This is
useless unless it can do
XYZ
Fix
Progressive elaboration
Process Context
System Context
Mockups
Prototypes
Conditions of
Satisfaction
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Addressing the Risks
Risk
4. Wrong Level of
understanding
1. Not OWNING the
requirement. Understanding
how to validate the
requirement has been
achieved. The team should
be able to to not only
articulate what the
requirement is but also
know when it has been
successfully delivered.
2. Unspoken requirements
(Context: technical &
business )
Fix
Proactive listening
Understanding Why
Progressive elaboration
Process Context
System Context
Mockups
Prototypes
Conditions of
Satisfaction
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Edit Mileage
Reimbursement Entry
Description: This page provides allows a volunteer or designated proxy to Add or Edit
a single Mileage reimbursement expense entry
# Action Logic Data
1 Date Slection NO limitation on dates to
be selected (NEED
CONFIRMATION
Required
2 Select Expense activity List Populated from table Required
3 Enter Explaination Required
LIMIT 255
Characters
4 Enter Miles Required
(3 digits after
decimal point)
5 Update Saves and returns to the
expense details screeen
6 Cancel Returns to the expense
details screen
7
8
9
Accessing User Access Conditions Display logic
Volunteers Visible Access only to personal list
Staff/Proxy entry Visible Access to all volunteers via
lookup
Approvers Not visible
Finance Liason Not visible
# Action/
Triggers
To Subject Message Body
Exceed
Character
limit for
Explainatio
n
Add
Success
Successfully Added a mileage
Expense
Add Error Error in adding milage expense
# Business Rule
Mileage rate per program needs to be defined and configured in the admin tool (or
at least in a configuration file)
Requirement from TA to allow a lower mileage entry rate per submission (Not per
entry) (ADD TO SCOPE ISSUES) (Not an issue for States –DSP will confirm)
Need Expense Activity Lists from DSP/States and Expense Types
Are there any limitations on Miles or expenses per day or per type per day
Add Delete buton
Story Board Page Example
45. For discussion Purposes only Confidential
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Conditions of Satisfaction
The system is
considered
complete if it meets
these conditions.
Conditions can be
Functional Conditions
Technical Conditions
Pre-Conditions
The COS serve as a
baseline for both
feature validation
and traceability
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Addressing the Risks
Risk
5. Wrong People
1. Not getting requirements
from the right people
(getting requirements
from owners vs users)
(Understand Who uses
the system)
2. Roles in and outside of
system not clearly
defined
Fix
Educating the users
Proactive listening
Progressive elaboration
Process Context
System Context
Mockups
Prototypes
Conditions of
Satisfaction
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Addressing the Risks
Risk
6. Wrong Perspective
1. Epic Splitting (part of the
problem being solved
but part not addressed
now. Integration of
stories within an epic can
cause additional issues)
(Planning for integration
with Epic Breakdown)
2. Legitimate Changes in
requirements (scope
swap)
Fix
Epic Breakdown
Scope Swapping
Backlog Overview
Backlog Assessments
Conditions of
Satisfaction
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Think Value
Source: Jim Johnson. The Standish Group International Inc. 2002.
52. For discussion Purposes only Confidential
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Seven Wastes
Toyota Production System [1]
Inventory
Overproduction
Extra Processing
Transportation
Waiting
Motion
Defects
Software Development [2]
Partially Done Work
Extra Features
Relearning
Handoffs
Delays
Task Switching
Defects
1. Shingo, Shigeo. A Study of the Toyota Production System. Productivity Press, 1981.
2. Poppendieck, Mary and Tom. Implementing Lean Software Development: From Concept to Cash. Addison-Wesley, 2006.
53. For discussion Purposes only Confidential
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Assessing Value
Understand why its being requested, who benefits from
the request and how. Also identify the ideal scenario.
Set a formula Weighting what’s important to your
organization
Auto calculate base on entries in each area
Be consistent in ratings (keep them relative)
Examlpes:
Attract Customer or enhances customer experience
Legal
Corporate Dashboard/Score card Goal Impact
Impacts Business Continuity
Time Savings
Increase Capacity
Impact Community
Impact Multiple Groups
Cost Savings
Increase Revenue
57. For discussion Purposes only Confidential
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Addressing the Risks
Risk
7. Wrong Priorities
1. Conflicting Priorities
among Business
communities. Conflicts
between users an
management and
between different groups
2. Gold Plating/Requirement
stuffing (What i really
meant was... or it wont
really be complete if it
does not do X)
(Prioritization & Value
assessment)
Fix
Value Evaluation
Story Point Estimation
Educating the users
Proactive Prioritization
Roadmap
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Traceability
Coverage
Requesting party, Adoption and Usage
Relationship to others
Parent items
Children
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Value Evaluation
Scope swaps
Remaining work
Delivered items
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Performance Measures
Project Success
Budget
Scope
Time
Client Satisfaction
Development Team Success
Vision
Deliverables
Scope delivered
Speed of Delivery
Quality of Delivery
Residual Value of delivery
Reuse
Planned and unplanned value
Reduced maintenance
Teamwork:
Listening
Trust
Innovation
Agile Team Success
High Value Delivery
Reduced Code Waste
High Visibility
Development
Implementation
Self Managed Teams
Accountable
Transparent
Innovative
67. For discussion Purposes only Confidential
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What are the Solutions
1. Wrong Time or Place (Process)
1. Good ideas coming only after code
complete
2. Good feedback from management or
others not directly related to the project
2. Wrong Ideas
1. Not understanding what needs to be built
(Big picture)
2. Assuming what needs to be built (Confirm
with Pro Elab)
3. Wrong Context
1. Not understanding the context of
requirements
2. Incomplete requirements (whole context not
known/understood by development team)
3. Shame Changes: shaming into scope
changes. is it really a viable piece of
software if it cant do this. This is useless unless
it can do XYZ (COS & Mockups)
4. Wrong Level of understanding
1. Not OWNING the requirement.
Understanding how to validate the
requirement has been achieved. The team
should be able to to not only articulate what
the requirement is but also know when it has
been successfully delivered. (COS)
2. Unspoken requirements (Context: technical
& business )
5. Wrong People
1. Not getting requirements from the right
people (getting requirements from owners
vs users) (Understand Who uses the system)
2. Roles in and outside of system not clearly
defined
6. Wrong Perspective
1. Epic Splitting (part of the problem being
solved but part not addressed now.
Integration of stories within an epic can
cause additional issues) (Planning for
integration with Epic Breakdown)
2. Legitimate Changes in requirements
(scope swap)
7. Wrong Priorities
1. Conflicting Priorities among Business
communities. Conflicts between users an
management and between different
groups
2. Gold Plating/Requirement stuffing (What i
really meant was... or it wont really be
complete if it does not do X) (Prioritization
& Value assessment)
8. Wrong Techniques/Tools/Tactics
1. Poor design, architecture, technique or
coding practices leads to poor results
2. Code not getting adopted or poor reuse
(Inspect & Adapt)
69. For discussion Purposes only Confidential
Page 69
Strategic IT services
Does your organization have a clear vision for its use of Information technology? Is your
organization using the right technologies to enable your business to execute its vision?
Does your organization have the right team to execute its vision? Is your organization
using the right tactics to execute the vision?
Target: Vision Direction Progress
• Business/Technology Portfolio Assessments
• Business Data Profiling Mapping
• Product road mapping,
• Support process definition
• Product Business Analytics
• Change Management
Tools: Defining the right Technology Stack
• Technology Assessment
• Technology Roadmap
• Technology Selection
Tactics: Optimizing Execution
• Process Improvement
• Process Assessment,
• Process Definition
• Process Metric Definition,
• Process Analytics
• Project Execution
• PMO Assessment,
• Agile Adoption Planning
• Agile coaching and training (Scrum, LEAN),
• Project Management Team augmentation
• Project Tools Implementation,
• Project Execution Analytics
Team: Talent Acquisition and Development
• Evaluation/Assessment
• Strategic Staff Augmentation
• Coaching
• Training
• Leadership development
• Succession planning
Contact us
Revolutionary Performance Management Inc.
www.thinkrpm.com
202-360-4932
71. For discussion Purposes only Confidential
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Agile Team Roles
Role: User Experience Designer (UX)
Key Activities:
Defining the User experience across interfaces including browsers and devices
Defining the prototypes
Core Skill sets: Key skill sets and strengths required
Able to define/refine the UX elements of the architecture to address current
and future needs
Able to identify and establish key UX practices that lead to code reuse, easy
integration, scalability and maintainability
Ability to hear the unspoken requirements by understanding what people are
experiencing and have become accustomed to using or want to use
Transforming requirements into powerful positive experiences for the customers
by adjusting to the requirements and feedback.
Keeping ahead of the curve on technical trends that make user experiences
better including upgrades in current technologies and transitions to new ones.
Standard project role comparison: Designer UX and Architect
Key differences:
Most UI designers are only focused on style sheets, java script or frameworks. By
empowering the UX designer to define the architecture and overall
experience the UX is able to build an experience from the prototype through
deployment that makes cross platform integration and platform upgrade not
only possible but expected improvements.
72. For discussion Purposes only Confidential
Page 72
What are we selling
Unified Project leadership core teams.
Units that supply value throughout the development cycle in key
areas:
Product Ownership
Technical Expertise
Talent Development
Consistent Structured requirements and testing process
Consistent UI development approach (optional)
Instant functional teams
Consistency in planning
Known commodities in process expectations and roles
Known delivery styles
Consistency in execution
Cohesive units easily digest intended scope, and quickly move to execution
Continuity in team dynamics
Largest variable in software is team turnover. With a consistent approach to onboarding development team members and a focused approach
towards indoctrinating with process and tool usage the focus shifts to allowing developers to do what they are being paid to do.
Maximize development resource time
Reduce onboarding time
Increase developer productivity with structured talent development
Just add developers and testers
73. For discussion Purposes only Confidential
Page 73
Agile Team Roles
Role: Product owner
Key Activities:
Set product vision and direction
Manage customer expectations
Manage the project and associated artifacts
Core Skill sets: Key skill sets and strengths required
Forward thinking visionary
Able to decompose concepts into phases or components
Technical enough to understand implications of technology decisions
Business savvy enough to understand implications of business matters.
Able to translate business issues into technical terms and technical issues into
business terms.
Standard project role comparison: Project Manager
Key differences:
Product owner is more closely tied to the overall business benefit of the project
and its impact over the life span of a product. The PO is keenly interested in
the timely delivery of scope as much or more than most stake holders. They
also have a vested interest in assembling the best team to consistently deliver
efficient value for their product through a series of projects.
74. For discussion Purposes only Confidential
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Agile Team Roles
Role: Scrum Master
Key Activities:
Manage the project execution process
Educate the key stakeholders, executives and team members
Remove project/process and task impediments
Facilitate scrum process and key activities
Core Skill sets: Key skill sets and strengths required
Excellent leadership and facilitation skills
Able to explain key agile concepts to a variety of audiences
Excellent communication skills
Expert in the process able to communicate the value of the process nuances
and coach participants in the proper way to execute
Focused on continuous improvements for the team, management and the
product owner and customers alike
Standard project role comparison: Project Manager
Key differences:
The project manager is tasked with planning and navigating issues, risks and
facilitating the monitoring controlling and execution of a project in its entirety.
While these are scrum master duties the typical pm is also focused on scope
management and resources. The product owner is tasked with managing the
definition of scope while the scrum master monitors changes.
75. For discussion Purposes only Confidential
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Agile Team Roles
Role: Technical Lead/Architect
Key Activities:
Set Technical Direction
Guide Development resources
Provide tactical and strategic
Core Skill sets: Key skill sets and strengths required
Able to define/refine an architecture to address current and future needs
Able to identify and establish key programing practices that lead to code
reuse, easy integration, scalability and maintainability
Ability to increase the technical acumen of the development team.
Ability to view and assess potential enhancements with accurate effort
estimations and potential impact analysis on the current infrastructure.
Ability to identify talented development team members
Standard project role comparison: Senior Developer or Architect
Key differences:
A technical team lead is given the luxury of focusing on a specific product
and architecture while most senior developers are forced to switch context
throughout the day. Their focus enables a greater trade off in both better
architecture and better practices resulting in higher code quality, efficiency
and accuracy of projections and lower total cost of ownership for the code.
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Agile Team Roles
Role: System Analyst
Key Activities:
Defining success criteria and conditions of satisfaction
Identifying and removing barriers for adoption including Training business users
Facilitating transition to maintenance
Core Skill sets: Key skill sets and strengths required
Highly technical and able to identify and communicate barriers for adoption
by business users including personal, technical, process specific issues
Deeply analytical and able to determine trends in usage or lack of usage.
Able to identify trends in data and application improvement requests as
potential enhancements.
Able to establish execute and validate test scenarios/conditions of satisfaction
Great at identifying and eliminating non-technical barriers in adoption
Standard project role comparison: Business Analyst
Key differences:
A business analyst typically is focused only on the definition of requirements
and the validation of the delivery of requirements. The system analyst is both
technical and process but more focused on what the application does and
does not currently do. They look for reasons people wouldn’t use the
application in order to eliminate potential barriers for adoption especially
those that don’t require development.
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Performance Measures
Project Success
Budget
Scope
Time
Client Satisfaction
Development Team Success
Vision
Deliverables
Scope delivered
Speed of Delivery
Quality of Delivery
Residual Value of delivery
Reuse
Planned and unplanned value
Reduced maintenance
Teamwork:
Listening
Trust
Innovation
Agile Team Success
High Value Delivery
Reduced Code Waste
High Visibility
Development
Implementation
Self Managed Teams
Accountable
Transparent
Innovative