This document discusses the agile tools available in Visual Studio 2010. It provides an overview of Visual Studio 2010's capabilities for managing the entire software development lifecycle using agile methodologies like Scrum. Key features highlighted include improved support for agile processes like Scrum through templates and work item tracking, reporting and planning tools, and tight integration across the development lifecycle from requirements through deployment. The document argues that Visual Studio 2010's agile tools can help teams overcome complexity, improve quality, increase transparency, facilitate collaboration, and reduce risk through a lightweight and customizable approach.
Agile lean workshop for managers & exec leadershipRavi Tadwalkar
This document summarizes an agile workshop for managers and executive leadership at Cisco. The workshop covers several topics:
- Defining the role of an agile functional manager and transitioning existing managers to this role.
- Discussing whether the concept of "servant leadership" is too idealistic and assessing different leadership styles.
- Explaining the value of having a dedicated team room to facilitate transparency, collaboration and trust within agile teams.
The workshop provides guidance to leadership on adopting an inside-out approach to cultural change, emphasizing assessing organizational culture before implementing new processes or structures. Overall, the document outlines an agenda to help management explore how to effectively lead teams using agile and lean
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly and effectively. Prerequisites: A working knowledge of Lean and Scrum NPD methods (stand-up meetings, user stories, backlog, sprints, burn-down charts, etc.)
We will cover the following topics in this webinar:
· Qualifying and monitoring distributed partners
· Planning an Agile project
· Project execution across time-zones and cultures
· Encouraging true Innovation and Collaboration
· Effective Internet tools
· Q&A
In Agile Development, Testing is meant to be a part of the development process, right along with coding, but many “Agile Teams” are missing this vital component and experiencing degregated quality. In this presentation, we will discuss how to integrate Agile Testing in Kanban processes by discussing the following:
• Introduction to Agile and Lean
• How testers add value to cross-functional Agile Development Teams
• How testers participate in Agile ceremonies
• How to test in an Agile Environment
• The Four Environments (Dev, Test, Stage, Production)
• The types of testing that occurs in each environmen
Resource Planning is one of the biggest headaches for medium to large organizations. Creating a detailed resource plan that is meaningful is very difficult, and keeping it up to date is almost impossible. Plans that look good are often an attractive fiction, full of unrealistic assumptions, over-allocations, and the spreading of too-few people in too many ways.
Agile Resource Planning provides a very different approach to the classic model. It produces realistic plans that are simple to maintain, and effective for planning work over time. In this webinar, Dr. Kevin Thompson will present new concepts in Agile Resource Planning, which provide a practical and easy-to-use approach to Resource Planning that can be used for Agile and classic environments.
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
This document discusses the agile tools available in Visual Studio 2010. It provides an overview of Visual Studio 2010's capabilities for managing the entire software development lifecycle using agile methodologies like Scrum. Key features highlighted include improved support for agile processes like Scrum through templates and work item tracking, reporting and planning tools, and tight integration across the development lifecycle from requirements through deployment. The document argues that Visual Studio 2010's agile tools can help teams overcome complexity, improve quality, increase transparency, facilitate collaboration, and reduce risk through a lightweight and customizable approach.
Agile lean workshop for managers & exec leadershipRavi Tadwalkar
This document summarizes an agile workshop for managers and executive leadership at Cisco. The workshop covers several topics:
- Defining the role of an agile functional manager and transitioning existing managers to this role.
- Discussing whether the concept of "servant leadership" is too idealistic and assessing different leadership styles.
- Explaining the value of having a dedicated team room to facilitate transparency, collaboration and trust within agile teams.
The workshop provides guidance to leadership on adopting an inside-out approach to cultural change, emphasizing assessing organizational culture before implementing new processes or structures. Overall, the document outlines an agenda to help management explore how to effectively lead teams using agile and lean
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly and effectively. Prerequisites: A working knowledge of Lean and Scrum NPD methods (stand-up meetings, user stories, backlog, sprints, burn-down charts, etc.)
We will cover the following topics in this webinar:
· Qualifying and monitoring distributed partners
· Planning an Agile project
· Project execution across time-zones and cultures
· Encouraging true Innovation and Collaboration
· Effective Internet tools
· Q&A
In Agile Development, Testing is meant to be a part of the development process, right along with coding, but many “Agile Teams” are missing this vital component and experiencing degregated quality. In this presentation, we will discuss how to integrate Agile Testing in Kanban processes by discussing the following:
• Introduction to Agile and Lean
• How testers add value to cross-functional Agile Development Teams
• How testers participate in Agile ceremonies
• How to test in an Agile Environment
• The Four Environments (Dev, Test, Stage, Production)
• The types of testing that occurs in each environmen
Resource Planning is one of the biggest headaches for medium to large organizations. Creating a detailed resource plan that is meaningful is very difficult, and keeping it up to date is almost impossible. Plans that look good are often an attractive fiction, full of unrealistic assumptions, over-allocations, and the spreading of too-few people in too many ways.
Agile Resource Planning provides a very different approach to the classic model. It produces realistic plans that are simple to maintain, and effective for planning work over time. In this webinar, Dr. Kevin Thompson will present new concepts in Agile Resource Planning, which provide a practical and easy-to-use approach to Resource Planning that can be used for Agile and classic environments.
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
The 9-step proposal outlines an approach for mid to large product companies to adopt Agile methodologies. Step 0 involves performing value stream mapping to identify organizational gaps and determine if Agile could help. Step 1 includes creating cross-functional leadership and transition teams. Step 2 has the teams create vision and transition backlogs. Step 3 suggests segregating projects into innovation, incremental, and support categories. The remaining steps cover building teams, implementing practices, celebrating successes, and continuously improving. The overall goal is to transition the organization to Agile and achieve higher value delivery through improved flow.
The document discusses the role of business analysts in agile software development. It argues that business analysts play an important role in helping agile teams meet business needs, either as the product owner or by supporting the product owner. When adopting agile, teams should initially focus on becoming more effective before emphasizing requirements or the business analyst's role. Over time, the business analyst should take a more prominent role in reducing unnecessary work through improved requirements analysis. Adopting agile processes does not remove the need for requirements; it changes the nature of requirements from push to pull based on business needs.
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
Essential SAFe® 4.0 is a subset of big picture SAFe 4.0 framework. It is good starting point for self-learners. This slideshow cover essential aspects of SAFe framework.
It is a primer to Scaled Agile Framework.
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
The document introduces agile software development methods. It discusses the goals of being able to speak confidently about agile and provide solutions to problems teams face. The agenda covers introductions to agile principles, roles, planning, reporting, retrospectives, and estimating. Popular agile methods like Scrum and XP are explained. The roles of product managers and product owners are compared.
This document provides an introduction to agile frameworks like Scrum, XP, Lean, and Kanban. It discusses agile principles like valuing individuals, collaboration, and responding to change. It describes Scrum roles, events, and tools like user stories, burn-down charts, and daily stand-ups. XP's emphasis on testing is covered. Lean principles like eliminating waste and building quality in are explained. Kanban concepts like pull systems and work-in-progress limits are also summarized. The document concludes with recommendations for certifications and further reading on agile methods.
Implementing distributed agile framework with
Scrum, XP & Effective Tools usage Dev ops. C. Padma presented this presentation during India Agile week 2015 - Bangalore
The document provides the results of an Agile self-evaluation for a software delivery team. It finds that the team supports some Agile principles like prioritizing user stories and having generalist developers. However, it also finds practices that could be improved like more frequent integration builds and check-ins. The report recommends a more thorough assessment and continuous improvement program to help the team better adopt Agile practices.
This document provides an overview of Agile project management principles and practices. It begins with introductions of the presenter and their experience in Agile software development. It then discusses various project methodologies like Waterfall, Kanban, Scrum, and Test Driven Development. Key Agile principles are outlined from the Agile Manifesto. The roles of Product Owner, Scrum Master, and development team are defined. Practices like sprint planning, daily standups, reviews and retrospectives are described. The document aims to provide a high-level introduction to Agile concepts, roles and processes.
Scrum Crash Course - Anatoli Iliev and Lyubomir Cholakov, InfragisticsbeITconference
This document provides an agenda and overview for a Scrum training session. The training will cover topics such as the principles and ceremonies of Scrum, including roles, product backlog, sprints, daily standups, sprint reviews, and retrospectives. It will use presentations and a Lego game to help illustrate key Scrum concepts. The goal is to introduce participants to Scrum and provide them a basic level of knowledge about how to implement Scrum practices in their work.
The document outlines an agenda for a Lean-Agile leadership workshop for executives. It will begin with comparing waterfall vs Lean-Agile methodology, focusing on adopting a value-driven mindset by looking at culture first. It will then cover Agile product management, discussing topics like limiting work in progress, prioritization using journey maps and story maps, and the product owner role. Executives will also have a Q&A about Agile transformation journeys and be provided with self-learning aids.
Agile Methodology Vs. Others by Sara BerradaAgile ME
This presentation compares and contrast the agile methodology for project management with the strategic, traditional and extreme project management methods. Furthermore, it will criticize and analyze the efficiency implementation of these ways in different industries and projects nowadays.
In addition, it will present the different requirements needed for each methodology to adopt it successfully. Finally, speaker will present some project examples, failure and success, of these methods to open the door for discussion.
Scaling Agile and Scrum (cPrime/Angela Johnson)Cprime
This webinar will introduce attendees to Agile and Scrum tools to “scale”across products, the enterprise and locations. Unlike other scaling approaches that are a one size fits all model, this interactive session shows how to apply Scrum and Agile without contradicting values, principles or frameworks.
Scrum Master Role and Responsibilities in Agile Environment - AMECSE 2014 Ahmed Hammad
This presentation tried to cover ScrumMaster roles and responsibilities in Agile environments. It is presented in Software Innovation for Sustainable Economy conference See: http://2014.amecse-conferences.org/
High Performance Software Engineering TeamsLars Thorup
Based on my experiences building high performance engineering teams, this presentation focuses on the technical practices required. These practices centers around automation (build, test and deployment) and increased collaboration between Engineering and QA (TDD, exploratory testing, prioritization, feedback cycles).
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
The document summarizes the agile transformation of Cisco Video Business. It describes how the business prepared for the transformation by restructuring the organization and execution models to be more agile-aligned. Key steps included establishing agile values and culture, clarifying roles, and training leadership and rolling out transformation in batches over multiple sprints with coaching support. The transformation aimed to improve ability to adapt to fast market changes and enhance predictability of complex feature delivery.
This document provides a summary of Pallavi Kapoor's professional experience and qualifications. She has over 7 years of experience as a Scrum Master and QA Lead for various companies. Her experience includes facilitating agile processes like sprint planning and reviews, tracking metrics, removing impediments, and mentoring team members. She also has experience in software testing, requirements gathering, test automation, and leading a team of testers.
The 9-step proposal outlines an approach for mid to large product companies to adopt Agile methodologies. Step 0 involves performing value stream mapping to identify organizational gaps and determine if Agile could help. Step 1 includes creating cross-functional leadership and transition teams. Step 2 has the teams create vision and transition backlogs. Step 3 suggests segregating projects into innovation, incremental, and support categories. The remaining steps cover building teams, implementing practices, celebrating successes, and continuously improving. The overall goal is to transition the organization to Agile and achieve higher value delivery through improved flow.
The document discusses the role of business analysts in agile software development. It argues that business analysts play an important role in helping agile teams meet business needs, either as the product owner or by supporting the product owner. When adopting agile, teams should initially focus on becoming more effective before emphasizing requirements or the business analyst's role. Over time, the business analyst should take a more prominent role in reducing unnecessary work through improved requirements analysis. Adopting agile processes does not remove the need for requirements; it changes the nature of requirements from push to pull based on business needs.
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
Essential SAFe® 4.0 is a subset of big picture SAFe 4.0 framework. It is good starting point for self-learners. This slideshow cover essential aspects of SAFe framework.
It is a primer to Scaled Agile Framework.
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
The document introduces agile software development methods. It discusses the goals of being able to speak confidently about agile and provide solutions to problems teams face. The agenda covers introductions to agile principles, roles, planning, reporting, retrospectives, and estimating. Popular agile methods like Scrum and XP are explained. The roles of product managers and product owners are compared.
This document provides an introduction to agile frameworks like Scrum, XP, Lean, and Kanban. It discusses agile principles like valuing individuals, collaboration, and responding to change. It describes Scrum roles, events, and tools like user stories, burn-down charts, and daily stand-ups. XP's emphasis on testing is covered. Lean principles like eliminating waste and building quality in are explained. Kanban concepts like pull systems and work-in-progress limits are also summarized. The document concludes with recommendations for certifications and further reading on agile methods.
Implementing distributed agile framework with
Scrum, XP & Effective Tools usage Dev ops. C. Padma presented this presentation during India Agile week 2015 - Bangalore
The document provides the results of an Agile self-evaluation for a software delivery team. It finds that the team supports some Agile principles like prioritizing user stories and having generalist developers. However, it also finds practices that could be improved like more frequent integration builds and check-ins. The report recommends a more thorough assessment and continuous improvement program to help the team better adopt Agile practices.
This document provides an overview of Agile project management principles and practices. It begins with introductions of the presenter and their experience in Agile software development. It then discusses various project methodologies like Waterfall, Kanban, Scrum, and Test Driven Development. Key Agile principles are outlined from the Agile Manifesto. The roles of Product Owner, Scrum Master, and development team are defined. Practices like sprint planning, daily standups, reviews and retrospectives are described. The document aims to provide a high-level introduction to Agile concepts, roles and processes.
Scrum Crash Course - Anatoli Iliev and Lyubomir Cholakov, InfragisticsbeITconference
This document provides an agenda and overview for a Scrum training session. The training will cover topics such as the principles and ceremonies of Scrum, including roles, product backlog, sprints, daily standups, sprint reviews, and retrospectives. It will use presentations and a Lego game to help illustrate key Scrum concepts. The goal is to introduce participants to Scrum and provide them a basic level of knowledge about how to implement Scrum practices in their work.
The document outlines an agenda for a Lean-Agile leadership workshop for executives. It will begin with comparing waterfall vs Lean-Agile methodology, focusing on adopting a value-driven mindset by looking at culture first. It will then cover Agile product management, discussing topics like limiting work in progress, prioritization using journey maps and story maps, and the product owner role. Executives will also have a Q&A about Agile transformation journeys and be provided with self-learning aids.
Agile Methodology Vs. Others by Sara BerradaAgile ME
This presentation compares and contrast the agile methodology for project management with the strategic, traditional and extreme project management methods. Furthermore, it will criticize and analyze the efficiency implementation of these ways in different industries and projects nowadays.
In addition, it will present the different requirements needed for each methodology to adopt it successfully. Finally, speaker will present some project examples, failure and success, of these methods to open the door for discussion.
Scaling Agile and Scrum (cPrime/Angela Johnson)Cprime
This webinar will introduce attendees to Agile and Scrum tools to “scale”across products, the enterprise and locations. Unlike other scaling approaches that are a one size fits all model, this interactive session shows how to apply Scrum and Agile without contradicting values, principles or frameworks.
Scrum Master Role and Responsibilities in Agile Environment - AMECSE 2014 Ahmed Hammad
This presentation tried to cover ScrumMaster roles and responsibilities in Agile environments. It is presented in Software Innovation for Sustainable Economy conference See: http://2014.amecse-conferences.org/
High Performance Software Engineering TeamsLars Thorup
Based on my experiences building high performance engineering teams, this presentation focuses on the technical practices required. These practices centers around automation (build, test and deployment) and increased collaboration between Engineering and QA (TDD, exploratory testing, prioritization, feedback cycles).
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
The document summarizes the agile transformation of Cisco Video Business. It describes how the business prepared for the transformation by restructuring the organization and execution models to be more agile-aligned. Key steps included establishing agile values and culture, clarifying roles, and training leadership and rolling out transformation in batches over multiple sprints with coaching support. The transformation aimed to improve ability to adapt to fast market changes and enhance predictability of complex feature delivery.
This document provides a summary of Pallavi Kapoor's professional experience and qualifications. She has over 7 years of experience as a Scrum Master and QA Lead for various companies. Her experience includes facilitating agile processes like sprint planning and reviews, tracking metrics, removing impediments, and mentoring team members. She also has experience in software testing, requirements gathering, test automation, and leading a team of testers.
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.
Sumana Sengupta has over 12 years of experience in IT solutions and incident management. She is ITIL v3 certified and has worked as a team lead, service desk coordinator, and technical writer. Her expertise includes client management, problem diagnosis, process improvement, and training. She is currently a team lead at Capgemini in Bangalore handling infrastructure operations.
This document discusses strategies for scaling software development teams while minimizing technical debt. It advocates separating teams into roles including developers, team leaders, and engineering managers. Team leaders are responsible for driving cadence and morale, ensuring deadlines are met, and mentoring developers. Engineering managers focus on skills development and removing barriers. Regular, predictable delivery of features through steady cadence is emphasized over long release cycles to reduce technical debt. Separating concerns like architecture from UI helps determine appropriate processes along the agile-waterfall spectrum.
The document provides an overview of the Agile movement and methodologies. It discusses that Agile aims to be more responsive to customer needs than traditional methods through iterative development, collaboration, and adaptation. It summarizes key aspects of various Agile methods including extreme programming (XP), Scrum, Agile modeling (AM), and how CMMI and Agile frameworks can work together to improve processes. The document serves as an introduction to core Agile principles and practices for software development.
Baksheesh Singh Gurudatta is a Scrum Master based in Shanghai, China seeking new opportunities. He has over 4 years of experience in roles such as Scrum Master, Network Engineer, IT Process Engineer, and IT Consultant. Gurudatta holds several Agile certifications including CSM, SPOAC, SMAC, and STMAC. He is skilled in Scrum practices, network management, IT management, and business analysis. Gurudatta's experience includes facilitating Scrum ceremonies and coaching teams at Bleum Incorporated in Shanghai.
Scrum Bangalore 14th MeetUp 05 September 2015 - Scaling Agile - Saikat Das - ...Scrum Bangalore
This document summarizes an approach to scaling Agile in a mid-size enterprise eCommerce company. It discusses the motivation to scale Agile, provides an overview of common scaling frameworks, and describes the company's journey to scaling Agile across multiple teams and locations. Key aspects of the scaling model include establishing a cadence of sprints and releases, implementing feature-driven teams, adopting Scrum of Scrums, and establishing communities of practice. Outcomes of scaling included improved team performance, increased customer satisfaction, reduced delivery cycle times, and lower costs. Challenges included coordinating distributed teams and maintaining synchronization across teams.
This document provides a summary of K. Jayaseelan's professional experience and qualifications. It includes details about his 12+ years of experience in software development using agile methodologies like Scrum and Kanban. He has worked as a Scrum Master, Agile Coach, and Quality Manager on various digital and multimedia projects. The document lists his areas of expertise, industry certifications in Agile, SAFe, Six Sigma and PMP. It also provides details of his educational qualifications and work experience at companies like LG Soft India, Cambridge Solutions and Unisys Global Solutions.
This document discusses truths and misconceptions about agile software development. It begins by establishing that agile is more than a high-level concept, and discusses differences between traditional project management and agile principles. Key differences between agile methodologies like Scrum and XP are outlined. The document then addresses common misconceptions about agile and Scrum, establishing truths around topics like planning, fixed-date projects, risk management, rework, and the role of metrics and documentation in Scrum.
Ramachandra Reddy has 8 years of experience as a Test Lead. He has expertise in test planning, test execution, defect reporting, test automation, and agile methodologies. He is proficient with tools like Selenium, JMeter, Jira, and others. He has experience testing insurance, banking, and other domains. His responsibilities include test estimation, case preparation, execution, defect tracking, and ensuring quality delivery of projects.
- John Carlo Gabuya has over 5 years of experience in software development, working as a senior software engineer and co-lead on various projects. He has expertise in C#, ASP.NET, Visual Studio, SQL Server, and agile methodologies.
- He has led development teams, mentored junior developers, delivered projects on time, and ensured high quality and client satisfaction.
- His skills also include requirements gathering, technical design, database design, testing, and project management.
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
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
The document provides an overview of fundamentals of agile, including:
- Describing the waterfall process and limitations with knowledge work
- Introducing the Agile Manifesto which values individuals, working software, customer collaboration, and responding to change over processes and tools
- Outlining common agile approaches like XP, Scrum, and Kanban including roles, ceremonies, and artifacts
- Defining roles like Scrum Master, Product Owner, and cross-functional delivery teams
- Explaining the overall agile process flow including visioning, backlog organization, sprint planning, daily stand-ups, sprint reviews and retrospectives
A global development organization—in seven cities on three continents—has developers all using agile practices to develop complex applications. In addition to the common problems faced by distributed teams, they must deal with attrition rates in excess of 50 percent, possible loss of intellectual property, and the need to integrate the work of multiple Scrum teams into a single build. James Lynn describes an organizational structure that includes implementation teams, known as “the Factory.” Developers in the Factory often have little in-depth knowledge of the application or customer. Assisting the Factory are architecture teams that provide oversight, communication, coordination, and technical direction. The architecture teams include new roles such as Code Trolls who develop reference implementations for services and patterns to ensure the production of consistent code to common coding standards and quality measurements. These trolls review code against metrics standards, test case standards, and coverage. Learn how one organization successfully coordinated the efforts of massive, distributed development projects.
This document contains the resume of Abey Thomas which includes his contact information, objective, professional summary, education, certification and training, technical skills, functional skills, organizational experience and projects profile. The professional summary highlights his over 9 years of overall IT experience in software testing and development with specific experience in software testing, design and development. It also lists his expertise in various Oracle and PeopleSoft applications and tools.
This is the slide I have used for a 2.5 hours long training session conducted as part of Faculty Development Programme for a reputed University in Kerala
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At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, 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.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Presentation of the OECD Artificial Intelligence Review of Germany
Agile software development slide show
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- Nanda Consulting
Agile Software Development
2. So you have a software
idea you want to build 💭
or your Boss wants you to
manage a software
development project 📲 …
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3. Setup
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without express permission of Nanda Consulting.
4. Software Development Lifecycle [SDLC]
• Requirements Gathering and Business Analysis – Features, Design, Flow, UX, Usability, etc.
• Solution Architecture – Security, Compliance ,Supplier Management, etc.
• Application Architecture – Application Stack, App Design, Code Standards, Patterns, etc.
• Infrastructure Setup – Environments, Pipelines, Code/Executables Repository
• Software Development – UI Design, Code Dev, Unit Testing, Documentation, etc.
• Database Development – DB Design, DB Modelling, Stored Procedures, ETL, etc.
• Testing– Automation Scripts, Perf Tests, UAT, Test Data, etc.
• Deployment and Release Management – Release planning, Audit, Compliance, Checklist, etc.
• Operations and Production Support – DevOps, Monitoring, Support, Escalations, etc.
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5. Traditional Project
Management
(Gantt Chart)
• The flow where one process needs to complete before
another one can start illustrates a “Waterfall” like process
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Stages of Dev Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec
Requirements ⤵️
Designing ⤵️
Architecture ⤵️
Infrastructure ⤵️
Database Dev ⤵️
Software Dev ⤵️
Testing ⤵️
Release ⤵️
Maintenance
6. Responsibility Matrix
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Stage Role
Requirements Gathering Business and Product Specialists
Designing UI Design/Product Specialist
Architecture Architects/Technical Leads
Infrastructure Setup Operations Engineer/Senior Engineer
Software Development Engineering Team
Database Development Database Engineer
Software Testing Quality Assurance Team
Deployment and Release Management Release Management/Operations Engineer
Operations and Production Support Operations Engineer/Software Engineers
7. Communication and Collaboration Problems
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8. Drawbacks of
Waterfall in
Software
Development
• Inability to see working software till project end leads to major Cost of
Delay and Quality.
• Missed requirements and unclear documentation will lead to issues down
the line.
• Business cannot pivot according to market changes leading to loss in
competitivity.
• Quality suffers with no continuous feedback and higher cost of defect
turnaround.
• Planning with uncertain Cadence leading to changing baselines and missed
deadlines.
• Lack of Transparency and Silos lead to friction, delay, unbalanced and
innovation void.
• Communication Issues with assumptions that can only be verified very late
in the cycle.
• Customer is not in control of the project and visibility is opaque.
• Integration Issues due to lack of Continuous Integration. Cost of rework is
high.
• Unable to quickly adapt to address risk and uncertainties.
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9. • Working Software is a primary measure of success. Every iteration ends with an increment of the software
that is a working model of the software and this means the fastest feedback of a hypothesis put into action.
• Speed to Market – Knowing the cadence, the velocity and the team's ability to pivot as needed allows to plan
and deliver features quickly to market and in some cases do beta test or A/B testing.
• Quality – the presence of quality engineers within the team and by implementing shift left concepts like Test
driven development and automation testing guarantees quality delivery every time.
• Collaboration and Transparency is result when clients are involved throughout the project - Prioritizing
features, Iteration planning ,Software review and more.
• Cross Functional teams break silos, coalesce around delivering committed, high quality product as part of one
team spirit.
• Predictable Delivery - The cadence provides predictable time and features of software iterations that can be
delivered.
• Predictable Schedule and Costs – The teams once established provide a predictable cadence and velocity
which in turn can be used to clearly plan delivery dates and costs depending on the work being committed.
• Reprioritizing and Pivoting is easier and help keep up with changes that are inevitable or imperative.
• Value Delivery is consistent when the customer is in control of prioritizing the features/stories/defects that
get delivered
• Continuous Improvement allows teams to use retrospective and innovation sprints to continuously mature
and create a culture of trust, collaboration and innovation.
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11. Agile Framework
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PLAN Launch
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
That is, while there is value in the items on
the right, we value the items on the left more
14. Scrum Lifecycle
Scrum provides a framework to implement Agile in software development project
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Day 1 - 9
Features High Priority MVP
Review +
Retrospective
[ Release ]
[ Day 10 ]
[ Continuous Improvement] [ Continuous Integration] [ Continuous Innovation]
Spike
Improve
[ Agile Maturity Checks ]
[ Metrics]
15. Agile Lifecycle
using Scrum
Agile enables the delivery of
business value driven slices of a
product on a regular cadence.
• PM provides the Product Owner (PO) the epics and the
features.
• PO slices the product, creates userstories and constructs the
userstory backlog.
• PO grooms the stories with the team.
• The Agile team plans the iteration and commits to build a
Minimal Viable Product
• The Agile team then creates the architecture and
infrastructure needed to build and run software.
• The Test engineers will write the test cases to test the user
stories
• The Developers will develop the UI and the services needed to
build the user story
• The developers and testers will test, integrate and verify the
userstories
• The Agile Team will demo the MVP based on the userstories.
• The Scrum master throughout will conduct the ceremonies,
track the burndown, remove impediments and coach the
team.
• The Agile Team will do retrospective and celebrate the end of
the sprint and commitment kept.
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16. Agile Scrum Team
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• Scrum teams are cross-functional groups of 5-11 individuals who define, build, test, and deliver an increment of value in
a short time box.
• Teams are self-organizing and self-managing.
• The two specialty roles within the Scrum team are The Scrum Master and The Product Owner (PO)
• The Product Owner defines Stories with team, prioritizes the team backlog. He also maintain the conceptual and
technical integrity of the Features or components.
• The Scrum Master is a servant leader and coach for the team. He instills the Agile process, removes impediments,
fosters an environment for high performance, continuous flow, and relentless improvement.
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ScrumDeconstructed
https://www.quickscrum.com/Article/ArticleDetails/2031/3/What-Is-Agile-Software-Development-Life-Cycle
18. |Kanban|
• Rooted in the Just in time (JIT) concept
implemented by Toyota to optimize
process and create efficiency in flow to
maximize value
• Work in Progress (WIP) leverages this
JIT and matches to team capacity.
• The process moves tasks through
different states based on WIP resulting
in efficient planning and throughput,
clear focus, speedy output and
transparency.
• Better suited for continuous process
type work - Prod defects, IT Ops, etc.
• Can also be used with Scrum called
ScrumBan (daily tasks tracked through
Kanban in Scrum)
• Implements Lean and Agile principles
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https://hygger.io/blog/8-kanban-boards-examples/
19. |Lean|
Lean principles
•Value
•Value stream
•Flow
•Pull
•Perfection
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Lean Thinking
• Optimize the whole
• Eliminate waste
• Create knowledge
• Build quality in
• Deliver fast by managing flow
• Defer commitment
• Respect people
20. |Extreme Programming [XP]|
is an agile software development methodology which is intended to improve software quality and
responsiveness to changing customer requirements.
XP takes its name from the idea that the beneficial elements of traditional software engineering practices are
taken to "extreme" levels.
Example: Code Reviews, Cont. Integration, etc.
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21. |Scaled Agile Framework [SAFE]|
In the Age of Software, every business is a software business. Agility isn’t an option, or a thing just for
teams, it is a business imperative. —Dean Leffingwell, Creator of SAFe.
• SAFe® for Lean Enterprises is a
knowledge base of proven, integrated
principles, practices, and competencies
for achieving business agility using
Lean, Agile, and DevOps.
• SAFe describes the roles,
responsibilities, artifacts, and activities
necessary to implement enterprise-
scale Lean-Agile development.
• Implementing the Seven Core
Competencies ,a suitable Configuration
and following the Foundation provides
a proven plan to deliver value
successfully at scale.
• SAFe implements Agile at a enterprise
scale level and aligns strategy and
execution through value delivery on
time and lean flow.
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22. Certifications & Credibility
Why a SAFe® Certification?
• Scaled Agile, Inc. is the certifying body of the Scaled Agile Framework® (SAFe®).
The Professional Certification Program provides a valid, reliable, and consistent
method of assessing SAFe skills, knowledge, and mindset. Certified SAFe
professionals are globally recognized for their ability to support the successful
transformation of organizations into Lean-Agile enterprise.
The Scaled Agile Professional Certification Program supports this vision by:
• Providing reliable certifications based on sound exam development best practices
and data-driven methods
• Offering a world-class certification program promoting the ubiquity of SAFe that
is sought after by individuals, partners, and companies
• Supporting the SAFe learning journey through globally consistent role-based
training, ongoing support, and Communities of Practice
Take a step towards becoming a Certified SAFe professional today!
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23. Agile Tools
- Simplicity--the art of maximizing the amount of work not done--is essential.
• Rally, Jira, Trello etc for managing and tracking the workflow.
• Visio,Lucidchart for designing,
• Git, Subversion, CVS, Mercurial, etc for source code repository and version control
• Jenkins, Hudson, Travis CI, Strider, etc for Continuous Integration
• Cucumber for Test Automation
• Swagger and other mock tools
• Confluence, Sharepoint, Slacker, Flowdock, Hipchat for documentation &
collaboration
• Dynatrace, Appdynamics, Splunk, Grafana, Kibana for monitoring and reporting
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24. Agile Techniques
- Continuous attention to technical excellence and good design enhances agility.
• Prototyping | Empathy Maps |Personas |Double
Diamond
• Test Automation | ATDD | BDD |Code Coverage
• Continuous Integration + Continuous Deployment
(CI/CD)
• DevOps --> DevSecOps [Static Code Analysis, Security
Vulnerability Scans, App Perf Monitoring, Logging Alerts]
• Blue Green Deployment| Toggled Deployments
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25. Agile Metrics
- Working software is the only true measure of progress
To measure Agile workflow
•Burndown/Burnup Chart
•Velocity
•Cumulative Chart
•Lead and Cycle Time
•Code Coverage/Security Vulnerabilities/Automation %
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26. Agile Maturity
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behavior accordingly.
To measure the team's agile growth
• Agile Maturity Assessments
• Self Reliant Teams/Cross functional Team
• Working Agreement/Acceptance Criteria/Retrospective
• DevSecOps adoption,CI/CD practices
• Lean Branching, Toggled Releases, Blue Green
Deployment
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27. Prioritization, Incremental Dev, Continuous Integ,
Testing, MVP and Working Software = Success
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28. Cons of Agile
• Along with implementing the process and tools, people forget its also the behavior and the right
trait is needed to be successful. Agile is a framework, practice and also a mindset.
• Time commitment, specialized knowledge and support needed to sustain and improve.
• Agile should not be about simply following the rituals but also being creative and focusing more
about customer and working software.
• Agile does not provide specific focus on related areas like budgeting, resource management,
operating model
• Lack of focus on documentation and design makes difficult to onboard, knowledge transfer,
reference and compliance activities.
• Agile implantation should be a consistent in methodology used and should span a bigger part of the
organization if not all parts of the enterprise.
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29. Not in Software Development?
• Agile concepts have been embraced enthusiastically in non software
related operations and pursuing a training and exposure to Agile concepts
is highly encouraged and recognized.
• Digital Transformation of all sectors are now connecting different parts of
the enterprise operations or value streams to an information technology
component.
• Let it be Marketing, Sales, Logistics, Analytics or Human Resource,
everybody is now part of delivering some solution that involves working
with a software solutions or development team.
• Agile is the solution - Whether it’s about getting Business to IT interface
knowledge in terms of providing requirements or being an extended team
of a large business solution so you can follow a similar cadence or simply
introduce agile concepts to your teams to embrace change and innovation.
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30. Important Links ☞
• https://agilemanifesto.org
• https://www.scrumalliance.org
• https://www.scaledagileframework.com
• http://www.extremeprogramming.org
• https://www.lean.org
• https://www.pmi.org
• https://www.planview.com/resources/articles/lean-management-principles/
Images credit:
www.dilbert.com
https://www.quickscrum.com/Article/ArticleDetails/2031/3/What-Is-Agile-Software-Development-Life-Cycle
https://hygger.io/blog/8-kanban-boards-examples
https://www.modernanalyst.com
www.scaledagileframework.com
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31. About
Nanda Consulting: www.nandaconsulting.com
• Girish Nandagopal has been part of the software development industry for the past
15+ years as a developer, technical lead, engineering manager and an agile coach. He
holds a graduate degree in Computer Science and is a certified Scrum Master and a
certified SAFe® Program Consultant.
• Currently he oversees a multiple scrum team, legacy to cutting edge transformation
project as a Sr.Engineering Manager @ United HealthCare Insurance Solutions.
• Coaching and Consulting on Agile certification courses, Digital Transformation, SDLC
and DevSecOps Concepts.
• Dabbling in AI/ML models, creating epics and wireframes for Apps.
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