This document provides an overview of approaches to scaling agile practices in large organizations. It discusses common challenges in scaling teams and popular scaling frameworks including Scrum of Scrums, Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), Spotify model, Scrum at Scale, and Disciplined Agile Delivery (DAD). The document also provides case studies of organizations that have implemented agile transformations at scale and suggests metrics for measuring agile success.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
Life Has Not Been That Rosy With Agile : Rahul SudameoGuild .
In my experience, Agile adoption started in some of the organizations with lot of hype and inflated expectations. And in such cases, if Agile transformation is not handled properly, it can result in multiple challenges rather than providing the expected benefits.
This practical experience sharing session would cover some such problems I faced while applying Agile in different environments. The audience practicing Agile can relate some of these challenges with their own environment as well. The attendees who are on their path to Agile transformation can learn from the lessons and mistakes shared by the speaker.
The session would cover challenges observed due to nature of the project, customer-vendor engagement model, application of processes, attitude of people rolling out agile, unrealistic expectations, conflict in roles and responsibilities. It would also highlight challenges introduced to some of the roles (like Project/QA Manager/Manual Tester etc.) in Agile environment and impact on billing / project contracts / SOW etc.
Our Agile Transformation journey started about 20 months ago. In this talk I am going to share some of the key challenges faced by me as an Agile Coach and how did I over come them. As a change agent you will learn few critical tips or tricks from my experience and implement them in your transformation journey at your organization.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
Life Has Not Been That Rosy With Agile : Rahul SudameoGuild .
In my experience, Agile adoption started in some of the organizations with lot of hype and inflated expectations. And in such cases, if Agile transformation is not handled properly, it can result in multiple challenges rather than providing the expected benefits.
This practical experience sharing session would cover some such problems I faced while applying Agile in different environments. The audience practicing Agile can relate some of these challenges with their own environment as well. The attendees who are on their path to Agile transformation can learn from the lessons and mistakes shared by the speaker.
The session would cover challenges observed due to nature of the project, customer-vendor engagement model, application of processes, attitude of people rolling out agile, unrealistic expectations, conflict in roles and responsibilities. It would also highlight challenges introduced to some of the roles (like Project/QA Manager/Manual Tester etc.) in Agile environment and impact on billing / project contracts / SOW etc.
Our Agile Transformation journey started about 20 months ago. In this talk I am going to share some of the key challenges faced by me as an Agile Coach and how did I over come them. As a change agent you will learn few critical tips or tricks from my experience and implement them in your transformation journey at your organization.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
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.
This presentation talks about different tools & techniques to conduct 'meaningful' retrospection meeting, not just efficient ones. If the team members feel that the Retros are meaningful and it contributes in continuous improvement of the team environment, only then the team members would be willing to participate enthusiastically in the retros.
Project Management to Enterprise Agile Product DeliveryLeadingAgile
This deck explores how Project Managers, Program Managers and Portfolio Managers fit into an Enterprise Agile setting. The slide deck was used during a presentation by VP & Principal Consultant, Greg King at a meetup with the Atlanta Scrum Users Group.
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.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
So you are considering going agile, huh? Your biggest question is probably "where do I start"? This session will help you answer that question and get you started down the road to agility . Mike will explore how to choose your first project and ensure that the pilot team is setup for success. He will talk through common organizational challenges and show you how to overcome them. You'll leave this talk with the knowledge necessary to get your first team going while laying the foundation to build on that success.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Lean Agile Center of Excellence - Agile2017 TalkDeema Dajani
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
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.
This presentation talks about different tools & techniques to conduct 'meaningful' retrospection meeting, not just efficient ones. If the team members feel that the Retros are meaningful and it contributes in continuous improvement of the team environment, only then the team members would be willing to participate enthusiastically in the retros.
Project Management to Enterprise Agile Product DeliveryLeadingAgile
This deck explores how Project Managers, Program Managers and Portfolio Managers fit into an Enterprise Agile setting. The slide deck was used during a presentation by VP & Principal Consultant, Greg King at a meetup with the Atlanta Scrum Users Group.
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.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
So you are considering going agile, huh? Your biggest question is probably "where do I start"? This session will help you answer that question and get you started down the road to agility . Mike will explore how to choose your first project and ensure that the pilot team is setup for success. He will talk through common organizational challenges and show you how to overcome them. You'll leave this talk with the knowledge necessary to get your first team going while laying the foundation to build on that success.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Lean Agile Center of Excellence - Agile2017 TalkDeema Dajani
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
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.
NetCom Learning : How to Improve Business Processes using AgileSwati Chhabra
Organizations intend to improve their business processes quickly and cost-effectively in today’s dynamic world. Agile Business Process Management (BPM) contributes to transform the business landscape in several aspects and organizations are also embracing it.
Introduction to Enterprise Agile FrameworksMehul Kapadia
* Need for Enterprise Agility
Agile practices have been adopted by organizations of all sizes.
For medium to large enterprises, team level agile practices have been stretched with custom fit processes and practices as needed to fulfill the gaps in end to end delivery life cycle.
* Agile@Scale
Enterprise Agile Frameworks have emerged to address the challenge of replicating agile success at organization level.
We will review following frameworks:
• SAFe – Scaled Agile Framework
• DAD – Disciplined Agile Delivery
• LeSS – Large Scale Scrum
* Attendees will leave this presentation with a clear understanding of current trends in organizational agility and will be able to take back the lessons learnt from speaker’s experience of SAFe implementation.
Scaling Frame Works are great guideline for Scaling Agile but teams and companies who are working Scrum and/or Kanban for sometime now can scale Agile Implementation following certain disciplines and structural approached and . This talk is to discuss one such implementation.
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover:
• Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology
• AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology
• How the two approaches can both be successfully applied in your L&D organization
How to become a great DevOps Leader, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Mustafa Kapadia, Service Line Leader, IBM
The ideal DevOps Leader is a tactical or strategic individual who helps design, influence, implement or motivate the cultural transformation proven to be a critical success factor in DevOps adoption. The most successful DevOps leaders understand the human dynamics of cultural change and are equipped with practices, methods, and tools to engage people across the DevOps spectrum. We will explore the role of the DevOps Leader in more detail.
Principle 11 needs to go! by Ken France at #AgileIndia2019Agile India
The Principles in the Agile Manifesto provide us guidance on how to have an Agile mindset in our organizations. Principle 11 within the Manifesto states "The best architectures, requirements, and designs emerge from self-organizing teams". While this works well for autonomous teams, it proves to be challenging for large organizations with dozens or even hundreds of teams who need to share common architectures and design patterns.
This talk will present a case study of a large retail organization and explore their journey from a highly centralized/governance-based technology organization to a more distributed/collaborative one and explore their lessons learned and success/failure patterns along the way. In the end, we'll answer the question about whether or not Principle 11 scales!
More details:
https://confengine.com/agile-india-2019/proposal/9281/principle-11-needs-to-go
Conference link: https://2019.agileindia.org
The Five Phases of Agile Maturity (Part 3): Phase 5Cprime
The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at?
Learn:
- Common maturity elements of Phase 5 of agile maturity (The Scaling Agile Enterprise)
- Challenges you may face in the last phase of your agile maturity journey and how to overcome them
- How Jira Align’s features and functionality can support your Agile enterprise
- How to utilize custom-tailored solutions to meet your specific needs
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
4. 5
“…the ability to both create and
respond to change in order to profit in
a turbulent business environment.”
- Jim Highsmith
5
Definition of Agile
5. 66
The Culture of Change
1. Organizational structure is about how you
create teams and organize them
2. Agile practice is about the methods and
tools you choose to introduce
3. People and culture is about changing the
hearts and minds of the organization
- All three aspects are essential to sustain agility
of any kind within the organization.
6. 99
The Culture of Transformational Change
Agile
Adoption is
about the
‘Agile Doing’
side of the
equation.
Transformation
is about
changing the
‘Agile Being’
side of the
equation.
Long term results require both adoption and
transformation to be successful.
Culture is the #1 Challenge with Agile
Transformation.
8. 11
Three main challenges in scaling
teams:
Coordinating work across teams
Integrating work across teams
Maintaining technical integrity of the system
9. 12
• Scrum of Scrums (SoS)
• Large Scale Scrum (LeSS) - Larman/Vodde
• Scaled Agile Framework (SAFe) - Leffingwell
• Spotify “model” (Tribes, Squads, Chapters & Guilds) –
Kniberg
• Scrum at Scale – Sutherland/Brown
• Disciplined Agile Delivery (DAD) + Agility at Scale
Ambler/Lines
Scaling Approaches
Each of the popular scaling approaches offers a certain
value proposition, focus, options for implementation,
cost implications and other attributes
10. 13
Scrum of Scrums
Scrum of scrums is a technique
used to scale Scrum up to large
groups (over a dozen people),
consisting of dividing the groups into
Agile teams of 5-10. Each daily scrum
within a sub-team ends by designating
one member as "ambassador" to
participate in a daily meeting with
ambassadors from other teams, called
the Scrum of Scrums.
11. 14
Craig Larman characterizes LeSS as:
an organizational design based on ten LeSS Principles:
1. Large Scale Scrum is Scrum
2. Transparency
3. More with Less
4. Whole Product Focus
5. Customer Centric
6. Continuous Improvement
7. Lean Thinking
8. Systems Thinking
9. Empirical Process Control
10. Queueing Theory
Insights – LeSS (Large Scale Scrum)
15. 18
Insights – SAFE
… Scaled Agile Framework
• Is applicable whenever at
least a few hundred software
practitioners are working
cooperatively on related
products and solutions
• Has generated great
amounts of interest from
enterprises
• Is becoming supported by a
large number of Agile Tools
• The SAFe “big picture” has 3 levels:
portfolio, program, team
• Relatively more prescriptive,
pragmatic
• More controversial
• Evolving, growing, doing more
types of training
• Release Trains
17. 20
Insights – Spotify
… Spotify offers a culture-centric approach to Scaling
Agile
• Squads have end-to-end
autonomy over their products
• Loosely coupled, tightly
aligned
• Infrastructure
• Client Applications
• Features
• Squads = Scrum Teams
• Chapters = Competency Areas
• Tribes = Lightweight matrix of squads
and chapters
• Guilds = Communities of Practice
• Self-service, Open source model
• Focus on enabling each other
• Release Train
18. 21
Insights – Scrum at Scale
Reproducible Patterns
1.Modularity allows versatility.
2.Scrum is modular.
3.Deploying incrementally is modular.
4.Modularity supports a pattern library.
20. 23
Insights – DAD
DAD seeks to extend Scrum for enterprise
scale challenges
• People-first, learning-oriented hybrid agile
approach
• Risk-value delivery lifecycle and goal
driven
• Agility at scale is about explicitly
addressing the challenges teams face in
the real world
• Promotes Enterprise Awareness
• Key Differentiator – explicitly recognizes
that Agile teams are governed
21. 24
DAD supports a robust set of roles
• Team Lead
• Product Owner
• Architecture Owner
• Team Member
• Stakeholder
22. 25
Concept: the Agile 3C rhythm
The coordinate-collaborate-conclude rhythm occurs at several levels
on a disciplined agile delivery (DAD) project:
Construction
Construction
Construction
Release rhythm
Iteration rhythm
Daily rhythm
Inception Transition
Coordinate - Collaborate - Conclude
Inception
Inception
Transition
Transition
23. 26
DAD Teams Are Enterprise Aware
Disciplined Agilists:
Work closely with
enterprise groups
Follow existing
roadmaps where
appropriate
Leverage existing
assets
Enhance existing
assets
24. 27
Transformation at Scale
A Step by Step approach towards Enterprise
Agile Adoption
Projects should be evaluated to determine
their suitability for Agile.
Define Basic Agile
Model for the
organization.
Agree on a high
level adoption
roadmap
Identify Agile
practices and
prioritize
Identify Pilots and
assess for risks
Initial pilots Kick-off
Introduce Agile best
practices to the
teams
Train and Mentor
for several sprints
Refine Agile model
based on the
learning/feedback
Identify Additional
pilots
Create roadmap
Group training
Evangelize success
Mentor pilot project
Setup COE
Establish enterprise
architecture for
tools
Build mapping to
Enterprise processes
Establish Support
model for Agile
projects
Align to
organizational toll
gates
Audit processes
Calendar zed
training
Tailoring and
refactoring
Multiple LOB for
entire Enterprise
25. 28
• Ensure Executive buy-in
• Implement Scrum as a program / product
management framework
• Introduce Continuous Engineering practices
• Small, incremental rollout is proposed
• Identify pilot product to implement the agile
principles and practices
28
Proposed steps for Rollout – Principles and
Practices
26. 29
Agile and Scrum trainings for the entire team
Developers
Testers
Product Owner / Product Manager
Scrum Master(s)
Requirements writing (Stories, Use Cases)
Estimation Techniques
Relative Estimation
Story points
Planning Poker
29
Pilot Rollout & Trainings
27. 30
Integrated & Collaborative Governance
Line of
Business
Needs
Compliance
Needs
Customer
Needs
ValueStream
Product
Definition
Product Owner,
Customer, Human
Factors & Design,
Training, Business
Stakeholders, BAs
STEERING
DELIVERY
Product
Backlog
Sprint
Backlog
Program
Management
Office
Scrum Master,
Project Manager,
Architect,
Deployment,
Maintenance,
Support, Infra
Enterprise
Backlog
GOVERNANCE
Agile Center of
Excellence
Scrum of Scrums
Product Owners Scrum Masters
RESULTS&IMPEDIMENTS
VISION&RESOURCES
28. 31
Alignment
ValueStream Chief Product Owner
Product
Owner
Business
Stakeholder
Enterprise
Backlog
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Executive Steering
• Enable Customer
Participation
• Provide Vision
• Resolve
Organizational
Impediments & Risks
• Provide Resources
• Resolve Priority
disputes
• Product Owner able
to represent
decisions made with
Stakeholders
• Stakeholders voice is
heard, differences
resolved, vision
clarified, priorities
and value
established
• Represent the
Customer and
Business needs
• Use Change
Management
Executive
Backlog
Product
Backlog
Sprint
Backlog
Business
Stakeholder
• Deliver Value
• Partner w/Business
Change
Management
Chief
BA
Chief
UX
Dev/Q
A Lead
Deploy
Lead
PMO
Rep
POs
Product Definition Office
Support Functions
• Architect
• Business
Analyst
• Development
• QA
• Deployment
Business
Stakeholder
Product
Owner
Business
Stakeholder
Business
Stakeholder
Business
Stakeholder
Product
Backlog
29. 32
Establish Communication & Collaboration Mechanisms
Keys to Effective Distributed Delivery
• Onshore & Offshore Tech Leads
• Offshore Customer Representatives
• Periodic travel rotation for offshore
resources
• Good Agile PM tools
• Automated Build/Continuous Integration
• Overlapping hours and daily standups
• Leveraging technology maximally
• Leverage Coaching & Common Training
• Whole teams offshore
• Common Planning
OFFSITE
TEAM
ORG
ONSITE
Shared Assets
(Req, Code, Tests, etc)
Agile PM Tools
90
DAYS
Planning
30. 33
Leverage Continuous Integration & Automation
Continuous Integration
Write Test
Run
Test
See Failure
Write Code
Run Test
See Success
Test First Development
Automation
Regression Tests
Functional Tests
System/Performance Tests
Automated Builds
32. 41
How do we measure success of Agile teams?
Process Measure Formula
Process Metric
Agile Maturity Index
Agile Maturity Index at the end of every
Sprint
Customer Satisfaction Customer rating at the end of every Sprint
Team Satisfaction
Team satisfaction rating at the end of
every Sprint
Retrospective Action
Items completed
% of Retrospective items completed
Automation capability % of Automation scripts / test scripts
Requirement Change
on Sprint – Discipline
% of Requirement change within the
Sprints
33. 4242
Key Agile Metrics – Using IT Balanced Scorecard
Balanced Scorecard Strategic Objectives Performance Measures
Financial Compliance Improve Budget Performance 1. Time to Value
2. Cost of Value
3. Earned value / release
Customer Value Increase Customer Satisfaction 1. Cycle time.
2. Customer Satisfaction
ratings.
Processes Project Delivery 1. Velocity
2. Avg project cycle time
3. Schedule performance
index
Decrease Defects 1. Defects
2. Unit Test Coverage
3. System Test Coverage
4. UAT Defects Found
5. Running tested features
Learning and Growth Enable Agile Transformation 1. Increase Agile Utilization.
2. Build community of
practice.
34. 43
Better Decisions through Frequent Feedback
Sample Metrics
Process Measure Formula
Velocity Actual Number of story points achieved in an iteration
Drag factor Actual Effort (unplanned) / Capacity
Iteration Defects No. of defects at the Iteration end / LOC
Story de-scoping index Stories descoped / Stories planned
Effort deviation (Actual effort – Planned effort) *100 / Planned effort
Build success rate Builds passed / Total # of builds
Automation & Test
Coverage
Unit test coverage, test case execution, etc
Burn Down & Burn Up Charts
Balanced Scorecard
Financial
Compliance
Customer
Value
Automated
Test Results
Code
Quality
Customer
Satisfaction
Learning &
Growth
35. 44
• Financial Compliance
• Customer Satisfaction
• Automated Test Results
• User Scenarios
• Code Quality
Measurement
Data
Logic
Integration
Interface
User
Scenario
User
Scenario
User
Scenario
User
Scenario
MUST SHOULD WANT
ProjectedActual
= Ship it!
Outcome based
status as slices of
user functionality.
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
User
Story
UserStoriesDelivered
Time (Iterations)
Code Quality
• Extent of duplication
• Cyclomatic complexity
• Presence of large methods
• Code encapsulation
Qualification via Automation
• Unit Testing
• Integration Testing
• Functional Testing
• Automated regression
• Maximum Coverage
• Non-auto Exploratory
Agile PMO Distinctions
1. Define progress in terms of business value.
Focus on results instead of effort.
2. Burn up charts providing actual progress, cost
incurred, and value achieved.
3. Meaningful measurement of the code assets
4. Automation for reduced burden and increased
accuracy
5. Conduit for clearing impediments, ensuring
collaboration, getting resources
6. Ensure alignment to strategic goals and value.
ContinuousIntegration
IntegratedMeasurement
AutomationBalanced Scorecard
Actual Progress
(Value Delivered)
1
2
3
4
1
2
3
4
37. 46
• Started with team level practices
• Lots of attention early to team culture
• Began engaging leaders on strategy and portfolio
management
• Currently integrating marketing, sales, and
support
Methods:
Scrum of Scrums, Spotify
Single Team / Single Product
Sub 25 person product company and a start-up
38. 47
• Program level first …established a PO team
• Three tightly integrated Scrum teams
• Defined the portfolio governance layer
• Established the relationship between strategy
and support
• Modeled the overall value stream and wrapped
up the Scrum process in a two-tiered Kanban
Multi-Team / Single Product
Sub 100 person product company.
10 years old and privately owned.
Methods:
LeSS, Scrum of Scrums, Spotify
39. 48
• Started with a basic view of the portfolio layer
• Portfolio level value stream mapping, RACI
• Built out the program management layer with PO
teams to develop a requirements management
capability
• Program level value stream mapping, RACI, introduced
agile tooling
• Introduced Scrum at the team level
Multi-Team / Multi-Product
Large multi-national organization. Scope is a 500
person development organization with 55 Scrum
teams.
Methods:
SAFe, Scrum at Scale, LeSS, DAD
40. 49
• Scrum teams by product / component.
• Product owner teams established.
• Portfolio level governance model.
• Lean/TOC planning model.
• Integration with a traditional PMO for metrics
and monitoring.
Product of Products
Large multi-national company. Geographically
dispersed. Products of products.
Methods:
SAFe, Scrum at Scale, LeSS, DAD
43. 52
Links
Disciplined Agile Delivery (DAD) + Agility at Scale – Ambler/Lines
http://disciplinedagiledelivery.com
Large Scale Scrum (LeSS) – Larman / Vodde
http://www.craiglarman.com/wiki/index.php?title=Large-Scale_Scrum
Scaled Agile Framework (SAFe) – Leffingwell
http://scaledagileframework.com
Scrum at Scale
http://www.scruminc.com
Spotify Model
https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
44. 53
Links
HyperGrowth Done Right - Lessons from the Man who Scaled
Dropbox and Facebook
http://firstround.com/review/Hyper-Growth-Done-Right-Lessons-From-the-
Man-Who-Scaled-Engineering-at-Dropbox-and-Facebook/
Wisdom from Hypergrowth Companies
http://www.startuplessonslearned.com/2013/10/wisdom-from-hyper-
growth-companies.html
45. 54
IT Balanced Scorecard – Agile Focus
Strategy Map Strategic
Objectives
Performance Measures Targets Initiatives
Financial
Compliance
Improve Project
Budget
Performance
1. Margin Contribution (or Revenue, or Cost, etc)
2. Earned Value/Release
3. Avg CPI – Cost Performance Index
4. Time to Value
1. TBD
2. TBD
3. 1 Month
• Measure IT contribution to Revenue
• Enable operations to release value every month to
production
• Reduce cycle time
• Use business measures
Customer Value Increase External
CSAT
1. Customer Satisfaction –CSAT >6/qtr • Implement CSAT for all branches and end users of
software
Internal Process Increase accuracy
of Estimates
1. E0/E1 Estimate Variance Delta <20%/spr • Measure and monitor estimates every sprint, take active
role in reducing variance
On Time Project
Delivery
1. Velocity & Std. Deviation
2. Drag factor
3. Avg Project Request Cycle Time - Requested
4. Avg Project Request Cycle Time - Scheduled
5. Sprint & Release Burndown performance trend
deviation
6. Customer Satisfaction –CSAT
7. Avg SPI – Schedule Performance Index
1. Varies/spr
2. <5%/spr
3. #prr/days
4. #prs/spr
5. <10%
6. >6/qtr
7. TBD
• Ensure operational measures are collected and collated
every sprint, by every sprint team.
• Ensure sprint and release burndowns are posted daily
(hours for teams, story points for everyone)
• Ensure CSAT surveys are created and part of goals
• PM to help teams track SPI during the release
Decrease Defect
RFCs in
Production
1. Defects/Story Point
2. Unit Test Coverage
3. System Test Coverage
4. UAT Defects Found
5. Running Tested Features
1. 0
2. >90%
3. >90%
4. 0
5. >90%
• Ensure consistent defect management across CRP and
INC test teams.
• Measure coverage every sprint
• Measure running tested features
Increase Audit
Compliance %
1. PQA Compliance 1. >90% • Educate teams about compliance, SM to help ensure
compliance
Increase % of
agreed scope
1. Story de-scoping index
2. User Story Volatility
1. <10%
2. <5%
• IT and Business measure needed. Indication of
partnership. Ensure collection and review.
Learning and
Growth
Enable Agile
Transformation
1. Increase Agile Utilization 1. >25%/qtr • Transformation team proactively working the roadmap
to work toward 100% (of goal) participation.
Enable People &
Culture
1. Increase Ace Participation
((people/events)/month)
1. >33% • Define and formalize the ACE program and participation
opportunities and guidelines.
46. 55
Key Agile Metrics
Measurement Frequency Target Notes
E0/E1 EV Delta Sprint <20% (E1 – E0/E1)*100
Velocity & Std. Deviation Sprint, Release varies varies by team
Drag factor Sprint, Release <5% (Actual Effort in story pts unplanned / velocity )
Avg Project Request Cycle Time - Requested Sprint, Release varies
days, measure end to end time from the time the request was submitted by the business to
the time it goes live in production. Alternatively, can measure the "request to scheduled"
cycle time and that can be added to the "scheduled to production" cycle time (below).
Value range will vary by request type (maint, s/m/l project), but also want average of all.
Avg Project Request Cycle Time - Scheduled Sprint, Release varies
days, measure end to end time from the time the request was scheduled by the business to
the time it goes live in production. Value range will vary by request type (maint, s/m/l
project), but also want average of all.
Sprint & Release Burndown Daily varies varies by team
Customer Satisfaction -CSAT Sprint >6
Implement for all groups (dev, support, biz functions, etc). Low CSAT indicate less
collaboration and potential increase in cycle time and/or duration. Also apps to Scope
Defects/Story Point Sprint varies
Unit Test Coverage Sprint >90%
System Test Coverage Sprint >90%
UAT Defects Found Sprint 0
Harder target due to Agile structure and PO involvement. New code going through UAT
should have 0 defects.
Running Tested Features Sprint 100%
Running Tested Features. Cumulative number of tests that are running for tested (non-
broken) features. Drives performance to ensure running code and tested code. Should
increase steadily on from the first sprint w/tests.
Story de-scoping index Sprint >10% (stories descoped / stories planned )
User Story Volatility <5%
((Story pts Descoped + Story pts Added + Story pts Modified)/ Story pts Originally Planned) *
100). This is important for helping track business activities in relation to changing scope.
Scope can slip due to development issues, but it also can slip do to a lack of focus and
prioritization and changing mindsets on the part of the business. Creates accountability on
both sides of the house.
Total Earned Value Sprint varies
Sum Total of earned value of stories completed. The pre-requisite of this approach is to
have story values assigned as part of the demand and prioritization process. Should be
tracked by the business.
Agile Utilization Month
as per
roadmap
Deliver competitive business value, cost optimization, improved compliance, and strategic
business alignment. (% Agile hrs/% total hrs)
Get Involved - ACE Participation Sprint >30% (% of people involved in some initiative)