The document discusses how focusing on improving throughput and limiting work in progress can help organizations finish work more quickly. It suggests that companies should balance demand against throughput by throttling input into the system. This will expose bottlenecks and enable the team to try improvements to optimize the whole process and achieve level flow. A Kanban board can be used to visualize and limit work in progress.
The document discusses how focusing on finishing work rather than starting new work can improve productivity. It notes that many companies are "drowning in a sea of opportunity" by taking on too much work at once and not completing anything. The document advocates for limiting work in progress to improve flow and focus, balancing demand with throughput, and delivering work frequently to build trust. It provides examples of how multi-tasking reduces efficiency compared to focusing on one task at a time.
The document discusses how companies can improve their technology development processes through adopting Agile and Lean principles. It argues that companies often try to maximize utilization and multi-tasking, which causes waste and slows everything down. Better approaches include focusing on one task at a time to improve flow, limiting work in progress to identify bottlenecks, and balancing demand with throughput. Implementing Kanban techniques like visualizing work and imposing work-in-progress limits can help achieve more efficient flow and frequent delivery of value.
After revolutionizing the automobile industry, Lean principles have been successfully applied to different knowledge areas including software development. This workshop is intended to master Lean concepts like Waste, Push&Pull systems, systems thinking,Kaizen etc.! In this interactive game, the participants will work in a small Lego production line, experiencing problems and applying Lean practices to overcome them.
The document discusses the product backlog in Scrum. It defines the product backlog as the master list of all functionality desired in the product, prioritized by the product owner. The product backlog allows requirements to grow and change as more is learned about customers and the product. It also contains descriptions of features, benefits, and user stories to capture requirements for the product.
“Learn about the 4 Key Steps to Application Modernization from Solutions Director Derek Britton along with our customer Jeroen van der Heijden, Chief Technical Officer at Raet. This presentation took place at the Gartner Symposium ITxpo in Barcelona on 7th November 2012.”
Learn about the 4 Key Steps to Application Modernization with Kevin Brearley Product Management Director, joined with our customer Troy Sheeley Senior Project Manager at CSC. This presentation took place at the Gartner Symposium ITxpo in Orlando on 23rd October 2012.”
The document discusses delivering value early and often through an agile product development approach. It emphasizes beating competition to market by discovering insights through iterative development. It also covers organizing product backlogs, prioritizing stories, estimating work, and committing to schedules.
In this interactive workshop, David Hawks will share best practices for writing user stories, acceptance criteria, the INVEST approach, and breaking down user stories. Using these approaches you will be able to effectively convey your vision to the development team so they can output what you want.
The document discusses how focusing on finishing work rather than starting new work can improve productivity. It notes that many companies are "drowning in a sea of opportunity" by taking on too much work at once and not completing anything. The document advocates for limiting work in progress to improve flow and focus, balancing demand with throughput, and delivering work frequently to build trust. It provides examples of how multi-tasking reduces efficiency compared to focusing on one task at a time.
The document discusses how companies can improve their technology development processes through adopting Agile and Lean principles. It argues that companies often try to maximize utilization and multi-tasking, which causes waste and slows everything down. Better approaches include focusing on one task at a time to improve flow, limiting work in progress to identify bottlenecks, and balancing demand with throughput. Implementing Kanban techniques like visualizing work and imposing work-in-progress limits can help achieve more efficient flow and frequent delivery of value.
After revolutionizing the automobile industry, Lean principles have been successfully applied to different knowledge areas including software development. This workshop is intended to master Lean concepts like Waste, Push&Pull systems, systems thinking,Kaizen etc.! In this interactive game, the participants will work in a small Lego production line, experiencing problems and applying Lean practices to overcome them.
The document discusses the product backlog in Scrum. It defines the product backlog as the master list of all functionality desired in the product, prioritized by the product owner. The product backlog allows requirements to grow and change as more is learned about customers and the product. It also contains descriptions of features, benefits, and user stories to capture requirements for the product.
“Learn about the 4 Key Steps to Application Modernization from Solutions Director Derek Britton along with our customer Jeroen van der Heijden, Chief Technical Officer at Raet. This presentation took place at the Gartner Symposium ITxpo in Barcelona on 7th November 2012.”
Learn about the 4 Key Steps to Application Modernization with Kevin Brearley Product Management Director, joined with our customer Troy Sheeley Senior Project Manager at CSC. This presentation took place at the Gartner Symposium ITxpo in Orlando on 23rd October 2012.”
The document discusses delivering value early and often through an agile product development approach. It emphasizes beating competition to market by discovering insights through iterative development. It also covers organizing product backlogs, prioritizing stories, estimating work, and committing to schedules.
In this interactive workshop, David Hawks will share best practices for writing user stories, acceptance criteria, the INVEST approach, and breaking down user stories. Using these approaches you will be able to effectively convey your vision to the development team so they can output what you want.
Deliver Double the Value in Half the TimeDavid Hawks
This session was presented at the PMI Austin Development Day Conference in Sept 2014. We explore the difference between "Doing Agile" vs. "Being Agile." Establishing a learning culture is critical. Six problems are presented and solutions are shown which lead to the team's ability to deliver double the value in half the time.
KAA: Deliver Double the Value in Half the TimeDavid Hawks
The document discusses six common traps that teams can fall into when working in an agile way. These traps are: making decisions too early and locking them in; not having a shared understanding of purpose; long or no feedback cycles; being overwhelmed by opportunities; not actually getting to a "done" state for features; and treating everything as equally important. It provides strategies for overcoming each trap, such as deferring decisions, using user story mapping, implementing lean startup and MVP approaches, focusing on highest value work, defining "done" rigorously, and prioritizing work.
The document discusses problems with leadership and engagement in the modern workforce. It proposes that self-organizing teams with servant leaders who support rather than dictate can lead to better outcomes and engagement. Regular retrospectives, visibility of work, and team prioritization of backlogs can help with collaboration, alignment and finishing work to satisfy stakeholders through shortened feedback loops. The key is balancing servant leadership, team ownership and visibility to drive engagement, innovation and improvement.
This document outlines an agenda for a session on the role of coaching and building trust within teams. The agenda includes: defining coaching; aligning teams around goals and values; building trust; and creating an action plan. It discusses tools for coaching, common team dysfunctions, and conducting an exercise to assess team trust. Methods are presented for improving trust through sharing experiences, open communication, and establishing team values. The document provides guidance and exercises for teams to identify their core and aspirational values, as well as intrinsic motivators. It emphasizes taking action to demonstrate that values matter in building an aligned, high-trust team.
Deliver double the value in half the timeDavid Hawks
The document discusses how to deliver double the value in half the time through agile principles and practices. It identifies common problems such as making decisions too early, long feedback cycles, lack of prioritization, and lack of focus. Solutions proposed include deferring decisions, frequent validation of work, limiting work in progress, focusing on completing work rather than starting new work, and prioritizing the backlog. Adopting these agile practices can help teams deliver 80% of value in 20% of the time.
Agile Austin - Deliver Double the Value in Half the TimeDavid Hawks
Learn practical techniques to guide your teams and escape the top 6 traps preventing organizations from realizing the full benefits of agile.
64% of product features built in software development are rarely or never used. Too many teams focus on increasing the amount of output. Not enough teams focus on delivering the most value with the least amount of output. In this interactive presentation, David Hawks will share the key factors that sabotage product success and what to do about it. Learn practical tools and techniques that accelerate learning throughout the product development cycle to deliver double the value in half the time.
Deliver Double the Value in Half the Time - PCA13 - PCATXDavid Hawks
64% of product features built in software development are rarely or never used. Too many teams focus on increasing the amount of output, as opposed to focusing on delivering the most value with the least amount of output. In this interactive presentation, David Hawks will share the key factors that sabotage product success and what to do about it. Learn practical tools and techniques that accelerate learning throughout the product development cycle to deliver double the value in half the time.
Presented at ProductCamp Austin 13 on August 2nd, 2014
David Hawks is a Certified Scrum Coach and Certified Scrum Trainer. David guides software organizations to deliver innovative products faster. David brings his broad experience working with Fortune 50 companies and early stage startups to challenge organizations to think differently about how they build products.
Agile velocity - Requirements Discovery Presentation David Hawks
1. The document discusses challenges with user stories and provides strategies for splitting stories into smaller pieces.
2. It then covers how agile practices like Scrum can help with execution and testing, while lean startup practices aid discovery and learning from customers.
3. The key message is that teams should seek to shorten the learning cycle by treating requirements as hypotheses and getting customer feedback quickly through methods like paper prototyping and explainer videos.
Agile Velocity Story Mapping Session from Product Camp Austin 11 #PCATXDavid Hawks
User Story Mapping is a technique for organizing and prioritizing user stories. It addresses challenges with traditional backlogs by providing context and showing relationships between stories. The process shifts from requirements delivery to requirements discovery, recognizing that customers discover wants and developers discover solutions as things change. User story mapping decomposes user tasks into smaller tasks and organizes them into activities to form user stories. It is collaborative and fosters co-ownership by helping understand the user perspective and test for gaps by walking through the map.
PCA14: Intro to agile for product managersDavid Hawks
This document provides an introduction to agile development for product managers. It discusses some key differences between traditional waterfall development and empirical agile processes. The document also outlines the scrum process, including product owner responsibilities like maintaining the product backlog and collaborating with stakeholders. It emphasizes that working software is the primary measure of progress in agile.
In this session you will learn what is Agile and how it compares to traditional waterfall development. We will also explore the advantages of Agile for increasing visibility and shortening the feedback loop. Then we will introduce you to Scrum, the most popular agile process improvement framework. We will finish with a description of the Product Owner role and its involvement in Scrum.
David Hawks is a Certified Scrum Coach and Certified Scrum Trainer. He founded Agile Velocity when he noticed companies ineffectively building innovative software products. David brings his broad experience working with Fortune 50 companies and early stage startups to challenge organizations to think differently about how they build software.
Agile Velocity - Deliver double the value in half the timeDavid Hawks
Learn practical techniques to guide your teams and escape the top 6 traps preventing organizations from realizing the full benefits of agile.
64% of product features built in software development are rarely or never used. Too many teams focus on increasing the amount of output. Not enough teams focus on delivering the most value with the least amount of output. In this interactive presentation, David Hawks will share the key factors that sabotage product success and what to do about it. Learn practical tools and techniques that accelerate learning throughout the product development cycle to deliver double the value in half the time.
KAA How to get your Good agile teams to GreatDavid Hawks
The document provides tips for getting an agile team from good to great by focusing on outcomes over outputs, allocating time to incremental improvements to reduce technical debt, and limiting work in progress to focus on finishing projects instead of starting new ones in order to deliver value earlier. The presentation also discusses building trust, handling conflicts constructively, establishing team values and policies, and developing team members' breadth and depth of skills.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
This document summarizes key points from a presentation on the evolving role of project managers in 2014 and beyond. It discusses how economic conditions, new technologies, and industry trends will require project managers to take a more flexible, collaborative approach focused on facilitating strategic business change through programs and projects. Specifically, it suggests project managers may act as ecosystem managers overseeing multiple internal and external service providers. Additionally, it highlights the emergence of Enterprise Program Management Offices that integrate both technology and business initiatives to better align projects with organizational strategies and objectives.
PCA14: Accelerate Learning and Overcome the 6 Traps of AgileDavid Hawks
The document discusses 6 common traps that teams fall into when working in an agile way. These traps are: 1) making decisions too early and locking them in, 2) not having a shared understanding of purpose, 3) long feedback cycles with no validation, 4) being overwhelmed by opportunities, 5) not getting work fully completed ("done"), and 6) treating all work as equally important. For each trap, the document provides examples and proposes solutions like deferring decisions, using user story mapping, employing lean startup principles, limiting work in progress, focusing on completion over features, and prioritizing work. The overall message is that teams need to accelerate learning, deliver value faster, and avoid these traps in order to be
The document discusses 10 common pitfalls that can occur during an agile transformation. The first pitfall is thinking agile is just a process change rather than a cultural shift. Other pitfalls include providing no guidance during the transformation, leadership not being properly aligned, transparency being abused, and organizational culture remaining misaligned after the transition to agile. The document stresses the importance of establishing a continuous improvement culture, aligning teams to products and customers, and gaining organizational alignment across the entire company for a successful agile transformation.
The document discusses problems organizations face and solutions to increase engagement and agility. It addresses three main problems: focusing only on output, a changed workforce, and lack of engagement. To solve these, the document recommends self-organizing teams with autonomy, servant leadership, daily huddles and visual boards for collaboration, and regular retrospectives. This allows teams to prioritize work in a backlog and finish projects through user stories.
The document is a presentation on overcoming six traps of Agile. It discusses making decisions too early and locking them in. It advocates deferring decisions to the last responsible moment to avoid this trap. It also discusses teams not having a shared understanding of their purpose and advocates shifting from a requirements delivery process to a requirements discovery process through techniques like user story mapping. The presentation provides examples of how to address these common Agile traps.
How to Keep Going Fast - Agile Velocity - Product Camp AustinDavid Hawks
Features often get delivered quickly on new software projects and slow to an exponentially slower pace over time. Teams are usually on their own to discover, implement, and even get buy-in for improving the technical capability to deliver. In this session we'll discuss how technical debt accrues and impacts the flow of features over time as well as how Product Owners can encourage and support teams to improve. We will run a simulation of a software project that demonstrates the impact of employing technical practices and addressing other technical debt.
The document introduces Behavior Driven Development (BDD) and describes how the author implemented BDD practices at their company to help a development team meet an aggressive production goal of completing 550 story points by the end of the year. Key aspects of the introduction included establishing acceptance criteria and executable specifications for features, conducting regular release planning and backlog grooming sessions, and emphasizing exploratory testing over ad-hoc testing. Feedback loops and close collaboration between development and business partners were crucial to successfully adopting the new approach.
Next Level Agile - David Hawks - Keep Austin Agile 2018Agile Velocity
Today most Agile teams are trying to achieve predictable, fast delivery. While that’s good, it’s no longer good enough—not if we want to keep up in this highly competitive, rapidly changing world. It’s not just about teams anymore. Next Level Agility is about the ability of entire organizations to quickly adapt to market changes.
In his Keep Austin Agile 2018 session, David Hawks shared principles and practices that are the future of Agile organizations. Together, he and the audience reset the bar on how great Agile organizations operate by moving beyond practices like user stories, project plans, stakeholder feedback, continuous integration, and velocity, and towards a new Next Level Agile Manifesto with an emphasis on Discovery over Execution.
Learn to identify organizational impediments keeping you from breaking through to the next level. Attendees walked away from this session with concrete practices needed in order to support this new way of working.
Deliver Double the Value in Half the TimeDavid Hawks
This session was presented at the PMI Austin Development Day Conference in Sept 2014. We explore the difference between "Doing Agile" vs. "Being Agile." Establishing a learning culture is critical. Six problems are presented and solutions are shown which lead to the team's ability to deliver double the value in half the time.
KAA: Deliver Double the Value in Half the TimeDavid Hawks
The document discusses six common traps that teams can fall into when working in an agile way. These traps are: making decisions too early and locking them in; not having a shared understanding of purpose; long or no feedback cycles; being overwhelmed by opportunities; not actually getting to a "done" state for features; and treating everything as equally important. It provides strategies for overcoming each trap, such as deferring decisions, using user story mapping, implementing lean startup and MVP approaches, focusing on highest value work, defining "done" rigorously, and prioritizing work.
The document discusses problems with leadership and engagement in the modern workforce. It proposes that self-organizing teams with servant leaders who support rather than dictate can lead to better outcomes and engagement. Regular retrospectives, visibility of work, and team prioritization of backlogs can help with collaboration, alignment and finishing work to satisfy stakeholders through shortened feedback loops. The key is balancing servant leadership, team ownership and visibility to drive engagement, innovation and improvement.
This document outlines an agenda for a session on the role of coaching and building trust within teams. The agenda includes: defining coaching; aligning teams around goals and values; building trust; and creating an action plan. It discusses tools for coaching, common team dysfunctions, and conducting an exercise to assess team trust. Methods are presented for improving trust through sharing experiences, open communication, and establishing team values. The document provides guidance and exercises for teams to identify their core and aspirational values, as well as intrinsic motivators. It emphasizes taking action to demonstrate that values matter in building an aligned, high-trust team.
Deliver double the value in half the timeDavid Hawks
The document discusses how to deliver double the value in half the time through agile principles and practices. It identifies common problems such as making decisions too early, long feedback cycles, lack of prioritization, and lack of focus. Solutions proposed include deferring decisions, frequent validation of work, limiting work in progress, focusing on completing work rather than starting new work, and prioritizing the backlog. Adopting these agile practices can help teams deliver 80% of value in 20% of the time.
Agile Austin - Deliver Double the Value in Half the TimeDavid Hawks
Learn practical techniques to guide your teams and escape the top 6 traps preventing organizations from realizing the full benefits of agile.
64% of product features built in software development are rarely or never used. Too many teams focus on increasing the amount of output. Not enough teams focus on delivering the most value with the least amount of output. In this interactive presentation, David Hawks will share the key factors that sabotage product success and what to do about it. Learn practical tools and techniques that accelerate learning throughout the product development cycle to deliver double the value in half the time.
Deliver Double the Value in Half the Time - PCA13 - PCATXDavid Hawks
64% of product features built in software development are rarely or never used. Too many teams focus on increasing the amount of output, as opposed to focusing on delivering the most value with the least amount of output. In this interactive presentation, David Hawks will share the key factors that sabotage product success and what to do about it. Learn practical tools and techniques that accelerate learning throughout the product development cycle to deliver double the value in half the time.
Presented at ProductCamp Austin 13 on August 2nd, 2014
David Hawks is a Certified Scrum Coach and Certified Scrum Trainer. David guides software organizations to deliver innovative products faster. David brings his broad experience working with Fortune 50 companies and early stage startups to challenge organizations to think differently about how they build products.
Agile velocity - Requirements Discovery Presentation David Hawks
1. The document discusses challenges with user stories and provides strategies for splitting stories into smaller pieces.
2. It then covers how agile practices like Scrum can help with execution and testing, while lean startup practices aid discovery and learning from customers.
3. The key message is that teams should seek to shorten the learning cycle by treating requirements as hypotheses and getting customer feedback quickly through methods like paper prototyping and explainer videos.
Agile Velocity Story Mapping Session from Product Camp Austin 11 #PCATXDavid Hawks
User Story Mapping is a technique for organizing and prioritizing user stories. It addresses challenges with traditional backlogs by providing context and showing relationships between stories. The process shifts from requirements delivery to requirements discovery, recognizing that customers discover wants and developers discover solutions as things change. User story mapping decomposes user tasks into smaller tasks and organizes them into activities to form user stories. It is collaborative and fosters co-ownership by helping understand the user perspective and test for gaps by walking through the map.
PCA14: Intro to agile for product managersDavid Hawks
This document provides an introduction to agile development for product managers. It discusses some key differences between traditional waterfall development and empirical agile processes. The document also outlines the scrum process, including product owner responsibilities like maintaining the product backlog and collaborating with stakeholders. It emphasizes that working software is the primary measure of progress in agile.
In this session you will learn what is Agile and how it compares to traditional waterfall development. We will also explore the advantages of Agile for increasing visibility and shortening the feedback loop. Then we will introduce you to Scrum, the most popular agile process improvement framework. We will finish with a description of the Product Owner role and its involvement in Scrum.
David Hawks is a Certified Scrum Coach and Certified Scrum Trainer. He founded Agile Velocity when he noticed companies ineffectively building innovative software products. David brings his broad experience working with Fortune 50 companies and early stage startups to challenge organizations to think differently about how they build software.
Agile Velocity - Deliver double the value in half the timeDavid Hawks
Learn practical techniques to guide your teams and escape the top 6 traps preventing organizations from realizing the full benefits of agile.
64% of product features built in software development are rarely or never used. Too many teams focus on increasing the amount of output. Not enough teams focus on delivering the most value with the least amount of output. In this interactive presentation, David Hawks will share the key factors that sabotage product success and what to do about it. Learn practical tools and techniques that accelerate learning throughout the product development cycle to deliver double the value in half the time.
KAA How to get your Good agile teams to GreatDavid Hawks
The document provides tips for getting an agile team from good to great by focusing on outcomes over outputs, allocating time to incremental improvements to reduce technical debt, and limiting work in progress to focus on finishing projects instead of starting new ones in order to deliver value earlier. The presentation also discusses building trust, handling conflicts constructively, establishing team values and policies, and developing team members' breadth and depth of skills.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
This document summarizes key points from a presentation on the evolving role of project managers in 2014 and beyond. It discusses how economic conditions, new technologies, and industry trends will require project managers to take a more flexible, collaborative approach focused on facilitating strategic business change through programs and projects. Specifically, it suggests project managers may act as ecosystem managers overseeing multiple internal and external service providers. Additionally, it highlights the emergence of Enterprise Program Management Offices that integrate both technology and business initiatives to better align projects with organizational strategies and objectives.
PCA14: Accelerate Learning and Overcome the 6 Traps of AgileDavid Hawks
The document discusses 6 common traps that teams fall into when working in an agile way. These traps are: 1) making decisions too early and locking them in, 2) not having a shared understanding of purpose, 3) long feedback cycles with no validation, 4) being overwhelmed by opportunities, 5) not getting work fully completed ("done"), and 6) treating all work as equally important. For each trap, the document provides examples and proposes solutions like deferring decisions, using user story mapping, employing lean startup principles, limiting work in progress, focusing on completion over features, and prioritizing work. The overall message is that teams need to accelerate learning, deliver value faster, and avoid these traps in order to be
The document discusses 10 common pitfalls that can occur during an agile transformation. The first pitfall is thinking agile is just a process change rather than a cultural shift. Other pitfalls include providing no guidance during the transformation, leadership not being properly aligned, transparency being abused, and organizational culture remaining misaligned after the transition to agile. The document stresses the importance of establishing a continuous improvement culture, aligning teams to products and customers, and gaining organizational alignment across the entire company for a successful agile transformation.
The document discusses problems organizations face and solutions to increase engagement and agility. It addresses three main problems: focusing only on output, a changed workforce, and lack of engagement. To solve these, the document recommends self-organizing teams with autonomy, servant leadership, daily huddles and visual boards for collaboration, and regular retrospectives. This allows teams to prioritize work in a backlog and finish projects through user stories.
The document is a presentation on overcoming six traps of Agile. It discusses making decisions too early and locking them in. It advocates deferring decisions to the last responsible moment to avoid this trap. It also discusses teams not having a shared understanding of their purpose and advocates shifting from a requirements delivery process to a requirements discovery process through techniques like user story mapping. The presentation provides examples of how to address these common Agile traps.
How to Keep Going Fast - Agile Velocity - Product Camp AustinDavid Hawks
Features often get delivered quickly on new software projects and slow to an exponentially slower pace over time. Teams are usually on their own to discover, implement, and even get buy-in for improving the technical capability to deliver. In this session we'll discuss how technical debt accrues and impacts the flow of features over time as well as how Product Owners can encourage and support teams to improve. We will run a simulation of a software project that demonstrates the impact of employing technical practices and addressing other technical debt.
The document introduces Behavior Driven Development (BDD) and describes how the author implemented BDD practices at their company to help a development team meet an aggressive production goal of completing 550 story points by the end of the year. Key aspects of the introduction included establishing acceptance criteria and executable specifications for features, conducting regular release planning and backlog grooming sessions, and emphasizing exploratory testing over ad-hoc testing. Feedback loops and close collaboration between development and business partners were crucial to successfully adopting the new approach.
Next Level Agile - David Hawks - Keep Austin Agile 2018Agile Velocity
Today most Agile teams are trying to achieve predictable, fast delivery. While that’s good, it’s no longer good enough—not if we want to keep up in this highly competitive, rapidly changing world. It’s not just about teams anymore. Next Level Agility is about the ability of entire organizations to quickly adapt to market changes.
In his Keep Austin Agile 2018 session, David Hawks shared principles and practices that are the future of Agile organizations. Together, he and the audience reset the bar on how great Agile organizations operate by moving beyond practices like user stories, project plans, stakeholder feedback, continuous integration, and velocity, and towards a new Next Level Agile Manifesto with an emphasis on Discovery over Execution.
Learn to identify organizational impediments keeping you from breaking through to the next level. Attendees walked away from this session with concrete practices needed in order to support this new way of working.
This document summarizes how the author introduced Behavior Driven Development (BDD) at their company. It describes using BDD basics like acceptance criteria and executable specifications to collaborate more closely with business stakeholders. It also discusses overcoming challenges through open communication, learning together in small experiments, and building trust between technical and business teams.
The document summarizes a presentation on Agile Testing for a software development group. The presentation covered the textbook definition of Agile Testing, focusing on doing the simplest tests to verify functionality and quality standards. It also discussed the street version, emphasizing establishing a quality philosophy throughout the team. Finally, it discussed challenges such as finding the right testing resources and preventing work from being "thrown over the wall" to testing without proper communication between teams.
Operational Insight: Concepts and Examplesroyrapoport
The document proposes a framework called OODA (Observe, Orient, Decide, Act) for operational insight and discusses its implications. OODA describes a cycle that anyone performing operations goes through when making decisions. To improve at OODA, one aims to increase speed, decrease effort, and increase reliability. This involves improving observation (metrics), orientation (visualization), decisions (alerting), and automating actions. Examples demonstrate how Netflix has automated capacity decisions and canary analysis to improve according to the OODA framework.
Agile and Startups - What can go wrong - a Case study (Presented at ExpoQA 20...Vipin Jain
I recently got this wonderful opportunity to present a case study "Agile and Startups - What can go wrong" at ExpoQA, Madrid. The talk is about how startups think, build on the idea and try to sell it, until it is influenced by external factors like market and competitors. A lack of strong product owner didnt help as well. Agile, is a technology and is prone to failure as well, until it is practiced right.
This document introduces the Scaled Agile Framework (SAFe) as an approach for applying Agile and Lean principles at an enterprise scale. It discusses how traditional development methods are not keeping pace with increasing software complexity. SAFe is presented as a proven framework that harnesses the power of Agile for large software enterprises through elements like Agile teams, program execution, alignment, code quality, and scaling practices up to the portfolio level. The document advocates for SAFe's ability to accelerate value delivery, make money faster, deliver better customer fit, and reduce risk through approaches like continuous delivery, cadenced development, and synchronizing teams.
The document discusses next level agility and how organizations can achieve it. It outlines five stages of agility maturity from superficial to fast. Next level agility provides benefits like faster time to value, organizational agility, and quicker validation of ideas. Six practices are presented to help organizations level up: serving customers over stakeholders, using hypotheses over requirements, objective decision making, goal-driven investment, continuous release, and measuring value over velocity. The document concludes by matching each practice to the values it impacts most.
SITA underwent an agile transformation journey from an initial state of confusion to exploration and finally commitment. In the initial state, management, customers and delivery teams had many questions around how agile would work. Through education on agile principles and practices, forming cross-functional teams, and exploring new ways of working, confusion started to reduce. In the state of exploration, focus shifted to customer collaboration, continuous delivery, addressing changes through "exchange requests", and exploring new techniques like behavior driven development. Finally, in the state of commitment, principles of customer satisfaction, social responsibility, continuous improvement, and one-button deployments became guiding lights for working in an agile way.
Next Level Agile - David Hawks - Dallas Agile Leadership Network February 2019Agile Velocity
Today, most Agile leaders are trying to achieve predictable, fast delivery. While that’s good, it’s no longer good enough—not if we want to keep up in this highly competitive, rapidly changing world. Next Level Agility is about the ability of an entire organization to quickly adapt to market
changes.
In this session at Dallas Agile Leadership Network, David Hawks shared principles and practices that are the future of Agile organizations.
LEARNING OBJECTIVES
- Learn 3 key reasons for creating the urgency to improve
- Understand the mindset that is holding us back
- Discover 5 practices for evolving Agile to the next level
User Stories Suck by David Hawks at North Dallas Product Owners MeetupAgile Velocity
The User Story concept was invented almost 20 years ago, it’s time for an update. This outdated process supports an old way of working focused on predictable requirements delivery instead of product discovery. Wouldn’t you like to know much earlier which features are not going to be valued by your market? We need techniques that shorten the feedback loop with customers, not stakeholders. We need to prioritize based on riskiest assumptions and iterate quickly through small experiments in order to (in)validate our ideas as fast as possible.
Agile testing for agile sparks kanban clientsYuval Yeret
The document discusses agile testing practices like continuous integration, test automation, and behavior driven development. It emphasizes delivering working, tested software frequently through smaller batches and providing early feedback. Automating tests is part of the definition of done to enable continuous integration. Quality assurance experts focus on riskier areas like performance and security testing rather than manual testing. Behavior driven development uses examples and acceptance tests to drive development and automation. Technical debt can be addressed incrementally by automating tests for new features and riskier areas first.
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
HP Discover Session BB2160: Agile DevOps Continuous DeliveryCapgemini
This document discusses how businesses need faster time-to-market and time-to-value for new functionality. It outlines challenges with traditional waterfall development approaches and notes that Agile development helps but that releasing software still takes too long. HP Software solutions for continuous delivery, DevOps, and automation are presented to help bridge the gaps between development and operations for faster software releases while maintaining quality. These include solutions for lab management, application release acceleration, and enterprise collaboration.
This document discusses building high performing agile teams. It provides tips on embracing continuous improvement, managing backlogs and task boards, conducting effective story kickoffs, addressing defects early, embracing test-driven development, and constantly seeking to improve processes through lean principles. The presentation was given by Naveed Khawaja and Carl Bruiners and provides advice based on their experience helping organizations adopt agile practices.
Rails is an agile web development framework that promotes productivity, collaboration, and responsiveness to change. It allows developers to focus on developing features rather than infrastructure details. Rails encourages practices like test-driven development, version control, and iterative development that give developers and their bosses confidence in the quality and maintainability of projects. This allows bosses to keep clients and developers to keep their jobs even as clients' needs change.
As part of Salesforce’s “Summer of Mobile” webinar series, I presented a session on user experience design for mobile. This is adapted from that webinar
This document provides an introduction to Agile Scrum project management methodology and advocates for fully transforming JDE enterprise portfolio implementations from the traditional Waterfall methodology to Agile Scrum. It begins by sharing the author's experience with Agile Scrum and describes some of its key benefits over Waterfall. The core of Agile Scrum is described, including sprint cycles, daily stand-up meetings, and artifacts like product backlogs and sprint backlogs. Case examples are provided and Scrum roles are outlined. The document argues that Agile Scrum is better suited than Waterfall for JDE implementations and that only a full transformation, not partial adoption, will realize its benefits.
Similar to Stop Starting. Start Finishing - ProductCampAustin10 - PCA10 (20)
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Fueling AI with Great Data with Airbyte WebinarZilliz
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Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
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leewayhertz.com-AI in predictive maintenance Use cases technologies benefits ...alexjohnson7307
Predictive maintenance is a proactive approach that anticipates equipment failures before they happen. At the forefront of this innovative strategy is Artificial Intelligence (AI), which brings unprecedented precision and efficiency. AI in predictive maintenance is transforming industries by reducing downtime, minimizing costs, and enhancing productivity.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
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I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
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2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
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GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
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5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
12. Examplesthis Costs Resulting from Long Cycle Time
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getKanban.com
Couple questions?Who is working with software development teams?Who is employing Agile Methods?Who is using Scrum?Who is using Kanban?Who has heard of Kanban before?Give aways at the end. Let them choose which class they want a 50% discount on. Random person and who tweets
Many software companies are drowning in a sea of opportunity and instead of focusing on getting the highest value items done we are crippled by trying to do too much at one time.http://www.123rf.com/photo_8127859_single-hand-of-drowning-man-in-sea-asking-for-help.html
3m
What is the impact of change in the left vs the right?Change – underestimatedChange – new high priority requirementWhich plan will have the biggest impact if there is a change?
15 minsTeam breakout then highlights as a group
15 minsTeam breakout then highlights as a group
15 minsTeam breakout then highlights as a group
http://www.123rf.com/photo_7850401_young-male-student-is-overwhelmed-by-way-too-many-homework-assignments.htmlRequestsLack of resourcesDon’t trust that project will ever get started (maybe that is the right business decision)Sr leadership not setting priorities
http://twinpowerment.blogspot.com/
Why waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
Set the rate at which we accept new requirements into our software development pipe to correspond with the rate at which we can deliver working code.Once you balance demand against throughput and limit the work-in-progress within your value stream, magic will happen. Only the bottleneck resources will remain fully loaded. Very quickly, other workers in the value stream will find they have slack capacity. Meanwhile, those working in the bottleneck will be busy, but not swamped. For the first time, perhaps in years, the team will no longer be overloaded and many people will experience something very rare in their careers, the feeling of having time on their hands.Limit WIP in andLevel Flow will:Expose the bottlenecksEnable improvementSimplifies prioritizationWhy waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
Need to throttle the input (demand) into the system
The slack capacity created by the act of limiting work-in-progress and pulling new work only as capacity is available will enable improvement no one thought was possible.By throttling the input (demand) into the systemThis will limit the Work In Progress and Level Flow Which will expose the bottlenecksAnd enable improvementOnce you balance demand against throughput and limit the work-in-progress within your value stream, magic will happen. Only the bottleneck resources will remain fully loaded. Very quickly, other workers in the value stream will find they have slack capacity. Meanwhile, those working in the bottleneck will be busy, but not swamped. For the first time, perhaps in years, the team will no longer be overloaded and many people will experience something very rare in their careers, the feeling of having time on their hands.Limit WIP in andLevel Flow will:Expose the bottlenecksEnable improvementSimplifies prioritizationWhy waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
Does this feel like the dev process? Dev and QA?
Do we ever have any built up queue in front of QA?Gets continually slower
Slow down A to 5 items/ min (reduce Dev resources)Put B before A Double B Resources (hire more QA)Reallocate resources from A to B to level the flow (TDD or Dev help QA?)
Prioritization is no longer about ordering all the WIP or all initiatives but picking the next one as one finishes
draw card walls to show the activities that happen to the work rather than specific functions or job descriptions.The first school of thought says do not try to second-guess the location of bottleneck or the source of variability that will require a buffer. Rather, implement the system and wait for the bottleneck to reveal itself, then make changes to introduce a buffer. A variant on this suggests that WIP limits should be set