Agile development is a methodology that allows work to be done closer to estimates, gives customers more control over projects, and simplifies workloads. It increases accountability, allows for more innovation and marketing potential, and can increase profits. While not perfect, adopting agile development requires customer buy-in and will provide tough lessons initially. Next steps to consider agile development include reading more about it, appointing champions, acquiring necessary tools, and getting started with implementation.
[VFS 2019] Project Management for AI-based Product - A Better ApproachNexus FrontierTech
As a Technical Consultant at Nexus FrontierTech and a PMP Training lecturer, Eugene Nguyen has a lot of experience with AI project management. This will present a new approach to the activity with AI-based product.
This document discusses overcoming the top 5 misconceptions about predictive analytics: 1) Starting with a limited feature set and sample of data, 2) Thinking prediction outcomes are reliable enough, 3) Successfully taking actions means being done, 4) Minimizing assumptions and letting algorithms do the work, 5) Thinking data never lies so actions should follow what data shows. It emphasizes starting small and iterating, analysis being easier than action, assumptions being key, and data quality impacting outcomes.
This document discusses keys to successful project management. It outlines common project challenges like unrealistic deadlines, scope creep, and lack of communication. Good project managers are described as enthusiastic leaders who can plan, adapt, and motivate teams. The importance of understanding stakeholders and managing expectations is emphasized to ensure the project satisfies the customer. Risk management, change management, and linking projects to corporate strategy are identified as critical factors for optimizing project success in an organization.
This document discusses techniques for software project estimation. It recommends providing estimates as ranges rather than specific numbers, and always clarifying what an estimate will be used for. It emphasizes aggregating independent estimates, using past project data to calibrate estimates, and not negotiating estimates or commitments. Key techniques include decomposing work into independently estimable units, using the "law of large numbers" for accuracy, and re-estimating regularly based on actual project velocity. Overall, the document provides guidance for creating estimates that are useful without being overly precise commitments.
The document discusses Kaizen, a workplace improvement process. It involves teams mapping out their work processes through flowcharts. They identify value-added, non-value added, and waste steps. The goal is to make non-value added steps as small as possible and remove waste steps through small, continuous changes. Teams will measure their work before and after changes to see if improvements were made. The process aims to remove waste and make work more efficient over time through teamwork and suggestions.
How to Lead Product Teams without Authority by former Google PMProduct School
You go to your engineering team with a product plan, and they say "no". The QA team emailed that they won't approve a product launch. The marketing team called: there's nothing captivating about your product and they won't create blog posts to bolster interest. A partner team refuses to build the features you need in order to move forward.
What now?
As a Product Manager, making new, successful products is your responsibility, but you have absolutely no control over your colleagues. How do the best Product Managers get things done without being the boss? In this event, we discussed which strategies make a Product Manager an invaluable member of the team, and which make them ineffective.
Use Pre-chat and post-chat survey to incur maximum profit in every way. Here are 6 tips to use these survey tools to gain maximum profit by utilizing them in optimal manner. chat survey are a part of Live chat software. It is the easiest way to reach out your customer directly and understand them in a better way.
Agile development is a methodology that allows work to be done closer to estimates, gives customers more control over projects, and simplifies workloads. It increases accountability, allows for more innovation and marketing potential, and can increase profits. While not perfect, adopting agile development requires customer buy-in and will provide tough lessons initially. Next steps to consider agile development include reading more about it, appointing champions, acquiring necessary tools, and getting started with implementation.
[VFS 2019] Project Management for AI-based Product - A Better ApproachNexus FrontierTech
As a Technical Consultant at Nexus FrontierTech and a PMP Training lecturer, Eugene Nguyen has a lot of experience with AI project management. This will present a new approach to the activity with AI-based product.
This document discusses overcoming the top 5 misconceptions about predictive analytics: 1) Starting with a limited feature set and sample of data, 2) Thinking prediction outcomes are reliable enough, 3) Successfully taking actions means being done, 4) Minimizing assumptions and letting algorithms do the work, 5) Thinking data never lies so actions should follow what data shows. It emphasizes starting small and iterating, analysis being easier than action, assumptions being key, and data quality impacting outcomes.
This document discusses keys to successful project management. It outlines common project challenges like unrealistic deadlines, scope creep, and lack of communication. Good project managers are described as enthusiastic leaders who can plan, adapt, and motivate teams. The importance of understanding stakeholders and managing expectations is emphasized to ensure the project satisfies the customer. Risk management, change management, and linking projects to corporate strategy are identified as critical factors for optimizing project success in an organization.
This document discusses techniques for software project estimation. It recommends providing estimates as ranges rather than specific numbers, and always clarifying what an estimate will be used for. It emphasizes aggregating independent estimates, using past project data to calibrate estimates, and not negotiating estimates or commitments. Key techniques include decomposing work into independently estimable units, using the "law of large numbers" for accuracy, and re-estimating regularly based on actual project velocity. Overall, the document provides guidance for creating estimates that are useful without being overly precise commitments.
The document discusses Kaizen, a workplace improvement process. It involves teams mapping out their work processes through flowcharts. They identify value-added, non-value added, and waste steps. The goal is to make non-value added steps as small as possible and remove waste steps through small, continuous changes. Teams will measure their work before and after changes to see if improvements were made. The process aims to remove waste and make work more efficient over time through teamwork and suggestions.
How to Lead Product Teams without Authority by former Google PMProduct School
You go to your engineering team with a product plan, and they say "no". The QA team emailed that they won't approve a product launch. The marketing team called: there's nothing captivating about your product and they won't create blog posts to bolster interest. A partner team refuses to build the features you need in order to move forward.
What now?
As a Product Manager, making new, successful products is your responsibility, but you have absolutely no control over your colleagues. How do the best Product Managers get things done without being the boss? In this event, we discussed which strategies make a Product Manager an invaluable member of the team, and which make them ineffective.
Use Pre-chat and post-chat survey to incur maximum profit in every way. Here are 6 tips to use these survey tools to gain maximum profit by utilizing them in optimal manner. chat survey are a part of Live chat software. It is the easiest way to reach out your customer directly and understand them in a better way.
Succeeding with Agile in the Federal Government: A Coach's PerspectiveEd Seidewitz
The document summarizes key principles from the Agile Manifesto and provides advice for implementing Agile practices in government organizations. It discusses embracing individuals and interactions over processes; delivering working software over documentation; prioritizing customer collaboration over contract negotiation; and responding to change rather than rigidly following a plan. The document offers dos and don'ts for applying these Agile concepts when working with government agencies and contractors.
DevOps Days Galway 2018: Volunteers, not conscripts: Fixing Out-Of-Hours oncall.Brian Scanlan
A presentation about how we improved out-of-hours oncall at Intercom.
See more here: https://www.intercom.com/blog/rapid-response-how-we-developed-an-on-call-team-at-intercom/
Russell Banks - 20 years tech sales experience, Curator Startup Digest and CEO Investor Sheet
Recap: http://www.saleshacker.com/saas/prospecting-customer-development/
Visit SalesHacker.com for more sales hacks, tips, and tactics.
How to use software house to get the most out of it?Piotr Biegun
If you are a tech company — and you’re creating business value on top of an IT system of some sort, you (or your team) should always know how is your product working, how to run it and how to fix it if needed.
Therefore, the general rule says: you shall not outsource any part of you core.
But as always — it depends:
You want to build your product fast but don’t have resources.
Building your MVP without a team, technical knowledge or budget is hard or even impossible. It’s your core. You can outsource MVP development and it will work as a TEMPORARILY solution — just to move things forward. In long therm you want to do this in-house and maybe outsource development only to speed up things.
You don’t know the technology.
Learning new technologies is hard and takes time. As Boris Wertz wrote, you could bring someone to help you with specific problem, but you should remember to learn during that time to understand what’s going on.
You want to build own IT department.
Yup, I don’t mean poaching here. In the beginning of the process of building software, often you don’t really have time to waste. But hiring takes time and maybe you could use it to build some features already. If you can afford it, outsource development and keep on hiring at the same time. Make you freshly recruited staff work hand to hand with outsourcers for a while and should be able to take over whole process after the delivered assignment.
You want to learn new processes.
Software houses are delivering more projects in a month than most of small teams will complete in a year. They’ve seen it all; good coding and bad, efficient and inefficient processes — they know the drill. Piggyback on that. Use the experience they already have to speed up.
Outsourcing has its upsides & downsides (who would have guessed that!). You could make a good use of it and succeed. Or fail miserably to ship a single feature and burn your tiny budget up in no time. The difference lies in management. If you have right processes in place (and some operational experience), you could go for the cheapest offer out there and still hit it big.
The document discusses the Kaizen philosophy of continuous improvement. Kaizen focuses on making small, incremental changes over time to optimize processes and quality. It is a collaborative approach that involves all stakeholders. The 10 step Kaizen process identifies problems, plans and implements solutions, then measures results to identify areas for further improvement. The goal is to empower teams to continuously enhance their work through data-driven experiments and adjustments.
Kicking off any new software project is scary. Kicking off an agile software project can be even scarier.
However, rather than being afraid of risk, we can embrace it and learn from it. The lessons we learn will help us guide our teams to an overall stronger product.
Mock Interview Workshop w/ Hearsay Social's Enterprise PMProduct School
Enterprise Product Manager from Hearsay Systems, Meghbartma "Megh" Gautam, held a mock interview workshop, discussing the lay of the land in terms of the 3 most commonly asked questions, and group sessions for practicing interview questions.
He gave an overview and things you should do for prep + the kind of PM questions you should expect. The things he talked about were experience, motivation and questions for the interviewer.
Ten Things To Consider in Your Year-End Tool Evaluation | SoGoSurveySogolytics
Are your tools working harder than you are? Make time to review your technology choices and ensure they're delivering efficiency and ROI, not hurting productivity. Put your tech to work or find a replacement that gets the job done!
Adexa's Supply Chain Planning | Demand PlanningGamelover Bali
from Supply Chain Planning or Demand Planning to Sales and Operations Planning, Technology enables to react faster and perform planning to get as close to reactive planning as possible. It implies less inventory & operation costs and much better customer service.
This document discusses the importance of measurement in software development and operations. It notes that measurement is needed as a basis for decisions, to gain situational awareness, and for improvement. However, what is measured needs to be useful, as measuring the wrong things can lead to pitfalls. The document outlines different aspects that can be measured in development, operations, and finance. It advocates relating measures to key performance indicators and using tools and machine learning to help deal with large volumes of data from measures. Automation is also emphasized.
This document outlines several mistakes organizations make when trying to scale agile practices. It discusses starting too many initiatives at once without proper training or infrastructure. It warns against distributed teams with each having their own vendor without collaboration. It cautions against overscheduling meetings and focusing on outputs rather than outcomes. The document advocates for cultural changes that prioritize customer satisfaction through early delivery of valuable software. It lists the top 5 mistakes as not accepting cultural changes, believing agile is just for IT, relying only on frameworks, not adapting values and principles, and ignoring engineering practices. It concludes by asking about approaches for clients unwilling to change their processes.
This document discusses effort estimation in agile projects. It recommends estimating tasks by relative size using story points rather than absolute time values. Planning poker, where a team privately selects effort estimate cards and then discusses them, is advocated as it emphasizes relative estimation and reduces anchoring bias. Velocity, the number of points a team can complete per iteration, is key for planning and adjusting for estimation errors over time. Burn down charts also increase visibility of progress.
GIAF UK Winter 2015 - Analytical techniques: A practical guide to answering b...Lauren Cormack
The document provides an overview of analytical techniques for answering business questions. It discusses the four pillars of analytics: data munging, reporting and visualization, analysis and insights, and applied analytics. Specific topics covered include A/B testing best practices, reporting and visualization tools like Tableau, using multiple data sources for analysis, and best practices for data analysis and communication. The document is intended as a practical guide for those working in analytics to help tackle business issues.
This document discusses different methods for conducting retrospectives in Agile software development. It outlines several common retrospective structures including using three questions to gather data on what went well, what didn't go well, and what puzzles the team; using a starfish model to gather data on what to keep doing, start doing, stop doing, and less of; and using a timeline to map out significant, problematic, and good events over the project. The document also discusses setting the stage, gathering data, generating insights, deciding on actions, and closing out the retrospective. The goal of retrospectives is for teams to reflect on how to continuously improve.
Planning Poker is a technique used to estimate effort for tasks in Agile software development. It involves each team member privately selecting a planning poker card representing their estimate for a task. The cards have Fibonacci numbers written on them. The cards are then revealed and discussed if estimates differ, until consensus is reached. Once estimates are established, the team's velocity (amount of work completed per sprint) can be used to predict future release dates. Planning Poker works well because it leverages the wisdom of crowds and averages individual estimates for more accurate results.
Id camp x dicoding live : persiapan jadi software engineer hebat 101DicodingEvent
Apakah seorang software engineer hebat adalah yang menguasai banyak bahasa pemrograman? Yang serba semua bisa? atau yang menguasai teknologi kekinian? Walaupun setiap individu memiliki standar hebat yang berbeda-beda tergantung dengan goals, passion, dan career path yang akan diambil. Tapi satu yang pasti untuk menjadi software engineer yang hebat ada cara dan langkah yang bisa dipelajari. Apa saja tips dan cara yang bisa kita lakukan untuk menjadi software engineer yang hebat? Hal ini akan kita bahas tips oleh Sidiq Permana (Co-Founder dan CIO - Nusantara Beta Studio) pada Dicoding LIVE x IDCamp dengan tema "Persiapan Jadi Software Engineer Hebat 101".
I have experience working in cross-functional teams on both in-person and remote projects to develop business intelligence modules and prototypes rapidly. My skills in troubleshooting, process improvement, and querying databases were developed over years of technical support work and helping with genealogical research. I enjoy continually learning about new technologies and ways to solve problems in the tech industry.
Transform your organisation, one post it note at a time AgileCymru
What do we really need to do for our business to transform and how do we engage the people we work with to contribute to that journey and sustain it?
In the context of a traditional advertising agency Leanne shares inspirational insights and outcomes on how she applied agile principles and tools at M&C, Saatchi and the MSLGROUP, to create great teams, improve workflow and raise team happiness.
The document discusses common reasons why Agile adoptions often "fail" and provides recommendations for a successful Agile transition. It notes that Agile adoptions typically fail because they ignore organizational culture and constraints, underestimate the importance of mindset change, over-rely on tools instead of principles, and lack sufficient training and coaching. The document recommends focusing on organizational systems and culture, emphasizing principles over practices, training all levels of the organization, taking an empirical rather than predictive approach, and continuously improving through experimentation and questioning assumptions.
How to Work with Software Engineers (strtupboost 10/18/18)Kate Travers
A (totally unbiased) software engineer's perspective on working with software engineers. Delivered 10/18/18 at "How to Launch a Startup" event with strtupboost.
This one weird trick will fix all your Agile problemsAnthony Marter
In this presentation I cover the importance of a well functioning Product Management practice to following the 12 Agile principles. Often we focus just on the process parts of Scrum, and here I cover why this misses half of the principles.
Succeeding with Agile in the Federal Government: A Coach's PerspectiveEd Seidewitz
The document summarizes key principles from the Agile Manifesto and provides advice for implementing Agile practices in government organizations. It discusses embracing individuals and interactions over processes; delivering working software over documentation; prioritizing customer collaboration over contract negotiation; and responding to change rather than rigidly following a plan. The document offers dos and don'ts for applying these Agile concepts when working with government agencies and contractors.
DevOps Days Galway 2018: Volunteers, not conscripts: Fixing Out-Of-Hours oncall.Brian Scanlan
A presentation about how we improved out-of-hours oncall at Intercom.
See more here: https://www.intercom.com/blog/rapid-response-how-we-developed-an-on-call-team-at-intercom/
Russell Banks - 20 years tech sales experience, Curator Startup Digest and CEO Investor Sheet
Recap: http://www.saleshacker.com/saas/prospecting-customer-development/
Visit SalesHacker.com for more sales hacks, tips, and tactics.
How to use software house to get the most out of it?Piotr Biegun
If you are a tech company — and you’re creating business value on top of an IT system of some sort, you (or your team) should always know how is your product working, how to run it and how to fix it if needed.
Therefore, the general rule says: you shall not outsource any part of you core.
But as always — it depends:
You want to build your product fast but don’t have resources.
Building your MVP without a team, technical knowledge or budget is hard or even impossible. It’s your core. You can outsource MVP development and it will work as a TEMPORARILY solution — just to move things forward. In long therm you want to do this in-house and maybe outsource development only to speed up things.
You don’t know the technology.
Learning new technologies is hard and takes time. As Boris Wertz wrote, you could bring someone to help you with specific problem, but you should remember to learn during that time to understand what’s going on.
You want to build own IT department.
Yup, I don’t mean poaching here. In the beginning of the process of building software, often you don’t really have time to waste. But hiring takes time and maybe you could use it to build some features already. If you can afford it, outsource development and keep on hiring at the same time. Make you freshly recruited staff work hand to hand with outsourcers for a while and should be able to take over whole process after the delivered assignment.
You want to learn new processes.
Software houses are delivering more projects in a month than most of small teams will complete in a year. They’ve seen it all; good coding and bad, efficient and inefficient processes — they know the drill. Piggyback on that. Use the experience they already have to speed up.
Outsourcing has its upsides & downsides (who would have guessed that!). You could make a good use of it and succeed. Or fail miserably to ship a single feature and burn your tiny budget up in no time. The difference lies in management. If you have right processes in place (and some operational experience), you could go for the cheapest offer out there and still hit it big.
The document discusses the Kaizen philosophy of continuous improvement. Kaizen focuses on making small, incremental changes over time to optimize processes and quality. It is a collaborative approach that involves all stakeholders. The 10 step Kaizen process identifies problems, plans and implements solutions, then measures results to identify areas for further improvement. The goal is to empower teams to continuously enhance their work through data-driven experiments and adjustments.
Kicking off any new software project is scary. Kicking off an agile software project can be even scarier.
However, rather than being afraid of risk, we can embrace it and learn from it. The lessons we learn will help us guide our teams to an overall stronger product.
Mock Interview Workshop w/ Hearsay Social's Enterprise PMProduct School
Enterprise Product Manager from Hearsay Systems, Meghbartma "Megh" Gautam, held a mock interview workshop, discussing the lay of the land in terms of the 3 most commonly asked questions, and group sessions for practicing interview questions.
He gave an overview and things you should do for prep + the kind of PM questions you should expect. The things he talked about were experience, motivation and questions for the interviewer.
Ten Things To Consider in Your Year-End Tool Evaluation | SoGoSurveySogolytics
Are your tools working harder than you are? Make time to review your technology choices and ensure they're delivering efficiency and ROI, not hurting productivity. Put your tech to work or find a replacement that gets the job done!
Adexa's Supply Chain Planning | Demand PlanningGamelover Bali
from Supply Chain Planning or Demand Planning to Sales and Operations Planning, Technology enables to react faster and perform planning to get as close to reactive planning as possible. It implies less inventory & operation costs and much better customer service.
This document discusses the importance of measurement in software development and operations. It notes that measurement is needed as a basis for decisions, to gain situational awareness, and for improvement. However, what is measured needs to be useful, as measuring the wrong things can lead to pitfalls. The document outlines different aspects that can be measured in development, operations, and finance. It advocates relating measures to key performance indicators and using tools and machine learning to help deal with large volumes of data from measures. Automation is also emphasized.
This document outlines several mistakes organizations make when trying to scale agile practices. It discusses starting too many initiatives at once without proper training or infrastructure. It warns against distributed teams with each having their own vendor without collaboration. It cautions against overscheduling meetings and focusing on outputs rather than outcomes. The document advocates for cultural changes that prioritize customer satisfaction through early delivery of valuable software. It lists the top 5 mistakes as not accepting cultural changes, believing agile is just for IT, relying only on frameworks, not adapting values and principles, and ignoring engineering practices. It concludes by asking about approaches for clients unwilling to change their processes.
This document discusses effort estimation in agile projects. It recommends estimating tasks by relative size using story points rather than absolute time values. Planning poker, where a team privately selects effort estimate cards and then discusses them, is advocated as it emphasizes relative estimation and reduces anchoring bias. Velocity, the number of points a team can complete per iteration, is key for planning and adjusting for estimation errors over time. Burn down charts also increase visibility of progress.
GIAF UK Winter 2015 - Analytical techniques: A practical guide to answering b...Lauren Cormack
The document provides an overview of analytical techniques for answering business questions. It discusses the four pillars of analytics: data munging, reporting and visualization, analysis and insights, and applied analytics. Specific topics covered include A/B testing best practices, reporting and visualization tools like Tableau, using multiple data sources for analysis, and best practices for data analysis and communication. The document is intended as a practical guide for those working in analytics to help tackle business issues.
This document discusses different methods for conducting retrospectives in Agile software development. It outlines several common retrospective structures including using three questions to gather data on what went well, what didn't go well, and what puzzles the team; using a starfish model to gather data on what to keep doing, start doing, stop doing, and less of; and using a timeline to map out significant, problematic, and good events over the project. The document also discusses setting the stage, gathering data, generating insights, deciding on actions, and closing out the retrospective. The goal of retrospectives is for teams to reflect on how to continuously improve.
Planning Poker is a technique used to estimate effort for tasks in Agile software development. It involves each team member privately selecting a planning poker card representing their estimate for a task. The cards have Fibonacci numbers written on them. The cards are then revealed and discussed if estimates differ, until consensus is reached. Once estimates are established, the team's velocity (amount of work completed per sprint) can be used to predict future release dates. Planning Poker works well because it leverages the wisdom of crowds and averages individual estimates for more accurate results.
Id camp x dicoding live : persiapan jadi software engineer hebat 101DicodingEvent
Apakah seorang software engineer hebat adalah yang menguasai banyak bahasa pemrograman? Yang serba semua bisa? atau yang menguasai teknologi kekinian? Walaupun setiap individu memiliki standar hebat yang berbeda-beda tergantung dengan goals, passion, dan career path yang akan diambil. Tapi satu yang pasti untuk menjadi software engineer yang hebat ada cara dan langkah yang bisa dipelajari. Apa saja tips dan cara yang bisa kita lakukan untuk menjadi software engineer yang hebat? Hal ini akan kita bahas tips oleh Sidiq Permana (Co-Founder dan CIO - Nusantara Beta Studio) pada Dicoding LIVE x IDCamp dengan tema "Persiapan Jadi Software Engineer Hebat 101".
I have experience working in cross-functional teams on both in-person and remote projects to develop business intelligence modules and prototypes rapidly. My skills in troubleshooting, process improvement, and querying databases were developed over years of technical support work and helping with genealogical research. I enjoy continually learning about new technologies and ways to solve problems in the tech industry.
Transform your organisation, one post it note at a time AgileCymru
What do we really need to do for our business to transform and how do we engage the people we work with to contribute to that journey and sustain it?
In the context of a traditional advertising agency Leanne shares inspirational insights and outcomes on how she applied agile principles and tools at M&C, Saatchi and the MSLGROUP, to create great teams, improve workflow and raise team happiness.
The document discusses common reasons why Agile adoptions often "fail" and provides recommendations for a successful Agile transition. It notes that Agile adoptions typically fail because they ignore organizational culture and constraints, underestimate the importance of mindset change, over-rely on tools instead of principles, and lack sufficient training and coaching. The document recommends focusing on organizational systems and culture, emphasizing principles over practices, training all levels of the organization, taking an empirical rather than predictive approach, and continuously improving through experimentation and questioning assumptions.
How to Work with Software Engineers (strtupboost 10/18/18)Kate Travers
A (totally unbiased) software engineer's perspective on working with software engineers. Delivered 10/18/18 at "How to Launch a Startup" event with strtupboost.
This one weird trick will fix all your Agile problemsAnthony Marter
In this presentation I cover the importance of a well functioning Product Management practice to following the 12 Agile principles. Often we focus just on the process parts of Scrum, and here I cover why this misses half of the principles.
The document discusses various techniques for estimating costs and timelines for software projects, including:
- Cost estimation should be done throughout the software development life cycle to continually refine estimates.
- Common metrics for estimating include person-days, person-months, and person-years.
- Methods like expert judgement, top-down estimating, bottom-up estimating, and parametric formulae can be used.
- PERT (Program Evaluation and Review Technique) uses optimistic, most likely, and pessimistic estimates to calculate expected time.
- Gantt charts can be used for project scheduling and identifying critical paths.
- Budgeting rather than estimating is recommended for strategic decisions to reduce risks of cost overruns
Scoping and Estimating WordPress Projects as an AgencyJohn Giaconia
WordCamp Los Angeles 2016. Scoping and Estimating WordPress Projects as an Agency. Presentation video available here: http://wordpress.tv/2016/09/25/john-j-giaconia-and-kara-hansen-scoping-and-estimating-wordpress-projects-as-an-agency/
Scoping and Estimating WordPress Projects as an AgencyKara Hansen
The document provides an overview of how to scope, estimate, and manage WordPress projects as an agency. It discusses the importance of understanding scope through discovery, estimating projects by breaking work into discrete tasks, and managing customer expectations through clear communication and documentation of assumptions. Continuous improvement is emphasized through retrospective reviews of past projects to refine processes.
This document provides an overview of agile practices for product management. It begins with definitions of agile and its principles, which emphasize iterative development, collaboration between teams, and frequent delivery of working software. The document then outlines the typical agile procedure, including sprints, iterations, and product backlogs. It discusses various roles like product owners, coaches, and designers. It also covers practices for effective meetings, prioritizing work, designing user stories, testing, and ensuring quality through continuous delivery.
Most businesses fail within the first year or two. How do you improve your odds of success? We’ll review the magic in learning loops, how to understand your users and customer development, and what you need in team dynamics to drive your startup forward and point you in a more successful direction.
By Nick Barendt & Nicole Capuana
This document provides an overview of an introduction to Scrum training session. It includes an agenda with topics like introduction, games and exercises, parking lot for questions, and forming teams. There is also background on the trainer, Elad Sofer, including his experience and roles. Key aspects of Scrum like the roles of Product Owner, Scrum Master and Development Team are defined. Concepts like the product backlog, user stories, story points, planning poker and backlog refinement are introduced and explained. Exercises are included to help illustrate estimating and splitting stories.
Estimates or #NoEstimates by Enes PelkoBosnia Agile
Do we need estimates? Are the estimates abused so much that they became unusable? There is a new emerging movement behind #NoEstimates that thinks so. But is it for anyone and in any situation?
The document discusses the history and principles of agile software development. It describes how a group of software leaders met in 2001 to discuss unproductive development practices, which led to the creation of agile frameworks like Scrum. The 12 principles behind the Agile Manifesto are outlined, focusing on customer satisfaction, welcoming changing requirements, and frequent delivery of working software. Key ceremonies like the daily scrum and sprint planning and retrospectives are also summarized.
EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
Stephen Lynch is the Head of Strategy & Consulting at RESULTS.com. He presented best practices for business execution based on observations of thousands of client firms. Some key practices included focusing both short and long-term strategic planning, setting clear strategic projects and metrics, conducting regular meetings to drive accountability, and using coaching questions to support employees in achieving goals.
This document discusses time management and prioritization. It defines time management as how one organizes and plans time spent on activities. The importance of time management is described as leading to greater productivity, efficiency, less stress, and increased opportunities. Key aspects of time management covered include evaluating processes, implementing strategies effectively, setting priorities and goals. Various planning techniques are outlined, such as the ABC analysis method and Eisenhower method. The document emphasizes setting goals, prioritizing tasks, and using software to aid in time management.
Anti-patterns for not-so-smart processes: Avoiding the BPM and SOA pitfalls. A short presentation to focus your project on success - featuring the "magic progress fairy"
Agile's Hidden Predictability Model - Global Scrum Gathering Denver 2022Wm. Hunter Tammaro
Twenty years into the Agile experiment, we still sometimes hear that Agile is inherently unpredictable, or that Scrum teams don't care about planning beyond the current sprint. There's nothing in the Manifesto about predictability - after all, we respond to change, not follow plans, right?
But on a closer inspection, Agile *does* concern itself with making work more predictable. It's right there in the Manifesto and the Scrum Guide if you know where to look. Taken together, the principles and values behind Agile describe a powerful model for teams to get work done reliably and consistently, hinging on simplicity, utilization and dependency management. Applying these concepts makes it easier to predict how and when a product will come together and helps Scrum Masters and others avoid self-defeating management techniques.
- Agile values and manifesto
- Scrum in details
- Themes, epics, and user stories
- Combining and splitting user stories.
- What could go wrong in Scrum and why?
- Overview in Other Agile methodologies:
- XP Agile Methodology
- KanBan Agile Methodology.
The document provides an overview of an agile revision course contents including:
1. Agile principles, values, and methodologies like Scrum.
2. Details of Scrum like sprint timeline and activities, product backlog, user stories, and measuring productivity.
3. Comparison of Scrum to other agile methodologies and what could go wrong and how to fix issues.
This document outlines Lean UX principles and processes. Some key points:
- Lean UX follows principles of design thinking, agile development, and lean startup to improve user experience through cross-functional collaboration, continuous learning and iteration.
- Teams are small, focused on solving one problem at a time through hypothesis-driven experiments rather than predefined features. The goal is to learn from users, not just produce outputs.
- The process involves declaring assumptions, creating minimum viable products to test hypotheses, running experiments to get user feedback, and using insights to iterate quickly through small batches.
- Personas, user stories and features are defined based on the problem statement and assumptions to guide collaborative design and rapid protot
In these past few years, agile methods became a vital part in the software development process, but are they really applicable for all types of projects and team sizes?
A while ago, our company changed the way we approach project development because the team noticed that standard SCRUM-ish methods aren't fully compatible for us, so we developed our own, modified version of agile. In this talk, I will showcase how powerful this approach is and how you can use it to find problems, and eventually resolve them.
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2. Working software over comprehensive documentation.
Responding to change over following a plan.
Simplicity--the art of maximizing the amount of work
not done--is essential.
Ahmad Mahel #No Estimation 2
4. #No Estimation
• Definition.
• Challenges of software project.
oHow much it will cost me?
oHow long it will take?
oWhat I am going to get?
Ahmad Mahel #No Estimation 4
6. Developing Agile Contract
• Time and material Contract.
• Cost vs. Value.
• Outcome based contract
• Fixed contract.
• Internal funding
• Monthly/Quarterly budget.
Ahmad Mahel #No Estimation 6
7. Forecast vs. Estimation
• Estimation.
• Forecast
To judge tentatively or approximately the value, worth, or
significance of.
To calculate or predict (some future event or condition)
usually as a result of study and analysis of available pertinent
data
Ahmad Mahel #No Estimation 7
12. Per release cycle
• MMP vs. MVP.
• Release plan. (3 months)
• Story mapping vs. Impact mapping.
How to:
Status, Where are we accordintg time plan
Review priority pyramid
Adjustment
Other, Is there anything urgent
Ahmad Mahel #No Estimation 12
14. Daily Planning
Daily meeting(Definitely all bugs found also some Subtask for features/User stories) the discussion in form does it
requiered to be included in the current release.
• Target Release.
• Importance.
Ahmad Mahel #No Estimation 14
15. Get ready
• Focus on Value.
• INVEST modul
• 95% and 5%
• JIT
Ahmad Mahel #No Estimation 15
17. Recommended reading
Ahmad Mahel #No Estimation 17
Follow up the #Noestimate hashtag on
twitter
Follow Woody Zuill
Follow Vaco Duarte
http://www.oikosofyseries.net
Evidence Based Management
Guide by www.scrum.org
18. refference
• #No Estimation. Hastag and discussion
• The Professional Product Owner: Leveraging Scrum as a Competitive
Advantageby Don McGreal and Ralph Jocham.
• #NoEstimates Book by Vasco Duarte.
• The Ultimate Guide to Capacity Planning with #NoEstimates by Vasco
Duarte.
• Scrum guide.
• Agile manifiesto.
• Evidence Based Management Guide, by Scrum.org
Ahmad Mahel #No Estimation 18