The document discusses a coaching assessment tool called Leading From Your Strengths (LFYS). It is used by Mission Alive to assess church planters and can help coaches understand their own profile and how to work with coachees. LFYS measures four scales: problem-solving style, information processing style, managing change style, and risk-facing style. Higher scores on the scales indicate stronger tendencies towards those traits. The scales are meant to provide insight into behavioral styles to improve coaching relationships and effectiveness.
Presentation slides from Usability Professionals Association Conference (UPA 2010) in Munich, May 26 2010. Please email me for more context and details.
The disconnect between the delivery organization and the business is prevalent in the software industry. Somewhere along the line, the real vision behind our projects gets lost. We all know it. Can better metrics help? This session examines some common and not-so-common metrics and introduces Evidence Based Management as a guide for continuously measuring your business goals, aligning them with your software development efforts, and then deciding what to do next.
Case study of the Agile Cornwall programme run by Oxford Innovation with Software Strategy.
Presented at the Agile Cambridge conference, September 2011.
Seeing what matters using the right vision to manage transition - Alan ShallowayAGILEMinds
The document discusses improving productivity, quality, and speed of delivery through lean principles. It outlines challenges such as defining business value and quick turnaround from development teams. It then presents ways to improve time to market through frequent minimum viable releases that deliver business value. This includes using metrics to measure success and visualizing workflow to improve predictability and eliminate delays through limiting work in progress and managing flow.
Metrics should be used to learn and enable change in complex systems, not to control or constrain. Short-term metrics can provide information but longer-term perspectives are needed to understand emergent behaviors. It is important to consider unintended consequences and how metrics may influence behaviors in unexpected ways.
Agilität ist in aller Munde – von den einen abgöttisch geliebt und es soll noch andere geben, die sie nicht so gerne mögen. Jedem das Seine. Doch wie sieht die agile Landschaft in der Schweizer IT Community aus? Laden Sie die Agile Trends & Benchmarks 2012 herunter ziehen Sie Ihre eigenen Schlüsse daraus.
The document discusses a coaching assessment tool called Leading From Your Strengths (LFYS). It is used by Mission Alive to assess church planters and can help coaches understand their own profile and how to work with coachees. LFYS measures four scales: problem-solving style, information processing style, managing change style, and risk-facing style. Higher scores on the scales indicate stronger tendencies towards those traits. The scales are meant to provide insight into behavioral styles to improve coaching relationships and effectiveness.
Presentation slides from Usability Professionals Association Conference (UPA 2010) in Munich, May 26 2010. Please email me for more context and details.
The disconnect between the delivery organization and the business is prevalent in the software industry. Somewhere along the line, the real vision behind our projects gets lost. We all know it. Can better metrics help? This session examines some common and not-so-common metrics and introduces Evidence Based Management as a guide for continuously measuring your business goals, aligning them with your software development efforts, and then deciding what to do next.
Case study of the Agile Cornwall programme run by Oxford Innovation with Software Strategy.
Presented at the Agile Cambridge conference, September 2011.
Seeing what matters using the right vision to manage transition - Alan ShallowayAGILEMinds
The document discusses improving productivity, quality, and speed of delivery through lean principles. It outlines challenges such as defining business value and quick turnaround from development teams. It then presents ways to improve time to market through frequent minimum viable releases that deliver business value. This includes using metrics to measure success and visualizing workflow to improve predictability and eliminate delays through limiting work in progress and managing flow.
Metrics should be used to learn and enable change in complex systems, not to control or constrain. Short-term metrics can provide information but longer-term perspectives are needed to understand emergent behaviors. It is important to consider unintended consequences and how metrics may influence behaviors in unexpected ways.
Agilität ist in aller Munde – von den einen abgöttisch geliebt und es soll noch andere geben, die sie nicht so gerne mögen. Jedem das Seine. Doch wie sieht die agile Landschaft in der Schweizer IT Community aus? Laden Sie die Agile Trends & Benchmarks 2012 herunter ziehen Sie Ihre eigenen Schlüsse daraus.
Agile Developers Create Their Own IdentityAjay Danait
The document discusses building an agile organization culture and delivering agility through team agility. It focuses on agility assessment, coaching teams in agile practices like Scrum and XP, and transforming the organization. Specific services mentioned include software craftsmanship, agility in maintenance, agile enterprise architecture, and agility nurseries. The document also discusses assessing and improving team agility through techniques like value stream mapping and team chartering.
Requirements traceability allows tracking of requirements throughout a project's lifecycle, including relationships between requirements and how they map to project components. This helps ensure completeness and identify dependencies. Vertical traceability in particular helps spot where requirements are changed or dropped. Using requirements traceability, a project manager can track work done versus remaining, monitor scope changes over time, and use control charts to manage scope variations.
This document discusses metrics for agile software development. It defines metrics as quantitative measures used to track progress against goals. Good agile metrics should reinforce principles, follow trends over time, belong to a small set, measure outcomes not just outputs, be easy to collect, provide context, fuel meaningful discussions, and provide frequent feedback. Examples of agile metrics include velocity, story rate, scope burn up, code coverage, bugs, and tests. The document warns against too many metrics obscuring trends and metrics being misused or gamed.
2012 CIO Perspectives: From Operations to the Executive Suitehdicapitalarea
The document discusses best practices for using metrics to communicate information across organizational levels, from operations to executives. It recommends establishing transparency, automation, clarity, and context around metrics. Metrics should evolve over time as the business changes through continual improvement. The goal is to help bridge information gaps and leverage metrics for strategic insights and executive briefings.
This document discusses Deloitte's approach to analytics and key principles for successful analytic initiatives. It emphasizes starting analytics initiatives from any point in the analytics cycle and focusing on areas that address specific organizational needs. Deeply embedding analytics capabilities into everyday processes and decision-making is important, but also requires serious change management. The document outlines assessing current analytic capabilities, focusing on high-impact areas, weaving analytics into the organizational culture, and key principles like addressing important questions and accelerating insights through automation.
Talk presented at "Pensando Lean" in 2010, Sep 3 (São Paulo, Brazil). Based on Lean principles and two Business Analysis Knowledge Areas (BA Planning and Enterprise Analysis), this presentation explores how DISCOVERY and DELIVERY are both focus of Business Analysis in agile projects.
Enterprise Cloud Development and Agile Transformation Strategy - China 2012 Laszlo Szalvay
This is a seminar I gave throughout China the week of Oct 29th 2012. It covers the topics of Agile Software Development (Scrum, Lean, XP) and the new framework of Enterprise Cloud Development that CollabNet has been socializing. Please contact me for similar private talks at your company.
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The document discusses building an organizational culture of agility rather than just following Agile practices. It lists agility services like software craftsmanship and agile coaching. It also discusses assessing and improving team agility through methods like retrospectives. Overall the document emphasizes focusing on agility at both the team and organizational level.
1) The document summarizes a presentation by Luiz Claudio Parzianello on how Agile and Business Analysis can successfully combine.
2) It outlines the 12 principles behind the Agile Manifesto, including prioritizing customer satisfaction, welcoming changing requirements, and frequent delivery of working software.
3) It defines business analysis as understanding how organizations function and determining courses of action to achieve goals and objectives. Business analysts help ensure stakeholders remain in agreement on solution scope.
4) The document discusses how business analysis fits within a Scrum framework, with the Product Owner responsible for maximizing value and a cross-functional team without specialized roles like a dedicated business analyst.
Warranty Management: 3 questions ; 1 answered, 2 to goInfosys
This document discusses how to ensure optimal value is harvested from warranty management programs through a three-phase process: 1) Find Value - identify where value will come from and how it will be created; 2) Design Value - ensure solutions are value-focused and embed value realization; 3) Capture Value - start capturing, measuring, and reporting value. Illustrative examples are provided for how to plan, prepare, capture, and track value generated in a warranty transformation project.
The company posted record EBITDA of R$1.0 billion in the second quarter of 2010. Forward-looking statements involve risks and uncertainties because they depend on future events and circumstances outside of the company's control. The presentation provides an overview of the company, its market position and strategy, highlights from the second quarter, and short-term outlook.
Scope International is a top company to work for that has over 150 years of banking experience. It has 1,700+ branches across 75 countries and employs 80,000 people in consumer banking, wholesale banking, and other business verticals across Asia, Africa, and the Middle East. Scope uses global shared service centers in India, Malaysia, and China, with its largest hub in India, to provide support and achieve over $100 million in annual cost savings. Scope measures employee engagement using Gallup's Q12 model and has seen improvements in its grand mean and follow-through scores over time by focusing on engagement, performance management, and talent retention.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
Lessons from the Cornish Software Minesallan kelly
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Measuring the Results of your Agile AdoptionSoftware Guru
1. Teams assess their adoption of desired agile practices using a simple questionnaire in 15 minutes.
2. Teams then discuss areas for improvement and list specific actions they will take in another 15 minutes.
3. An assistant helps the team focus on continuous improvement by implementing the agreed upon actions. This encourages efficient improvement over time.
This document outlines the strategic initiatives process used by an organization. It involves four main stages: initiation, planning, execution, and exit. In the initiation stage, a business case is developed. In the planning stage, a project charter and plan are created defining objectives, resources, and milestones. Projects are then executed according to the plan, with regular status reports. Finally, upon completion, a financial audit is performed and lessons learned are documented.
The document discusses Agile methodology, an iterative approach to software development that emphasizes continuous improvement and adaptation to change over rigidly following a plan. It outlines the core principles and processes of Agile development, including short sprints, daily stand-up meetings, prioritizing tasks based on product owner feedback, and evaluating progress at the end of each sprint through demonstrations and retrospectives. The document argues that Agile is better suited than traditional waterfall models for software projects where requirements are uncertain and likely to change during development.
The document discusses succession planning and competency-based talent management. It provides information on David Snyder's expertise in performance measurement and management. Tools and processes are presented for assessing competencies, conducting performance reviews, and identifying internal talent for succession planning purposes.
Improving corporate management performance english version__osvaldoINNOVO USACH
The document discusses strategies for strengthening sales planning and commercial strategies for medical and healthcare industries in Latin America. It addresses key topics such as highlighting business management, putting business management into action, and integrating management functions in a company. Specifically, it discusses the importance of setting clear objectives, identifying alternative actions, building an excellent organization, and maintaining competitiveness through leadership, quality, and effective service. It also covers the salesman mindset, product portfolio management, customer focus, and pricing strategies. The overall aim is to provide a management framework to balance functions and improve financial and commercial performance.
This document discusses Lean UX and how to get to know users through various techniques. It recommends building, measuring, learning, and repeating the process. Key aspects include conducting user research through surveys, analytics, personas, and testing assumptions and hypotheses with prototypes. The goal is to learn fast through an iterative process that prioritizes user needs to build the right products.
The Art of Visualising Software - Simon BrownValtech UK
This document discusses strategies for effectively visualizing software architecture through diagrams. It provides examples of different types of diagrams, such as component diagrams, container diagrams, and context diagrams. It also offers tips for creating useful diagrams, such as using short, meaningful titles; explicitly showing line styles and arrows; and explaining any acronyms, shapes, or colors used. The document emphasizes that diagrams should be tailored to the target audience, whether non-technical, semi-technical, or highly technical. It also introduces the C4 model as a common set of abstractions for describing software architecture.
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Requirements traceability allows tracking of requirements throughout a project's lifecycle, including relationships between requirements and how they map to project components. This helps ensure completeness and identify dependencies. Vertical traceability in particular helps spot where requirements are changed or dropped. Using requirements traceability, a project manager can track work done versus remaining, monitor scope changes over time, and use control charts to manage scope variations.
This document discusses metrics for agile software development. It defines metrics as quantitative measures used to track progress against goals. Good agile metrics should reinforce principles, follow trends over time, belong to a small set, measure outcomes not just outputs, be easy to collect, provide context, fuel meaningful discussions, and provide frequent feedback. Examples of agile metrics include velocity, story rate, scope burn up, code coverage, bugs, and tests. The document warns against too many metrics obscuring trends and metrics being misused or gamed.
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Talk presented at "Pensando Lean" in 2010, Sep 3 (São Paulo, Brazil). Based on Lean principles and two Business Analysis Knowledge Areas (BA Planning and Enterprise Analysis), this presentation explores how DISCOVERY and DELIVERY are both focus of Business Analysis in agile projects.
Enterprise Cloud Development and Agile Transformation Strategy - China 2012 Laszlo Szalvay
This is a seminar I gave throughout China the week of Oct 29th 2012. It covers the topics of Agile Software Development (Scrum, Lean, XP) and the new framework of Enterprise Cloud Development that CollabNet has been socializing. Please contact me for similar private talks at your company.
Agile Developers Create Their Own Identity[1]Surajit Bhuyan
The document discusses building an organizational culture of agility rather than just following Agile practices. It lists agility services like software craftsmanship and agile coaching. It also discusses assessing and improving team agility through methods like retrospectives. Overall the document emphasizes focusing on agility at both the team and organizational level.
1) The document summarizes a presentation by Luiz Claudio Parzianello on how Agile and Business Analysis can successfully combine.
2) It outlines the 12 principles behind the Agile Manifesto, including prioritizing customer satisfaction, welcoming changing requirements, and frequent delivery of working software.
3) It defines business analysis as understanding how organizations function and determining courses of action to achieve goals and objectives. Business analysts help ensure stakeholders remain in agreement on solution scope.
4) The document discusses how business analysis fits within a Scrum framework, with the Product Owner responsible for maximizing value and a cross-functional team without specialized roles like a dedicated business analyst.
Warranty Management: 3 questions ; 1 answered, 2 to goInfosys
This document discusses how to ensure optimal value is harvested from warranty management programs through a three-phase process: 1) Find Value - identify where value will come from and how it will be created; 2) Design Value - ensure solutions are value-focused and embed value realization; 3) Capture Value - start capturing, measuring, and reporting value. Illustrative examples are provided for how to plan, prepare, capture, and track value generated in a warranty transformation project.
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1. Teams assess their adoption of desired agile practices using a simple questionnaire in 15 minutes.
2. Teams then discuss areas for improvement and list specific actions they will take in another 15 minutes.
3. An assistant helps the team focus on continuous improvement by implementing the agreed upon actions. This encourages efficient improvement over time.
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The document discusses Agile methodology, an iterative approach to software development that emphasizes continuous improvement and adaptation to change over rigidly following a plan. It outlines the core principles and processes of Agile development, including short sprints, daily stand-up meetings, prioritizing tasks based on product owner feedback, and evaluating progress at the end of each sprint through demonstrations and retrospectives. The document argues that Agile is better suited than traditional waterfall models for software projects where requirements are uncertain and likely to change during development.
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Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
LF Energy Webinar: Carbon Data Specifications: Mechanisms to Improve Data Acc...DanBrown980551
This LF Energy webinar took place June 20, 2024. It featured:
-Alex Thornton, LF Energy
-Hallie Cramer, Google
-Daniel Roesler, UtilityAPI
-Henry Richardson, WattTime
In response to the urgency and scale required to effectively address climate change, open source solutions offer significant potential for driving innovation and progress. Currently, there is a growing demand for standardization and interoperability in energy data and modeling. Open source standards and specifications within the energy sector can also alleviate challenges associated with data fragmentation, transparency, and accessibility. At the same time, it is crucial to consider privacy and security concerns throughout the development of open source platforms.
This webinar will delve into the motivations behind establishing LF Energy’s Carbon Data Specification Consortium. It will provide an overview of the draft specifications and the ongoing progress made by the respective working groups.
Three primary specifications will be discussed:
-Discovery and client registration, emphasizing transparent processes and secure and private access
-Customer data, centering around customer tariffs, bills, energy usage, and full consumption disclosure
-Power systems data, focusing on grid data, inclusive of transmission and distribution networks, generation, intergrid power flows, and market settlement data
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
Discover top-tier mobile app development services, offering innovative solutions for iOS and Android. Enhance your business with custom, user-friendly mobile applications.
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
2. Metrics for Many Purposes
Keep metrics diagnostic
and constructive! Expectation Business
Analysts
Management
Where are we? Project Sponsor
& Stakeholders
Are we on track?
Are in trouble? Why?
What can we improve?
Direction and
“Tell me how you will measure me, Project Manager
Risk/Issue
and I will tell you how I will behave.” Motivation
- Goldratt Management
Punitive metrics
are self-defeating! Development
Team
Test Team
#2
3. Agile Metric Objectives … Distilled
Outcomes-Oriented
Measures value delivered to the customer, not effort consumed.
Motivated
Intended to address relevant questions, not random speculations.
Organic
Based on readily available data – from your current processes.
Diagnostic
Helps determine what is going wrong and what to do about it.
Pattern-based
Founded on regular, reasonable, teachable patterns
#3
4. Metrics
Iteration-level Release-level Portfolio-level Enterprise
(day-to-day) (iteration-to-iteration) (relse-to-relse, prod-to-prod) (qtr-to-qtr, year-to-year)
Pacing & Flow Progress & Fitness Value & Opportunity Agility & Vitality
Executive & Line Metrics are
Management
Using Resources Effectively! NOT Evil!
LoB Product Owner If You do
& Mgmt.
Build the Right Thing! them Right,
Metrics are
Practical
Development Team Start w/ Basics
Self-Defense!
Build the Thing Right! Then, Build Up
If You Don’t Measure It, You Don’t Understand It.
4
5. Essential Release-level
Project Mgmt. Questions
Essential Progress Questions
Is this release on-time?
Is this release healthy?
Essential Quality Questions
Is this release likely to be fit-for-release when it is
ready-for-release?
Is this project (in general) and this release (in
particular) effectively satisfying our customer’s
needs?
Ultimate Diagnostic Question
What can be done to get this project back on-track?
#5
9. Metrics
Iteration-level Release-level Portfolio-level Enterprise
(day-to-day) (iteration-to-iteration) (relse-to-relse, prod-to-prod) (qtr-to-qtr, year-to-year)
Pacing & Flow Progress & Fitness Value & Opportunity Agility & Vitality
Executive & Line Metrics are
Management
Using Resources Effectively! NOT Evil!
LoB Product Owner If You do
& Mgmt.
Build the Right Thing! them Right,
Metrics are
Practical
Development Team Start w/ Basics
Self-Defense!
Build the Thing Right! Then, Build Up
If You Don’t Measure It, You Don’t Understand It.
9
10. Management & Line-of-Business
Dashboard Tiles
Support at-a-glance
summary with drill-through.
Same 4 essential questions,
at a higher level, plus …
“How much do I have to worry
about this project?” – Risk
“Are we burning budget at a
sustainable rate?” – Costs
“Does this project still make
good business sense?” – Margin
or ROI
“Does this project support further
business or other initiatives
within the company?” –
Opportunity or Program Goals
#10 Dell Agile Summit
January 24, 2007
11. 10 Feature 4, 5.00
9
8 Feature 3, 5.39
7 Feature 2, 3.16
6
Severity of Risk
5 Chg. Request 1, 10.30
4 Feature 1, 6.71
3
Which risks really *need*
2
to be addressed *now*?
1 Chg. Request 2, 9.06
0
0 1 2 3 4 5 6 7 8 9 10
Probability of Occurence of Risk
#11
13. Thank you for attending!
Questions???
Contacts:
Al Goerner Jonathan Cook
Principal Emterprise Consultant Business Development, United Kingdom
al.goerner@valtech.com jonathan.cooke@valtech.com
+01 214 724 7240 +44 7748638031