One of the challenges many companies have in delivering an adoptable Business Intelligence solution is ensuring that the solution meets the “current” and “future” information needs of the stakeholders. Traditional waterfall implementation methods don’t work in the world of BI. The speed at which the business climate moves and changes these days warrants a rapid and agile deployment approach towards business intelligence solutions. This presentation discusses some of the key aspects of taking an agile deployment strategy towards your organizations BI solution.
Aagile business analytics - how a new generation bi is reducing risk and incr...Andrew Marks
1) The document discusses how agile business analytics, or "Generation BI", can help reduce risk and increase adoption of business intelligence solutions. It emphasizes taking an iterative and flexible approach to deployment.
2) Key aspects of an agile approach include involving stakeholders throughout, prioritizing requirements, embracing change, and delivering working software in short iterations. This allows for demonstrating progress regularly and adjusting based on feedback.
3) Other important considerations include understanding how users will leverage the solution, thorough testing and validation, and training end users to drive adoption and mitigate risks. Taking an agile approach helps ensure the BI solution can adapt to changing business needs.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
Evidence based decision-making - lean product developmentDevJam
Presentation mostly based on Don Reinertsen's book The Principles of Product Development: Flow, Second Generation Lean Product Development. It was presented at the MN Agile Experience Group meeting at the University of St. Thomas on Jan. 17, 2017.
Get faster results and more business value the Vree waysccarbone
Building with commercial tools and pre-packaged industry data models is Vree’s edge to accelerate time to value. These tools allow Vree to integrate and enrich activities across the data warehouse, enterprise resource planning (ERP), and master data management (MDM). They are key to taming fragmented systems and providing advanced reporting and analysis of key metrics.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
This document discusses the journey of a company transitioning from a waterfall development process to an agile development process. Some key points:
- The company initially tried introducing agile in 2012 but did not make much progress until hiring an agile coach in late 2012 and forming an agile champions team in early 2013.
- The transition involved reorganizing teams, training staff in agile practices, and shifting roles like business analysts becoming product owners. It took time for people to adapt to their new roles and responsibilities.
- Challenges included staff adjusting to writing user stories instead of long requirements documents, estimating story points consistently across teams, planning releases, and managing expectations around faster delivery from management.
The document summarizes Humana's FastStart Consumer Experience Lab and its implementation of agile and lean startup principles in a non-software environment. It describes how Humana identified the need for a more customer-centered approach and blended principles from agile, lean startup, design thinking, and lean six sigma. Key steps included casting an initial vision, recruiting and training staff, and gaining executive sponsorship through activities like an executive "boot camp" and board presentations. The approach involved shifting from traditional project management to a more collaborative agile/scrum model to accelerate idea testing and product development.
#8 agile governance questions you can and should be askingaboobier
The document discusses 8 questions that agile teams should ask regarding governance. It provides context around each question and examples of how they could be addressed. The questions focus on defining success criteria and measures, understanding scope and requirements, estimating timelines and costs, tracking progress, and ensuring work is releasable. Continuous learning and improvement is important, as the questions help teams reflect on what they have learned.
Aagile business analytics - how a new generation bi is reducing risk and incr...Andrew Marks
1) The document discusses how agile business analytics, or "Generation BI", can help reduce risk and increase adoption of business intelligence solutions. It emphasizes taking an iterative and flexible approach to deployment.
2) Key aspects of an agile approach include involving stakeholders throughout, prioritizing requirements, embracing change, and delivering working software in short iterations. This allows for demonstrating progress regularly and adjusting based on feedback.
3) Other important considerations include understanding how users will leverage the solution, thorough testing and validation, and training end users to drive adoption and mitigate risks. Taking an agile approach helps ensure the BI solution can adapt to changing business needs.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
Evidence based decision-making - lean product developmentDevJam
Presentation mostly based on Don Reinertsen's book The Principles of Product Development: Flow, Second Generation Lean Product Development. It was presented at the MN Agile Experience Group meeting at the University of St. Thomas on Jan. 17, 2017.
Get faster results and more business value the Vree waysccarbone
Building with commercial tools and pre-packaged industry data models is Vree’s edge to accelerate time to value. These tools allow Vree to integrate and enrich activities across the data warehouse, enterprise resource planning (ERP), and master data management (MDM). They are key to taming fragmented systems and providing advanced reporting and analysis of key metrics.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
This document discusses the journey of a company transitioning from a waterfall development process to an agile development process. Some key points:
- The company initially tried introducing agile in 2012 but did not make much progress until hiring an agile coach in late 2012 and forming an agile champions team in early 2013.
- The transition involved reorganizing teams, training staff in agile practices, and shifting roles like business analysts becoming product owners. It took time for people to adapt to their new roles and responsibilities.
- Challenges included staff adjusting to writing user stories instead of long requirements documents, estimating story points consistently across teams, planning releases, and managing expectations around faster delivery from management.
The document summarizes Humana's FastStart Consumer Experience Lab and its implementation of agile and lean startup principles in a non-software environment. It describes how Humana identified the need for a more customer-centered approach and blended principles from agile, lean startup, design thinking, and lean six sigma. Key steps included casting an initial vision, recruiting and training staff, and gaining executive sponsorship through activities like an executive "boot camp" and board presentations. The approach involved shifting from traditional project management to a more collaborative agile/scrum model to accelerate idea testing and product development.
#8 agile governance questions you can and should be askingaboobier
The document discusses 8 questions that agile teams should ask regarding governance. It provides context around each question and examples of how they could be addressed. The questions focus on defining success criteria and measures, understanding scope and requirements, estimating timelines and costs, tracking progress, and ensuring work is releasable. Continuous learning and improvement is important, as the questions help teams reflect on what they have learned.
David J Maskell: Digital Transformation Whilst the Wheels Are Still Turning, ...itSMF UK
Discover how Computacenter drove their Digital Workplace programme - Digitalme@CC throughout their global teams. Learn about the highs, the lows, adoption and how things could have been different. A fast paced overview on changing the wheels on several services in multiple languages whilst continuing to support their customers.
The document provides an overview of release planning, including:
1. It outlines the basic components of a release plan - creating a backlog, sizing and ordering items, determining velocity range, and finalizing the plan.
2. It discusses different types of release planning approaches - fixed date with variable scope being most common.
3. It emphasizes the importance of continual delivery of value to customers through thin vertical slices and fast feedback.
Pragmatism and Principles: Tools for Effective ChangeHamish Duff
Change Management is something every organisation struggles with. Now more than ever, building change capacity and capability is critical to our success. This presentation provides some practical techniques to help you implement lasting change.
Delivered to the itSMFnz 2015 National Conference - 12 May.
Anglea Johnson - Transforming or confusing the world of workPaul Ellarby
The document discusses the history and evolution of Scrum and Agile frameworks. It notes that concepts like Scrum have been around since the 1980s but are still considered "new" by some. It then discusses how organizations can better respond to change by focusing on priorities, trusting employees, and teaching empirical concepts like inspecting work and adapting based on lessons learned. The presentation encourages teams to reflect regularly on how to improve and adjust their behaviors accordingly.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
The document discusses agile leadership and how organizations need to adapt to constant change. It advocates for an agile approach where leaders emphasize collaboration, empowerment, learning and unlearning. The key aspects of agile leadership are outlined as setting a clear vision or strategy, establishing targets, empowering teams through humble management, focusing on individual effectiveness, and driving continuous improvement. Case studies on Amazon, Best Buy and CRISIL are presented showing how they embraced agile approaches to transform their businesses and focus on customers. The parting message is that agile leadership is essential for unlocking growth but must go beyond revenues and costs to truly transform organizations.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
This document discusses lean thinking and agile principles for improving productivity. It promotes embracing change and continuous improvement over rigid plans. Key aspects covered include lean concepts like just-in-time production, eliminating waste, continuous flow, and respect for people. Agile principles emphasized include valuing individuals, interactions, and responding to change over rigid processes. Methodologies like Scrum, Kanban, and lean software development are presented as ways to apply these principles through iterative development, visualization, inspection, and adaptation.
How do you ensure your SIAM model is fit for purpose, able to deliver once implemented, and is providing the business benefit realisation post deployment? Are your people and process in place? This presentation provides insight into the SIAM SIGS approach and how your business can benefit. The impact of change and not dealing with it is the causal factors of many IT ventures. Here Richard surfaces those issues and the need to address them in a successful SIAM implementation.
Agile Maine Meeting - Challenges and options in guiding agile adoptions agilemaine
This document summarizes the key challenges and options for organizations undergoing an agile adoption, as presented by Dave Moran. Some of the major challenges discussed include changing mindsets, copying practices superficially without adopting values, managing pushback to change, and empowering teams. The document provides guidance on addressing these challenges, such as focusing on reducing work-in-process, gaining commitment to change, distributing authority alongside information, and transforming the way the organization operates rather than just its structure. Coaching is presented as an effective way to support teams in learning and applying new approaches while working.
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
The document describes Cap Gemini Ernst & Young's Accelerated Solutions Environment (ASE), which aims to accelerate business decision making and solution creation. The ASE brings together diverse stakeholders over 2-5 days to tackle problems faster than traditional methods, which can take 3-9 months. Key components include ensuring the right purpose, inputs, people, environment, facilitation and process. The ASE has been used in over 1,200 events across many industries.
Many Agile practitioners are comfortable working iteratively in small slices once there’s a basic foundation, but struggle with where to start on a new project, product, or other big idea. Participants in this session will learn how to use Richard’s Feature Mining technique to find early slices of any big idea that provide value, learning, and risk-mitigation.
Agile For All clients have used this successfully for all kinds of software products, for combined software and hardware systems, and even beyond software in such areas as park construction and office remodeling. In some cases, projects with apparent significant up-front infrastructure requirements were able to ship a valuable slice to customers after just one or two sprints.
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
Putting Strategy Back in Strategy DeploymentKaiNexus
Webinar presented by Jeff Hunter, hosted by Mark Graban and KaiNexus
Presented by Jeff Hunter, President of Jeff Hunter Strategy
Managing vision and purpose with strategic agility has never been more important for health care leaders in a turbulent and transforming industry. We know that our old mental models and systems for strategic planning are insufficient; yet in our early attempts to translate the lean-based system of hoshin planning into strategy deployment, the essence of strategy has been lost in translation. We struggle with creating unique differentiating value from the patient’s perspective, making strategic choices to reduce organizational overburden, aligning strategic intent in the organization, and deploying initiatives in a manner that accelerates learning.
In this webinar, Jeff Hunter, the author of Patient-Centered Strategy, will share lessons that can apply to any industry.
Learning Objectives:
To learn the advantages of this Plan-Do-Study-Adjust strategic management system over the old strategic planning process.
To gain new insights for creating value from the patient’s perspective.
To understand the steps in the iterative process of developing and deploying strategy through rapid learning cycles.
To gain a basic understanding of how the tools in this system work together within the system, so you can practice at home
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
This document provides an overview of agile methodology for software development. It discusses how agile practices arose in response to the limitations of traditional waterfall approaches. The core principles of agile include valuing individuals and interactions, working software, customer collaboration, and responding to change. Agile methods embrace changing requirements, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and continuous improvement.
The document introduces agile development methodologies and provides an overview of how to implement them in an organization. It discusses benefits like increased productivity and faster time to market. However, it also notes challenges like difficulties with estimation and working with non-agile teams. The document recommends leveraging agile best practices where possible and understanding that implementation requires requests of management and teams to change roles and processes.
David J Maskell: Digital Transformation Whilst the Wheels Are Still Turning, ...itSMF UK
Discover how Computacenter drove their Digital Workplace programme - Digitalme@CC throughout their global teams. Learn about the highs, the lows, adoption and how things could have been different. A fast paced overview on changing the wheels on several services in multiple languages whilst continuing to support their customers.
The document provides an overview of release planning, including:
1. It outlines the basic components of a release plan - creating a backlog, sizing and ordering items, determining velocity range, and finalizing the plan.
2. It discusses different types of release planning approaches - fixed date with variable scope being most common.
3. It emphasizes the importance of continual delivery of value to customers through thin vertical slices and fast feedback.
Pragmatism and Principles: Tools for Effective ChangeHamish Duff
Change Management is something every organisation struggles with. Now more than ever, building change capacity and capability is critical to our success. This presentation provides some practical techniques to help you implement lasting change.
Delivered to the itSMFnz 2015 National Conference - 12 May.
Anglea Johnson - Transforming or confusing the world of workPaul Ellarby
The document discusses the history and evolution of Scrum and Agile frameworks. It notes that concepts like Scrum have been around since the 1980s but are still considered "new" by some. It then discusses how organizations can better respond to change by focusing on priorities, trusting employees, and teaching empirical concepts like inspecting work and adapting based on lessons learned. The presentation encourages teams to reflect regularly on how to improve and adjust their behaviors accordingly.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
The document discusses agile leadership and how organizations need to adapt to constant change. It advocates for an agile approach where leaders emphasize collaboration, empowerment, learning and unlearning. The key aspects of agile leadership are outlined as setting a clear vision or strategy, establishing targets, empowering teams through humble management, focusing on individual effectiveness, and driving continuous improvement. Case studies on Amazon, Best Buy and CRISIL are presented showing how they embraced agile approaches to transform their businesses and focus on customers. The parting message is that agile leadership is essential for unlocking growth but must go beyond revenues and costs to truly transform organizations.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
This document discusses lean thinking and agile principles for improving productivity. It promotes embracing change and continuous improvement over rigid plans. Key aspects covered include lean concepts like just-in-time production, eliminating waste, continuous flow, and respect for people. Agile principles emphasized include valuing individuals, interactions, and responding to change over rigid processes. Methodologies like Scrum, Kanban, and lean software development are presented as ways to apply these principles through iterative development, visualization, inspection, and adaptation.
How do you ensure your SIAM model is fit for purpose, able to deliver once implemented, and is providing the business benefit realisation post deployment? Are your people and process in place? This presentation provides insight into the SIAM SIGS approach and how your business can benefit. The impact of change and not dealing with it is the causal factors of many IT ventures. Here Richard surfaces those issues and the need to address them in a successful SIAM implementation.
Agile Maine Meeting - Challenges and options in guiding agile adoptions agilemaine
This document summarizes the key challenges and options for organizations undergoing an agile adoption, as presented by Dave Moran. Some of the major challenges discussed include changing mindsets, copying practices superficially without adopting values, managing pushback to change, and empowering teams. The document provides guidance on addressing these challenges, such as focusing on reducing work-in-process, gaining commitment to change, distributing authority alongside information, and transforming the way the organization operates rather than just its structure. Coaching is presented as an effective way to support teams in learning and applying new approaches while working.
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
The document describes Cap Gemini Ernst & Young's Accelerated Solutions Environment (ASE), which aims to accelerate business decision making and solution creation. The ASE brings together diverse stakeholders over 2-5 days to tackle problems faster than traditional methods, which can take 3-9 months. Key components include ensuring the right purpose, inputs, people, environment, facilitation and process. The ASE has been used in over 1,200 events across many industries.
Many Agile practitioners are comfortable working iteratively in small slices once there’s a basic foundation, but struggle with where to start on a new project, product, or other big idea. Participants in this session will learn how to use Richard’s Feature Mining technique to find early slices of any big idea that provide value, learning, and risk-mitigation.
Agile For All clients have used this successfully for all kinds of software products, for combined software and hardware systems, and even beyond software in such areas as park construction and office remodeling. In some cases, projects with apparent significant up-front infrastructure requirements were able to ship a valuable slice to customers after just one or two sprints.
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
Putting Strategy Back in Strategy DeploymentKaiNexus
Webinar presented by Jeff Hunter, hosted by Mark Graban and KaiNexus
Presented by Jeff Hunter, President of Jeff Hunter Strategy
Managing vision and purpose with strategic agility has never been more important for health care leaders in a turbulent and transforming industry. We know that our old mental models and systems for strategic planning are insufficient; yet in our early attempts to translate the lean-based system of hoshin planning into strategy deployment, the essence of strategy has been lost in translation. We struggle with creating unique differentiating value from the patient’s perspective, making strategic choices to reduce organizational overburden, aligning strategic intent in the organization, and deploying initiatives in a manner that accelerates learning.
In this webinar, Jeff Hunter, the author of Patient-Centered Strategy, will share lessons that can apply to any industry.
Learning Objectives:
To learn the advantages of this Plan-Do-Study-Adjust strategic management system over the old strategic planning process.
To gain new insights for creating value from the patient’s perspective.
To understand the steps in the iterative process of developing and deploying strategy through rapid learning cycles.
To gain a basic understanding of how the tools in this system work together within the system, so you can practice at home
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
This document provides an overview of agile methodology for software development. It discusses how agile practices arose in response to the limitations of traditional waterfall approaches. The core principles of agile include valuing individuals and interactions, working software, customer collaboration, and responding to change. Agile methods embrace changing requirements, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and continuous improvement.
The document introduces agile development methodologies and provides an overview of how to implement them in an organization. It discusses benefits like increased productivity and faster time to market. However, it also notes challenges like difficulties with estimation and working with non-agile teams. The document recommends leveraging agile best practices where possible and understanding that implementation requires requests of management and teams to change roles and processes.
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
Olena Grygorchuk - Refactor your understandings about Agile developmentTimetogrowup
This document discusses different project management methodologies, focusing on Agile vs Waterfall approaches. It summarizes that the Waterfall method is sequential and documentation-heavy, while failing to be flexible. Agile is presented as an alternative that values individuals, working software, collaboration and response to change through iterative delivery. The document advises picking a methodology based on a project's needs and team capabilities. A hybrid model combining Waterfall and Agile is also presented.
The 12 Agile Principles document outlines 12 foundational principles derived from the Agile Manifesto's 4 basic statements. The principles emphasize delivering value to customers through working software, welcoming changing requirements, frequent delivery in short iterations, collaboration between business and development teams, self-organizing motivated teams, face-to-face communication, measuring progress through working software, sustainable development pace, technical excellence, simplicity, self-organizing teams, and continuous improvement. The document provides explanations and examples for each principle.
Data management solutions always look good “on paper”. When it's just a matter of proposals and ROI projections on gleaming white stock, the “abstract” seems perfect. It's only when you go live, and real people get involved that things can get messy. If you don't have a clear, strategic implementation plan in place, who knows what could happen.
You need a plan. And Synergis has a proven plan. During this webcast, you’ll discover...
• Why creating alignment and generating positive buzz are essential to success
• What 6 critical steps must be followed to insure successful implementation
• Which best practices will make you a hero
• The most common pitfalls that impact ROI
The document provides an overview of agile project management. It begins by outlining some of the flaws and weaknesses of traditional waterfall models. It then discusses what agile is, defining it as an iterative approach focused on rapid delivery and ability to respond to change. The agile manifesto and principles are explained. Key agile concepts like user stories, acceptance criteria, epics are introduced and examples are provided. Finally, it covers some advantages and disadvantages of the agile methodology.
In the 21st century, organisations need to
● Put the customer in the centre of our focus
● Shed outdated ways of thinking
● Embrace an agile mindset
● Incorporate new ways of working
● Leverage the pace of change for competitive advantage
This talk explores what it means to be agile in a business context. It looks at the key elements needed, how they are interwoven and what is needed for organisations to transform their thinking and behaviour into new ways of working.
Business Agility is about putting the customer at the centre of the organization’s focus, changing from measuring activities to outcomes and creating an ecosystem which unleashes the productivity and innovation already present in the people in the organisation.
The document discusses lean analytics and lean principles for software development. It describes the main stages of product development - empathy, stickiness, virality, revenue, and scale. For each stage, it recommends key metrics to measure, such as daily/weekly active users for stickiness, viral coefficient for virality, and quarterly recurring revenue for revenue. It emphasizes focusing on one metric that matters the most for each stage, measuring assumptions in the right order, and using both qualitative and quantitative metrics for continuous learning and improvement.
Building an organisation for continuous deliveryJoshua Partogi
Change is now constant and organizations strive to reduce release cycles through continuous delivery of incremental updates. Continuous delivery aims to deliver changes to users as early as possible to build the right solutions, reduce risk, and keep software fresh. It is important to continuously learn and improve through a build-measure-learn cycle to meet shifting customer needs before their demands change.
The way how we help customers at ASPgems to do their software development projects in order to better accomplish their business objective in the Digital World.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
The Data Warehouse plays a central role in any BI solution: it's the back end upon which everything in the coming years will be created. It must be capable of being flexible in order to support the fast changes needed by today's business, but also with a well-know and well-defined structure in order to support the "engineerization" of its development process, making it cost effective. In this full-day session, we will discuss architectural design details and techniques, Agile Modeling, unit testing, automation, and software engineering applied to a Data Warehouse project.
The only way to do this is to have a clear idea of its architecture, understanding the concepts of measures and dimensions, and a proven engineered way to build it so that quality and stability can go hand-in-hand with cost reduction and scalability. This will allow you to start your BI project in the best way possible avoiding errors, making implementation effective and efficient, building the groundwork for a winning Agile approach, and helping you to define the way in which your team should work so that your BI solution will stand the test of time.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
The document provides an overview of agile project management concepts. It discusses key agile principles like iterative development, prioritizing customer feedback, and responding quickly to changes. The document contrasts the agile methodology with traditional waterfall approaches. It also defines common agile terms like user stories, product backlog, burn down charts, and minimum viable product. The goal of agile is to deliver working software frequently in short cycles to obtain early customer feedback.
The document discusses agile metrics and how they can be used to measure various aspects of agile processes and support continuous improvement. It begins by outlining purposes of metrics such as alignment, workflow improvement, quality, and trust. It then discusses what can and should be measured both quantitatively and qualitatively. Key aspects that can be measured include effort, time, components, tests, events, data, quality, perceptions, and attitudes. The document advocates measuring aspects that are most important and valuable to the organization. It provides examples of metrics for agile principles, processes, performance, value, and flow. Overall, the document promotes using metrics to increase visibility, alignment, quality, and improvement in agile systems.
Lecture on thinking about business concepts from the perspective of an engineer. I focus on clearly scoping business questions into 3 contexts and discussing methods for thinking about business concepts at each level.
July 12, 2017. Odessa, Ukraine.
First Draft Slides and first public presentation of this material. Hopefully more to come.
This document provides an overview of customer service and support (SAS). It defines SAS as assisting customers in using a product effectively and discusses how SAS differs from general customer service. The document also outlines best practices for SAS including following standards like ITIL, collecting feedback, and continuously improving based on customer input. Challenges of SAS like technology selection and meeting service levels are also addressed.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Andew Marks Agile Business Analytics How A New Generation Bi Is Reducing Risk And Increasing Adoption
1. Agile Business Analytics: How
a new “Generation BI” is
Reducing Risk and Increasing
Adoption
Andrew Marks, Vice President Professional Services
2. Agenda
• Today’s Agile Business Environment
• Getting The Right Start With Your BI Solution
• The Agile & Flexible Deployment
• Demonstrating Progress Regularly
• Other Things To Remember
• Summary
• Q&A
3. “You have to be fast on your feet and adaptive
or else a strategy is useless.”
– Charles de Gaulle
TODAY’S AGILE BUSINESS
ENVIRONMENT
4. Business Agility
• “An organization's ability to learn, and translate that learning into
action rapidly, is the ultimate competitive advantage.” - Jack Welch
• “Today, business is more like chess. Customer priorities change
continually, and the signals given by these changes are vital clues to
the next cycle of growth... “ – Adrian Slywotzky, author of The Profit
Zone
5. Business Agility & Agile BI
• Agile businesses need the right data at the right time to make
business decisions
• Ensuring that the data is actionable is critical
• What’s important to know today, may not be tomorrow
• Agile BI drives the Agile business
6. The Agile Manifesto
• Individuals and interactions – self-organization and motivation are
important, as are interactions
• Working software – working software will be more useful and
welcome than just presenting documents in meetings.
• Customer collaboration – Continuous customer or stakeholder
involvement is very important.
• Responding to change – agile development is focused on quick
responses to change and continuous development
7. Agility & Technology
• A single toolset for delivery reducing the need for product
experts in specific disciplines
• A framework to handle the inevitable changes that accompany
an ever changing business landscape
• Enablement of an iterative and adaptable deployment
approach
8. ‘Efficiency is doing things right; effectiveness
is doing the right things.”
– Peter Drucker
GETTING THE RIGHT START WITH
YOUR BI SOLUTION
9. Begin With The End In Mind
• Brainstorming to identify data needs
• Stakeholders “What I need to know” (WINK) business questions
• Develop a matrix of Measures & Dimensions
• BI Blueprint documents the matrix for answering the WINKs
• Focus on initial “WINK Wins”
10. Involve Your Stakeholders Throughout
• Stakeholder involvement is required early and often
• They own and should know the data
• Active stakeholder participation drives user adoption
• As program evolves so does Stakeholder knowledge and buy-in
11. Take an Evolutionary Approach
• Requirements, Understanding & Focus Will Change
• Today’s focus may not be tomorrow’s focus
• Don’t over analyze early and don’t try to boil the ocean
• Development should be incremental and iterative
• Envision at a high level to start but model using JIT approach
12. “I am a man of fixed and unbending principles,
the first of which is to be flexible at all times.”
– Everett Dirksen
THE AGILE & FLEXIBLE DEPLOYMENT
13. Model Just In Time (JIT)
• Detailed modeling is an iterative process
• Requirements will change throughout the project
• Discovery will occur as reports are developed and data is exposed
• Engaged Stakeholders will give you better answers to your data
questions as the project progresses
• This is a core concept of the Agile method
14. Organize Based on Priorities
Quick Wins Significant
High
Priority
Value Matrix
Really?
Low
Fill In’s Seriously?
Are you sure?
Low High
Effort
• Perform work based on priorities
• Every iteration should focus on fulfilling the highest priority
stakeholder requirements
• Each iteration increases the amount of data you extract and extends
your data model
• Delivering measurable and demonstrable value to your stakeholders
on a regular basis
15. Embrace Change
• Adapt a more agile approach to change management
• It’s called “change management” not “change avoidance”
• Stakeholders should be able to change their minds as the project
progresses
• Drivers of user adoption include ease of use and solution value
• Therefore, constantly be validating and adjusting to assure adoption
16. Limit the Iteration Time
• Limit iterations ideally to 2-4 weeks in length
• Provides more opportunity to govern the project effectively
• Facilitates greater feedback and delivery of working solutions
• Maintains focus on high value deliverables
• Allows for adjustments in focus more quickly as requirements and
priorities are attuned
18. Prove and Demonstrate your Approach
Early
• Everything looks good, sounds great and works flawlessly on
whiteboard & PowerPoint
• Develop working prototypes with real data from source systems
• Build a couple of sample visualizations to demonstrate system usage
19. Deliver Working Software Regularly
• Stakeholders will be much more interested and engaged
• Team members will look forward to the next iteration of the
deployment
• Being Agile is all about collaborating
• Encourages rapid and flexible response to change and delivery
20. “Things should be made as simple as possible,
but not any simpler.”
- Albert Einstein
OTHER THINGS TO REMEMBER
21. Don’t Overlook Usage
• Understand how the stakeholders will use the system to support
business objectives
• Leverage use cases or usage scenarios
• Solution needs to not only deliver the information but be available
to do it when users need it
22. Validation is Critical (test, test, test)
• Make sure to validate throughout the lifecycle of the project
• Ensure you are validating the right data in the right way
• What’s easy for the team to understand may not be for all users
• Validate:
• The User Experience – Should be easy to understand & navigate
• The Data - Nothing worse than invalid data to tarnish a user’s faith in a BI
solution
23. Training
• Delivering the right solution is only half the battle
• Adoption is critical
• Once the right solution is deployed you need to ensure the
end-users are trained
• End-User adoption is often overlooked
24. “If you want to succeed you should strike out on new
paths, rather than travel the worn paths of accepted
success.”
- John D. Rockefeller
25. Summary / Key Takeaways
The Agile
Manifesto
• Be Agile: Today’s rapidly changing business environment mandates
agility, especially with your BI solution
• Iterate: Begin with the end in mind, but don’t try and boil the ocean
• Collaborate: Take an evolutionary approach and make sure you involve
your stakeholders throughout and demonstrate progress
• Integrate: Information from many different source systems into a
holistic view and make sure to validate
• End User Experience: Be open to adjust based on greater awareness
and changing business needs
• Educate & Train: Enable your end-users to drive adoption and mitigate
risk
Charles de Gaulle - French general and statesman who led the Free French Forces during World War II. He later founded the French Fifth Republic in 1958 and served as its first President from 1959 to 1969
“An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” - Jack Welch, former Chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4000% and was the most valuable company in the world for a time.“The game of business used to be like football: size mattered. Then it changed to basketball: speed and agility. Today, business is more like chess. Customer priorities change continually, and the signals given by these changes are vital clues to the next cycle of growth... - Adrian Slywotzky, author of The Profit Zone
A single toolset: Avoids too many moving parts Provides a more collaborative development environment Offers up the opportunity to enable internal owners and stakeholders much more effectivelyWizards for common tasks: The ability to create a star schema by point and click without coding or the process of surrogate key managementA framework to handle the inevitable changes that accompany an ever changing business landscape The ability to edit reports and dashboards real time (edit the report and update it immediately)Enable an iterative and adaptable deployment approach Being able to quickly make changes and additions to the solution as the business needs change
Peter Drucker - was an influential writer, management consultant, and self-described “social ecologist”.
Begin with the End in mind – BI projects need to begin with the end in mind. In order to develop an effective BI solution (and supporting data warehouse if needed), you must first identify what data you are looking to expose. The best way to do this is through a series of Brainstorming sessions where you ask your end user stakeholders to identify the information that they need to do their business. For every “What I need to know” question, make sure you ask enough “Why” questions to determine if the information is really of significant value. This will also help you prioritize your data acquisition strategy, especially if there could be a significant “cost” (in development hours or hard $$$’s) to acquire that data.Based on the information gathered develop a matrixFor each metric you can then determine:MeasuresDimensionsFor Example:Which are the most profitable product lined in Area A?Measures = revenue & cost dataDimensions = area (zone), time (week)BI BlueprintDocuments the measures & dimensions for answering business questions and reflects the fundamental requirements
Stakeholder Involvement –A critical requirement and doesn’t require a whole lot of explanation. It’s their information you are exposing to perform their business activities. Active stakeholder participation also drives user adoption across the organization.
Evolve – As I stated before, requirements will change; your understanding of the data will change; your stakeholders understanding of the data will change; don’t over analyze early, and don’t try and boil the ocean. Keeping the overall needs of your stakeholders in mind, take an evolutionary approach to development. It’s not only important to make sure it is incremental but also iterative. Envision your requirements and architecture at a high level to start but make sure you are modeling and developing using a just in time (JIT) approach. Don’t worry about extending your data model especially when you are leveraging a platform such as Birst that embraces the agility of this approach.
Everett Dirksen - American politician of the Republican Party. He represented Illinois in the U.S. House of Representatives (1933–1949) and U.S. Senate (1951–1969). As Senate Minority Leader for over a decade, he played a highly visible and key role in the politics of the 1960s, including helping to write and pass the Civil Rights Act of 1964 and the Open Housing Act of 1968, both landmarks of civil rights legislation. He was also one of the Senate's strongest supporters of the Vietnam War and was know as "The Wizard of Ooze" for his oratorical style.
Just In Time Modeling – While capturing, documenting and agreeing to the business requirements for the initial rollout of the BI/DW solution is critical, the detailed modeling is typically going to be an iterative process. Like it or not, the requirements or going to change throughout the project. The speed at which business moves these days mandates it. Also, as data begins to be extracting from source systems and initial reports and dashboards are developed for data validation, you begin to not only acquire domain knowledge of the data, but you (and your stakeholders) also begin to discover certain nuances of the data that probably weren’t apparent to you at the time of the requirements gathering process. Your stakeholders who have been engaged in the development process will also be able to give you better answers to your data questions. Also, modeling everything up front has been shown to result in a significant wastage of effort.
Organize your work based on priorities – Agile development project teams perform work based on priorities, not based on technical issues such as source systems. Every iteration performed should be focused on fulfilling the highest priority stakeholder requirements that can fit into the pre-defined iteration timeframe. During each iteration you extend the amount of data you extract from your source system and extend your data model more and more. For example, if your iterations (or sprints) are two weeks in length, you pull two weeks’ worth of work from the top of the priority stack. By taking this approach, you are consistently delivering measurable and demonstrable value to your stakeholders on a regular basis and therefore reducing risk.
Embrace Change – Don’t just prepare for it, embrace it. Instead of adapting a strict change management process, adapt a more agile approach to change management where your stakeholders can change their minds as the project progresses. I cannot over-emphasize the importance of user adoption. There are two key elements to user adoption: 1) is the application or solution easy for your stakeholders to use; and 2) are they getting value out of the solution. If your stakeholder believes that a change of requirements is warranted because it will allow them to have a better understanding of the data or provides for more intuitive analysis, than it is key that information is available to them. You should still prioritize those changes and follow the Agile process when determining “when” to release those changes.
Limit Iteration Time – Typically you should limit your iterations to 2-4 weeks in length. This will provide more opportunity to govern the project effectively due to much greater feedback and regular delivery of working solutions. These shorter iterations allow you to focus on the high value deliverables and also to make adjustments in focus much more quickly and easily as requirements are adjusted and priorities change.
Jim Rohn American entrepreneur, author and motivational speaker. His rags to riches story played a large part in his work, which influenced others in the personal development industry. Mentor to Tony Robbins & Jack Canfield (Chicken Soup book series).
Prove Your Approach Early – Everything looks and works great on a whiteboard or in a PowerPoint presentation but it isn’t until you’ve proven it in a working system that you know your architecture and approach actually works. You don’t need to boil the ocean. You should put together an actual working prototype with real data from real source system feeds and build a couple of sample visualizations in order to demonstrate the system usage. You don’t want to build something that ends up being shelf-ware which nobody wants to use. This is a core element of the Agile development process.
Deliver Working Software Regularly – As mentioned earlier, by following short iterations (or sprints), you should be able to deliver working aspects of your system on a regular basis. This will result in stakeholders who are much more interested in the solution and more engaged in the entire project process because they are actually able to use the fruit of the labor quickly. Your stakeholders will “look forward” to the next iteration of the deployment instead of “just another specification discussion.” The Agile approach is all about requirements and solutions evolving through collaboration between self-organizing, cross-functional teams. It not only encourages rapid and flexible response to change, but also rapid delivery of objectives. Typically though, this is at the cost of documentation.
Aristotle - Greek philosopher and polymath, a student of Plato and teacher of Alexander the Great. His writings cover many subjects, including physics, metaphysics, poetry, theater, music, logic, rhetoric, linguistics, politics, government, ethics, biology, and zoology. Together with Plato and Socrates (Plato's teacher), Aristotle is one of the most important founding figures in Western philosophy. Aristotle's writings were the first to create a comprehensive system of Western philosophy, encompassing morality and aesthetics, logic and science, politics and metaphysics.
Don’t overlook usage – You need to understand how your stakeholders will potentially use the system to support their business objectives. Leveraging use cases or usage scenarios is key. You need to make sure that your system not only delivers the information that the stakeholders need, but will be available to them when they need it. Delivering a retail sales dashboard to 600 information consumers who are all going to look at it at the same time on Monday morning requires a different strategy than having a customer support dashboard that could potentially be used by up to 600 users at different times over a given day or week. Could be the same amount of data, and the same number of users, but the usage patterns differ dramatically.
Test, Test, Test – Make sure to validate throughout the lifecycle of the project. This is particularly critical in data warehouse or BI implementations. Make sure you are validating the right data in the right way as well. You cannot necessarily compare a report from your new system to a report from your old system and expect the same result without understanding the data first. For example; You have developed a data warehouse from a number of your legacy OTLP source systems from which you will be developing your BI solution. A report for a specific subject area written in your legacy system may not have the same results as the same report written against your data warehouse. The key is to understand where the disconnect is. The first step is to validate that the data coming out of your OLTP system is being loaded correctly into your data warehouse. The next step is to make sure that the report written is using the same formulas and approach for both reports. It may sound pretty basic, but we regularly encounter customers that are scratching their heads wondering where the issue is.
Aristotle - Greek philosopher and polymath, a student of Plato and teacher of Alexander the Great. His writings cover many subjects, including physics, metaphysics, poetry, theater, music, logic, rhetoric, linguistics, politics, government, ethics, biology, and zoology. Together with Plato and Socrates (Plato's teacher), Aristotle is one of the most important founding figures in Western philosophy. Aristotle's writings were the first to create a comprehensive system of Western philosophy, encompassing morality and aesthetics, logic and science, politics and metaphysics.