At2012 bengaluru continuous_visibility-souvikb
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The document discusses the importance of continuous visibility in projects. It advocates using a virtual card wall and walk-the-wall standups to provide visibility into progress and issues. This helps the team take corrective action early to avoid surprises. Using a virtual wall allows recording history and metrics. While it lacks a physical feeling, it enables remote participation and tools like a pairing matrix and progress meter. The document further recommends process improvements like limits on in-progress cards.
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- Imperfect changes are acceptable if they integrate user feedback and keep the system evolving. Involving the community helps improve changes.
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The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.
Governance mechanism to further business agility
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable.
How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last
Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.
Opening the Mainframe world to Mobile Ecosystem in a seamless and beneficial ...
Opening the Mainframe world to Mobile Ecosystem in a seamless and beneficial ...India Scrum Enthusiasts Community
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability.
In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.Workplace Happiness - Is Business Agility Taking us Towards Happy Workplaces?
Workplace Happiness - Is Business Agility Taking us Towards Happy Workplaces?India Scrum Enthusiasts Community
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense.
The two studies that this session will discuss about are as follows:
Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink
Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself
This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.Wave 2 of Agile: Agile Leadership Redefined
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
Agile Engineering Environment – 2017
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
Management for Agility and Outcomes
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.
Agile Mindset Shifting: Agile For All
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Agile Engineering Environment – 2017
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
Wave 2 of Agile: Agile Leadership Redefined
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
Five (Oops!) Six Mistakes You are Making as a Leader
The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values.
Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.
Empower the Forbidden Power Players
Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources.
Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.
Agility in Education System for Digital India
Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?
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https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
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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.
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
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At2012 bengaluru continuous_visibility-souvikb
- 1. Continuous Visibility Souvik Basu (Senior Consultant, ThoughtWorks) 2012 September
- 2. “I never knew we have such a huge hangover until the end of iteration” WHY IS VISIBILITY SO IMPORTANT IN ANY PROJECT? 09/29/12 www.agiletour.com
- 3. Why is Visibility so important in any Project? • Without Visibility, team members do not have any idea of where they are in the iteration • At the end of the iteration, nothing much can be done 09/29/12 www.agiletour.com
- 4. “Do we foresee a hangover in this iteration?” NEED FOR CONTINUOUS VISIBILITY 09/29/12 www.agiletour.com
- 5. Need for Continuous Visibility • To give a sense of where we are in the iteration, on a continuous basis • To take necessary steps ahead of time • To reduce surprises to stakeholders at the end of iteration • Taking corrective action on time is a responsibility of the whole team and not just the iteration manager 09/29/12 www.agiletour.com
- 6. “We are not interested in what you worked on” HOW WE ACHIEVED IT – WALK THE WALL 09/29/12 www.agiletour.com
- 7. How we achieved it – Walk the Wall • Change the stand up pattern • Instead of Round Robin, do Walk the Wall • Walk the card wall right to left • Give updates on the progress, issues and status of cards which are “in-progress” • Talk about blocking issues about cards and how to address them • Talk about learning the team had while working on a card 09/29/12 www.agiletour.com
- 8. “It’s difficult for the team to gather around the physical wall for stand up” ADDRESSING ISSUES WITH STANDUPS AROUND A PHYSICAL WALL 09/29/12 www.agiletour.com
- 9. Addressing issues with Standups around a Physical wall • Typically for larger teams, having stand up around a physical wall is difficult • A virtual wall also maintains history that can be helpful during retro 09/29/12 www.agiletour.com
- 10. Addressing issues with Standups around a Physical wall 09/29/12 www.agiletour.com
- 11. “Why the virtual wall?” THE PROS AND CONS OF A VIRTUAL WALL 09/29/12 www.agiletour.com
- 12. The Pros and Cons of a Virtual Wall • Pros o Can record history of wall status over days o Can record time taken for stand ups o Good to show number of days remaining in iteration • Cons o Does not have the “feeling” of physical cards on a wall o Needs a room with projector 09/29/12 www.agiletour.com
- 13. “How else did the virtual wall help us” GOOD SIDE EFFECTS: PAIRING MATRIX AND ICE CREAM METER 09/29/12 www.agiletour.com
- 14. Good side effects: Pairing Matrix and Ice Cream Meter • Pairing Matrix: to keep track of whom to pair with and whom to avoid pairing with 09/29/12 www.agiletour.com
- 15. Good side effects: Pairing Matrix and Ice Cream Meter • Ice Cream meter: fun way to enforce discipline to attend stand ups on time 09/29/12 www.agiletour.com
- 16. “In QA means not yet Done” TAKING IT A STEP FURTHER 09/29/12 www.agiletour.com
- 17. Taking it a step further • Have only 3 lanes in Wall o New o In Progress o Done • Allow 5 max cards in-progress and do not allow any more card to be picked up until cards are moved out • A Card in-Dev and in-QA are “In Progress” • A Card goes to “Done” lane only after QA is complete • This encourages the team to take efforts to move cards beyond QA and not just leave them in QA 09/29/12 www.agiletour.com
- 18. “OK, where can I get the tool from?” REFERENCES 09/29/12 www.agiletour.com
- 19. References • http://martinfowler.com/articles/itsNotJustStan dingUp.html • The virtual wall tool available at http://xptools.codeplex.com/ 09/29/12 www.agiletour.com
- 20. QnA 09/29/12 www.agiletour.com