Before you start Scaling (Scrum)
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Scaling is seen as a must and many companies see it as a way of transforming organizations. We see using the Spotify Model or SAFe from day one. However, what is missed it that when you scale, you scale your problems too. There are things to consider before you scale. You need to understand if you want to scale and how. Does it really pay off? What's your scaling strategy? There are also aspects to consider when you choose the approach. I will share my experience with scaling and large organization transformation.
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Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
Scrum Guide & SAFe Agile booklet
The document summarizes changes made between different versions of the Scrum Guide and SAFe frameworks over time. Some key changes to Scrum included removing prescriptive language, emphasizing a self-managing Scrum Team rather than self-organizing teams, and introducing the concept of a Product Goal. Changes to SAFe included improving business outcomes, evolving continuously to incorporate new knowledge, and the introduction of SAFe 5.1 with minor updates to the Big Picture framework graphic.
Introduction to scaled agile framework
This is a brief introduction to Scaled Agile Framework - covers about some of the other Scaling approaches
Kanban Coaching Exchange - Why asking to become agile gets you in trouble
- Wolfgang Wiedenroth is the Managing Director of it-agile, a consulting firm focused on agile software development. He has over 15 years of experience in agile methods like Scrum, Kanban, and others.
- He discusses how simply asking teams to "become agile" often causes problems and confusion. Instead, teams should focus on becoming purposeful and effective by clarifying their goals and addressing current issues through collaborative improvement.
- Kanban, with its focus on starting from the current state and empowering teams, provides a method for purposeful change and giving teams more control over their work. Asking "How do we become purposeful and effective?" leads to better outcomes than
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
GAC - Agile and Scrum Training
This document provides an overview of an Agile and Scrum workshop presented by Rasmus Runberg. It includes an introduction to Rasmus and the workshop agenda. The document then covers the key topics in the workshop: What is Agile, the Agile Manifesto, Scrum values and process, and the Scrum roles of the Development Team, Scrum Master, and Product Owner. It describes group activities for participants to discuss the Agile Manifesto principles and benefits of Agile. It also provides information on the Product Backlog and how stories are prioritized from high-level Epics down to individual User Stories.
Lean and Agile: The Eternal Siblings
The primary intent of this presentation is to bring forward the similarities and differences between Lean and Agile software development paradigms at the root level, and how these can be leveraged in order to create complex software solutions.
Understanding Roles on an Agile Project
The ideal agile team is a self organizing, dedicated, cross functional group that has all the skills necessary to deliver a solution that solves their customer’s problem. As a result, the list of roles on an agile team is fairly short generally consisting of roles such as Scrum Master, Product Owner, and the Team. Given all that, many project managers wonder where they fit in. They may act as the Product Owner if they have the skill set and decision making authority to determine what the product should contain. They may become the Scrum Master if they are able to practice servant leadership and act as a coach and facilitator. They may become part of the team and help develop or test. They may focus on coordinating the efforts of multiple agile teams to support the broader goals of a large program. They may not be a good fit for an agile environment at all. Join Kent McDonald as he describes the Product Owner and Scrum Master roles in an agile environment and discusses the various ways that project managers can assess their skill sets and project characteristics to determine where they fit into the picture.
Agile ME Meetup: Agile Transformation Session 2 - Agile Frameworks
Second session in a series of Meetups focussing on Agile transformation.
In this session we focus on the Agile frameworks, processes and tools that can support the Agile mindset.
Scrum as a foundational piece of SAFe(tm) - Give Thanks to Scrum 2016
As part of Give Thanks to Scrum's 2016 theme of "Scrum as a foundation for Agile Scaling approaches" Yuval Yeret and Dan Mezick explore how Scrum is a foundational piece of the Scaled Agile Framework(tm) and what is required in order to scale not just Scrum's practices but also its DNA and how SAFe approaches this challenge.
Scaled Agile Framework SAFe 4.0
Discussed and summarized Scaled Agile Framework (SAFe@4.0) concept as an extension of Agile, together with Steve Ohnishi and two more people.
Scaled agile framework (SAFe) - adopting agile at enterprise scale
The Scaled Agile Framework (SAFe) is an agile framework for enterprise-scale organizations. It addresses challenges of architecture, integration, funding, and roles at scale. SAFe has three levels - portfolio, program, and team. At the portfolio level, investment themes drive budget allocations. The program level uses Agile Release Trains of 5-10 teams to deliver value in 10 week iterations. Teams use Scrum or Kanban with 2 week iterations. SAFe aims to apply lean-agile principles at an enterprise scale.
Top 50 Scaled Agile Interview Question and Answers | Edureka
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This Edureka PPT on "Scaled Agile Interview Questions" will help you prepare for your agile job roles which are based on Scaled Agile Framework. The topics discussed in this course are listed below:
Beginner Level Scaled Agile Interview Questions
Intermediate Level Scaled Agile Interview Questions
Advances Level Scaled Agile Interview Questions
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What's hot (20)
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lost in Translation: The Product Manager in Agile Organizations (Ramon Guiu P...
Lost in Translation: The Product Manager in Agile Organizations (Ramon Guiu P...
AgileCamp 2014 Track 1: Accelerating Agile Enterprise Adoption with Scaled Ag...
AgileCamp 2014 Track 1: Accelerating Agile Enterprise Adoption with Scaled Ag...
Agile from the executive floor - defining agility in business terms - Agile P...
Agile from the executive floor - defining agility in business terms - Agile P...
Kanban Coaching Exchange - Why asking to become agile gets you in trouble
Kanban Coaching Exchange - Why asking to become agile gets you in trouble
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
Agile ME Meetup: Agile Transformation Session 2 - Agile Frameworks
Agile ME Meetup: Agile Transformation Session 2 - Agile Frameworks
Scrum as a foundational piece of SAFe(tm) - Give Thanks to Scrum 2016
Scrum as a foundational piece of SAFe(tm) - Give Thanks to Scrum 2016
Scaled agile framework (SAFe) - adopting agile at enterprise scale
Scaled agile framework (SAFe) - adopting agile at enterprise scale
Top 50 Scaled Agile Interview Question and Answers | Edureka
Top 50 Scaled Agile Interview Question and Answers | Edureka
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This document summarizes Sophos' transition to scaled agile practices from 2015-2016. It describes challenges with predictability and transparency in their previous process. Their goals for agile transformation included planning in 3 month cycles with 2 week sprints. Key insights included giving teams new experiences, aiming for feature teams, and investing in engineering excellence long-term. Scaling agile helped with alignment, quality, agility across teams, and continuous improvement.
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It was repeatedly observed that as the number of Scrum teams within an organization grew, two major issues emerged:
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This document provides an overview of Agile software development using the Scrum framework. It defines Agile and Scrum, outlines the Scrum process, roles and artifacts, and emphasizes values like transparency, adaptation, self-organization, collaboration and delivering working software frequently. The Scrum framework is iterative with short development cycles to deliver value to customers early and continuously.
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This document provides an overview of Agile methodology. It begins with defining Agile as being able to quickly identify and seize opportunities. It then discusses why organizations should adopt Agile practices, including greater flexibility, faster time to market, and enabling new business models. The document also outlines some of the key principles and practices of Agile development, such as iterative delivery and responding to change.
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More from Krystian Kaczor
Ledership w scrum
W ramach transformacji do zwinnej organizacji pojawiają się często niezaadresowane pytania. Jak managerowie powinni pracować z Zespołami Scrum. Czy w Scrum nie ma zarządzania? Co zrobić z managerami? Samo-organizacja jest postrzegana jako kompletny chaos. Pojawia się hasło, że potrzebujemy mieć procesy zarządcze, więc potrzebujemy mieć managerów. Wiele osób nie rozumie czym różni sie lider od managera. Jak managerowie powinni pracować z Zespołami Scrum? Czy w Scrum w ogóle nie ma zarządzania? Czy w Zespole Scrum są liderzy? W swoim wystąpieniu odpowiem na te pytania. Opowiem czym jest servant-leadership. Jak przejść z hierachicznej organizacji z kulturą zarządzania ludźmi na organizację zwinną. Opowiem czym mogą a nawet powinni zajmować się managerowie w organizacji.
Agile transformation 1.3
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
User Story
Jak podejść do wymagań w Agile? Jak pisać dobre User Story? Po czym poznam, że to jest dobre User Story? Kto pisze User Story? Czy w Scrum stosujemy tylko User Story? Jak szybko budować Product Backlog?
Jak (nie) zabić agile przy użyciu jira
Jira jak każde narzędzie może posłużyć do czegoś dobrego albo czegoś złego. Możemy wspierać pracę w Agile, albo wręcz odwrotnie, zabić każdy aspekt Agile. A na początek wystarczyłoby skorzystać z ustawień schematu scrum w Jira Software.
Jak pracuje Product Owner? Spotkanie LubLean and Agile
Product Owner jako osoba pisząca User Story (Historyjki Użytkownika) to jeden z najczęściej powtarzających się mitów na temat Scrum. Pojawiają się też głosy, że to niemożliwe, żeby jedna osoba potrafiła zarządzać Product Backlog. Czy aby na pewno? Czym zajmuje się Product Owner? Z jakich narzędzi korzysta Product Owner? Czy jest na 100% dostępny dla Zespołu Develoeprskiego? Co do tego ma Scrum Master?
7 grzechów agile coacha
7 grzechów głównych Agile Coacha
Mam dla Ciebie dwie wiadomości, jedną dobrą i jedną złą. Zgadniesz, którą przeczytasz najpierw?
Pamiętam jak uczyłem żonę jeździć na nartach w austriackich Alpach i trzeciego dnia wybraliśmy się na duży stok. W trakcie zjazdu zatrzymaliśmy się na lunch i przed wyruszeniem w dalszą drogę spytaliśmy kogoś, kto wyglądał na lokalnego górala, którego szlaku powinniśmy się trzymać. Strasznie głupio czułem się później tłumacząc żonie, że jesteśmy 45 km od naszego samochodu. Najprostszym i najszybszym sposobem osiągnięcia celu było pokonanie góry jeszcze raz. Od tego czasu nie pytam o radę pierwszego lepszego człowieka wyglądającego na górala.
Agile obecnie przeżywa rozkwit na polskim rynku. Można śmiało powiedzieć, że na krzywej adopcji weszliśmy w etap przynajmniej wczesnej większości. I to jest dobra wiadomość dla tych, dla których Agile to pasja. Kiedy na rynku pojawia się popyt, pojawiają się sposoby zaspokojenia zapotrzebowania. Większa świadomość czym jest Agile i jak wygląda droga do osiągania zwinności powodują, że w naszym przypadku oznacza to prawdziwy wysyp osób określających się mianem Agile Coach. W połączeniu z krążącymi w Polsce mitami na temat coachingu tworzy to prawdziwie wybuchową mieszankę. I to jest ta zła wiadomość.
Jeżeli przypadkowy Agile Coach nie osiągnie efektów, to pół biedy. Ale może też wyrządzić duże szkody. A nie ma nic bardziej demotywującego dla organizacji niż oduczanie złych nawyków kiedy adres IP komputera poprzedniego coacha nie zdążył wygasnąć.
W trakcie mojego wystąpienia opowiem czego nie powinien robić prawdziwy Agile Coach. Powiem także co i jak powinien robić. Zapewnię dawkę unikalnej wiedzy, którą powinny poznać osoby które już pracują lub chcą zacząć pracować w Agile. Jeśli chcesz kiedyś zostać Agile coachem, przyjdź koniecznie.
Dlaczego developerzy nie lubią scrum Zwinna Łódź
Scrum jest z nami od 1995, ale tak naprawdę pod polskie strzechy zawitał stosunkowo niedawno. W ostatnich pięciu latach zainteresowanie Scrum w Polsce nieustannie rosło. W tej chwili albo już pracujesz w czymś przypominającym Scrum, albo za chwilę będziesz. Developerzy nawet pomimo początkowej ekscytacji szybko zniechęcają się do nowego sposobu pracy. Zaczyna się hejt i marudzenie. Pomimo całej samo-organizacji i zbliżenia do użytkownika pojawia się opór i postawa obronna. Dlaczego tak się dzieje? Czy to problem z developerami? Jak przeciwdziałać problemom i sprawić, żeby praca w Scrum była przyjemna i motywująca? Opowiem o tym podczas mojego wystąpienia.
Sprint retrospective wartości scrum
Wielu Scrum Masterów nie ma pomysłu lub ma trudności z prowadzeniem wartościowych Retrospekcji Sprintu. Młodzi, niedoświadczeni adepci tej sztuki często ograniczają się do jednej dobrze przećwiczonej metody. Najgorzej, kiedy jest to wariacja oparta na plusach i minusach lub ćwiczeniu rozgwiazda. Każdy zespól to widział i szybko się znudzi. Z tego powodu, retrospekcja staje się "koniecznym złem” dla zespołu, nudnym spotkaniem, które nie przynosi żadnej wartości. Zespół przestaje się angażować. Dlatego warto poszerzać warsztat i sprawdzać inne metody. Dzisiaj chciałabym Ci przedstawić Retrospekcję z wykorzystaniem niedawnej zmiany w Scrum Guide - dodanych Wartości Scrum.
Analityk biznesowy w agile
W trakcie transformacji do Agile jeden z problemów do rozwiązania to umiejscowienie roli analityka w nowej rzeczywistości. Pula rozwiązań wydaje się tutaj mocno ograniczona standardami. Scrum Guide nie wyznacza takiej roli i nie wskazuje co zrobić z analitykiem. A może analityk nie jest w ogóle potrzebny w Agile? Nawet jeśli znajdziemy dla niego miejsce to trudno jest pracować w iteracjach tak, żeby było to wartościowe i efektywne. W swojej pracy widziałem już kilka konfiguracji w mniejszych i większych przedsięwzięciach. Każdy wybór oczywiście ma swoje plusy dodatnie i plusy ujemne. Opowiem zatem jak funckjonowała w moim doświadczeniu analiza biznesowa w środowiskach Agile, w szczególności z zespołami Scrumowymi oraz jakie są opcje rozwiązania sytuacji Analityka.
Agile fakty i mity
Ponad 80% organizacji twierdzi, że korzysta z metod Agile, a 80% z nich ma Scrum. Pomimo 21 lat od powstania Scrum i 15 lat od spisania Agile Manifesto nadal pojawiają się nieprawdziwe opinie, a nawet powstają całe metody rozwiązujące nieistniejące problemy. Im wyżej w strukturze organizacji tym gorzej z wiedzą i tym więcej nieprawdziwych założeń. Od czasu do czasu nadal usłyszymy, że nie ma architektury, że Scrum nadaje się tylko do małych projektów, że Scrum to metoda zarządzania projektami, że nie trzeba pisać dokumentacji, testerów nie ma, bo nie ma takiej roli, a Sprint to taki mały waterfall i tym podobne głupoty. Skąd to się bierze? Najczęściej z braku zrozumienia podstaw lub ze słabej jakości źródeł pozyskanej wiedzy. W praktyce jeśli nie wie się co jest prawdą, a co jest zmyślone bardzo trudno zrozumieć co się na prawdę dzieje i jak powinny wyglądać procesy wytwórcze.
Można dać komuś rybę, ale dużo lepiej jest dać wędkę i nauczyć łowić ryby. Dlatego podczas mojego wystąpienia omówię podstawy zagadnień i zbuduję solidne fundamenty do podejmowania decyzji na co dzień.
Dlaczego developerzy nie lubią scrum
Scrum jest z nami od 1995, ale tak naprawdę pod polskie strzechy zawitał stosunkowo niedawno. W ostatnich pięciu latach zainteresowanie Scrum w Polsce nieustannie rosło. W tej chwili albo już pracujesz w czymś przypominającym Scrum, albo za chwilę będziesz. Developerzy nawet pomimo początkowej ekscytacji szybko zniechęcają się do nowego sposobu pracy. Zaczyna się hejt i marudzenie. Pomimo całej samo-organizacji i zbliżenia do użytkownika pojawia się opór i postawa obronna. Dlaczego tak się dzieje? Czy to problem z developerami? Jak przeciwdziałać problemom i sprawić, żeby praca w Scrum była przyjemna i motywująca? Opowiem o tym podczas mojego wystąpienia.
Agile Tester - Czy to w ogóle ma sens?
Jest już 2016, a różni guru i instytucje certyfikujące nadal promują pomysł specjalizacji Agile Tester. Jak są rozumiane Agile Tester i Agile Testing? Czy to jest zgodne z ramami Scrum? Czy Agile Testing to tylko techniki XP?
Wymagania w Agile
No i stało się. Nadszedł ten dzień, kiedy szef poinformował Cię, że nadszedł czas na zmianę sposobu pracy na Agile. Jeśli miałeś wprowadzenie Agile robione metodą skoku na głęboką wodę, to możesz poczuć się jak szeregowiec Cage, główny bohater filmu z Edge of Tomorrow. Nie ma czasu na wyjaśnienia, weź nowe narzędzia i biegnij. Różnica jest taka, że Ty nie będziesz miał/miała kolejnego podejścia w przypadku porażki projektu.
Patrząc na Manifest Agile z punktu widzenia zarządzania wymaganiami możemy mieć pewne obawy. Zmiana jest mile widziana. Działające oprogramowanie ważniejsze niż wyczerpująca dokumentacja. Współpraca z klientem zamiast negocjowania kontraktu. Czy zmiana jest zawsze możliwa? Czy planowanie jest zbędne? Brak gruntownej wiedzy i wprowadzenie Agile na szybko tworzą kolejne mity. Opowiem jak pracować nad wymaganiami i jak Zespół Scrum może nimi zarządzać.
Kim jest Agile Tester
Nas świat przyspiesza, czas wydaje się biegnąć coraz szybciej a zalewający nas potok informacji nie ma końca. Potrzebujemy szybkich i skutecznych metod wytwarzania nowych produktów. W tym celu zostały opracowane metody i frameworki Agile, ze Scrum na czele.
Jest więcej niż bardziej prawdopodobne, że następny projekt, na którym będziesz pracował, lub nowy kontrakt będzie oznaczał pracę według reguł Agile. Organizacje już teraz zaczynają poszukiwać na rynku specjalistów określanych jako Agile Tester. Czy możemy w pełni opisać kim jest i jak działa taka osoba?
Co tester może zrobić, żeby odnieść sukces w nowej sytuacji? Jak trzeba zmienić podejście do swojej roli i sposobu wykonywania pracy. Czy potrzebne są nowe procesy i narzędzia? Czy zmienia się misja testowania? Czy to prawda, że w zespole Scrum są tylko Deweloperzy?
Zapraszam na prezentację podczas której odpowiem na pytania najbardziej nurtujące testerów spotykających Agile na swojej ścieżce zawodowej. Do pełnego zilustrowania profilu Agile Terstera posłużę się modelem popularnie stosowanym w coachingu.
Skalowanie Agile
The document discusses three case studies of scaling Agile practices to the enterprise level. The first case study describes challenges with a team using only Scrum practices and how adopting additional XP practices like test-driven development and continuous integration helped. The second case study explains problems that arose from multiple teams working on a shared backlog and lack of synchronization; Kanban was introduced to help. The third case study outlines issues with multiple outsourced teams and lack of integration; Kanban, additional roles, and improved coordination helped address these challenges at the portfolio level.
Quality Assurance in Scrum
This document contains slides from a 2010 presentation on testing in Scrum. It discusses key Scrum principles like iterations, self-organizing cross-functional teams, and continuous improvement. The slides cover testing practices like test-driven development, having no separate test team, continuous testing, and automating tests from the unit to GUI levels. User stories and their elements are explained. The document advocates testing that follows the Scrum process and values working software over documentation.
Zapewnienie jakości w Scrum
Prezentacja na temat zapewnienia jakości i testowania w środowisku metod zwinnych, czyli Agil
Wprowadzenie do Agile
Wprowadzenie do Agile, czyli porównanie Waterfall i Agile, omówienie podstaw metod Agile, Scrum, XP, DSDM, FDD itd.
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在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
学校原件一模一样【微信：741003700 】《(UVic毕业证书)维多利亚大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Org Design is a core skill to be mastered by management for any successful org change.
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Before you start Scaling (Scrum)
- 1. @krystian_kaczor BEFORE YOU START SCALING 1 BEFORE YOU START SCALING Agile By Example 2019 © QAgile 2019 v. 1.0 @QAgile_plwww.qagile.plfb.me/qagilepl
- 2. @krystian_kaczor BEFORE YOU START SCALING 2 Scaling, Transformation WHAT IS SCALING?
- 3. @krystian_kaczor BEFORE YOU START SCALING 3 SCALING – WHAT DO YOU MEAN? # OF TEAMS # OF PRODUCTS 1 >1 1 >1 Scaled Scrum Scrum Portfolio / Agile Transformation Context Switching Today let’s focus here
- 4. @krystian_kaczor BEFORE YOU START SCALING 4 YOU WANT MORE OF VS YOU ALSO GET MORE OF • Output • Impact • Shorter T2M • Revenue • Process overhead • Dependencies • Integration issues • Defects • Problems with bottlenecks • Impediments • Bad Scrum implementation
- 5. @krystian_kaczor BEFORE YOU START SCALING 555 Scaled Scrum is still Scrum
- 6. @krystian_kaczor BEFORE YOU START SCALING 6 What do you want to achieve? WHY TO SCALE
- 7. @krystian_kaczor BEFORE YOU START SCALING 7 REASONS FOR SCALING 1. We want to go faster 2. Our product is really big 3. Our business is growing
- 8. @krystian_kaczor BEFORE YOU START SCALING 8 WE WANT TO GO FASTER 1. How fast is faster? 2. Do you need scaling to go faster? 3. What’s your hypothesis? 4. Does adding teams pay off? Velocity Teams • If we release 2 months earlier we will make 500k more (Cost of Delay) • If we add 2 teams more with the current Product Backlog we will make it in 3 months • The cost of 2 additional teams for 3 months is 600k Does it make sense?
- 9. @krystian_kaczor BEFORE YOU START SCALING 9 or … PREPARE TO SCALE
- 10. @krystian_kaczor BEFORE YOU START SCALING 10 NOT THAT WAY – MODERN WATERFALL Customer Journey/ Design Thinking/ UX & UI FESEABILITY Arch, Solution USER STORIES SPRINTS UAT DEV OPS T2M?
- 11. @krystian_kaczor BEFORE YOU START SCALING 111111 Scaled Scrum is still Scrum
- 12. @krystian_kaczor BEFORE YOU START SCALING 12 HOW TO ORGANIZE SCALING PRODUCT TEAMS ARCHITECTURE Support value delivery Supports the teams, enables fast releasing
- 13. @krystian_kaczor BEFORE YOU START SCALING 13 HOW ARE YOU GOING TO 1. … define and manage goals (OKRs, strategy, Release Goal, Sprint Goal) 2. … slice the product? (features, areas, personas) 3. … the manage Product Backlog? (structure) 4. … scale Product Owner role? (up, down, Product Owner team, UX, Vision) 5. ... align process? (events, estimation) 6. ... scale removing impediments? (escalation path) 7. ... align standards (Scrum, DoD, architecture) 8. ... manage dependencies? (visualization, solving) 9. ... integrate and release? (infrastructure, repository, tools) 10. ... align between teams? (SoS, SDS, NIT) 11. ... add more teams? (team growth, domain knowledge, skills)
- 14. @krystian_kaczor BEFORE YOU START SCALING 14 USE SCALING FRAMEWORKS
- 15. @krystian_kaczor BEFORE YOU START SCALING 15 MEASURE AND MANAGE
- 16. @krystian_kaczor BEFORE YOU START SCALING 16 Before you scale SUMMARY
- 17. @krystian_kaczor BEFORE YOU START SCALING 17 BEFORE YOU START SCALING 1. Scaling means scaling the good things and the bad things 2. Create thesis/business case 3. You need to do it well to be successful 4. Without preparation you can cause chaos and full stop - Prepare well 5. Choose framework instead of reinventing a wheel 6. Measure and manage on the way 7. Scaled Scrum is still Scrum
- 18. @krystian_kaczor BEFORE YOU START SCALING 18 THANK YOU Krystian Kaczor krystian@qagile.pl @krystian_kaczor @QAgile_plwww.qagile.p l fb.me/qagile pl