This presentation provides a pattern for scaling scrum teams to programs as well as provides some guidance for kicking off larger programs, dealing with program stakeholders as well explores scaling alternatives.
5 Steps That Will Make Your Program Management Rock
1. Automate your program tracking
2. Track all programs - big and small
3. Give immediate feedback
4. Provide self-service access
5. Partner with an expert
Follow this simple SlideShare as it guides you through a conversation around the benefits of automating your program management process.
Introducing Program Advisor: Automated tracking of all programs based on your business rules with easy, self-service access for Sales, Marketing, and Finance.
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
5 Steps That Will Make Your Program Management Rock
1. Automate your program tracking
2. Track all programs - big and small
3. Give immediate feedback
4. Provide self-service access
5. Partner with an expert
Follow this simple SlideShare as it guides you through a conversation around the benefits of automating your program management process.
Introducing Program Advisor: Automated tracking of all programs based on your business rules with easy, self-service access for Sales, Marketing, and Finance.
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
Bringing User-CenteredDesign Practices intoAgile Development Projectsabcd82
Bringing User-CenteredDesign Practices intoAgile Development Projects -This full day tutorial seeks to explain Agile Development\'s incremental release and iterative development strategy from the perspective of a user centered design practitioner. Practical advice is given on making Agile development more user-centric.
What does digital marketing maturity look like? How can companies effectively benchmark their experimentation performance? Brooks Bell will share a proven framework that allows you to unlock experimentation success, make more efficient investments and confidently plan for growth.
You will learn:
- The six elements of a successful experimentation program
- How to benchmark your performance
- Proven ways to evolve your digital marketing maturity
I presented these slides to create awareness about adaptive planning and rationale behind it. This concept is core to understanding why agile framework works and things necessary in order to accomplish adaptive planning. Most of this is inspired and taken from the talks of Martin Fowler.
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
Bringing User-CenteredDesign Practices intoAgile Development Projectsabcd82
Bringing User-CenteredDesign Practices intoAgile Development Projects -This full day tutorial seeks to explain Agile Development\'s incremental release and iterative development strategy from the perspective of a user centered design practitioner. Practical advice is given on making Agile development more user-centric.
What does digital marketing maturity look like? How can companies effectively benchmark their experimentation performance? Brooks Bell will share a proven framework that allows you to unlock experimentation success, make more efficient investments and confidently plan for growth.
You will learn:
- The six elements of a successful experimentation program
- How to benchmark your performance
- Proven ways to evolve your digital marketing maturity
I presented these slides to create awareness about adaptive planning and rationale behind it. This concept is core to understanding why agile framework works and things necessary in order to accomplish adaptive planning. Most of this is inspired and taken from the talks of Martin Fowler.
Part 2: Lifestyle and health monitoring for the futureNAPWA
A presentation from the 2008 HIV Health and Treatments Update forum held in Sydney on 25 Nov 2008.
Part 2: a look at life expectancy in people with HIV and the impact of lifestyle factors such as diet, exercise and smoking, presented by Dr Marilyn McMurchie.
Chemical biology and drug discovery seek to uncover the relationship between chemical structure and function. In the context of the emerging life science semantic web, we have previously investigated multiple strategies for the representation and reasoning of chemical structure, functional groups and chemical attributes using RDF, OWL, SWRL and so-called Description Graphs. Here, we continue our investigation on the representation of molecular structure using class-based approach to infer molecular symmetry and specialization of atomic connectivity. This work provides new design patterns towards representing and reasoning about structured objects
Ivi master class path to commercialization for csu exec ed mba in kazanThomas Nastas
Russia made $ billions of investment in incubators, technoparks, accelerators, venture funds and countless other projects to diversify its economy, generate more technology, innovation and investment, with the Russian Venture Company & Rusnano taking the leadership role. With these assets in place, how do we leverage them to do more, faster?
Obstacles still remain that impede the success of these initiatives & the ability of start-ups and SME business models to do more, faster. Until we attack these issues, progress in attaining more innovation, investment, entrepreneurship & new business is slowed unnecessarily; since these barriers are what impede modernization, let’s attack these issues head-on or circumvent around them to ‘Scale-Up.’
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
Testing Enterprise scrum through Scrum for Program Management in large organisation. Program should be understood as a collection of projects, activities, support and operations moving toward a business related goal. This goal can consist of different natures: time bound, risk bound, etc...
Scaling Scrum using Lean/Kanban in AmdocsYuval Yeret
Learn how Amdocs and Agilesparks took an enterprise Scrum implementation to the next step with Lean/Kanban - Presented in the Lean Software and Systems Conference 2010 in Atlanta
Project Management to Enterprise Agile Product DeliveryLeadingAgile
This deck explores how Project Managers, Program Managers and Portfolio Managers fit into an Enterprise Agile setting. The slide deck was used during a presentation by VP & Principal Consultant, Greg King at a meetup with the Atlanta Scrum Users Group.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
How Agile Can We Go? Lessons Learned Moving from WaterfallTechWell
How agile are you? Once you jump off the waterfall and drink from the agile pool, there will probably be varying opinions as to the state of the organization’s agility. Some will be concerned that they are not agile enough; others will think they are agile while still adhering to old waterfall principles. Adapting to agile requires process changes that can cause friction within and between teams. Max McGregor’s organization Venafi has several teams working on multiple projects, spread worldwide. Even after a number of software releases using agile methods, teams still have challenges. Max provides insight into one mid-sized organization’s evolution through this process—where it’s working well, what the biggest challenges are, and what’s being done to increase its success with agile. Join Max to determine how agile you can or should become, and take back new ideas and methods to your teams to help them succeed.
The product owner and the scrum team. Can one person do this at scale?Derek Huether
Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Similar to BigScrum - Scaling Teams to Programs (20)
You can learn a lot from not turning up at a Scrum meeting.
Think your daily Scrums aren’t working as well as they could be? Try this: Simply don’t show up to the next one. Don’t telephone, don’t arrange for someone to cover for you, don’t even let the members of your team know that you won’t be there. Just don’t go.
Afterwards, talk about what happened.
How did your absence change the Scrum dynamic?
Did the scrum meeting still happen as planned?
Did it start on time?
Did anyone capture the issues and relay them back to you, or communicate to you the most relevant points so you could follow up later?
Crucially, was the scrum more or less valuable without you present?
The daily scrum isn’t about – or for — the ScrumMaster so it should be just as effective even if you weren’t there.
And if it wasn’t? Then this is a great way to open the conversation so that you can talk about ways to improve it
Read more: https://bit.ly/3ACrQLq
What happens in Vegas, stays in Vegas!
You’re probably thinking of an epic trip that you swore you’d never mention again, right? What has it got to do with Scrum teams? Glad you asked!
Sprint retrospectives are all about exploring and analyzing opportunities and improvements that you can take advantage of in the next sprint.
BUT…to be effective, participants need to be open, transparent, honest and forthcoming. And they need to feel safe to do so.
Welcome to Vegas-Style Retrospectives, which create that safe space.
Here’s why:
It’s a private meeting.
It’s a confidential meeting.
Only members of the scrum team are invited.
No meeting minutes. No notes. No recordings.
Activities and learnings are not shared.
Have you tried a Vegas-Style retrospective? If not, give it a shot and let me know how it goes.
Full blog: https://bit.ly/3DkHX1N
Got a red card? It could be a red flag!ThinkLouder
One way to keep your Scrums on track is taken from soccer. Give each participant a yellow and red card that they can use at any time during the meeting. If someone gets off track, another Scrum participant can hold up a yellow card to warn them that they’re off topic or it isn’t adding value.
If two or more people hold up a yellow card, the red card is in play – giving the speaker 60 seconds to wrap it up. When your team knows that they can play the cards at any time, it helps keep them focused and on-topic.
Have you used this technique successfully or did it sink like a lead balloon? https://thinklouder.com/agile-yellow-red-cards/
Agile is an evolving methodology that can serve businesses in all niches (120...ThinkLouder
The COVID-19 pandemic caused massive disruptions to businesses worldwide, marking a fundamental change in the way many businesses operated.
Those that thrived were Agile-enabled businesses. As its name suggests, #Agile is an evolving methodology that can serve businesses in all niches. Here’s how they won big: https://lnkd.in/eW4inA6K
Add Expiration Dates to Your Backlog ItemsThinkLouder
Agile QuickTip by Giora Morein: If you have a #backlog that’s getting out of control, consider using expiration dates to help control the list and streamline your team’s priorities. Get the full tip here: http://bit.ly/2P6DQyM
How do you capture your user stories and product ideas ThinkLouder
Here’s an out of the box idea that at first glance might seem counter-intuitive. User stories and product ideas should be born on index cards, rather than immediately logged electronically.
Full blog: https://thinklouder.com/agile-quicktip-capture-product-ideas/
5 Ways to Succeed in a Virtual InterviewThinkLouder
Job hunting while the world is on stand-still can feel like running on a hamster wheel. You’re working as hard as you possibly can, and running non-stop, but you’re still getting nowhere.
If you look at the numbers though, you’ll see that employment in the US is turning itself around, with payroll employment rising by 1.8 million in July 2020, and a larger increase expected in August’s numbers, too. If you’re looking for work, and feeling despondent, here are five ways that you can stand out to HR, and inspire confidence in taking you onboard, even during the uncertainty of COVID-19.
Read more https://bit.ly/363DCPU
Is your Daily Scrum getting repetitive or monotonous? Here are some of our favorite ideas for spicing things up a bit, ideas that you can implement, either as one-offs, or on a regular basis to keep participants involved. Give some of these ideas a try over the next few weeks, and let me know which work well for your specific teams. https://bit.ly/3hmvoFt
7 Companies in 7 Industries That Have Successfully Adapted to COVID-19ThinkLouder
What does Business Agility truly mean? Failing fast, creating iterative strategies, delivering minimum viable products, and rapidly adapting to change and uncertainty. COVID-19 – and the unprecedented global disruption it has caused – has forced organizations of all sizes in all industries to deal with rapidly changing markets.
Let’s look at some companies, both big and small who have successfully iterated their business models. https://bit.ly/3acqKHf
AgilePalooza - BigScrum - Scaling Team To ProgramThinkLouder
This presentation provides a pattern for scaling scrum teams to programs as well as provides some guidance for kicking off larger programs, dealing with program stakeholders as well explores scaling alternatives.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
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.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
6. Stakeholder Interaction Level of interaction depends on type of stakeholder Stakeholders High : Daily Med : Weekly Low : Monthly
7. Stakeholder Collaboration Level of collaboration depends on type of stakeholder Stakeholders High : On the Team/Program Med : Extended Team/Program Low : External to the Team
16. The Team Each team has a ScrumMaster SM aka: Team Lead Project Manager The Program Model
17. The Team Each team has a product owner SM aka: Customer Business The Voice The Truth PO The Program Model
18. The Team Each team has it’s own story backlog BL SM aka: team backlog backlog stories PO The Program Model
19. The Team Each team plans, sizes, manages and executes its own backlog Team meets daily in “stand-ups” or Scrums BL SM PO The Program Model
20. Program Coordination BL SM PO BL SM PO BL SM PO BL SM PO Program comprises of multiple teams Team leads meet regularly aka : Scrum-of-Scrums daily SM SM SM SM The Program Model
21. Program Coordination BL SM PO BL SM PO BL SM PO BL SM PO Program is led by Program Manager or : Uber ScrumMaster daily SM SM SM SM The Program Model
22. Product Coordination BL SM PO BL SM PO BL SM PO BL SM PO Product team leads meet regularly aka : Meta-Scrum daily PO PO PO PO The Program Model
23. Product Coordination BL SM PO BL SM PO BL SM PO BL SM PO Product Team is led by Product Director or : Chief Product Owner daily PO PO PO PO UPO The Program Model
24. Product Coordination BL SM PO BL SM PO BL SM PO BL SM PO Product Team prioritizes consolidated Program Backlog Program Backlog divided into team Backlogs PBL PO PO PO PO UPO The Program Model
25.
26.
27.
28. Support Teams BL SM PO BL SM PO BL SM PO BL SM PO PBL PO PO PO PO UPO SM SM SM SM A A A Architects DBA’s D D The Program Model Infrastructure I I I
30. Technical Coordination BL SM PO BL SM PO BL SM PO BL SM PO Architecture team organized as program support Members of architecture team participate in functional teams Responsible for defining standards, technical debt strategy, code ownership, high-level design etc. Provide technical guidance and advice The Program Model A A A A A A A A
32. Distributed vs. Virtual We prefer Distributed teams not Virtual Teams Distributed Teams Virtual Team Distributed Team Individuals in multiple remote locations Individuals co-located in different locations Never collaborate in person, regardless of location Individuals collaborate in-person with others in same location. Teams communicate virtually across locations Extremely high levels of geographic dependencies Lower levels of geographic dependencies
39. Example of Rapid Phase Model Scaling Strategies Mgt 1 2 3 4 5 6 7 8 Training, Stories and Setup Team 1 9 10 11 12 Team 1 Iteration 1 Team 1 Iteration 2 Team 1 Iteration 3 Training, Stories and Setup Team 2 Team 2 Iteration 1 Team 2 Iteration 2 Team 2 Iteration 3 Training, Stories and Setup Team 3 Team 3 Iteration 1 Team 3 Iteration 2 Team 3 Iteration 3 Training, Stories and Setup Team 4 Team 4 Iteration 1 Team 4 Iteration 2 Team 4 Iteration 3 Training, Stories and Setup Team 5 Team 5 Iteration 1 Team 5 Iteration 2 Training, Stories and Setup Team 6 Team 6 Iteration 1 Team 6 Iteration 2
40. Example of Rapid Phase Model Scaling Strategies Mgt 1 2 3 4 5 6 7 8 Training, Stories and Setup Team 1 9 10 11 12 Team 1 Iteration 1 Team 1 Iteration 2 Team 1 Iteration 3 Training, Stories and Setup Team 2 Team 2 Iteration 1 Team 2 Iteration 2 Team 2 Iteration 3 Training, Stories and Setup Team 3 Team 3 Iteration 1 Team 3 Iteration 2 Team 3 Iteration 3 Training, Stories and Setup Team 4 Team 4 Iteration 1 Team 4 Iteration 2 Team 4 Iteration 3 Training, Stories and Setup Team 5 Team 5 Iteration 1 Team 5 Iteration 2 Training, Stories and Setup Team 6 Team 6 Iteration 1 Team 6 Iteration 2
Example of a 4-week Project initiation roadmap. Day 1 to Iteration 1. Things that happen during the project setup phase. (we will not spend too much time on all these areas, but rather focus on the program setup, organization and stakeholder involvement). Length of your project ramp-up may be different Activities are not serial – there are very few dependencies. We strive to relegate dependencies to be finish-to-finish dependencies.
Identify the various stakeholders and determine the type of stakeholder (stakeholder types impact the level of interaction and collaboration with the project team. more about stakeholder types later.) Define the stakeholder role on the project how they will interact with the project team Alignment, support and buy-in is extremely important. Educating stakeholders about Agile is important. Particularly if stakeholders are new to Agile and Scrum. Align stakeholders around program goals. It is important that program goals are derived from the overall program and project vision, and that these goals are always within the line of sight. The should be concrete and avoid abstraction. Define success measures. You probably will want to include some success measures at the process adoption level.
Examples: sales people, support teams, operations teams, release management, legal, compliance etc.
Basic planning and building unit of Agile teams Small feature that when implemented will provide value Avoids implementation details Represents invitation to a future conversation
Basic planning and building unit of Agile teams Small feature that when implemented will provide value Avoids implementation details Represents invitation to a future conversation
New set of Reports and Diagnostics Focus on business-objectives Reports must support decision-making Focus on productivity and work completion rates Little emphasis on change-reporting
ScrumMaster or Team Lead or Agile Project Manager Primarily a leadership role Partners with Product Owner to define product backlog Responsible for removing impediments Responsible for progress reporting
Product Owner Determines what the team builds Responsible for prioritization Trade-off decision-maker Defines product functionality Domain expert
Size work Identify iteration tasks Estimate task effort Develop quality product Communicate progress and issues
3 models (coming up on next slides): Top Down – Program Backlog is split into multiple-team backlogs. Stories are defined at the Program Backlog level and then distributed to each team. This is only feasible for homogenous teams building similar capability using the same technology. Bottom-Up – Features and stories are defined at the team level by product owners which then feed the overall program backlog. Typical in more heterogeneous environments where each team and product owner specialize either in different technology or different domain area. Difficult to manage program-level priorities and goals Hybrid – Most common. Features or epics are defined at the program level, typically with participation of all product owners. Features are prioritized in the program backlog and then distributed to each team backlog. The team product owner and the team define, size and prioritize individual stories.
Bottom-Up – Features and stories are defined at the team level by product owners which then feed the overall program backlog. Typical in more heterogeneous environments where each team and product owner specialize
Bottom-Up – Features and stories are defined at the team level by product owners which then feed the overall program backlog. Typical in more heterogeneous environments where each team and product owner specialize either in different technology or different domain area. Difficult to manage program-level priorities and goals
Hybrid – Most common. Features or epics are defined at the program level, typically with participation of all product owners. Features are prioritized in the program backlog and then distributed to each team backlog. The team product owner and the team define, size and prioritize individual stories either in different technology or different domain area. Difficult to manage program-level priorities and goals
Becomes a program of programs The bigger it gets, the more complex it gets
GS
GS 1) Program members who are responsible for delivering product. Generally these people are largely dedicated to the program
GS Too much, Too fast Avoid unless unavoidable (business and timing constraints)
GS Many more benefits: Team empowerment Team maturation Team adoption of principles Better adoption of practices Better team formulation Faster time to delivering value More efficient
Many more benefits: Team empowerment Team maturation Team adoption of principles Better adoption of practices Better team formulation Faster time to delivering value More efficient
Many more benefits: Team empowerment Team maturation Team adoption of principles Better adoption of practices Better team formulation Faster time to delivering value More efficient
GS
GS Communication – avoiding teams putting up walls, working together, collaborating. No “My job” vs. “Your Job” – replace with “Our Job” 2) Coordination – sometimes Team A is working on something that is dependent on Team B except this is not the highest priority for Team B. Scheduling, etc. Simple scheduling practices and coordinate release planning workshops help overcome this challenge. 3) Ensuring the “Product Vision” is validated, shared, broadly communicated, and changes are communicated. Ensure that release planning has resulted in a meaningful increment in support of that Vision 4) Shared services can be approached using the engagement pattern (program-level (providing stories/guidance) and team/iteration-level (providing team guidance) involvement ) 5) New people come on board that need training. Ongoing training and education will be needed with different foci (e.g. intro vs specialized practices) 6) Production support, Compliance, Functional managers etc
GS 1) Ramping up too fast can result in missing the important fundamental principles 2) There really are no true benefits of standardization, other than ensuring that at a high level the guidance and support teams receive is fairly consistent. “ Crawl, walk, run” is a common learning approach in organizations like the military and others…it has developed over time, and works. An incremental, staggered approach allows multiple teams to go through this learning process effectively. Team 1: Crawl Walk Run Team 2: Crawl Walk Run Team 3: Crawl Walk Run As teams reach the “run” maturity level then coaching effort tends to decrease. 4) Focus on productivity. Examine efficiency once you have reached maturity 3) Conflicts of interest when between those who report organizationally and those who report form project perspective and their bosses
Bigness often gets in the way – think of ways to minitiarize