Rich Durnall and I presented our experience building apps with REA Group (who run the popular realestate.com.au website). The main focus was on how agile software development fits with mobile, with an emphasis on small, lean teams that iterate and learn quickly.
Be Novative is a Singularity University company and based at NASA Ames Research Park.
The emergence of innovation methods is diversifying and accelerating. Design Thinking has empowered individuals to take a creativity-driven and human-centric approach to innovation that can be applied to any product, process or organizational development. When paired with Collective Creativity, organizations scale up in innovation to discovering breakthrough solutions in new and profound ways.
Priszcilla VĂĄrnagy, Founder of Be-novative, shares her experience working with enterprises and the interplay of Design Thinking, crowdsourcing, open innovation, and Collective Creativity.
Be-novative is a design thinking company that helps organizations foster collective creativity to drive innovation. Founded in 2011, it has offices in Silicon Valley and Budapest and serves over 60 clients across six continents in diverse industries. Through its approach, Be-novative has helped clients generate significant breakthroughs, such as a 1050% increase in patentable solutions for GE Healthcare. It offers collaborative challenges and methods to help teams of any size ideate, build concepts, and implement solutions together in an effortless process. The company's approach proves that collective creativity can make breakthrough innovations the norm for organizations.
The document summarizes a strategic planning process conducted by Chris White for a plastics manufacturing company called Runfold Plastics Ltd. Chris helped develop a strategic plan and vision for the company's future by facilitating planning sessions with the CEO and management team. Through these sessions, Chris provided a logical framework and united the team around a plan to help guide potentially challenging changes. As a result, the management team became engaged with and committed to strategies supporting the new strategic direction.
1. The document discusses GfK's design thinking process, which involves bringing together client teams, researchers, designers, and end-users in a co-creative workshop session to explore problems, generate solutions, and test new ideas.
2. The one-day workshop session aims to fully immerse participants in the design process to define, ideate, prototype, and test new ideas while taking into account different needs and perspectives.
3. Through this collective creativity process with clients, GfK aims to efficiently produce new ideas that are in line with brand values and feasibility from a production cost perspective.
How to build better software - 13 thinks to keep in mind.Jochen Guertler
Â
The document outlines 13 principles for building better software presented by Dr. Tobias Hildenbrand and Jochen GĂŒrtler of SAP AG. The principles emphasize the importance of interdisciplinary teams, iterative development processes, user research, and continuous improvement. Key aspects include building teams with diverse skills, creating an environment that allows ideas to grow, learning through empirical processes and failures, adopting agile methods like Scrum, developing empathy for users, and taking time for team retrospectives to refine processes.
Design Thinking - How to Find Innovative Solutions for Wicked ProblemsJochen Guertler
Â
Im Rahmen des Karlsruher Entwicklertages habe ich zusammen mit Tobias Hildenbrand wieder mal und sehr gerne ĂŒber Design Thinking gesprochen.
Im Fokus stand dieses Mal dabei das Problemlösen von den "wirklich kniffligen" Problemem: Beispielsweise den Problemen, die durch rein analytisches Vorgehen nicht lösbar sind. Oder den Problemen, bei denen sich Randbedingungen kontinuierlich Àndern oder gÀnzlich unklar sind. Den Problemen, bei denen die eigentliche Fragestellung zu Beginn vielleicht noch gar nicht klar definiert ist.
This document discusses user experience at InsideView and includes an agenda for a presentation. It defines user experience, discusses who is involved in user experience including the user experience team. It outlines the user experience goals and process, and describes the design and research activities involved such as requirements definition, wireframes, mockups, site visits, interviews and usability studies. The presentation introduces Beth Goldman as the Director of User Experience and concludes by asking for any questions.
Dotti Sunglasses Permanent Display - Gush CreativeAndrew Fox
Â
Gibson eye wear approached us for ideas on a new display for their sunglasses range. The original display had been sitting in stores for years and Gibson were seeking a new display to reflect the direction the Dotti brand was heading in. View the slides to find out more about this project that our industrial design team worked on.
Be Novative is a Singularity University company and based at NASA Ames Research Park.
The emergence of innovation methods is diversifying and accelerating. Design Thinking has empowered individuals to take a creativity-driven and human-centric approach to innovation that can be applied to any product, process or organizational development. When paired with Collective Creativity, organizations scale up in innovation to discovering breakthrough solutions in new and profound ways.
Priszcilla VĂĄrnagy, Founder of Be-novative, shares her experience working with enterprises and the interplay of Design Thinking, crowdsourcing, open innovation, and Collective Creativity.
Be-novative is a design thinking company that helps organizations foster collective creativity to drive innovation. Founded in 2011, it has offices in Silicon Valley and Budapest and serves over 60 clients across six continents in diverse industries. Through its approach, Be-novative has helped clients generate significant breakthroughs, such as a 1050% increase in patentable solutions for GE Healthcare. It offers collaborative challenges and methods to help teams of any size ideate, build concepts, and implement solutions together in an effortless process. The company's approach proves that collective creativity can make breakthrough innovations the norm for organizations.
The document summarizes a strategic planning process conducted by Chris White for a plastics manufacturing company called Runfold Plastics Ltd. Chris helped develop a strategic plan and vision for the company's future by facilitating planning sessions with the CEO and management team. Through these sessions, Chris provided a logical framework and united the team around a plan to help guide potentially challenging changes. As a result, the management team became engaged with and committed to strategies supporting the new strategic direction.
1. The document discusses GfK's design thinking process, which involves bringing together client teams, researchers, designers, and end-users in a co-creative workshop session to explore problems, generate solutions, and test new ideas.
2. The one-day workshop session aims to fully immerse participants in the design process to define, ideate, prototype, and test new ideas while taking into account different needs and perspectives.
3. Through this collective creativity process with clients, GfK aims to efficiently produce new ideas that are in line with brand values and feasibility from a production cost perspective.
How to build better software - 13 thinks to keep in mind.Jochen Guertler
Â
The document outlines 13 principles for building better software presented by Dr. Tobias Hildenbrand and Jochen GĂŒrtler of SAP AG. The principles emphasize the importance of interdisciplinary teams, iterative development processes, user research, and continuous improvement. Key aspects include building teams with diverse skills, creating an environment that allows ideas to grow, learning through empirical processes and failures, adopting agile methods like Scrum, developing empathy for users, and taking time for team retrospectives to refine processes.
Design Thinking - How to Find Innovative Solutions for Wicked ProblemsJochen Guertler
Â
Im Rahmen des Karlsruher Entwicklertages habe ich zusammen mit Tobias Hildenbrand wieder mal und sehr gerne ĂŒber Design Thinking gesprochen.
Im Fokus stand dieses Mal dabei das Problemlösen von den "wirklich kniffligen" Problemem: Beispielsweise den Problemen, die durch rein analytisches Vorgehen nicht lösbar sind. Oder den Problemen, bei denen sich Randbedingungen kontinuierlich Àndern oder gÀnzlich unklar sind. Den Problemen, bei denen die eigentliche Fragestellung zu Beginn vielleicht noch gar nicht klar definiert ist.
This document discusses user experience at InsideView and includes an agenda for a presentation. It defines user experience, discusses who is involved in user experience including the user experience team. It outlines the user experience goals and process, and describes the design and research activities involved such as requirements definition, wireframes, mockups, site visits, interviews and usability studies. The presentation introduces Beth Goldman as the Director of User Experience and concludes by asking for any questions.
Dotti Sunglasses Permanent Display - Gush CreativeAndrew Fox
Â
Gibson eye wear approached us for ideas on a new display for their sunglasses range. The original display had been sitting in stores for years and Gibson were seeking a new display to reflect the direction the Dotti brand was heading in. View the slides to find out more about this project that our industrial design team worked on.
WorkFit is a web-based solution launched in 2010 by Accelare to help companies design and manage business architecture aligned with strategy. It guides teams through clarifying strategy, defining capabilities and processes, planning to achieve goals, and measuring performance. Over 100 companies use WorkFit and Accelare's Strategy to Execution process to improve enterprise performance. WorkFit helps rapidly define and assess capabilities, maximize existing tools like Visio and Excel, and communicate strategy and performance through dashboards.
This document discusses challenges with innovating within aviation companies and outlines lessons learned from trying different approaches. It advocates innovating outside existing companies by teaming up with other industries and focusing on customer needs rather than business plans. The goal is to digitize engineers' work and have over 30,000 engineers enjoying working on aircraft without interruption using digital solutions globally by 2025.
Product management is done in many different ways across different companies - and that's OK because thereâs no one-size-fits-all description of what a PM does. But this variation can make it difficult for people who work with product managers to really know what they should expect and how they should work together.
These slides are from an interactive discussion with the Auckland Software Leaders Meetup that explored what things all product managers need to be doing, the things that they might play a role in, and the things they should leave to others.
It also explored some of the things that engineering teams and product managers can do to improve how they collaborate and some practical steps to making sure that expectations in both directions were clear and understood.
How to create more business impact with flexible teams - Jan Hegewald, Zalando & Rebekka Beels, Zalando
Usually, Software Engineering teams are organized around a fixed set of components which they develop further and maintain. Such component teams gain a high level of expert knowledge about their services. However, with agile product development, it often is difficult to implement the most important initiatives with such teams. This leads to a situation where the teams do not work on the most relevant business topics but on those for the respective team. At Zalando, we introduced a new model where we shape teams flexibly around business goals to create the highest impact. How we organize these teams and which challenges especially for the software quality need to be addressed, will be explored in this talk.
The company has received a Callaghan Innovation Grant to develop a technology solution to help organisations adapt to changing work environments. As part of refining their methodology, they are looking for three more project groups working on outcome-oriented projects that require collaboration, sustained effort to deliver complex results, to participate in their research at a reduced cost. Interested groups should contact Brett for more details.
Embracing Our Differences: Balanced Teams & Collaboration in Product DevelopmentWes Galliher
Â
This talk describes the value of working in a collaborative, cross-functional product development team, offering tips for improved collaboration and pitfalls to avoid.
How to Find Innovate Solutions for Wicked Problems - Entwicklertag 2013Tobias Schimmer
Â
Wo kommen eigentlich die wirklich guten Ideen her? Die, die das Leben von Menschen bereichern und erleichtern? Ideen, die die Welt auf den Kopf stellen? Ideen, die Menschen zu MillionÀren gemacht haben?
Viele dieser Ideen umgeben uns tagtĂ€glich und gehören fĂŒr uns wie selbstverstĂ€ndlich zum Alltag. Und doch sind sie von Menschen gemacht â das heiĂt, jemand hat entschieden, dass die aus ihnen entstandenen Produkte, Services oder Erlebnisse genau so funktionieren und sich so anfĂŒhlen wie sie es tun. Sie sind das Ergebnis von Designprozessen.
Design wird oft als âDinge schön(er) machenâ missverstanden, dabei geht es um weit mehr als das. Denn Design bedeutet kreative Lösungen fĂŒr komplexe Probleme zu finden.
Kreative Problemlösungen sind dabei meist kein Zufallsprodukt und nur selten das Ergebnis von âHeurekaâ-Momenten einzelner Genies. Der klassische Erfinder, den man sich als einsamen Kauz in seinem Labor vorstellt, ist bei nĂ€herer Betrachtung doch meist Mitglied einer ganzen Gruppe, deren Mitglieder sich gegenseitig inspirieren. Denken wir an Thomas A. Edison, der mit ĂŒber 1000 Patenten als verdienter Erfinder in die Geschichte eingegangen ist. Edisons ProduktivitĂ€t war aber kein Zufall, sondern das Ergebnis einer strukturierten Herangehensweise, Probleme gemeinsam mit einer bunten Truppe aus Ingenieuren, Handwerkern und Wissenschaftlern zu lösen.
Innovation ist also sehr wohl planbar und kann bewusst gefördert werden.
Design Thinking ist eine Arbeitsmethode, die verschiedene Werkzeuge verbindet, um Innovation und Ideenfindung zu unterstĂŒtzen. Egal ob Sie in einem Unternehmen arbeiten, selbststĂ€ndig sind oder einfach im Privaten Dinge âneu erfindenâ möchten: Design Thinking kann helfen, Problemstellungen strukturiert und mit SpaĂ zu bearbeiten und zu Lösungsideen zu gelangen, die wir heute noch gar nicht kennen. Echte Innovationen eben.
Ziel dieses Vortrages ist eine EinfĂŒhrung in Design Thinking. Woher kommt die Methode, was sind die Kernelemente, wie kan sie im Unternehmensalltag angewand werden?
Planning is an inevitable part of everyone's day-to-day activities! In Agile Software Development too, there are multiple levels of planning based on the scale and size of the requirements and the defined timeframe. A quick read on the levels of agile planning for Scaled Agile!
Innovation to drive market share, revenue and EBITDA growth_LINigel Sterndale
Â
The document discusses an innovation culture at Totaljobs Group to drive market share, revenue, and profit growth. It outlines five innovation initiatives: 1) an R&D team to discover and exploit product opportunities from customer data, 2) Innovation Fridays for tech and product teams to focus on innovation, 3) an Innovation LAB running business challenges to develop solutions, 4) an IDEAS program for employees to submit ideas and feedback, and 5) an Innovation Award of ÂŁ50,000 for game-changing ideas that accelerate growth within 12 months. After six months, the initiatives have had a positive motivational impact and engagement, though maintaining fresh ideas and developing winners requires consistent effort for long-term revenue and profit growth.
Design Thinking and Business Model Innovation at SAP - From Efficiency to Inn...Tobias Schimmer
Â
How Design Thinking and Business Model Innovation approaches changed the way new business models around new products and services are designed, tested and implemented at SAP including the roots in the company's DNA, Lean and Agile.
Six Sigma is a set of techniques and tools aimed at process improvement. It was developed by Motorola in 1986 to reduce defects in manufacturing processes. Six Sigma seeks to improve quality by identifying and removing causes of defects. A key goal is to achieve as few as 3.4 defects per million products. It is a systematic method using statistical tools to improve business processes by eliminating defects. Implementing Six Sigma can help companies increase revenue, improve quality, promote innovation, reduce costs, and positively impact employee safety.
Big I initiatives was the way it used to be done. Heavily research influenced, markets were overanalyzed and innovations became front page stories. Today, the world has shifted to research in the small. Hypothesis driven design has taken form. Innovation is now seen in smaller, more frequent announcements.
This is a lecture I have to Georgia Tech's Scheller MBA program in 2018.
Skiing and boxing: coaching product and enterprise teamsSergey Prokhorenko
Â
Successful Agile transitions depend on a coaching approach just as much as the development of a good sports team. One is not going to assign the same exercise programs to a pro skier and a boxer; the same applies to different software development teams.
In this study we summarize experiences from two Agile transformation projects, a travel website and investment bank risk management software. We discuss common points and distinctive features in requirements management, innovations, customer collaboration and team motivation.
For those interested in my consulting background, I've captured some of the high level skills and qualifications in this presentation. I've referenced specific media/entertainment projects but by background isn't restricted to that industry.
This document discusses transitioning an organization to become more agile. It identifies four pillars that need to be rebuilt: engineering, process, organization, and product management. The engineering pillar involves practices like automated testing and continuous integration. For process, Scrum and Kanban are discussed as options. Organizationally, small, autonomous teams and communities of practice are recommended over component-based teams. For product management, the document emphasizes learning quickly from building minimum viable products and measuring outcomes. Large-scale frameworks like SAFe are presented for guiding agile transformations at an enterprise level.
apidays New York 2023 - How to Make Your Docs Stand Apart, Ash Arnwine, Nylasapidays
Â
This document discusses improving a company's developer documentation (Docs). It recommends assessing the current state of Docs, gaining leadership buy-in, and developing a strategy and roadmap. It also suggests starting reactive by addressing customer feedback and becoming proactive by establishing workflows. The document emphasizes that great Docs go beyond words and should include onboarding, naming, tools, feedback channels, and more. It provides resources for learning about developer documentation best practices.
This document discusses transitioning an organization to become more agile. It identifies four pillars that need to be rebuilt: engineering, process, organization, and product management. The engineering pillar involves adopting practices like automated testing and continuous integration. For process, it recommends Scrum or Kanban. Organizationally, it advocates for autonomous teams organized around features rather than components. For product management, it emphasizes learning from building minimal products and quickly validating ideas with customers. Making this transition requires executive support, an urgent need for change, and attracting talented people.
Customer Presentation: Digital Globe's road to Continuous DeliveryXebiaLabs
Â
The document discusses DigitalGlobe's initiative to implement continuous delivery of software updates. It aims to reduce downtime and improve availability through full automation of deployments using Deployit. Key steps included standardizing environments across development, test, and production; reducing build dependencies; and establishing metrics to ensure quality and efficiency of the delivery process. The pilot program started with deployments to non-production environments and aims to expand to full automation of updates to ground systems by end of 2014.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document summarizes the vision and progress of Dell's online analytics and testing program. It discusses establishing a global testing team, standardizing processes, and prioritizing strategic areas like key pages and checkout testing. It emphasizes the importance of acquiring top talent, holding teams accountable, establishing iterative testing processes, understanding why tests succeed or fail, and embracing a culture where testing is a priority from the start of projects. The goal is to become a leader in e-commerce innovation by offering the most relevant customer experiences and driving high loyalty through insightful analytics and best-in-class testing capabilities.
WorkFit is a web-based solution launched in 2010 by Accelare to help companies design and manage business architecture aligned with strategy. It guides teams through clarifying strategy, defining capabilities and processes, planning to achieve goals, and measuring performance. Over 100 companies use WorkFit and Accelare's Strategy to Execution process to improve enterprise performance. WorkFit helps rapidly define and assess capabilities, maximize existing tools like Visio and Excel, and communicate strategy and performance through dashboards.
This document discusses challenges with innovating within aviation companies and outlines lessons learned from trying different approaches. It advocates innovating outside existing companies by teaming up with other industries and focusing on customer needs rather than business plans. The goal is to digitize engineers' work and have over 30,000 engineers enjoying working on aircraft without interruption using digital solutions globally by 2025.
Product management is done in many different ways across different companies - and that's OK because thereâs no one-size-fits-all description of what a PM does. But this variation can make it difficult for people who work with product managers to really know what they should expect and how they should work together.
These slides are from an interactive discussion with the Auckland Software Leaders Meetup that explored what things all product managers need to be doing, the things that they might play a role in, and the things they should leave to others.
It also explored some of the things that engineering teams and product managers can do to improve how they collaborate and some practical steps to making sure that expectations in both directions were clear and understood.
How to create more business impact with flexible teams - Jan Hegewald, Zalando & Rebekka Beels, Zalando
Usually, Software Engineering teams are organized around a fixed set of components which they develop further and maintain. Such component teams gain a high level of expert knowledge about their services. However, with agile product development, it often is difficult to implement the most important initiatives with such teams. This leads to a situation where the teams do not work on the most relevant business topics but on those for the respective team. At Zalando, we introduced a new model where we shape teams flexibly around business goals to create the highest impact. How we organize these teams and which challenges especially for the software quality need to be addressed, will be explored in this talk.
The company has received a Callaghan Innovation Grant to develop a technology solution to help organisations adapt to changing work environments. As part of refining their methodology, they are looking for three more project groups working on outcome-oriented projects that require collaboration, sustained effort to deliver complex results, to participate in their research at a reduced cost. Interested groups should contact Brett for more details.
Embracing Our Differences: Balanced Teams & Collaboration in Product DevelopmentWes Galliher
Â
This talk describes the value of working in a collaborative, cross-functional product development team, offering tips for improved collaboration and pitfalls to avoid.
How to Find Innovate Solutions for Wicked Problems - Entwicklertag 2013Tobias Schimmer
Â
Wo kommen eigentlich die wirklich guten Ideen her? Die, die das Leben von Menschen bereichern und erleichtern? Ideen, die die Welt auf den Kopf stellen? Ideen, die Menschen zu MillionÀren gemacht haben?
Viele dieser Ideen umgeben uns tagtĂ€glich und gehören fĂŒr uns wie selbstverstĂ€ndlich zum Alltag. Und doch sind sie von Menschen gemacht â das heiĂt, jemand hat entschieden, dass die aus ihnen entstandenen Produkte, Services oder Erlebnisse genau so funktionieren und sich so anfĂŒhlen wie sie es tun. Sie sind das Ergebnis von Designprozessen.
Design wird oft als âDinge schön(er) machenâ missverstanden, dabei geht es um weit mehr als das. Denn Design bedeutet kreative Lösungen fĂŒr komplexe Probleme zu finden.
Kreative Problemlösungen sind dabei meist kein Zufallsprodukt und nur selten das Ergebnis von âHeurekaâ-Momenten einzelner Genies. Der klassische Erfinder, den man sich als einsamen Kauz in seinem Labor vorstellt, ist bei nĂ€herer Betrachtung doch meist Mitglied einer ganzen Gruppe, deren Mitglieder sich gegenseitig inspirieren. Denken wir an Thomas A. Edison, der mit ĂŒber 1000 Patenten als verdienter Erfinder in die Geschichte eingegangen ist. Edisons ProduktivitĂ€t war aber kein Zufall, sondern das Ergebnis einer strukturierten Herangehensweise, Probleme gemeinsam mit einer bunten Truppe aus Ingenieuren, Handwerkern und Wissenschaftlern zu lösen.
Innovation ist also sehr wohl planbar und kann bewusst gefördert werden.
Design Thinking ist eine Arbeitsmethode, die verschiedene Werkzeuge verbindet, um Innovation und Ideenfindung zu unterstĂŒtzen. Egal ob Sie in einem Unternehmen arbeiten, selbststĂ€ndig sind oder einfach im Privaten Dinge âneu erfindenâ möchten: Design Thinking kann helfen, Problemstellungen strukturiert und mit SpaĂ zu bearbeiten und zu Lösungsideen zu gelangen, die wir heute noch gar nicht kennen. Echte Innovationen eben.
Ziel dieses Vortrages ist eine EinfĂŒhrung in Design Thinking. Woher kommt die Methode, was sind die Kernelemente, wie kan sie im Unternehmensalltag angewand werden?
Planning is an inevitable part of everyone's day-to-day activities! In Agile Software Development too, there are multiple levels of planning based on the scale and size of the requirements and the defined timeframe. A quick read on the levels of agile planning for Scaled Agile!
Innovation to drive market share, revenue and EBITDA growth_LINigel Sterndale
Â
The document discusses an innovation culture at Totaljobs Group to drive market share, revenue, and profit growth. It outlines five innovation initiatives: 1) an R&D team to discover and exploit product opportunities from customer data, 2) Innovation Fridays for tech and product teams to focus on innovation, 3) an Innovation LAB running business challenges to develop solutions, 4) an IDEAS program for employees to submit ideas and feedback, and 5) an Innovation Award of ÂŁ50,000 for game-changing ideas that accelerate growth within 12 months. After six months, the initiatives have had a positive motivational impact and engagement, though maintaining fresh ideas and developing winners requires consistent effort for long-term revenue and profit growth.
Design Thinking and Business Model Innovation at SAP - From Efficiency to Inn...Tobias Schimmer
Â
How Design Thinking and Business Model Innovation approaches changed the way new business models around new products and services are designed, tested and implemented at SAP including the roots in the company's DNA, Lean and Agile.
Six Sigma is a set of techniques and tools aimed at process improvement. It was developed by Motorola in 1986 to reduce defects in manufacturing processes. Six Sigma seeks to improve quality by identifying and removing causes of defects. A key goal is to achieve as few as 3.4 defects per million products. It is a systematic method using statistical tools to improve business processes by eliminating defects. Implementing Six Sigma can help companies increase revenue, improve quality, promote innovation, reduce costs, and positively impact employee safety.
Big I initiatives was the way it used to be done. Heavily research influenced, markets were overanalyzed and innovations became front page stories. Today, the world has shifted to research in the small. Hypothesis driven design has taken form. Innovation is now seen in smaller, more frequent announcements.
This is a lecture I have to Georgia Tech's Scheller MBA program in 2018.
Skiing and boxing: coaching product and enterprise teamsSergey Prokhorenko
Â
Successful Agile transitions depend on a coaching approach just as much as the development of a good sports team. One is not going to assign the same exercise programs to a pro skier and a boxer; the same applies to different software development teams.
In this study we summarize experiences from two Agile transformation projects, a travel website and investment bank risk management software. We discuss common points and distinctive features in requirements management, innovations, customer collaboration and team motivation.
For those interested in my consulting background, I've captured some of the high level skills and qualifications in this presentation. I've referenced specific media/entertainment projects but by background isn't restricted to that industry.
This document discusses transitioning an organization to become more agile. It identifies four pillars that need to be rebuilt: engineering, process, organization, and product management. The engineering pillar involves practices like automated testing and continuous integration. For process, Scrum and Kanban are discussed as options. Organizationally, small, autonomous teams and communities of practice are recommended over component-based teams. For product management, the document emphasizes learning quickly from building minimum viable products and measuring outcomes. Large-scale frameworks like SAFe are presented for guiding agile transformations at an enterprise level.
apidays New York 2023 - How to Make Your Docs Stand Apart, Ash Arnwine, Nylasapidays
Â
This document discusses improving a company's developer documentation (Docs). It recommends assessing the current state of Docs, gaining leadership buy-in, and developing a strategy and roadmap. It also suggests starting reactive by addressing customer feedback and becoming proactive by establishing workflows. The document emphasizes that great Docs go beyond words and should include onboarding, naming, tools, feedback channels, and more. It provides resources for learning about developer documentation best practices.
This document discusses transitioning an organization to become more agile. It identifies four pillars that need to be rebuilt: engineering, process, organization, and product management. The engineering pillar involves adopting practices like automated testing and continuous integration. For process, it recommends Scrum or Kanban. Organizationally, it advocates for autonomous teams organized around features rather than components. For product management, it emphasizes learning from building minimal products and quickly validating ideas with customers. Making this transition requires executive support, an urgent need for change, and attracting talented people.
Customer Presentation: Digital Globe's road to Continuous DeliveryXebiaLabs
Â
The document discusses DigitalGlobe's initiative to implement continuous delivery of software updates. It aims to reduce downtime and improve availability through full automation of deployments using Deployit. Key steps included standardizing environments across development, test, and production; reducing build dependencies; and establishing metrics to ensure quality and efficiency of the delivery process. The pilot program started with deployments to non-production environments and aims to expand to full automation of updates to ground systems by end of 2014.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document summarizes the vision and progress of Dell's online analytics and testing program. It discusses establishing a global testing team, standardizing processes, and prioritizing strategic areas like key pages and checkout testing. It emphasizes the importance of acquiring top talent, holding teams accountable, establishing iterative testing processes, understanding why tests succeed or fail, and embracing a culture where testing is a priority from the start of projects. The goal is to become a leader in e-commerce innovation by offering the most relevant customer experiences and driving high loyalty through insightful analytics and best-in-class testing capabilities.
Agile Development and Continuous Integration in the Cloud - RIchard Durnall -...Amazon Web Services
Â
This document provides an overview of Richard Durnall's work as Head of Delivery at REA Group. It discusses rebuilding realestate.com.au and launching it within 10 months using agile methodologies. It also mentions using hack days, distributed agile practices, and continuous delivery to deliver results efficiently. The document emphasizes the importance of leadership, talent, structure, and continuous design and learning to enable rapid and effective delivery.
Gabriel Paunescu is the CEO of Naologic in San Francisco. He has extensive experience founding and holding leadership roles in tech startups, including as CTO of companies focused on game hosting, cybersecurity consulting, machine learning, and mobile apps. He emphasizes the importance of planning while recognizing that plans will change, and views all aspects of a business as products to optimize. He advocates testing ideas, identifying friction points, and focusing on building user experiences through iterative product development.
The document presents an organization behavior project by Team 8 on the topic of whether "Gig work" is the way forward for Millennials and Gen-Zers. The agenda includes sections on defining the problem statement, defining gig work, potential solutions, validation and summary, and references. Under potential solutions, Nanda, Dhanur, and Sanjul are assigned to work together on solving the gig work dilemma by researching ideas for how gig workers can be better integrated. Dhanur is tasked with finding examples of how gig workers were empowered. Sanjul must validate the ideas and examples, and synthesize solutions. The document provides an overview of the group project assignments.
Design Reality is a product design company that has been in business for 12 years. It has developed over 60 products that have reached market, been granted 50 patents, and won 9 awards. The company focuses on developing products that are both functional and beautiful, with an emphasis on meeting user needs. Design Reality takes a four-phase approach to product development: discovery, definition, development, and deployment. It has worked with over 30 clients across many industries. Testimonials from past clients praise Design Reality's expertise, innovative solutions, and ability to translate designs into final products.
A short talk that explains a little of what Agile is; where it originated and how it works. This talk is applicable whatever method you use - scrum, XP, DSDM etc. Concludes by introducing ICAgile (the International Consortium of Agile).
Planning & Executing Custom Drupal Integration ProjectsAchieve Internet
Â
With the rise of Enterprise IT Systems, such as Marketo, SharePoint, and Salesforce, more organizations and clients are asking for custom integration with their third-party platforms. A common need for many organizations is integrating Drupal with these systems. A proper strategy can double the effectiveness of the integration.
Check out this webinar to find out how we plan, execute and implement successful integration projects. In this presentation you will learn the necessary processes and strategies to ensure a smooth project from start to finish. This presentation will review how to plan for integration projects and how to deal with the challenges along the way, including:
âą Questions to ask at the beginning of a project
âą Questions to ask your developer team at the beginning of a project
âą How to effectively plan your projects
âą How to manage changes to your plan
Join Bob Mosher and Conrad Gottfredson as they discuss Agile development in this month's webinar!
Software development is shifting to Agile development practices due to the speed of change within organizations, and therefore creating the demand for such shifts. These same compelling reasons are pushing learning groups to challenge their current methodologies and become more adaptive. This canât be accomplished without a Performance Support strategy, methodology, and technology.
Our charge is not only to keep up with Agile software development, but to keep up with the adaptive performance requirements of organizations to be âAgile": to grow, change, and innovate at or above the speed of their markets â in other words, the need to: âlearn at the speed of change.â
Sandeep Paudel presented on "Beyond Scrum and SAFe - How to Choose the Right Framework for your Teams or Organizations" at the DC Scrum User Group (DCSUG) on June 11, 2021.
Are you confused why Scrum is not working for your software development teams; then you moved to Kanban, which turned out to be a worse decision too. In this presentation, I will share the importance of the Strategic Product Development Life Cycle and not just the Software Development Life Cycle (SDLC) when building software products. You will uncover the Cynefin Framework and how you can apply it to your use case to find the Right Software Delivery Framework for your Teams and Organizations.
Liberating your Teams from Rigid Scope and Date Agreements.pdfRowan Bunning
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Liberating your Teams from Rigid Scope and Date Agreements
Q: Do you start initiatives in a complex domain by attempting to answer âwhat are we going to deliver and whenâ?
Q: Do internal stakeholders negotiate a scope and date agreement with development and then expected teams to keep âon trackâ to deliver the agreed deliverables by the agreed date?
Q: Do developers cut corners in order to achieve this?
In this session we will explore how the scope and date-based âContract Gameâ is misaligned with Agile as well as Scrum. Also how game theory can help us raise awareness how this competitive game results in many negative outcomes when reality does not go to plan (inevitable in a complex domain). This damage is often unrecognised because it is experience by a different group of people, often much later.
We will also outline how to lead your organisation to the co-operative game aligned with Agile methods. This includes at least 7 specific techniques.
You can expect to walk away with new language and a practical Scrum-based approach for eliminating the Contract Game so that empiricism and agility can thrive.
NCPL Inc is a software development company that offers a variety of services including web design, desktop and mobile applications, and customized software solutions. Founded in 2003 in Hyderabad, India, NCPL has expanded to include offices in Vizag, India and clients in the US, UK, and globally. Over the past 15+ years, NCPL has grown from 6 employees to serving clients across industries, developing proprietary products, and diversifying its business units to include web design, multimedia development, and career services.
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Building mobile teams and getting a product to market
1. Building a mobile team
and
getting a product to market
Stewart Gleadow Richard Durnall
@stewgleadow @rdurnall
sgleadow@thoughtworks.com richard.durnall@rea-group.com
30. Stewart Gleadow Richard Durnall
stewgleadow.com richarddurnall.com
@stewgleadow @rdurnall
sgleadow@thoughtworks.com richard.durnall@rea-group.com
Editor's Notes
A bit of the journey that we âve been on building apps for realestate.com.au How we âve built mobile development capability Used an agile development process throughout the journey FInish up with some key learnings This isnât a reflection on how awesome REA and Thoughtworks are at mobile development, or how we got it all right first time Itâs the agile process at work: work in short iterations, test early, fail fast, and adjust Weâre pretty happy with where weâve got to, learnt some painful lessons along the way (thereâs so much more than we could convey in 40 minutes)
Rich/Stew Thoughtworks is a global software development and consulting company (in case you didnât already know!)
Rich
Rich
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Rich Agile Continuous Delivery / Automate Everything Continuous Design DevOps Line of Business Teams
Stew Started late due to REA 2.0, needed to play catch up fast. A number of choices when starting out in mobile Which technologies to use (we chose to do native iPhone first) Whether mobile development should be separate from existing software teams (we chose to not align with the line of business teams) Where to get your staff from (there arenât many iOS developers with agile experience) (we chose to build a team with a combination f internal and external staff⊠well, Rich chose, and I was one of those external staff) built around a delivery manager with proven mobile delivery experience (really do need some people who have done it before) Opted to teach talented devs iOS / Android due to limited availability of top skills in the market. Started the project with some standard agile practices (not mobile specific, but even more critical on mobile platform) On a new platform, new technology, new team, new languages: so much unknown, have to work in short sharp iterations
Stew wasnât just because we all have shiny iPhones in our pocket (certainly not the only way you can build apps) If you look at existing usage data, it was the only platform that made sense to target If you canât be the best for one particular platform, how can you do it for all platforms at once? The hurdle to being awesome is lower for native apps than web apps (going native doesnât magically make your app awesome, but thereâs the least barrier) If you go down the web path, you really have to fight to get a good performance and a great user experience Native iPhone does mean Objective C: which I like, but isnât not for everyone
Stew tech lead / DM, designer, product owner and 6 developers (only 1 with Objective C experience, many without much C experience) --> 50% might be a better target team too big, too developer heavy including API development in core delivery team, not separate layer teams makes it very easy to push logic to the server if they are developed in tandem
Stew iOS really started with design agencies, and fly by night coders, perhaps using a marketing budget Weâre getting to the point where a lot of our core business is going to be done on mobile wanted to use practices we knew TDD, BDD, Continuous Integration, Continuous Delivery tried to test drive our code as much as possible (difficult with poor tools and a new framework/language) Strived for behaviour driven style of development, even without automation no culture of automated testing... it âs coming now, but in 2010 was almost non-existant command line integration is an afterthought with Appleâs tools
Stew set up a number of standard agile team practices, call this one out in particular fairly strict: 1 per pair and only 1 spare on top of that (Pez âs talk) logic behind WIP isn ât particular to mobile, but the need for it is accentuated everyone cares about the details of mobile apps: it âs in your hand, in your pocket need to reduce cycle time (if things take too long, priorities change or aren ât respected) avoid death by a thousand cuts hope you also went to Perrynâs talk
Stew started the project with some standard agile processes you can only improve what you measure visibility: burn ups / burn downs , regular retros and showcases get feedback early, adjust how the team works measurement: basic estimation and velocity tracking (nothing over the top) weekly iterations: needs to be shorter for mobile, time scales are different need to learn faster all signs pointed to: missing the deadline by a huge amount, and building a product that the business didn ât quite need some pretty basic out-of-the-box agile gave the business early warning signs... agile didn ât magically bring success but it showed things needed to change drastically early on
Rich - failed first attempt - knew about it early due to standard agile practices being used by the team Failed due toâŠ. Level of business engagement. Organizational mobile knowledge. Maturity of our design thinking. - could: cancel the project, outsource the project, or reset with a different structure and emphasis
Stew re-start project, get everyone on the same page -> started with an inception with all relevant stakeholders the team will make thousands of decisions over the course of the project, give them the context they need to make the right decisions (paraphrasing Jonathan Rasmussen) 1) get a big room 2) draw lots of pictures 3) write lots of stories 4) don ât stop, get building first approach was to build perfection from the start, before it was validated second approach was to start simple, test on real users and iterate content as king vs design as king
Stew Learning new technologies and interaction paradigms is easier in smaller teams: get good people and have less of them (easier said than done, you might have to create them) Footprint of these apps is quite small, so velocity doesnât scale with team size very far (we all know in general it doesnât, but hit the limit sooner) after: added full time UX consultant from Thoughtworks, dropped to 4 developers (skilling up a small team is easier and quicker) design/UX needs to be a bigger part of the team (Apple says to expect 2/3 effort on design ) when you âre playing catch up with the competition in terms of features, quality UX is essential continuous delivery requires continuous design ELT level product owner: no delay in decision making -> empowered team, very few external dependencies UX practice took off within REA and is now a part of most teams and products
Rich Delivering Results Second attempt much more successful Now over one million downloads Engagement events much higher etc.
Rich/Stew Third party, close-shore Thought it would be quick and cheap, a few weeks Don ât just copy the iOS app: itâs not the same Cloning across platforms is not quick of cheap, and probably not what you want to do anyway Good API gives the best saving across your platforms Share high level tests to drive development of other platforms Cost of Android and iPad was not drastically cheaper than the initial iPhone app (reuse didn ât save time or money)
Stew many ways to skin a cat (this is a whole talk in itself, something weâre thinking about a lot at the moment) tradeoff between experience and cost/time REA chose rightly to invest in native iOS at the time, but that doesnât mean there isnât pain associated with that Facebook and LinkedIn both sit somewhere between pure-web and pure-native apps some people donât require a native app at all (if youâre not in the first page or two, used almost daily) be aware of Conwayâs law (the software architecture will come to reflect the organisational structures) eg. Separate iOS, Android and mobile web teams: donât expect much re-use start to build richer APIs, serving not just data but styled-content as well (this is a directly not just for native apps, but for high performance mobile web apps as well, using lots of JS)
Rich - mobile is hard, but it âs here to stay, so we need to get better at it - ROI for mobile is much higher - bring mobile into the core lines of business, no longer technology based teams - allow time for innovation: it âs not just a matter of cloning website features into apps - build mobile specific features that suit the use case of the mobile devices (tablet vs phone) Challenges with native only developmentâŠ. Speed of development Availability of skills Apple store process doesn ât support Lean Start-Up mindset. Little reuse across devices and native/web not line of business oriented: technology based teams might work early on, but long term need to be more product focused
Focus on key learnings from here on. Bringing mobile into the core lines of business (worked as a separate technology team initially, but now time to get more business aligned) Mobile is become a channel of the core business, not a separate venture
Stew small, cross functional and autonomous --> why do we always forget to run projects with teams like this! these apps have a small code footprint, especially early on, more people will not help suspect 3-6 developers is the sweet spot, need a few to keep moving on multiple things ï probably want 50% mobile experience as you scale up every time the team has been struggling, the solution has been to reduce the team size UX and product owner embedded in the team (jason and Daniel sitting with the team) -> touch on that in a minute need the right people: not all developers make great mobile developers for iOS, need engineers technical enough to want to code in C, and high level enough to create a refined user interface and a great experience (eye for detail) need poly skilled people, blurring of roles... UX and Dev are the only two essential roles for small mobile projects in my opinion don ât try and build a LARGE high performing team before you have a SMALL team performing well informal collaboration beats meetings any day, but only works when the team is small enough one of the side effects of a small team, is a very lean process (highlights where our agile process and even our agile dogma starts to get in the way)
Stew recent mobile summit: if weâre going to keep the team small, which roles are essential? expect the balance of design/development to have a more even balance than on typical software need poly skilled people, blurring of roles... UX and Dev are the only two essential roles for small mobile projects in my opinion Mobile UX is an acquired skill: not the same as web or desktop user experience Usually need someone to cut the pixels (someone between UX and Front End Dev)
Stew we âre still working out how people use these devices, donât expect to get it right first time agile provides a way of working that accepts not knowing everything up front, and reacting to feedback many teams treat âagileâ as serialised, incremental delivery --> need to be constantly feeding back in and adjusting what youâre doing fast iteration in Apple âs ecosystem? Enterprise internal releases saw in a recent blog post on how to deliver software effectively: build less, start sooner.
Stew Testing these UI heavy, experiential apps is hard⊠and the tools arenât great Return on investment in testing isnât as short as web development, maybe not worth it straight up, but will be sooner than you think ended up focusing less on automation early on (but test automation is essential for long term agility) manually test only the things that really need a person with an eye for detail (there will still be plenty), don ât waste their time on the mundane stuff good testing will also help get your v1.0 out the door (the payoff from automation is closer than you think, probably weeks, not months) corner cases everywhere --> stuck them up on the wall must test on real devices running over real mobile networks (don ât just use the simulator, or just a wifi network) must have controlled test environments over real network conditions testing tools still have a long way to go (so wrote our own), led to the later development of Zucchini open source framework (screenshot based tool) share high level tests across platforms (iOS, Android - same/similar features, different implementation)
Stew the mobile platforms do dictate the approach to some extent, don ât throw away good engineering practices things like TDD, good Object Oriented design and separation of concerns are all still completely valid building a good mobile app needs to be engineered just as well as a large website, it âs not a toy agile is not just about the process: need proper XP engineering practices to go with it don ât throw the baby out with the bathwater (when all you have is a hammer, everything starts to look like a nail) don ât use web tools just because theyâre the ones you already know
Rich Kent Beck âs updated agile manifesto: validated learning over working software lean startup stuff? mobile is a great opportunity to try out start up culture within a larger organisation keep it simple: most basic thing that can get feedback and inform your next decision agile helped identify things that needed changing, but should have focused more on research, nor development early on continuous delivery helps: TestFlight for beta distribution (or HockeyApp, both good), Enterprise releases within the company (can ât go all the way to app store every green build) get analytics in place figure out what you need to measure: what does success look like? what hypothesis is validated by early releases? can talk about recent inspection planner release, big spikes in traffic on Saturday morning, also leading to high use of Map & Directions, as expected
Rich/Stew not do Capital A, ceremonial Agile, be agile the market moves quickly and pivots often, so should you work in a way that makes this possible every time we think we have it sorted, everything changes again software development is really an exercise in failing, want to do that as quickly and cheaply as possible, learn and fail less the next time