Business agility: a disciplined viewpoint by scott ambler
•
1 like•481 views
The document discusses business agility and the Disciplined Agile Framework. It defines business agility as the ability to respond rapidly to internal and external changes without losing momentum or vision. It also describes agile organizations as being adaptive, lean, responsive, and focused on learning. Finally, it introduces the Disciplined Agile Framework as providing light-weight guidance to help organizations streamline IT and business processes in a context-sensitive manner in order to provide the process foundation for business agility.
Report
Share
Report
Share
Download to read offline
Recommended
Business Agility: a roadmap to the digital enterprise by Jaco Viljoen
Business Agility event 2018 hosted by IndigoCube was on 17th July at Fairlawns Boutique Hotel. Jaco Viljoen, Head of Digital presented on Business Agility: a Roadmap to the Digital Enterprise.
Agile transformations: The good, the bad, and the ugly
Are the majority of agile transformations failing? Succeeding? Just sort of stumbling along? It’s really hard to tell. You hear a lot of promises and platitudes from consulting firms specializing in transformations, you read case studies that focus on the good and downplay the bad, and there’s a plethora of agile trainers who will certify that you’re a master, a professional, or an agile coach in just a few short days. Who do you trust to share with you what’s really happening in organizations making these transformations? What’s really working? What isn’t?
Middle Management in an Agile World webcast
This document discusses the role of middle management in agile organizations. It notes several important trends, such as teams performing traditional management tasks, new leadership roles emerging, stable team structures, and less status reporting. For managers, it means less direct work but roles in leadership, support, and coaching teams. The document outlines potential specialized management roles at scale and discusses how managers can empower teams, create the right environment, assess performance, and get on board with agile approaches. It emphasizes trusting teams to get work done and continuous learning.
Disciplined Agile Data Management
How does data management fit into agile development? How can data professionals take an agile approach to data management? What mindset do data professionals need to succeed in an agile world?
Agile governance
1. The document discusses agile governance and how to achieve alignment among diverse stakeholders.
2. It notes that good governance requires high alignment among stakeholders to satisfy their interests, but various forces like functional diversity, complicated processes, and cultural clashes work against alignment.
3. The document argues that establishing shared objectives and improving communication can help overcome these forces and increase alignment among stakeholders.
The Agile Project Manager - fact or fiction ?
While the agile community still has difficulty in acknowledging the need for project managers, the fact is that large, complex organizations on an evolutionary path to a more modern solutions delivery paradigm can reap tremendous benefit from the continued services of seasoned project managers.
Daniel Gagnon`s presentation examines some of the ways in which PMs can evolve towards servant leadership and remain relevant in an increasingly agile organizational context.
Disciplined Agile Outsourcing: Making it work for both the customer and the s...
Outsourcing projects suffer from two significant yet easily addressed problems. First, the customer’s instincts for how to run an outsourced project are more likely to hurt rather than help them. Second, service providers (SPs) prove to be little more than order takers that don’t have the courage to negotiate a winning strategy. The Disciplined Agile Delivery (DAD) process decision framework provides the foundation needed to succeed at “agile offshoring” by addressing the needs of both the customer and the SP. DAD is a goal-driven, hybrid agile, full delivery methodology that is enterprise aware and scalable. DAD provides a foundation from which you can tailor a viable strategy for disciplined agile outsourcing. This presentation explores strategies for effectively initiating and governing an outsourced IT delivery project in an agile manner. Outsourcing introduces a collection of risks that can be uniquely addressed with a disciplined agile strategy.
During this presentation you will learn:
• What the Disciplined Agile Delivery (DAD) framework is.
• The risks associated with outsourcing.
• Disciplined agile outsourcing from the point of view of the customer.
• Disciplined agile outsourcing from the point of view of the service provider.
• What you need to do to succeed at disciplined agile outsourcing.
• Industry statistics regarding agile outsourcing in practice
• Criteria to determine if you’re ready for outsourcing IT delivery projects.
Crushed by technical debt
“Technical debt” refers to any quality issues within the implementation of an IT solution that hampers your ability to work with or evolve that solution. Technical debt is often thought of as a source code problem, but it also occurs in your user interface design, in your data sources, in your network architecture, and in many other places. This presentation explores disciplined agile strategies to avoid technical debt in the first place, to remove existing technical debt, and how to fund the removal of technical debt. Industry data regarding technical debt will be shared.
Recommended
Business Agility: a roadmap to the digital enterprise by Jaco Viljoen
Business Agility event 2018 hosted by IndigoCube was on 17th July at Fairlawns Boutique Hotel. Jaco Viljoen, Head of Digital presented on Business Agility: a Roadmap to the Digital Enterprise.
Agile transformations: The good, the bad, and the ugly
Are the majority of agile transformations failing? Succeeding? Just sort of stumbling along? It’s really hard to tell. You hear a lot of promises and platitudes from consulting firms specializing in transformations, you read case studies that focus on the good and downplay the bad, and there’s a plethora of agile trainers who will certify that you’re a master, a professional, or an agile coach in just a few short days. Who do you trust to share with you what’s really happening in organizations making these transformations? What’s really working? What isn’t?
Middle Management in an Agile World webcast
This document discusses the role of middle management in agile organizations. It notes several important trends, such as teams performing traditional management tasks, new leadership roles emerging, stable team structures, and less status reporting. For managers, it means less direct work but roles in leadership, support, and coaching teams. The document outlines potential specialized management roles at scale and discusses how managers can empower teams, create the right environment, assess performance, and get on board with agile approaches. It emphasizes trusting teams to get work done and continuous learning.
Disciplined Agile Data Management
How does data management fit into agile development? How can data professionals take an agile approach to data management? What mindset do data professionals need to succeed in an agile world?
Agile governance
1. The document discusses agile governance and how to achieve alignment among diverse stakeholders.
2. It notes that good governance requires high alignment among stakeholders to satisfy their interests, but various forces like functional diversity, complicated processes, and cultural clashes work against alignment.
3. The document argues that establishing shared objectives and improving communication can help overcome these forces and increase alignment among stakeholders.
The Agile Project Manager - fact or fiction ?
While the agile community still has difficulty in acknowledging the need for project managers, the fact is that large, complex organizations on an evolutionary path to a more modern solutions delivery paradigm can reap tremendous benefit from the continued services of seasoned project managers.
Daniel Gagnon`s presentation examines some of the ways in which PMs can evolve towards servant leadership and remain relevant in an increasingly agile organizational context.
Disciplined Agile Outsourcing: Making it work for both the customer and the s...
Outsourcing projects suffer from two significant yet easily addressed problems. First, the customer’s instincts for how to run an outsourced project are more likely to hurt rather than help them. Second, service providers (SPs) prove to be little more than order takers that don’t have the courage to negotiate a winning strategy. The Disciplined Agile Delivery (DAD) process decision framework provides the foundation needed to succeed at “agile offshoring” by addressing the needs of both the customer and the SP. DAD is a goal-driven, hybrid agile, full delivery methodology that is enterprise aware and scalable. DAD provides a foundation from which you can tailor a viable strategy for disciplined agile outsourcing. This presentation explores strategies for effectively initiating and governing an outsourced IT delivery project in an agile manner. Outsourcing introduces a collection of risks that can be uniquely addressed with a disciplined agile strategy.
During this presentation you will learn:
• What the Disciplined Agile Delivery (DAD) framework is.
• The risks associated with outsourcing.
• Disciplined agile outsourcing from the point of view of the customer.
• Disciplined agile outsourcing from the point of view of the service provider.
• What you need to do to succeed at disciplined agile outsourcing.
• Industry statistics regarding agile outsourcing in practice
• Criteria to determine if you’re ready for outsourcing IT delivery projects.
Crushed by technical debt
“Technical debt” refers to any quality issues within the implementation of an IT solution that hampers your ability to work with or evolve that solution. Technical debt is often thought of as a source code problem, but it also occurs in your user interface design, in your data sources, in your network architecture, and in many other places. This presentation explores disciplined agile strategies to avoid technical debt in the first place, to remove existing technical debt, and how to fund the removal of technical debt. Industry data regarding technical debt will be shared.
Measuring Agile: A Disciplined Approach To Metrics
This presentation works through important questions that people have about metrics on agile teams, principles around how to be effective with your agile metrics strategy, how to measure agile teams following a lightweight approach to GQM, potential metrics to collect about agile teams, and how to support IT governance through effective metrics rollups.
(In Agile) Where Do All The Managers Go?
Management is so important on agile delivery teams that we do it every single day, but that doesn't imply that we
need team managers. Having said that, there are still some manager roles needed, albeit far fewer than in the past, when we scale agile both tactically and strategically within our IT organizations. So where do the rest of the
managers go?
This presentation examines what happens to traditional managers when their organization adopts agile and lean strategies. We work through the implications of several critical forces that enable us to thin out the ranks of middle management. First, agile methods push many technical management tasks into the hands of the team, thereby taking that work away from managers. Second, leadership tasks are assigned to new team roles such as the Product Owner, the Team Lead/Scrum Master, and the Architecture Owner. Third, the move away from a project-based mindset to a product-based one results in stable teams that require far less functional/resource management. Fourth, application of business intelligence technologies to implement automated team and portfolio dashboards reduces the need for manual status reporting.
Some management-oriented work remains. Teams that haven't yet automated reporting will find that someone needs to track and report progress. Large teams, also known as program teams, will likely need a Program Manager or more accurately a Program Coordinator. To support IT-level functions you are likely to need people in roles such as Portfolio Manager, Operations Manager, Help Desk Manager, and Community of Practice (CoP) Lead. Managers are still clearly needed, but in practice there tends to be far fewer management positions within agile organizations than what we find in traditional ones. This implies that many existing managers will need to reskill and transition into one of the new agile roles. The good news is that there is room for everyone within agile if they're willing to learn new skills and change with the times.
Choose Your WoW! DevOps in the Enterprise
The document outlines Scott Ambler's presentation on DevOps in the enterprise. The presentation introduces DevOps and various views on DevOps, including continuous delivery, Agile delivery and operations, and Disciplined DevOps. It discusses the benefits of DevOps and the DevOps mindset. The presentation then explores how to choose an area of focus or "Way of Working" for DevOps efforts through continuous improvement, guided continuous improvement, and combining strategies. It provides examples of choices in lifecycles, process goals, and process blades. The document concludes by announcing upcoming webinars and training from the Disciplined Agile Consortium on DevOps and Agile transformations.
Disciplined agile business analysis
Analysis is so important to agile teams they do it every day. Every. Single. Day. In some respects agile teams perform analysis in a very different manner than traditional teams, and in some respects in a very similar manner. Agile analysis is collaborative and evolutionary in nature. Disciplined agile analysis takes it up a notch to address the complexity factors agile teams face at scale.
In this presentation we discuss how disciplined agile teams address analysis activities throughout the lifecycle. The transition to agile requires a mindset, skill set, and very often role change for people who are currently business analysts. On the majority of agile teams the role of business analyst has disappeared, but in some situations at scale the role is of vital importance – this isn’t your father’s software team any more. Lessons learned from several organizations making the transition to agile will be shared.
Key learning points:
• Discover how disciplined agile teams approach analysis, and modeling in general
• Learn agile analysis and modeling strategies
• Discover how business analysts can transition to an agile environment
Video can be found here: https://www.youtube.com/watch?v=-8tR-UbUpvI
Agile strategic planning: increasing velocity in an organization
Existing strategic planning methods are not well adapted to this century.We created a new strategic planning methodology based on the widely known and recognized principles of agile. This method is adapted to the new reality of speed. Agility and velocity are not only necessary but critical to stay ahead. Using agile at the strategic level helps organizations move faster & become more transparent.
---
Nectarios Economakis
Nectarios was the first employee in business development at Google Montreal, helping to generate a year-over-year average growth of 50% since 2011. He participated in the growth of sales and profitability of many large corporations.
Previously, he held positions at Cesart Marketing and Media Experts where he led their search marketing teams. Nectar holds a MSc from the John Molson School of Business, where his thesis compared the effects of online advertising on consumer search behavior. He is an investor, and sits on the board of several start ups.
Release Management - Measuring Effectiveness
IT organizations are losing credibility due to their inability to provide predictable software delivery timelines, costs, and support requirements. Release management is a methodology that provides predictability, stability, and transparency to IT service delivery. It involves planning releases far in advance, prioritizing schedule over scope, and understanding business objectives and tradeoffs rather than seeing it as a silver bullet.
Choose Your Way of Working (WoW)!
How does an agile software development team choose its way of working, and do so in a context sensitive manner?
This was presented at the Toronto Agile Conference on October 30, 2018.
Developing business agility
Business agility is now widely seen as an important collection of principles, values and practices that together help organisations and the people within them to thrive in a VUCA world. In this interactive workshop from the Association of Business Mentors 2018 London Conference, Geof introduces and explores the key elements of business agility thinking and how to apply it in the way you coach, mentor and advise your clients.
Agility - The Key to Every Successful Business
This document discusses organizational agility and how it is important for companies to adapt quickly to changes in the market. It defines organizational agility as a company's ability to rapidly change or adapt in response to shifts in the market, competitors, technologies, or overall market conditions. It states that agility helps with quick changes, speed, strength, and control, giving companies an edge over competitors. The document provides tips for achieving organizational agility such as having dedicated leaders with diverse skills, prioritizing strategic decisions, making quick decisions, leveraging data and innovation, and realizing interdependencies between departments. It also lists mistakes to avoid and factors that can prevent organizations from becoming agile like lack of experience, culture issues, lack of support
Introducing SAFe® 5
Scaled Agile, Inc., is the provider of SAFe®, the world’s leading framework for business agility. Through learning and certification, a global partner network, and a growing community of over 800,000 trained professionals, Scaled Agile helps enterprises build agility into their culture so they can quickly identify and deliver customer value, capitalize on emerging opportunities, and improve business outcomes. Learn more at scaledagile.com.
Leadership And Organizational Agility
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
The Disciplined Agile Enterprise: Harmonizing Agile and Lean
An agile enterprise increases value through effective execution and delivery in a timely and reactive manner. Such organizations do this by streamlining the flow of information, ideas, decision making, and work throughout the overall business process all the while improving the quality of the process and business outcomes.
This talk describes, step-by-step, how to evolve from today’s vision of agile software development to a truly disciplined agile enterprise. It briefly examines the state of mainstream agile software development and argues for the need for a more disciplined approach to agile delivery that provides a solid foundation from which to scale. It then explores what it means to scale disciplined agile strategies at the project/product level and across your IT organization as a whole.
Your disciplined agile IT strategy, along with a lean business strategy, are key enablers of a full-fledged disciplined agile enterprise. The talk ends with advice for how to make this challenging organizational transition.
Agility Board I Introduction
The document introduces Agility-Board as a global partner that helps organizations become more agile. It discusses how the modern business environment is volatile, uncertain, complex and ambiguous, making strategy more difficult. Agility-Board provides practices and tools to help clients respond faster and more flexibly to challenges through approaches like iterative transformations, agile leadership development, and measuring organizational agility. The goal is to help organizations adapt, align, and accelerate performance through collaboration.
ATAAS2016 - Scott Ambler keynote disciplined agile enterprise
The document discusses scaling agile practices across teams and organizations. It addresses three main questions: what does it mean to scale agile, how to scale agile tactically, and how to scale agile strategically. Tactical scaling involves applying agile practices to individual teams facing various challenges like large size, geographic distribution, or compliance needs. Strategic scaling applies agile across the entire organization, including support teams. The Disciplined Agile framework provides an approach that is goal-driven, hybrid, and tailored to each unique situation. Scaling requires coordination, governance, validation, and tooling that increase with complexity and risk.
Breaking Through with Agile Change Management
The document discusses overcoming barriers to adopting Agile change management practices outside of IT. It proposes three solutions: 1) Translating Agile concepts into business terms that non-technical managers and teams understand. 2) Showing how Agile has been successfully applied in other disciplines like manufacturing, legal, and marketing. 3) Demonstrating how cultural transformations to Agile values and ways of working can be measured and have led to benefits at organizations. The document provides examples and explanations for each solution to help organizations expand their Agile approaches.
Breaking Through with Agile Change Management
Many large IT projects continue to struggle with user adoption, leadership support, and overall stakeholder buy-in. Effective use of Agile best practices is a proven means of addressing these buy-in issues within the IT organization, but what about other departments? In this session, we will discuss how Agile principles can drive an enterprise-wide change management approach in order to better reinforce the transformations taking place in your organization. The goal? Maximize collaboration between IT and the business and break down silos through iterative, incremental progress.
Applying Disciplined Agile: Become a Learning Organization
This document provides an overview of Disciplined Agile (DA), a framework for agile transformations owned by the Project Management Institute. It discusses how most agile transformations fail, the importance of starting where you are and becoming a learning organization. It introduces the DA architecture, including mindset, people, practices and flow. It covers improving teams through choosing their own way of working and continuous improvement, as well as organizational improvement strategies like communities of practice. The presentation ends by advising the goal is to become a purposeful, learning organization through training people in DA.
Large Scale Agile Transformation by Husni Roukbi
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
Enterprise Agile Transformation Strategies
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Agile Mumbai 2020 Conference | Agile Leadership 101: Unlearn to succeed | Ash...
The document discusses agile leadership and how organizations need to adapt to constant change. It advocates for an agile approach where leaders emphasize collaboration, empowerment, learning and unlearning. The key aspects of agile leadership are outlined as setting a clear vision or strategy, establishing targets, empowering teams through humble management, focusing on individual effectiveness, and driving continuous improvement. Case studies on Amazon, Best Buy and CRISIL are presented showing how they embraced agile approaches to transform their businesses and focus on customers. The parting message is that agile leadership is essential for unlocking growth but must go beyond revenues and costs to truly transform organizations.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Agile enterprise architecture
Enterprise architecture (EA) can potentially promote a common business vision within your organization, provide guidance to improve both business and IT decision making, and improve IT efficiencies. Unfortunately many EA teams struggle to provide these benefits, often because they are perceived as ivory tower or being too difficult to work with.
The adoption of disciplined agile and lean strategies that are based on collaboration, enablement, and streamlining the flow of work are the keys to EA success. Disciplined strategies that produce light-weight, yet still sufficient, artifacts are the key to your success. This presentation explores both the success factors and failure factors surrounding EA, pragmatic strategies for a lean/agile approach to EA, and how EA is supported and enhanced by the Disciplined Agile framework. This isn’t your grandfather’s EA strategy.
More Related Content
What's hot
Measuring Agile: A Disciplined Approach To Metrics
This presentation works through important questions that people have about metrics on agile teams, principles around how to be effective with your agile metrics strategy, how to measure agile teams following a lightweight approach to GQM, potential metrics to collect about agile teams, and how to support IT governance through effective metrics rollups.
(In Agile) Where Do All The Managers Go?
Management is so important on agile delivery teams that we do it every single day, but that doesn't imply that we
need team managers. Having said that, there are still some manager roles needed, albeit far fewer than in the past, when we scale agile both tactically and strategically within our IT organizations. So where do the rest of the
managers go?
This presentation examines what happens to traditional managers when their organization adopts agile and lean strategies. We work through the implications of several critical forces that enable us to thin out the ranks of middle management. First, agile methods push many technical management tasks into the hands of the team, thereby taking that work away from managers. Second, leadership tasks are assigned to new team roles such as the Product Owner, the Team Lead/Scrum Master, and the Architecture Owner. Third, the move away from a project-based mindset to a product-based one results in stable teams that require far less functional/resource management. Fourth, application of business intelligence technologies to implement automated team and portfolio dashboards reduces the need for manual status reporting.
Some management-oriented work remains. Teams that haven't yet automated reporting will find that someone needs to track and report progress. Large teams, also known as program teams, will likely need a Program Manager or more accurately a Program Coordinator. To support IT-level functions you are likely to need people in roles such as Portfolio Manager, Operations Manager, Help Desk Manager, and Community of Practice (CoP) Lead. Managers are still clearly needed, but in practice there tends to be far fewer management positions within agile organizations than what we find in traditional ones. This implies that many existing managers will need to reskill and transition into one of the new agile roles. The good news is that there is room for everyone within agile if they're willing to learn new skills and change with the times.
Choose Your WoW! DevOps in the Enterprise
The document outlines Scott Ambler's presentation on DevOps in the enterprise. The presentation introduces DevOps and various views on DevOps, including continuous delivery, Agile delivery and operations, and Disciplined DevOps. It discusses the benefits of DevOps and the DevOps mindset. The presentation then explores how to choose an area of focus or "Way of Working" for DevOps efforts through continuous improvement, guided continuous improvement, and combining strategies. It provides examples of choices in lifecycles, process goals, and process blades. The document concludes by announcing upcoming webinars and training from the Disciplined Agile Consortium on DevOps and Agile transformations.
Disciplined agile business analysis
Analysis is so important to agile teams they do it every day. Every. Single. Day. In some respects agile teams perform analysis in a very different manner than traditional teams, and in some respects in a very similar manner. Agile analysis is collaborative and evolutionary in nature. Disciplined agile analysis takes it up a notch to address the complexity factors agile teams face at scale.
In this presentation we discuss how disciplined agile teams address analysis activities throughout the lifecycle. The transition to agile requires a mindset, skill set, and very often role change for people who are currently business analysts. On the majority of agile teams the role of business analyst has disappeared, but in some situations at scale the role is of vital importance – this isn’t your father’s software team any more. Lessons learned from several organizations making the transition to agile will be shared.
Key learning points:
• Discover how disciplined agile teams approach analysis, and modeling in general
• Learn agile analysis and modeling strategies
• Discover how business analysts can transition to an agile environment
Video can be found here: https://www.youtube.com/watch?v=-8tR-UbUpvI
Agile strategic planning: increasing velocity in an organization
Existing strategic planning methods are not well adapted to this century.We created a new strategic planning methodology based on the widely known and recognized principles of agile. This method is adapted to the new reality of speed. Agility and velocity are not only necessary but critical to stay ahead. Using agile at the strategic level helps organizations move faster & become more transparent.
---
Nectarios Economakis
Nectarios was the first employee in business development at Google Montreal, helping to generate a year-over-year average growth of 50% since 2011. He participated in the growth of sales and profitability of many large corporations.
Previously, he held positions at Cesart Marketing and Media Experts where he led their search marketing teams. Nectar holds a MSc from the John Molson School of Business, where his thesis compared the effects of online advertising on consumer search behavior. He is an investor, and sits on the board of several start ups.
Release Management - Measuring Effectiveness
IT organizations are losing credibility due to their inability to provide predictable software delivery timelines, costs, and support requirements. Release management is a methodology that provides predictability, stability, and transparency to IT service delivery. It involves planning releases far in advance, prioritizing schedule over scope, and understanding business objectives and tradeoffs rather than seeing it as a silver bullet.
Choose Your Way of Working (WoW)!
How does an agile software development team choose its way of working, and do so in a context sensitive manner?
This was presented at the Toronto Agile Conference on October 30, 2018.
Developing business agility
Business agility is now widely seen as an important collection of principles, values and practices that together help organisations and the people within them to thrive in a VUCA world. In this interactive workshop from the Association of Business Mentors 2018 London Conference, Geof introduces and explores the key elements of business agility thinking and how to apply it in the way you coach, mentor and advise your clients.
What's hot (8)
Measuring Agile: A Disciplined Approach To Metrics
Measuring Agile: A Disciplined Approach To Metrics
Agile strategic planning: increasing velocity in an organization
Agile strategic planning: increasing velocity in an organization
Similar to Business agility: a disciplined viewpoint by scott ambler
Agility - The Key to Every Successful Business
This document discusses organizational agility and how it is important for companies to adapt quickly to changes in the market. It defines organizational agility as a company's ability to rapidly change or adapt in response to shifts in the market, competitors, technologies, or overall market conditions. It states that agility helps with quick changes, speed, strength, and control, giving companies an edge over competitors. The document provides tips for achieving organizational agility such as having dedicated leaders with diverse skills, prioritizing strategic decisions, making quick decisions, leveraging data and innovation, and realizing interdependencies between departments. It also lists mistakes to avoid and factors that can prevent organizations from becoming agile like lack of experience, culture issues, lack of support
Introducing SAFe® 5
Scaled Agile, Inc., is the provider of SAFe®, the world’s leading framework for business agility. Through learning and certification, a global partner network, and a growing community of over 800,000 trained professionals, Scaled Agile helps enterprises build agility into their culture so they can quickly identify and deliver customer value, capitalize on emerging opportunities, and improve business outcomes. Learn more at scaledagile.com.
Leadership And Organizational Agility
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
The Disciplined Agile Enterprise: Harmonizing Agile and Lean
An agile enterprise increases value through effective execution and delivery in a timely and reactive manner. Such organizations do this by streamlining the flow of information, ideas, decision making, and work throughout the overall business process all the while improving the quality of the process and business outcomes.
This talk describes, step-by-step, how to evolve from today’s vision of agile software development to a truly disciplined agile enterprise. It briefly examines the state of mainstream agile software development and argues for the need for a more disciplined approach to agile delivery that provides a solid foundation from which to scale. It then explores what it means to scale disciplined agile strategies at the project/product level and across your IT organization as a whole.
Your disciplined agile IT strategy, along with a lean business strategy, are key enablers of a full-fledged disciplined agile enterprise. The talk ends with advice for how to make this challenging organizational transition.
Agility Board I Introduction
The document introduces Agility-Board as a global partner that helps organizations become more agile. It discusses how the modern business environment is volatile, uncertain, complex and ambiguous, making strategy more difficult. Agility-Board provides practices and tools to help clients respond faster and more flexibly to challenges through approaches like iterative transformations, agile leadership development, and measuring organizational agility. The goal is to help organizations adapt, align, and accelerate performance through collaboration.
ATAAS2016 - Scott Ambler keynote disciplined agile enterprise
The document discusses scaling agile practices across teams and organizations. It addresses three main questions: what does it mean to scale agile, how to scale agile tactically, and how to scale agile strategically. Tactical scaling involves applying agile practices to individual teams facing various challenges like large size, geographic distribution, or compliance needs. Strategic scaling applies agile across the entire organization, including support teams. The Disciplined Agile framework provides an approach that is goal-driven, hybrid, and tailored to each unique situation. Scaling requires coordination, governance, validation, and tooling that increase with complexity and risk.
Breaking Through with Agile Change Management
The document discusses overcoming barriers to adopting Agile change management practices outside of IT. It proposes three solutions: 1) Translating Agile concepts into business terms that non-technical managers and teams understand. 2) Showing how Agile has been successfully applied in other disciplines like manufacturing, legal, and marketing. 3) Demonstrating how cultural transformations to Agile values and ways of working can be measured and have led to benefits at organizations. The document provides examples and explanations for each solution to help organizations expand their Agile approaches.
Breaking Through with Agile Change Management
Many large IT projects continue to struggle with user adoption, leadership support, and overall stakeholder buy-in. Effective use of Agile best practices is a proven means of addressing these buy-in issues within the IT organization, but what about other departments? In this session, we will discuss how Agile principles can drive an enterprise-wide change management approach in order to better reinforce the transformations taking place in your organization. The goal? Maximize collaboration between IT and the business and break down silos through iterative, incremental progress.
Applying Disciplined Agile: Become a Learning Organization
This document provides an overview of Disciplined Agile (DA), a framework for agile transformations owned by the Project Management Institute. It discusses how most agile transformations fail, the importance of starting where you are and becoming a learning organization. It introduces the DA architecture, including mindset, people, practices and flow. It covers improving teams through choosing their own way of working and continuous improvement, as well as organizational improvement strategies like communities of practice. The presentation ends by advising the goal is to become a purposeful, learning organization through training people in DA.
Large Scale Agile Transformation by Husni Roukbi
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
Enterprise Agile Transformation Strategies
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Agile Mumbai 2020 Conference | Agile Leadership 101: Unlearn to succeed | Ash...
The document discusses agile leadership and how organizations need to adapt to constant change. It advocates for an agile approach where leaders emphasize collaboration, empowerment, learning and unlearning. The key aspects of agile leadership are outlined as setting a clear vision or strategy, establishing targets, empowering teams through humble management, focusing on individual effectiveness, and driving continuous improvement. Case studies on Amazon, Best Buy and CRISIL are presented showing how they embraced agile approaches to transform their businesses and focus on customers. The parting message is that agile leadership is essential for unlocking growth but must go beyond revenues and costs to truly transform organizations.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Agile enterprise architecture
Enterprise architecture (EA) can potentially promote a common business vision within your organization, provide guidance to improve both business and IT decision making, and improve IT efficiencies. Unfortunately many EA teams struggle to provide these benefits, often because they are perceived as ivory tower or being too difficult to work with.
The adoption of disciplined agile and lean strategies that are based on collaboration, enablement, and streamlining the flow of work are the keys to EA success. Disciplined strategies that produce light-weight, yet still sufficient, artifacts are the key to your success. This presentation explores both the success factors and failure factors surrounding EA, pragmatic strategies for a lean/agile approach to EA, and how EA is supported and enhanced by the Disciplined Agile framework. This isn’t your grandfather’s EA strategy.
How ready is your organization for change?
Let’s face it: change today is fast and it’s frequent. And it can be painful if your organization is not ready.
Unfortunately, change won't stop and wait for your organization to be ready. Fortunately, there is a formula for creating a “change-able” organization and culture—one that can define, launch, implement, and sustain change at all levels.
Let Linkage help your organization lead successful change. Visit us at www.linkageinc.com/change.
Agile42 agile for super heroes_june2018
Introduction level presentation for a client's annual internal, global summit for their Engineering and R&D leadership.
Agility for Project Managers
This document discusses the concept of agility. It defines agility as the flexibility and ability of an organization to rapidly adapt and change direction. Being agile is about consistently adapting to solve clients' needs through collaboration, speed, and stability. It emphasizes being practical over practices and focusing on outcomes rather than outputs. The document advocates for people-oriented agility through empowerment and increasing the meaning of work. It also discusses embracing mistakes as learning opportunities and having adaptive leadership to respond quickly to changes.
Od forum presentation - tom
The document discusses how organizational agility is important for anticipating and adapting to rapid changes in today's business environment. It introduces the Agile Model developed by Agility Consulting, which provides a framework for key agility processes like anticipating change, generating confidence, initiating action, liberating thinking, and evaluating results. The document then discusses how food company Land O'Frost used the Agile Model to assess its agility, align improvement plans across departments, and better execute its strategy in a faster changing market.
Business Agility is the new competitive advantage!
Being agile is an inherent trait of all start-ups. With a small cross-functional team that are close to their customers they can; implement new ideas quickly, scale rapidly, challenge industry leaders and increasingly come out victorious. In our digital world, it is no longer the big fish that eats the small fish, it is the fast fish that eat the slow.
Join Jamie as he explains how adopting the 7 Principles of Business Agility can enable larger and slower organisations to make the shift towards a ‘more agile’ operating model that can help you keep up with the competition.
Culture for implementing lean
This document discusses implementing Lean in service industries and ensuring sustainability. It compares hierarchical and self-governing models of Lean rollout. The self-governing model, which focuses on employee engagement, learning by doing, and building internal capability, leads to the best opportunity for sustainability compared to the hierarchical, top-down approach.
Similar to Business agility: a disciplined viewpoint by scott ambler (20)
The Disciplined Agile Enterprise: Harmonizing Agile and Lean
The Disciplined Agile Enterprise: Harmonizing Agile and Lean
ATAAS2016 - Scott Ambler keynote disciplined agile enterprise
ATAAS2016 - Scott Ambler keynote disciplined agile enterprise
Applying Disciplined Agile: Become a Learning Organization
Applying Disciplined Agile: Become a Learning Organization
Agile Mumbai 2020 Conference | Agile Leadership 101: Unlearn to succeed | Ash...
Agile Mumbai 2020 Conference | Agile Leadership 101: Unlearn to succeed | Ash...
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017
Business Agility is the new competitive advantage!
Business Agility is the new competitive advantage!
More from IndigoCube
IndigoCube Digital training catalogue
This document provides an overview and index of training courses offered by IndigoCube Academy related to agile methodologies, DevOps, continuous delivery, and business analysis. The courses cover topics such as agile fundamentals, scaled agile framework (SAFe), disciplined agile, agile testing, DevOps, and business agility acceleration. The training is delivered through interactive workshops and hands-on engineering classes to provide experience with modern practices.
Agile transformation lessons from the trenches by Mark Lines
Presentation 'Agile transformation lessons from the trenches' by Disciplined Agile industry leader Mark Lines during the Business Agility event 2018 hosted by IndigoCube in-conjunction with IBM.
IndigoCube - business agility through continuous exploration by Calton Nhando
Business Agility Through Continuous Exploration presented by Calton Nhando for the Business Agility event 2018 with Scott Ambler and Mark Lines from Disciplined Agile.
How is Analysis Done in Agile by Robin Grace
“Even though the role of business analyst is rarely mentioned in descriptions of agile it does not mean that business analysis does not occur. In fact, agile’s focus on delivering value to customers requires the entire team to collaboratively perform business analysis on a frequent basis. This and other characteristics of agile change how a business analyst works on a project.” Kent Macdonald
A collaborative approach to the quality in the agile enterprise by Jaco Viljoen
The document discusses challenges with quality and collaboration in different software development systems like waterfall, water-scrum-fall, and continuous delivery. It proposes shifting user acceptance testing left to the development phase and implementing acceptance test driven development with the whole team. The solution is to prevent defects through early testing, collaborate around quality, automate acceptance and regression testing, and build a continuous delivery pipeline to enable frequent releases. The implementation involved shifting processes from "water-scrum-fall" to "continuous delivery" with a phased approach to minimize impact.
"Challenges Faced by Testers Working on Agile Teams" by Aldo Rall
"Challenges Faced by Testers Working on Agile Teams" by Aldo Rall
As a tester, moving into an Agile team can be frustrating and difficult. Often times leaving testers disillusioned and projects suffering due to a lack of quality.
In this talk, Aldo Rall will be looking at the typical challenges that testers face when moving into the Agile world, and touch on some key points that needs consideration for testers to successfully adapt in this new and often strange world called Agile.
IndigoCube - a peek at the future of software testing by Polteq, Ruud Teunissen
This document discusses the future of software testing and how it has evolved over time. It begins with testing being unstructured and struggling for involvement, then progressed to defining processes and gaining recognition. Testing became more risk-based and independent. Over time, there has been a shift to agile methods, context-driven and exploratory testing, test automation, cloud computing, mobile and social aspects. The future will see even more emphasis on areas like DevOps, outsourcing, and optimizing people skills over rigid processes.
The need for good enterprise analysis by robin grace
Enterprise analysis is important for defining the business need, goals, and value of a potential solution before a project begins. It involves understanding the "why" through assessing capabilities, determining solution approaches, and defining the scope to address gaps and achieve objectives. A cost-benefit analysis should also be performed to quantify the value and justify investments based on benefits, costs, risks, and results measurement. Performing thorough enterprise analysis upfront helps ensure projects are aligned with strategic goals and deliver the intended business value.
IndigoCube the agile enterprise: moving beyond scrum by JacoViljoen
To stay relevant in a world of accelerating change, business executives are increasingly striving for greater business agility.
To achieve this, the modern enterprise faces challenges such as:
• Increased responsiveness to market demands,
• Managing business agility at the portfolio and program level,
• Aligning business and IT agility,
• Extending software development agility to the greater application life cycle,
• Scaling agile practices so that it perpetuates throughout the organisation,
• Enabling agility using DevOps toolsets that significantly enhance productivity and speeds up delivery.
Join Jaco Viljoen, Principal consultant for Agile Software Development at IndigoCube and hear about the latest thinking in scaling agile to the enterprise and learn how to address these problems. Furthermore, Viljoen will discuss the state of agile today, agile frameworks for the agile enterprise, enabling DevOps toolsets, and how it all comes together to facilitate business agility.
Business Analysis Training
This document discusses developing excellent business analysts (BAs). It states that organizations that have nurtured BAs are experiencing benefits from their investments. Excellent BAs can work on details while understanding the bigger picture, and look at how small changes may impact the organization. A variety of skills can be developed for BAs, including critical thinking, root cause analysis, and data analysis. Traditional management training is not sufficient for BAs; they need specific business analysis training and tools. The document advocates that while some skills are innate, BAs can be developed through education and practice.
IBM Rational
This document discusses IBM's Rational Collaborative Lifecycle Management software. It promotes the software as providing capabilities for in-context collaboration, real-time planning, lifecycle traceability, development intelligence, and continuous improvement. These capabilities are presented as five imperatives for effective application lifecycle management. The document also provides overviews of IBM Rational's core ALM offerings and their integration capabilities.
Hints and Tips for a Business Analyst
The document provides hints and tips for business analysts (BAs) on various stages of a project. It discusses important considerations when first assigned to a project like ensuring clear objectives and identifying an executive sponsor. It emphasizes the importance of planning before starting a project to avoid failure. Specific planning elements mentioned include stakeholder analysis, developing a business analysis workplan and allocating sufficient time to requirements discovery. During a project, the document notes things BAs should focus on like workshops, mentorship and requirements reviews. It also flags things to watch out for such as assumptions about domain knowledge. After a project, it discusses sign-off challenges, conducting post-implementation reviews and learning lessons around requirements quality and defects.
Methodology framework
This document discusses business analysis methodologies and frameworks. It defines a methodology as describing who performs what tasks using what inputs to produce what outputs, when, how, and why. A framework is described as a partially completed solution with options for completion. The document outlines the Unified Methodology Architecture (UMA) components of roles, tasks, inputs, outputs, processes, and guidance. It presents a business analysis framework that maps requirements from business objectives to technical requirements. Finally, it discusses how methodologies and frameworks can be customized based on factors like competency levels and technique complexity.
Leading a self-organising team
This document discusses self-organizing teams and how leaders can subtly influence them. It covers that self-organizing means a team determines how it responds to its environment, not what goals it pursues. Complex adaptive systems are characterized by decentralized control and emergent behavior from interactions. Leaders can guide behavior through subtle rules and incentives rather than rigid control. The document suggests leaders can influence a team's self-organization by altering its containers, amplifying or dampening differences among members, and changing exchanges between members and other groups.
To BA or Not to BA that is the question
With many organisations re-thinking the execution of their innovation lifecycles in an attempt to gain better productivity, some of the key questions that keep recurring are:
• When does a BA get allocated to a new business initiative?
• When does the business initiative become a project and require some form of project management?
• How does enterprise analysis fit into the systems development lifecycle?
• Who creates a business case?
• Who is assigned first: PM or BA?
Robin Grace, a business analysis principal consultants at IndigoCube, contributor to an IIBA white paper, CBAP, and author of Aligning Business Analysis, Assessing business analysis from a results focus, tells all.
Lifting the lid on Business Rules - Robin Grace
Understanding Business Rules is key to understanding business analysis. Business Analysts must have an in-depth understanding of what business rules are and how to identify them accurately and completely when performing their business analysis tasks. Failing to accurately identify a business rule will result in a software defect that may be very costly to fix.
In this seminar, Robin Grace will explore the relationship between business rules and requirements, outlining a systematic approach to be used for the identification of business rules.
More from IndigoCube (16)
Agile transformation lessons from the trenches by Mark Lines
Agile transformation lessons from the trenches by Mark Lines
IndigoCube - business agility through continuous exploration by Calton Nhando
IndigoCube - business agility through continuous exploration by Calton Nhando
A collaborative approach to the quality in the agile enterprise by Jaco Viljoen
A collaborative approach to the quality in the agile enterprise by Jaco Viljoen
"Challenges Faced by Testers Working on Agile Teams" by Aldo Rall
"Challenges Faced by Testers Working on Agile Teams" by Aldo Rall
IndigoCube - a peek at the future of software testing by Polteq, Ruud Teunissen
IndigoCube - a peek at the future of software testing by Polteq, Ruud Teunissen
The need for good enterprise analysis by robin grace
The need for good enterprise analysis by robin grace
IndigoCube the agile enterprise: moving beyond scrum by JacoViljoen
IndigoCube the agile enterprise: moving beyond scrum by JacoViljoen
Recently uploaded
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Mind map of terminologies used in context of Generative AI
Mind map of common terms used in context of Generative AI.
Pushing the limits of ePRTC: 100ns holdover for 100 days
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
20240607 QFM018 Elixir Reading List May 2024
Everything I found interesting about the Elixir programming ecosystem in May 2024
GraphSummit Singapore | Enhancing Changi Airport Group's Passenger Experience...
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
GraphSummit Singapore | Neo4j Product Vision & Roadmap - Q2 2024
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
“I’m still / I’m still / Chaining from the Block”
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Elizabeth Buie - Older adults: Are we really designing for our future selves?
Elizabeth Buie - Older adults: Are we really designing for our future selves?
Uni Systems Copilot event_05062024_C.Vlachos.pdf
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
GridMate - End to end testing is a critical piece to ensure quality and avoid...
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
Epistemic Interaction - tuning interfaces to provide information for AI support
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.
DevOps and Testing slides at DASA Connect
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.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdf
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
How to Get CNIC Information System with Paksim Ga.pptx
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
National Security Agency - NSA mobile device best practices
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Large Language Model (LLM) and it’s Geospatial Applications
Large Language Model (LLM) and it’s Geospatial Applications.
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
Essentials of Automations: The Art of Triggers and Actions in FME
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Recently uploaded (20)
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Mind map of terminologies used in context of Generative AI
Mind map of terminologies used in context of Generative AI
Pushing the limits of ePRTC: 100ns holdover for 100 days
Pushing the limits of ePRTC: 100ns holdover for 100 days
GraphSummit Singapore | Enhancing Changi Airport Group's Passenger Experience...
GraphSummit Singapore | Enhancing Changi Airport Group's Passenger Experience...
GraphSummit Singapore | Neo4j Product Vision & Roadmap - Q2 2024
GraphSummit Singapore | Neo4j Product Vision & Roadmap - Q2 2024
Elizabeth Buie - Older adults: Are we really designing for our future selves?
Elizabeth Buie - Older adults: Are we really designing for our future selves?
GridMate - End to end testing is a critical piece to ensure quality and avoid...
GridMate - End to end testing is a critical piece to ensure quality and avoid...
Epistemic Interaction - tuning interfaces to provide information for AI support
Epistemic Interaction - tuning interfaces to provide information for AI support
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdf
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdf
How to Get CNIC Information System with Paksim Ga.pptx
How to Get CNIC Information System with Paksim Ga.pptx
National Security Agency - NSA mobile device best practices
National Security Agency - NSA mobile device best practices
Large Language Model (LLM) and it’s Geospatial Applications
Large Language Model (LLM) and it’s Geospatial Applications
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
Essentials of Automations: The Art of Triggers and Actions in FME
Essentials of Automations: The Art of Triggers and Actions in FME
Business agility: a disciplined viewpoint by scott ambler
- 1. Business Agility: A Disciplined Viewpoint © Disciplined Agile Consortium 1
- 2. Agenda • Business Agility • Agile Organizations • The Disciplined Agile Framework • Parting thoughts © Disciplined Agile Consortium 2
- 3. Why Business Agility? • The pace of business and technology change is accelerating • Customers expect to be constantly delighted • Complexity is increasing • Security threats are growing • Dramatic political changes occur regularly • Outside organizations are disrupting established industries © Disciplined Agile Consortium 3
- 4. What is Business Agility? Business agility is the ability to respond rapidly to changes within your internal and external environment without losing momentum or vision © Disciplined Agile Consortium 4 Adaptability Flexibility Balance
- 5. Agile Organizations Agile organizations are adaptive, lean, responsive, and focused on learning © Disciplined Agile Consortium 5
- 6. Agile Organizations are Complex Adaptive Systems © Disciplined Agile Consortium 6 Team A Agile teams are: • Self-organizing • Collaborative • Evolving Team D Team C Team B Team E Teams collaborate with one another and learn from doing so Teams have shifting webs of interactions
- 7. Teams Face Unique Situations © Disciplined Agile Consortium 7
- 8. The Disciplined Agile Framework The Disciplined Agile (DA) process decision framework describes light-weight guidance to help organizations streamline their information technology (IT) and business processes in a context-sensitive manner The DA framework provides the process foundation for business agility © Disciplined Agile Consortium 8
- 9. Disciplined Agile Enterprise Disciplined Agile IT Disciplined DevOps DAD The Disciplined Agile Framework © Disciplined Agile Consortium http://www.disciplinedagiledelivery.com/the-agile-tractor-engine-analogy/ 9
- 10. The Seven Principles of Disciplined Agile © Disciplined Agile Consortium Delight Customers Pragmatism Be Awesome Context Counts Choice is Good Optimize Flow Enterprise Awareness 10
- 11. Disciplined Agile Delivery (DAD) © Disciplined Agile Consortium The key characteristics of DAD: – People-first – Goal-driven – Hybrid agile – Learning-oriented – Full delivery lifecycle – Solution focused – Risk-value lifecycle – Enterprise aware Foundation of the Disciplined Agile (DA) framework 11
- 12. © Disciplined Agile Consortium Workflow of Disciplined DevOps 12
- 13. Workflow of Disciplined Agile IT (DAIT) © Disciplined Agile Consortium 13
- 14. The Disciplined Agile Enterprise (DAE) A Disciplined Agile Enterprise is able to anticipate and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Such organizations require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. © Disciplined Agile Consortium 14
- 15. The Disciplined Agile Framework © Disciplined Agile Consortium 15
- 16. © Disciplined Agile Consortium Parting Thoughts • Agile organizations lead the market place • Improvement requires hard work, there are no easy solutions • Every organization is unique, one size does not fit all – Beware prescriptive methods • The DA framework looks at the whole picture to address the question of how does it all fit together 16
- 17. scott [at] scottambler.com Twitter: @scottwambler DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com Thank You! © Disciplined Agile Consortium 17
- 18. The Disciplined Agile Consortium (DAC) supports and evolves the Disciplined Agile process decision framework. The DAC site, DisciplinedAgileConsortium.org, provides information on curriculum and learning resources for Disciplined Agile practitioners. It is also the home of the Disciplined Agile certification program. The Disciplined Agile blog, DisciplinedAgileDelivery.com, provides a wealth of articles and blog postings about Disciplined Agile topics. The Disciplined Agile discussion forum, LinkedIn.com/groups/4685263, is a meeting place for Disciplined Agile practitioners to share their experiences and to get questions answered. © Disciplined Agile Consortium 18
- 19. Join Today Sign up at DisciplinedAgileConsortium.org and become a member It’s free Have access to new and upcoming information about Disciplined Agile strategies © Disciplined Agile Consortium 19