Many companies have jumped on the Agile bandwagon. That's good, but what for? In this talk we explore the consequences and possible benefits of adopting Agile for your Business. It's not enough to benefit your R&D, we need to learn how Agile can help our whole company.
Agile is easy! It's making it work with your business that is hardVasco Duarte
A talk about the next level of Agile adoption. How do we make it work for our business? How does Agile adoption affect our R&D, our sales, our product management and ultimately our business success?
12 agile principles
***About Magestore***
Magestore là công ty cung cấp giải pháp phần mềm cho các doanh nghiệp bán lẻ. Đối tượng khách hàng chủ yếu là các chuỗi bán lẻ của Mỹ và Châu u. Giải pháp của Magestore được xây dựng based trên nền tảng Magento.
Các bạn có thể xem thêm thông tin về sản phẩm của Magestore tại: https://www.magestore.com
***About Magestore Culture***
Các bạn có thể tìm hiểu thêm nhiều thông tin nữa về con người và văn hóa của Magestore tại website https://insights.magestore.com
***Các vị trí mà Magestore đang tuyển dụng***
Magestore là một công ty phát triển sản phẩm nên cần đội ngũ nhân sự chất lượng cao ở nhiều vị trí như:
#Full-stack Developer, Global Retail Solution #Business Consultant #Digital Marketing Executive #AI Engineer
Các bạn có thể tham khảo thông tin cụ thể về các vị trí tuyển dụng tại link sau:
https://insights.magestore.com/nextgen
Presented by Dr Robert Firth, Senior Member, Software Engineering at NUS-ISS at the ISS Seminar - Agile Software Development: Swift the and Shift on 18 July 2014.
Agile is easy! It's making it work with your business that is hardVasco Duarte
A talk about the next level of Agile adoption. How do we make it work for our business? How does Agile adoption affect our R&D, our sales, our product management and ultimately our business success?
12 agile principles
***About Magestore***
Magestore là công ty cung cấp giải pháp phần mềm cho các doanh nghiệp bán lẻ. Đối tượng khách hàng chủ yếu là các chuỗi bán lẻ của Mỹ và Châu u. Giải pháp của Magestore được xây dựng based trên nền tảng Magento.
Các bạn có thể xem thêm thông tin về sản phẩm của Magestore tại: https://www.magestore.com
***About Magestore Culture***
Các bạn có thể tìm hiểu thêm nhiều thông tin nữa về con người và văn hóa của Magestore tại website https://insights.magestore.com
***Các vị trí mà Magestore đang tuyển dụng***
Magestore là một công ty phát triển sản phẩm nên cần đội ngũ nhân sự chất lượng cao ở nhiều vị trí như:
#Full-stack Developer, Global Retail Solution #Business Consultant #Digital Marketing Executive #AI Engineer
Các bạn có thể tham khảo thông tin cụ thể về các vị trí tuyển dụng tại link sau:
https://insights.magestore.com/nextgen
Presented by Dr Robert Firth, Senior Member, Software Engineering at NUS-ISS at the ISS Seminar - Agile Software Development: Swift the and Shift on 18 July 2014.
Doing #noProjects in Large Organizations (Codemotion 2015)Unai Roldán
Doing PRODUCTs in Large Organizations
- Empower people: Create stable teams
- Focus on value: Organizing around value
- Flow, …flow faster!: Product development flow
Habitualmente dentro del mundo Agile se identifican las "corrientes" de #noEstimates o #noProject como tendencias a futuro y que en algunos casos parecen irrealizables, sobre todo en grandes organizaciones.
En la mayoría de las transformaciones en las que trabajamos a día de hoy, ya sea a nivel nacional o a mundial, venimos aplicando #noProjects dentro nuestros procesos de transformación.
La ponencia consistiría en compartir experiencias y lecciones aprendidas cuando hemos trabajado para eliminar los proyectos en grandes empresas, poniendo el foco en las personas en lugar de los proyectos, y permitiendo tener equipos estables que crecen día a día gracias a este enfoque.
Aunque pueda parecer un concepto muy teórico, #noProject puede ser una realidad si se crean los mecanismos necesarios dentro de las compañías y se dota a los equipos de herramientas para ser productivos y predecibles a largo plazo.
Unai Roldán
UST Global
Top 50 Product Owner Interview Question and Answers | EdurekaEdureka!
YouTube Link: https://youtu.be/UlW2xCZpeRM
** CSPO® Certification Training: https://www.edureka.co/cspo-certification-training **
This Edureka video on "Product Owner Interview Questions" will help you prepare for your scrum job interviews. The topics discussed in this course are listed below:
Beginner Level Product Owner Interview Questions
Advances Level Product Owner Interview Questions
Comparison Based Product Owner Interview Questions
Real-World Scenario Based Product Owner Interview Questions
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
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LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
SAP and Lean MindSet: Short and Fast project with India by Christophe Berbeye...Institut Lean France
Working on a software development project with an offshore team in India, Christophe had to manage differently to succeed. Dicover how the Lean practices helped him build a team spirit and deliver on time and under budget. More Lean IT stories on www.lean-it-summit.com
A close look at the methodologies, stages and best practices involved in developing products for our times)
What you will get out of this book:
Why Lean IT + Lean Development methodologies are two must-have approaches in your start-up toolkit
Making the right cloud provider and development partner choice for your startup
A thorough overview of how you can build an app on the Google App Engine and how and when integrations will take place
A guide to what a prospective client must look for in a development partner
Product Owner Roles and Responsibilities | EdurekaEdureka!
YouTube Link: https://youtu.be/jffzx7So8N8
** Certified Scrum Product Owner® (CSPO®) certification: https://www.edureka.co/cspo-certification-training **
This Edureka PPT on "Product Owner Roles and Responsibilities" will help you understand who product owner exactly is and what role does he play in scrum product development.
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
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LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Practical roadmap for value driven product owner excellence
The product owner is vital for the effective transformation of the organization. This presentation provides a practical roadmap to product owner excellence. We discuss BABOK framework and a business analysis approach for product owners - defining key concepts and methods for success. We touch on:
The Business Analyst, Agile - the manifesto, and the Product Owner;
PO and BA differences and similarities;
Three key differentiators for Product Owner excellence.
Professional Product Owners - pivotal in leading organization growth
The product owner and the scrum team. Can one person do this at scale?Derek Huether
Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.
Agile Development Methodologies for Highly Regulated OrganizationsCelerity
Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.
Goyello is Netherlands-Polish company developing IT solutions and products. We outsource, and maintain IT software in Agile methodology, offshoring and nearshoring IT projects
YouTube Link: https://youtu.be/WjwEh15M5Rw
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on ‘Agile Methodology’ will discuss What is Agile and the various Agile frameworks that implement the Agile methodology. This tutorial on Agile Methodologies covers the below topics:
1. Why do we need Agile?
2. What is Agile?
3. Key terms of Agile
4. Advantages of Agile
5. How to implement Agile?
6. Various Agile Frameworks
Check out our Playlist: https://bit.ly/2KlsEva
Blog Series: https://bit.ly/2KmfQVd
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Critical Manufacturing is a Portuguese company created in 2009, that provides software solutions which enable the tracking of all the steps involved in the manufacturing of products such as photovoltaic cells and panels, computer memory, mobile phone chips, chip cards, wireless communication products, x-ray devices etc.
Back in 2010, Critical Manufacturing was already using agile for managing its Product development. But how to apply it also on Maintenance projects?
This presentation contextualizes the work involved on some of Critical Manufacturing Services projects and how gradually they fitted on an agile working mode framework.
Register at: http://www.change-management.com/webinars.htm. Delivered Feb 18 (11AM EST) and Feb 19 (4PM EST). Get an interactive, inside look at the new Prosci CMROI Calculator. Attendees get the chance to volunteer and interact directly, completing a real-time CMROI Calculation.
Doing #noProjects in Large Organizations (Codemotion 2015)Unai Roldán
Doing PRODUCTs in Large Organizations
- Empower people: Create stable teams
- Focus on value: Organizing around value
- Flow, …flow faster!: Product development flow
Habitualmente dentro del mundo Agile se identifican las "corrientes" de #noEstimates o #noProject como tendencias a futuro y que en algunos casos parecen irrealizables, sobre todo en grandes organizaciones.
En la mayoría de las transformaciones en las que trabajamos a día de hoy, ya sea a nivel nacional o a mundial, venimos aplicando #noProjects dentro nuestros procesos de transformación.
La ponencia consistiría en compartir experiencias y lecciones aprendidas cuando hemos trabajado para eliminar los proyectos en grandes empresas, poniendo el foco en las personas en lugar de los proyectos, y permitiendo tener equipos estables que crecen día a día gracias a este enfoque.
Aunque pueda parecer un concepto muy teórico, #noProject puede ser una realidad si se crean los mecanismos necesarios dentro de las compañías y se dota a los equipos de herramientas para ser productivos y predecibles a largo plazo.
Unai Roldán
UST Global
Top 50 Product Owner Interview Question and Answers | EdurekaEdureka!
YouTube Link: https://youtu.be/UlW2xCZpeRM
** CSPO® Certification Training: https://www.edureka.co/cspo-certification-training **
This Edureka video on "Product Owner Interview Questions" will help you prepare for your scrum job interviews. The topics discussed in this course are listed below:
Beginner Level Product Owner Interview Questions
Advances Level Product Owner Interview Questions
Comparison Based Product Owner Interview Questions
Real-World Scenario Based Product Owner Interview Questions
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
SAP and Lean MindSet: Short and Fast project with India by Christophe Berbeye...Institut Lean France
Working on a software development project with an offshore team in India, Christophe had to manage differently to succeed. Dicover how the Lean practices helped him build a team spirit and deliver on time and under budget. More Lean IT stories on www.lean-it-summit.com
A close look at the methodologies, stages and best practices involved in developing products for our times)
What you will get out of this book:
Why Lean IT + Lean Development methodologies are two must-have approaches in your start-up toolkit
Making the right cloud provider and development partner choice for your startup
A thorough overview of how you can build an app on the Google App Engine and how and when integrations will take place
A guide to what a prospective client must look for in a development partner
Product Owner Roles and Responsibilities | EdurekaEdureka!
YouTube Link: https://youtu.be/jffzx7So8N8
** Certified Scrum Product Owner® (CSPO®) certification: https://www.edureka.co/cspo-certification-training **
This Edureka PPT on "Product Owner Roles and Responsibilities" will help you understand who product owner exactly is and what role does he play in scrum product development.
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Practical roadmap for value driven product owner excellence
The product owner is vital for the effective transformation of the organization. This presentation provides a practical roadmap to product owner excellence. We discuss BABOK framework and a business analysis approach for product owners - defining key concepts and methods for success. We touch on:
The Business Analyst, Agile - the manifesto, and the Product Owner;
PO and BA differences and similarities;
Three key differentiators for Product Owner excellence.
Professional Product Owners - pivotal in leading organization growth
The product owner and the scrum team. Can one person do this at scale?Derek Huether
Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.
Agile Development Methodologies for Highly Regulated OrganizationsCelerity
Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.
Goyello is Netherlands-Polish company developing IT solutions and products. We outsource, and maintain IT software in Agile methodology, offshoring and nearshoring IT projects
YouTube Link: https://youtu.be/WjwEh15M5Rw
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on ‘Agile Methodology’ will discuss What is Agile and the various Agile frameworks that implement the Agile methodology. This tutorial on Agile Methodologies covers the below topics:
1. Why do we need Agile?
2. What is Agile?
3. Key terms of Agile
4. Advantages of Agile
5. How to implement Agile?
6. Various Agile Frameworks
Check out our Playlist: https://bit.ly/2KlsEva
Blog Series: https://bit.ly/2KmfQVd
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Critical Manufacturing is a Portuguese company created in 2009, that provides software solutions which enable the tracking of all the steps involved in the manufacturing of products such as photovoltaic cells and panels, computer memory, mobile phone chips, chip cards, wireless communication products, x-ray devices etc.
Back in 2010, Critical Manufacturing was already using agile for managing its Product development. But how to apply it also on Maintenance projects?
This presentation contextualizes the work involved on some of Critical Manufacturing Services projects and how gradually they fitted on an agile working mode framework.
Register at: http://www.change-management.com/webinars.htm. Delivered Feb 18 (11AM EST) and Feb 19 (4PM EST). Get an interactive, inside look at the new Prosci CMROI Calculator. Attendees get the chance to volunteer and interact directly, completing a real-time CMROI Calculation.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
A good overview of Agile Values and Principles, Framework and Methodologies, as well as guidance as to when to utilize Waterfall vs. Agile Project Management, and how to avoid potential pitfalls in Agile Adoption.
What is scaling and how can it help to improve your organisation? What is the right mix of scaling principles and practices for your culture and teams? I will compare some agile approaches on scaling like Scaled Agile Framework aka SAFe, Large Scale Scrum (LeSS) both based on principles of Lean Product Development and Scaling Agile @ Spotify.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
- Understand the principles behind the agile approach to software development
- Differentiate between the testing role in agile projects compared with the role of testers in non-agile projects
- Positively contribute as an agile team member focused on testing
- Appreciate the challenges and difficulties associated with the non-testing activities performed in an agile team
- Demonstrate a range of soft skills required by agile team members
Transform Yourself into an Agile Project ManagerChuck Cobb
This presentation provides a brief overview of an online training curriculum that we offer through the Agile Project Management Academy that can have a huge impact on helping project managers learn how to develop a high impact Agile Project Management approach that blends Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation.
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover:
• Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology
• AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology
• How the two approaches can both be successfully applied in your L&D organization
Similar to Business Agility - taking advantage of an agile R&D (20)
Cobis and Oikosofy 5 Innovation shots for the banking industryVasco Duarte
Banking is here to stay, but Banks may not. The incoming wave of technology companies dedicated to banking requires banks to consider what innovation strategy, and execution framework they will implement in the coming 5 years. SAFe - an Agile framework for the Enterprise - provides a proven approach to align teams, management, deploy strategy quickly and help teams and organizations focus on the high impact opportunities. This one-hour workshop will introduce the SAFe framework and explain how it can be used as a blueprint for building a culture of innovation that provides a proven method to implement strategies in an agile manner, and develop competitive businesses. From strategy definition to day-to-day execution.
What am I going to get from this course?
• What does a “Culture of Innovation” mean?
The Basics of what it is & how it works
• What are the Key Ingredients for building a culture of innovation?
Building teams, and teams of teams to scale adaptability and agility
Structured and proven approach, based on learnings in the banking industry all over the world
Understanding your customers wants, needs and aspirations
Measuring success and learning quickly with the right framework to speed up learning
• Creating an Innovation Strategy
From an idea to a real-life product in mere weeks. With a method that helps execute, and adapt
Innovation accounting, a radical approach to testing new products, services in a cost-effective and high impact mannero
Motivating innovation contributions at all levels of the organization with a method that empowers all employees to make a difference
Fast time-to-market with the framework to help measure the results and adapt based on near real-time market feedback
No estimates - a controversial way to improve estimation with results-handoutsVasco Duarte
Often we hear that estimating a project is a must. "We can't make decisions without them" we hear often.
In this session I'll present examples of how we can predict a release date of a project without any estimates, only relying on easily available data.
I'll show how we can follow progress on a project at all times without having to rely on guesswork, and we will review how large, very large and small projects have already benefited from this in the past.
At the end of the session you will be ready to start your own
#NoEstimates journey.
Changing business of testing - Testing Assembly Helsinki 2014Vasco Duarte
Testing jobs will move to cheaper countries unless the role of testing changes. This is a trend that is happening already, we see large teams of testers being moved to other countries, simply because it is cheaper to do bad testing there!
Testing is a critical part of the product and software development process, and if we don't change its role it will slowly become obsolete. The fact is, that the traditional view of testing endangers testing jobs: now here, and later also in cheaper countries.
I propose a different view of testing. I propose that testing is about enabling business results, not just technical quality. I propose that the tester's job goes far beyond finding issues to track, but also finding users to acquire, finding methods to succeed in the software business. Testing in my view is about making businesses succeed, not about avoid failures in software.
In this presentation I'll describe how a very simple change can profoundly transform the role of testing in a way that it directly enables and supports our businesses! Testing is about making our businesses succeed!
The road ahead is not easy, and not every tester is ready to embrace this view of testing. But the road ahead is inevitable. And we have to start on that journey now!
Agile localization as a business advantage workshopVasco Duarte
Was the release of your project ever delayed when localization problems were found too late? Or worst, delayed subsequent products because of this delay? Or the fact that UI specifications quickly get out of date, leaving us with very poor quality testing by localization testing vendors. In most projects localization is still done in “waterfall” mode. Localization teams are typically involved at a very late stage of the development cycle.
We have lived through many of these problems, and we believe that Localization and Agile software development were born to be together
A quick trip to the future land of no estimatesVasco Duarte
Why do we estimate? What are the benefits we want to obtain with that practice? In this talk we'll explore the nature of estimates and offer an alternative: #NoEstimates. We'll look at some examples of how we can predict a release date of a project without any estimates, only relying on easily available data. Finally, we'll see how we can follow progress on a project at all times without having to rely on guesswork, and we will review how large, very large as well as small projects have already benefited from this in the past. At the end of the session you will be ready to start your own #NoEstimates journey, the next step in the #Agile journey.
Agile Innovation - Product Management in Turbulent timesVasco Duarte
In today’s world we are constantly confronted with the message that the competition is breeding down our necks, that the market and environment are changing and we need to change with them. And most importantly, we are told that we need to listen to our customers to be able to provide the right products.
We as a Product Managers need to be able to see beyond the basic product decisions, e.g. do we add feature A or feature B? We need to think beyond the silo of our function.
LKNL12: Kanban for the whole value streamVasco Duarte
You’ve been there before. You know better, you have a good idea to support your agile transition. Work starts, things work well at first, but then you bump against organizational barriers. Sales, Marketing, Support all have a different language and a different view into the value stream. How can we start an organizational change without a shared model of how the company should be organized?
Those are all symptoms of a gap in our Agile community: we lack a organizational model for company-wide Agile adoption and company-wide continuous improvement. Examples of this include: no company-wide flow-model (kanban) from idea to sales to idea and so on; we have no way to evaluate where the bottlenecks are the moment they are not in “our silo”. We lack a theoretical model for designing software organizations.
A theory is something that informs day-to-day decisions and experiments (e.g. PDCA). In this talk we will explain an
organizational design concept developed over several years, and use concrete examples to describe a model that you can use in support of - not only your agile adoption - but your company improvement process and your new organizational design.
Agile Beyond the Hype! – What You Really Need to Know Before You Jump In Vasco Duarte
Many companies adopt Agile because it is the natural thing to do. But do they know what they are getting into? In this talk we will use some anecdotes and lessons learned from Agile adoption to build a model that will hopefully help our companies adopt Agile in a way that affects positively their business.
Questions we try to address will include: How does Agile affect functions outside development? How to bring the benefits of Agile to non-development functions? What can Agile affect my bottom line?
Story Points considered harmful – a new look at estimation techniquesVasco Duarte
Story Points are the typical estimation unit for Agile Teams. But do they really work, or are there better ways to estimate? In this talk, we‘ll look at the problem of estimating, as well as empirical data questioning the validity of story points, and we‘ll explore new techniques, based on cognitive psychology, chronobiology, and good old common sense, that will immediately help your teams estimate more accurately.
Instead of fighting about “who’s agile” or “who’s more agile than whom”, it would be useful to create a set of patterns, that once recognized would help us define if we are or have been able to successfully implement an Agile life-cycle for our project and portfolio.
In this session we will explore how it “feels” to work in an Agile project. It is not enough to do Scrum or Kanban, you need to know if you are doing it right.
Patterns of agility, how to recognize and agile project when you see oneVasco Duarte
Presentation at Scan-Agile 2011 and Agile Riga Day 2011 about how to recognize what type of project you are in, and how to improve it towards a more agile, responsive, higher quality project
From an Idea to a Vision you can implement - Vision workshopVasco Duarte
You've been there. You are tasked with implementing a product that someone else cooked up. What do do next? Follow the spec you say? Wrong!
Developing a product without this Vision is not just waste, it is bad business for you and for your customer.
Before we start implementing any product we must explore it's reason to exist, what customers it benefits and ultimately how it can help your customers (not you!) make money.
In this workshop we will take an example and go through a simple process that helps us explore a product idea to the point that a spec is just a reference, but the product comes alive in the minds of the team members.
A paradigm shift for testing - how to increase productivity 10x!Vasco Duarte
European IT industry need to deal with a huge salary gap with developing countries.
How can we increase our productivity and quality to compensate for the salary differences? This is a systems-thinking / Lean based approach to that problem
We need proof! - Talk at Agile Estonia's Agile SaturdayVasco Duarte
This is a call to action for all Agilists out there. It is not enough to see and experience the success of Agile. For our industry to truly evolve we need to start publishing data, figures, proof that it is indeed a better approach.
Check out the companion blog post here: http://softwaredevelopmenttoday.blogspot.com/2010/02/we-need-proof-for-better-understanding.html
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7. 90% Agile Projects are 37% Faster to Market than Industry Average Said Agile either improved or significantly improved their ability to manage changing priorities 2009 data, VersionOne Evidence mounts: Agile works and is being widely adopted 83% No: 18.5% Of respondents showed either improvement or significant improvement in project visibility Yes: 81.5% 2009 data, VersionOne 2007 data, VersionOne
9. Ken Schwaber: 75% of organizations fail to benefit from Agile/Scrum as expected http://www.agilecollab.com/interview-with-ken-schwaber
10. Two Challenges: 1 How do I adopt Agile? 2 How do I make it benefit my business?
11. Would be nice: Have a model to adopt Agile and benefit my business
12. Agile adoption is hard, long term. But there are some lessons we’ve learned by having done this for many years.
13. Step 1: Pilot projects Introduce the method in a way that does not risk your business, a safe experiment Provide a learning opportunity for your people. Making sure that they learn the method in a lower risk environment Increase your knowledge of what are the likely consequences of Agile adoption in your environment. Understand your context deeply
14. Step 1a: Use output from Pilot Projects to prepare wider adoption
15. Lesson Learnt 1: Pilot Projects succeed because they are isolated and different!
16. Taking Agile to the rest of R&D is different than running Pilot Projects…
44. 3c: Align all business units with the goals for Agile adoptionLesson 11: Sales and portfolio management work with “long term, non-negotiable” roadmaps. R&D cannot work with those Lesson 12: Agile R&D teams can iterate fast towards the wrong product Lesson 13: Projects where the goal is clear are more innovative and engage the whole team Lesson 14: Agile adoption in R&D uncovers problems elsewhere Lesson 15: Competitors are improving also. Make the improvement your agenda – long term!
45. The key issue: We need a modelbased on experience that helps achieve a business improvement
47. Here’s a tip you can take to the bank: Hire someone who has done it before.
48. Lesson 4: Agile Requires Timeboxes, drop waterfall now! Lesson 1: Pilot Projects succeed because they are isolated! Lesson 3: Align goals across teams and projects that must cooperate Lesson 10: R&D alone cannot improve your business Lesson 8: R&D can only increase speed, others still need to take advantage of it Lesson 2: Different clock cycles in the organization lead to conflict Step 1: Pilot Projects Step 2: Consider the impact in the whole R&D Step 3: Deliver value by considering the whole system. Optimize the system! Lesson 6: Reconsider your R&D boundaries Lesson 5: Product Owners must serve R&D needs Lesson 9: Portfolio decisions are too slow and not stable enough Lesson 7: Align goals for Agile adoption across the whole organization Lesson 11: Sales and portfolio management work with “long term, non-negotiable” roadmaps. R&D cannot work with those Lesson 13: Projects where the goal is clear are more innovative and engage the whole team Lesson 14: Agile adoption in R&D uncovers problems elsewhere Lesson 12: Agile R&D teams can iterate fast towards the wrong product Lesson 15: Competitors are improving also. Make the improvement your agenda – long term!
49. Currently an Agile Coach in Nokia, Vasco Duarte is an experienced product and project manager, having worked in the software industry since 1997. Vasco has also been an Agile practitioner since 2004, he is one of the leaders and a catalyst in the adoption of Agile methods and an Agile culture at Nokia and previously at F-Secure. Vasco's contributions to the improvement of the software development profession can be read in his blog: http://softwaredevelopmenttoday.blogspot.com. You can follow Vasco on twitter: @duarte_vasco Foto credits: Flickr users http://www.flickr.com/photos/snips/72812469/ http://www.flickr.com/photos/will-lion/3133263572/ http://www.flickr.com/photos/66164549@N00/3005367325/ http://www.flickr.com/photos/ecstaticist/2589723846/ http://www.flickr.com/photos/celinet/606291449/ http://www.flickr.com/photos/datadevil/1344989797 http://www.flickr.com/photos/katphotos/2216663973/ http://www.flickr.com/photos/markkilner/2069380415 http://www.flickr.com/photos/clintjcl/2722008496 http://www.flickr.com/photos/mikelo/534441248 http://www.flickr.com/photos/muehlinghaus/3505426440
Editor's Notes
I'll start right away with the lessons learned. Are you ready: you can start taking notes, because this stuff is precious. This is a talk about the real process of adoption Agile, failing, then trying again. The stories in this presentation are collections from several companies where I've worked at and that I've interacted with. At the end you will have the solution for all of your problems, don't worry! :)
The facts are most companies have or are considering adopting Agile (typically in their R&D) Agile delivers more visibility (83% of the case), faster time to market (37% shorter time-to-market), responsiveness to change (90%)The evidence is clear. Agile is being widely adopted, and now the question for you who work in software organizations is: do you want to be left behind? Or do you want to consciously start exploring Agile as a strategic execution focus for your organizations? Excellence in execution can be a strategic advantage (fast release cycles).
Most of you will want to or have already started adopting Agile (statistics tell us this much)But how do I make it work for my business. Sure R&D may benefit from it, but will it, in the end benefit my business? This is the real question that we must examine. What are the issues? How do I make it work for R&D first, but then for the rest of the organization?
This question is even more relevant if you consider the odds…The hidden truth is that, unless you focus on benefiting your whole business it is unlikely that you will be able to benefit your business. This is what Ken Schwaber one of the early developers of the Scrum process said… It’s important to understand the context of this comment. Ken said the same to me in 2004 when visiting the company where I was working, most companies run behind Agile, but never really take agile adoption to the level that benefits their whole business.This is the problem we have to face, our challenge if you will.
So, we have really two challenges when adopting Agile. First, how do I adopt Agile?What does it mean for R&DHow do I make R&D faster, achieve better time-to-market, etc.But, second: how to I make it benefit my business?- R&D is only part of the company. And surely any change in R&D will affect other functions. Will it be a positive impact? How do I care for and ensure that a change in R&D is positive for my business overall?
These are the questions we are tackling today. We need to figure out a way that helps us get Agile to the business level, to the point at which it improves our whole business.We need some “rails” on which to put our Agile adoption train. It would be nice to have this model, a model that would help us adopt Agile and benefit my business. Let’s try to build one together, shall we?
Let’s review some lessons learned and what steps we may be able to follow to achieve our goalThis presentation is based on experiences from two adoption processes, it is necessarily limited but tries to establish a platform on which we can build on. That can help you adopt Agile throughout your whole business.
So let’s start with an obvious step.Like in the past, adopting Agile in an organization will benefit from Pilot projects. These relatively “safe” experiments will serve several purposes1- Introduce the method in a way that does not risk your business2- provide a learning opportunity for your people3- increase your knowledge of what are the likely consequences of Agile adoption in your environmentThis is an appropriate step for any big change, but quite critical with Agile adoption because Agile will have consequences you don’t expect (and that is ok). This is a key learning opportunity!How many of you have started with or done Pilot Projects with Agile? Good, it seems that my model precedes me!
As you complete your Pilot Projects you will have your own set of lessons learned.- How does your organization react to Agile adoption? Where are the tensions showing up? What roles feel threatened ? What functions take up the change, what functions resist or even rebel?These are just some of the questions that you will answer during this process and that will help you fine tune your approach.
But keep in mind that Pilot projects, even if successful are just a small sample of what the adoption process will be. Understand that Pilot projects are more likely to succeed because they are “safer” experiments.Pilot projects are needed, but don’t represent the whole organization.
Taking Agile to the rest of R&D is different than running a couple of Pilot Projects.The tensions are different in higher risk/higher stakes projects.You will have to consider:how to use Agile in larger projects (potentially), how to use Agile in different contexts (fixed price? Fixed scope? Within customers that don’t do Agile?)How will other functions in the company react to Agile projects, which put different demands on the organization?These are considerations you will go through when adopting Agile across R&D. That’s the next step. Breaking out from the pilot projects and tackling R&D-wide adoption. But before we go there let’s review some of the ideas we’ve covered so far…
We have completed the first step towards our treasure island. Our Cheat sheet of Agile adoption if you will.Use pilot projects to learn and prepare a wider adoption, but don’t forget that pilot projects succeed because they are isolated.
This brings us to step 2. After the pilot projects we are forced to think about and consider the impact on the whole R&D.R&D is diverse within itself.What happens when you have Agile and non-agile projects at the same time?How to ensure we make the right products, not just products faster?Let’s dive into these questions as we consider the impact in the whole R&D
A problem you will face is how to synchronize multiple projects ongoing in your organization. In Agile we follow some pretty concrete rules about software development, one of them is Continuous integration and continuous deployment (even if not to the end-customer). Think about this case: R&D teams will depend on each other (for many reasons)One team asks another for something in the next Sprint, but the other team does not have a similar clock cycle and tells your team: come back in three weeks when we do our next planning process.This leads to Agile teams not being able to deliver or even worse, delivering half-done functionality that breaks everything else until the next team’s work is finalized.If you have to coordinate multiple product release cycles where several teams interact and cooperate then you must synchronize the different clock cycles in your organization.But there are other things that require coordination…
As teams start synchronizing their work more often, the differences in their goals become evident at first and conflicting very soon after that.Cooperating that happens at the fast rate we expect it to happen in an Agile context requires that the team’s goals are aligned.
This is one of my favorite issues. In the early days of Agile adoption I used to get the question quite often: “but we need to cooperate with this other project that is using waterfall, how can we do it?”.Well the answer is simple, but here’s the illustration of what I mean. Let’s take a common problem that you will face, which will be R&D teams using Agile that need to cooperate with IT for product development/deployment. IT is often slow in the adoption of Agile…Not all teams in the organization work in Agile mode. Sure R&D has their house in order (yeah, right!) and are following the right process in the right way (sure, sure). But how about other functions. Let's take a simple case: how about IT? Well.... Surely the poor R&D management are not supposed to fix *ALL OF THE* problems in the company right? Just kick IT! Get it into their score cards so that they suffer from not doing what we ask them. You are laughing, but this shit really happens and when it does it is mostly sad :(Going back to the point. If I'm an Agile team, who's in control of the situation and need to plan something for the next sprint, I run down to IT and ask them: could you please come to our Sprint Planning. It's tomorrow at 9:00 sharp and it lasts 4 hours. We will need your commitment in a couple of things. The IT manager opens their eyes widely and says: What... things? what things? and commitment? what? Tomorrow? but that's the deadline for our TPS reports, you can't certainly expect that we will be there in such short notice! Let me spell this problem in terms anyone can understand: "CULTURE SHOCK"! Scott Adams get's a field day out of Agile adoptions alone!So, to sum it up. An agile team goes to IT and says we need this server installed by next Sprint (in 2 weeks) and we need to have this continuous delivery system implemented (requires only a couple of hours from 1 or two IT engineers) and then we need this monitoring system set-up in 4 weeks so that we can start serving our pilot customers. The Agile Team is glowing, they know their lines and hit their marks, they know what they are expected to deliver and they just need a tiny-small contribution from IT. Right? Wrong! IT will come back and say: what do you think we have here? A slave shop with people laying around without anything to do? No Sir-e! We run a very tight ship here and we were asked last month to reduce costs so we are giving back some VMware server blades to the hosting provider and we had to fire Jimmy who was in charge of the monitoring system. Sorry old chap, we have a lot to do. If you need something, talk with Helen over there who's the (single) project manager for IT projects and get your work scheduled. With any luck we will get to it before Xmas. Well... you know where this is going, right? Agile in R&D is useless if IT has to plan with 6 months in advance and cannot commit to anything incrementally.So the message is clear. Starting in R&D: drop waterfall now! Move all projects to use Timeboxes. Timeboxed sprints, Timeboxed synchronization cycles for the whole R&D and Timeboxed projects!
This leads us nicely to this step.This step is about creating an R&D wide synchronization mechanism. By which all projects and all teams can synchronize their work. They know what they need to do and when they need to do it.They come together regularly to review their work and plan the next iteration. For the whole R&D.
We’ve talked about R&D projects so far. But there’s one role that is critical for any Agile adoption to succeed. That role is the Product Owner (aka Product Manager). The hidden truth is that Agile does not work without a good Product Owner/Product Manager and team relationship.The garbage-in, garbage-out problem.The change from give requirements, came later to ask about delays. Change to: engage regularly with the teams. Follow-up on what they need from you. Your job is very critical for the team.This leads to confusion:Another common problem is that Product Owners will be utterly confused by the change in behavior by the teams. See, they used to be called Product Managers, spent most of their time in trade shows, talking to customers, meeting with sales, writing PPT's about their products etc. Now, if you are using Scrum the role of the Product Manager is completely changed. Now we expect them to work with the team regularly. In fact, in the companies where I've worked the Product Owner is expected to interact with the team every day or at least several times a week. Being a PO is a full time job and is very much focused on the team. This is difficult to implement in a legacy business. The link between customer and R&D has always been very weak or non-existent. After all, R&D teams used to get their requirements through a requirements document, *NOT* by talking to the people who knew what the customers needed.
If you follow this train of thought, it is clear that you need to reconsider the boundaries of your R&D organization… how far does it expand?Should product owners be in R&D?Should deployment be in R&D?There’s no single answer to these questions, you need to understand what you are trying to do, what are you trying to optimize…
And, while we are the process of changing our R&D we will bump into obstacles that come from other organizations. When you bump into those obstacles (and you will) you will have to go back to basics. Analyze your goals, analyze the other function goals and align those!Agile cooperation will inevitably need cooperation from other functions. Do you have a cross-company goal for Agile adoption? Well, do you?
One step to create alignment that you will need to do relatively soon will be to include product management in R&D. After all it makes sense, right? We develop products, not separate pieces of software, right?How many of you see yourselves developing software?How many of you see yourselves developing products?
Why this step becomes quite important is that R&D can improve quality, they can improve speed of execution, but they can’t improve the products without cooperating with other parts of the company, specifically Product Management.
Lesson Learnt 9: Portfolio decision making is very slow, convoluted and not stable enoughThis leads us to Lesson Learnt number 9: The product decisions are very slow. This is illustrated by this picture here. Where our Product Owner really thinks that they are in charge. We, the turtles, just hide and we actually like that the big cats take the responsibility for the product decisions. We say “they know what they are doing”… And in the meanwhile we get crappy, incomplete, inconsistent and frankly appalling decisions. But most importantly the product decisions are not aligned with your agile cycles.You will start an iteration and in the middle the portfolio process leads to a decision that breaks everything you’ve done, sure we want change… but c’mon. I need to know something before I can plan anything. Ask yourselves, can you trust your product portfolio process to deliver good quality decisions at timelines that are aligned with the cycles you have in R&D?
It is obvious from this discussion that we can’t really improve our business if we just concentrate in R&D. And that is really the next challenge.R&D alone cannot improve your business. You need to look beyond R&D…
So, the million euro question. How do I make Agile work for my Business?
So, what have we covered. In step 2 we should consider the impact on the whole R&D, and understand the value/importance of Product Management for your R&D
Step 3 calls on us to embrace the whole organization. It is no longer about our little R&D corner, it is about the whole system. From idea to product. We need to optimize the whole system.
This takes us to the next big challenge. Whether we like it or not Sales likes waterfall: long-term, non-negotiable roadmaps. The problem is that R&D cannot work with those. R&D is a complex process in a complex context, this requires that we use adaptive processes (Scrum, XP, Lean, etc.) Agile! R&D cannot work with long-term, non-negotiable roadmaps!
But let’s not be idealistic here. Many teams adopting Agile will want to iterate fast, but forget that they need guidance (product and other), they need support. You can let a team loose, but where are they going?How many of you have been in a team that was working great, but producing nothing?
We need to a build framework that guides us, that focuses us, that delivers the guidance we need.A Vision is one way to achieve this. A vision is a long term guidance, but that is very much negotiable. A Vision is a way to take the advantages of the user story model to the portfolio level. We agree on the Vision, but the team with the Product Owner then will have to adapt that Vision to the real world.
Another side-effect of having a high-level guidance in the form of a Vision is that teams take ownership of their part of the design process. We’ve seen teams where people take a more pro-active approach to the design process and start thinking about value, and how to deliver value rather than just concentrating on the detailed work steps that they need to follow.
But Vision are just steps in the pursuit of your company strategy. You must link your Vision to your company’s strategy.
As you deliver Vision-aligned projects you will start to see pressure, tension points in the whole organization. Be ready for this, this is not bad, this is part of the process
When you see these problems search for alignment across your business. Define your cross-company goals for agile adoption, work on enabling cooperation. We should all be trying to achieve the same goal, right?
Finally, Agile adoption is not a short term process. Your competitiors are not sleeping. You have to keep improving. Agile and the methods we regularly talk about are really a framework for improvement. You start with Scrum, and then you move to Lean. Or you start with XP and then you move to Kanban. Whatever the evolution is, the important thing is to understand that we cannot predict the future. Transform your Agile adoption process into a continuous improvement process
Recapping: We need to deliver value by considering the whole system, optimize the system, not R&D.
The key issue is this: We need a model. A model that can get us started, that drafts the roadmap for agile adoption.We need to adapt it as we go along, but we should have a clear Vision in mind. It is overall business improvement that we are aiming for.
Let’s create a business-oriented, a holistik approach to Agile adoption that can help us avoid the doom we seem to be destined to (at least according to Schwaber).
Finally, I’d like to leave you with a tip that can potentially save you millions and millions of euros.Hire someone with experience in this process!
So, in summary here is the model.3 steps, surrounded by a big bunch of lessons learned from our experience over several years of agile adoption in 2 large Finnish companies.
I’d like to invite you to continue this conversation on Twitter and on your own blogs. We, as a community, need to develop our knowledge and blogs and twitter are great tools to create connections and build a conversation that can develop our industry