This document provides an overview of a webcast presentation given by Scott W. Ambler from IBM on busting myths about agile development. The presentation explores results from several surveys on agile practices. Some key findings presented include that agile teams have around a 70% success rate compared to 66% for traditional teams, and that agile is being used for teams of all sizes, with distributed teams, and in regulated environments. The presentation provides context using the Agile Scaling Model and examines myths around scaling agile. It aims to show that agile can work for many different situations beyond just small, co-located teams on simple projects.
Experience Driven Agile - Developing Up to an Experience, Not Down to a Featurekalebwalton
Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?
After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!
Cloud-enabled Development: Putting the Agile into the Infrastructurebrian.white
As software development teams seek greater efficiency and effectiveness, they often find that they are held back by old IT architecture for development and test. They wrestle with low-powered servers, difficult-to-scale static environments, and a slow IT provisioning and change processes. Today, software leaders have radically changed the way they build, test, and deploy software—almost exclusively using cloud computing to power their development processes. This presentation provides specifics on which application workloads are ideal for the cloud model and how the use of cloud computing supports Agile development practices.
IBM PureSystems - a ground breaking new family of Expert Integrated Systems.Gen-i
This document provides an overview of IBM PureSystems. It discusses how IBM PureSystems address today's business and IT pressures through integrated expertise, flexibility, and simplification. IBM PureSystems include the IBM PureFlex system for integrated infrastructure, the IBM PureApplication system for application platforms, and the IBM PureData system for optimized data services. They are designed to help customers innovate more quickly, drive business faster, and control costs and complexity through integration by design and built-in expertise across infrastructure, platforms, and data.
The document describes IBM's PureFlex and Flex System integrated infrastructure solutions. It highlights key features such as built-in expertise that automates complex tasks, integration by design to optimize performance, and a simplified management experience. IBM PureFlex and Flex System are presented as expert integrated systems that incorporate decades of IBM expertise through "patterns of expertise" to help customers innovate faster, improve efficiency, and gain control over their IT environments.
Astute oracle i participate webinar series - v1Arvind Rajan
The document discusses options for organizations currently using PeopleSoft to either upgrade their existing PeopleSoft system, migrate to Oracle Fusion, switch to a different ERP platform, or do nothing. It outlines key drivers, challenges, opportunities and risks for each option. The document also provides an overview of Oracle Fusion capabilities and best practices for conducting a health check assessment and containing upgrade costs.
JDE & Peoplesoft 3 | Antionette Leuthard | Peoplesoft Human Capital Managemen...InSync2011
The document outlines Oracle's PeopleSoft HCM roadmap and strategy. It discusses delivering timely feature packs with new capabilities on an annual basis to provide value without requiring upgrades. Key concepts discussed include improving usability with role-based dashboards and workcenters, strengthening self-service experiences through tools like paycheck modeling and life events, and ensuring comprehensive capabilities through expanded global functionality and integration with Fusion applications.
New Challenges in Could Adoption - The Users!Tri Tuns
The document discusses new challenges for user adoption of cloud technologies. Traditional change management approaches are not well-suited for the cloud where technology changes constantly. Vendors now take on the risk of user adoption for their products. Effective user adoption programs require a holistic approach and sustaining adoption efforts over the long-term. The document promotes outsourcing user adoption programs to ensure skills and resources can keep pace with changing technology.
Experience Driven Agile - Developing Up to an Experience, Not Down to a Featurekalebwalton
Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?
After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!
Cloud-enabled Development: Putting the Agile into the Infrastructurebrian.white
As software development teams seek greater efficiency and effectiveness, they often find that they are held back by old IT architecture for development and test. They wrestle with low-powered servers, difficult-to-scale static environments, and a slow IT provisioning and change processes. Today, software leaders have radically changed the way they build, test, and deploy software—almost exclusively using cloud computing to power their development processes. This presentation provides specifics on which application workloads are ideal for the cloud model and how the use of cloud computing supports Agile development practices.
IBM PureSystems - a ground breaking new family of Expert Integrated Systems.Gen-i
This document provides an overview of IBM PureSystems. It discusses how IBM PureSystems address today's business and IT pressures through integrated expertise, flexibility, and simplification. IBM PureSystems include the IBM PureFlex system for integrated infrastructure, the IBM PureApplication system for application platforms, and the IBM PureData system for optimized data services. They are designed to help customers innovate more quickly, drive business faster, and control costs and complexity through integration by design and built-in expertise across infrastructure, platforms, and data.
The document describes IBM's PureFlex and Flex System integrated infrastructure solutions. It highlights key features such as built-in expertise that automates complex tasks, integration by design to optimize performance, and a simplified management experience. IBM PureFlex and Flex System are presented as expert integrated systems that incorporate decades of IBM expertise through "patterns of expertise" to help customers innovate faster, improve efficiency, and gain control over their IT environments.
Astute oracle i participate webinar series - v1Arvind Rajan
The document discusses options for organizations currently using PeopleSoft to either upgrade their existing PeopleSoft system, migrate to Oracle Fusion, switch to a different ERP platform, or do nothing. It outlines key drivers, challenges, opportunities and risks for each option. The document also provides an overview of Oracle Fusion capabilities and best practices for conducting a health check assessment and containing upgrade costs.
JDE & Peoplesoft 3 | Antionette Leuthard | Peoplesoft Human Capital Managemen...InSync2011
The document outlines Oracle's PeopleSoft HCM roadmap and strategy. It discusses delivering timely feature packs with new capabilities on an annual basis to provide value without requiring upgrades. Key concepts discussed include improving usability with role-based dashboards and workcenters, strengthening self-service experiences through tools like paycheck modeling and life events, and ensuring comprehensive capabilities through expanded global functionality and integration with Fusion applications.
New Challenges in Could Adoption - The Users!Tri Tuns
The document discusses new challenges for user adoption of cloud technologies. Traditional change management approaches are not well-suited for the cloud where technology changes constantly. Vendors now take on the risk of user adoption for their products. Effective user adoption programs require a holistic approach and sustaining adoption efforts over the long-term. The document promotes outsourcing user adoption programs to ensure skills and resources can keep pace with changing technology.
New Challenges in Cloud Adoption - The Users!Khazret Sapenov
The document discusses challenges with user adoption of cloud technologies. Traditional change management approaches are not effective for cloud because they focus on training users on the technology rather than business goals and performance. This leads to one-time training rather than ongoing support. Effective cloud adoption requires new user adoption approaches that address both technology and behavior changes, and keep pace with constant updates. It also requires building user adoption programs with ongoing activities and resources rather than one-time training.
[Salta] IBM PureSystems - Sebastián ManasseroIBMSSA
IBM introduces its new family of integrated expert systems called Pure Systems. Pure Systems are factory integrated and optimized combinations of hardware and software that are designed to simplify deployment, management, and maintenance. They provide built-in expertise to automate complex tasks and optimize system performance and efficiency. The first Pure Systems models are the PureFlex, optimized for infrastructure resources, and the PureApplication, optimized for rapid application deployment. Both are designed for performance, virtualization, upgradeability, and flexibility for cloud computing. Pure Systems aim to reduce the time, effort and risk of IT projects through their integrated and simplified experience.
Making Scrum Stick Inside Heavy Regulated Industries (2012) Laszlo Szalvay
Laszlo Szalvay is a VP at CollabNet who oversees their global Scrum business. He has extensive experience helping organizations adopt and scale agile practices. Prior to CollabNet, he co-founded Danube, a leader in Scrum tools and training, which was later acquired by CollabNet. He is a recognized expert in implementing distributed agile environments and addressing cultural challenges.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
This document discusses revolutionizing the user experience through Oracle's products. It outlines that Oracle aims to provide a modern user experience through seamless integration of functionality and user interfaces in its WebCenter Suite. This suite provides capabilities for portals, websites, composite applications, social collaboration, and content management to enable productive and efficient work. It supports both business users and IT developers through tools for rapid development and management of customizable solutions.
Jesse Robbins gave a presentation on DevOps culture at CloudExpoEurope. He discussed how successful tech companies like Google, Amazon, and Microsoft built their own automation and deployment tools to support DevOps practices internally before these became common. Robbins outlined three fundamental attributes of successful DevOps cultures: 1) treating infrastructure as code, 2) designing applications as services, and 3) integrating development, operations, and other teams. He also provided examples of how to start changing culture in large organizations by starting small, creating champions, using metrics, celebrating successes, and taking advantage of compelling events.
The document discusses enterprise agility and provides four case studies of organizations adopting agile practices using different patterns: Little Footprint, Big Footprint, Pillar, and Osmosis. It describes each case study in terms of the organization, mandate, lessons learned, level of agility achieved, and compares the different patterns. The conclusion recommends beginning the adoption of agility by focusing on being agile through practices like poly-skilled teams, continuous delivery, activist investing, and customized training.
The document discusses adopting agile practices at an enterprise scale. It begins with an overview of agile principles and how Scrum is commonly used for teams. However, scaling agile to larger companies presents challenges related to management roles, technical specifications, and global collaboration. The Scaled Agile Framework addresses these challenges through features like program increment planning that synchronize work across many teams. Case studies show companies achieving benefits like increased productivity, faster issue resolution, and lower costs when using scaled agile frameworks.
Congress 2012: Enterprise Cloud Adoption – an Evolution from Infrastructure ...eurocloud
The document discusses enterprise cloud adoption trends. It notes that 57% of enterprises use SaaS and 38% have adopted PaaS. Common applications migrated to the cloud include test/development, disaster recovery, email/collaboration, and analytics. Enterprises seek the cloud's flexible infrastructure and ability to bring products to market quicker. While cloud adoption is increasing, IT departments struggle with legacy systems and a lack of resources and agility. The cloud offers opportunities to focus more on information and using data for innovation.
The document discusses the role of a business analyst in an agile project. It begins with an overview of agile software development and the agile manifesto. It then discusses the agile project management framework Scrum and key roles in Scrum including the product owner and scrum master. The document argues that the business analyst can play a valuable role in agile projects by partnering with the product owner to help define requirements, refine user stories, and ensure solutions deliver business value.
IBM and BeyondTrust Presents: Protecting Your Sensitive Data in the CloudBeyondTrust
This document discusses protecting sensitive data in the cloud. It begins with an agenda for the presentation and discusses IBM's smart cloud offering. It then discusses security best practices for the cloud, including managing privileged users and implementing least privilege controls. The document also introduces BeyondTrust's cloud security solutions for managing privileges across physical, virtual, public and private cloud environments. It emphasizes the need for scalable, context-aware security intelligence and automation to strengthen security and compliance across hybrid cloud deployments.
Agile is an iterative approach to project management and software development that focuses on continuous improvement, scope flexibility, team input, and delivering working software frequently. This document discusses the Agile Manifesto, principles, history and evolution of Agile methods. It also covers the business value of Agile in terms of increased productivity, quality and reduced costs compared to traditional methods.
Government sector smart_suite_success_storyIITSW Company
CSEPF needed to improve its IT service management to better support employees. It implemented SMART Suite to establish an automated ITSM system aligned with ITIL best practices. Benefits included eliminating redundant work, improving knowledge sharing, and enhancing service quality and reliability. Staff utilization improved, reducing costs. The system provided centralized visibility and management of all IT work. It helped reduce service downtimes by formalizing change management. SMART Suite also helped CSEPF manage its complex IT assets and configurations more effectively.
HP Software Education provides comprehensive training on all HP Software products through different delivery methods worldwide. Training is valuable in reducing costs, risks, and time by improving the skills of IT teams, which surveys have shown to be the most important success factor for IT functions. HP offers various training options including instructor-led public and private classes, virtual instructor-led training, and services like its Adoption Readiness Tool to help with user adoption which is key to realizing the full value of new projects and technologies.
This document discusses bridging the gap between agile delivery and IT operations. It identifies quality, automation, and portability as keys to achieving this. Quality is important for the developer and operations relationship. Automation allows for continuous testing, faster feedback, and more stable releases. Portability ensures consistent auto-deployment across environments like development, testing, staging and production both on-premise and in various cloud vendors.
Understanding Social Business Excellence - Enterprise2.0Summit 2012, ParisRawn Shah
The document summarizes a keynote presentation by Rawn Shah on social business excellence. Shah discusses how social media has opened up conversations across organizational silos and lines of business. He outlines how social interactions can create value for businesses at different levels from capturing unstructured data to enabling transformation. Shah also maps how this value creation relates to key business scenarios in product innovation, customer insights, and workforce optimization.
This document discusses how Agile principles and practices can support ITIL frameworks. It advocates that development adopt Agile methods fully through automation, customer involvement, and focus on quality. It also stresses the importance of operations participating in development and allowing frequent changes. Adopting these approaches can improve service quality, reduce risks, and foster collaboration between teams. The document provides advice such as implementing process changes incrementally and ensuring both process owners and managers are involved.
Lean Strategies for IT Support OrganizationsRoger Brown
This was presented by Roger Brown and Peter Green at the Seattle Scrum Gathering on 5/17/11. Slides have been annotated with some discussion notes to provide additional context.
Social enterprise business tools redefined- smwschade_chr
Social enterprise involves using internal social collaboration platforms in companies for innovation, communication, and collaboration. Popular platforms include Yammer, Podio, Jive, and Confluence. Core features include instant messaging, content sharing, profiles, document sharing, and file sharing. Companies benefit from social enterprise by enabling tools that remove barriers, reward initiative, and share experiences across boundaries. However, challenges include cultural resistance, uneven implementation, and data security issues. For successful social enterprise, companies should clearly define goals, integrate platforms rather than create silos, recruit opinion leaders, and make participation easy. Management must participate to avoid platforms becoming stale.
The document discusses remembering to study and discover before sleep in order to create and experience the world while young, referring to making the most of each day and not being late as life passes quickly.
1. The document discusses community development initiatives at the Sadiola and Yatela Gold Mines in Mali, West Africa and the challenges of establishing and maintaining good relations with neighboring communities.
2. Early community development projects included providing food, installing water pumps, and small loans, but disputes arose about who would benefit from development funds.
3. Over time, the mines established a development foundation, coordinator role, and projects like a fishing dam, vegetable gardens, artisanal mining support, and microcredit schemes.
4. As mine closure approaches in 6 years, there is a focus on sustainable development projects and stakeholder participation to continue benefits beyond mining operations.
New Challenges in Cloud Adoption - The Users!Khazret Sapenov
The document discusses challenges with user adoption of cloud technologies. Traditional change management approaches are not effective for cloud because they focus on training users on the technology rather than business goals and performance. This leads to one-time training rather than ongoing support. Effective cloud adoption requires new user adoption approaches that address both technology and behavior changes, and keep pace with constant updates. It also requires building user adoption programs with ongoing activities and resources rather than one-time training.
[Salta] IBM PureSystems - Sebastián ManasseroIBMSSA
IBM introduces its new family of integrated expert systems called Pure Systems. Pure Systems are factory integrated and optimized combinations of hardware and software that are designed to simplify deployment, management, and maintenance. They provide built-in expertise to automate complex tasks and optimize system performance and efficiency. The first Pure Systems models are the PureFlex, optimized for infrastructure resources, and the PureApplication, optimized for rapid application deployment. Both are designed for performance, virtualization, upgradeability, and flexibility for cloud computing. Pure Systems aim to reduce the time, effort and risk of IT projects through their integrated and simplified experience.
Making Scrum Stick Inside Heavy Regulated Industries (2012) Laszlo Szalvay
Laszlo Szalvay is a VP at CollabNet who oversees their global Scrum business. He has extensive experience helping organizations adopt and scale agile practices. Prior to CollabNet, he co-founded Danube, a leader in Scrum tools and training, which was later acquired by CollabNet. He is a recognized expert in implementing distributed agile environments and addressing cultural challenges.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
This document discusses revolutionizing the user experience through Oracle's products. It outlines that Oracle aims to provide a modern user experience through seamless integration of functionality and user interfaces in its WebCenter Suite. This suite provides capabilities for portals, websites, composite applications, social collaboration, and content management to enable productive and efficient work. It supports both business users and IT developers through tools for rapid development and management of customizable solutions.
Jesse Robbins gave a presentation on DevOps culture at CloudExpoEurope. He discussed how successful tech companies like Google, Amazon, and Microsoft built their own automation and deployment tools to support DevOps practices internally before these became common. Robbins outlined three fundamental attributes of successful DevOps cultures: 1) treating infrastructure as code, 2) designing applications as services, and 3) integrating development, operations, and other teams. He also provided examples of how to start changing culture in large organizations by starting small, creating champions, using metrics, celebrating successes, and taking advantage of compelling events.
The document discusses enterprise agility and provides four case studies of organizations adopting agile practices using different patterns: Little Footprint, Big Footprint, Pillar, and Osmosis. It describes each case study in terms of the organization, mandate, lessons learned, level of agility achieved, and compares the different patterns. The conclusion recommends beginning the adoption of agility by focusing on being agile through practices like poly-skilled teams, continuous delivery, activist investing, and customized training.
The document discusses adopting agile practices at an enterprise scale. It begins with an overview of agile principles and how Scrum is commonly used for teams. However, scaling agile to larger companies presents challenges related to management roles, technical specifications, and global collaboration. The Scaled Agile Framework addresses these challenges through features like program increment planning that synchronize work across many teams. Case studies show companies achieving benefits like increased productivity, faster issue resolution, and lower costs when using scaled agile frameworks.
Congress 2012: Enterprise Cloud Adoption – an Evolution from Infrastructure ...eurocloud
The document discusses enterprise cloud adoption trends. It notes that 57% of enterprises use SaaS and 38% have adopted PaaS. Common applications migrated to the cloud include test/development, disaster recovery, email/collaboration, and analytics. Enterprises seek the cloud's flexible infrastructure and ability to bring products to market quicker. While cloud adoption is increasing, IT departments struggle with legacy systems and a lack of resources and agility. The cloud offers opportunities to focus more on information and using data for innovation.
The document discusses the role of a business analyst in an agile project. It begins with an overview of agile software development and the agile manifesto. It then discusses the agile project management framework Scrum and key roles in Scrum including the product owner and scrum master. The document argues that the business analyst can play a valuable role in agile projects by partnering with the product owner to help define requirements, refine user stories, and ensure solutions deliver business value.
IBM and BeyondTrust Presents: Protecting Your Sensitive Data in the CloudBeyondTrust
This document discusses protecting sensitive data in the cloud. It begins with an agenda for the presentation and discusses IBM's smart cloud offering. It then discusses security best practices for the cloud, including managing privileged users and implementing least privilege controls. The document also introduces BeyondTrust's cloud security solutions for managing privileges across physical, virtual, public and private cloud environments. It emphasizes the need for scalable, context-aware security intelligence and automation to strengthen security and compliance across hybrid cloud deployments.
Agile is an iterative approach to project management and software development that focuses on continuous improvement, scope flexibility, team input, and delivering working software frequently. This document discusses the Agile Manifesto, principles, history and evolution of Agile methods. It also covers the business value of Agile in terms of increased productivity, quality and reduced costs compared to traditional methods.
Government sector smart_suite_success_storyIITSW Company
CSEPF needed to improve its IT service management to better support employees. It implemented SMART Suite to establish an automated ITSM system aligned with ITIL best practices. Benefits included eliminating redundant work, improving knowledge sharing, and enhancing service quality and reliability. Staff utilization improved, reducing costs. The system provided centralized visibility and management of all IT work. It helped reduce service downtimes by formalizing change management. SMART Suite also helped CSEPF manage its complex IT assets and configurations more effectively.
HP Software Education provides comprehensive training on all HP Software products through different delivery methods worldwide. Training is valuable in reducing costs, risks, and time by improving the skills of IT teams, which surveys have shown to be the most important success factor for IT functions. HP offers various training options including instructor-led public and private classes, virtual instructor-led training, and services like its Adoption Readiness Tool to help with user adoption which is key to realizing the full value of new projects and technologies.
This document discusses bridging the gap between agile delivery and IT operations. It identifies quality, automation, and portability as keys to achieving this. Quality is important for the developer and operations relationship. Automation allows for continuous testing, faster feedback, and more stable releases. Portability ensures consistent auto-deployment across environments like development, testing, staging and production both on-premise and in various cloud vendors.
Understanding Social Business Excellence - Enterprise2.0Summit 2012, ParisRawn Shah
The document summarizes a keynote presentation by Rawn Shah on social business excellence. Shah discusses how social media has opened up conversations across organizational silos and lines of business. He outlines how social interactions can create value for businesses at different levels from capturing unstructured data to enabling transformation. Shah also maps how this value creation relates to key business scenarios in product innovation, customer insights, and workforce optimization.
This document discusses how Agile principles and practices can support ITIL frameworks. It advocates that development adopt Agile methods fully through automation, customer involvement, and focus on quality. It also stresses the importance of operations participating in development and allowing frequent changes. Adopting these approaches can improve service quality, reduce risks, and foster collaboration between teams. The document provides advice such as implementing process changes incrementally and ensuring both process owners and managers are involved.
Lean Strategies for IT Support OrganizationsRoger Brown
This was presented by Roger Brown and Peter Green at the Seattle Scrum Gathering on 5/17/11. Slides have been annotated with some discussion notes to provide additional context.
Social enterprise business tools redefined- smwschade_chr
Social enterprise involves using internal social collaboration platforms in companies for innovation, communication, and collaboration. Popular platforms include Yammer, Podio, Jive, and Confluence. Core features include instant messaging, content sharing, profiles, document sharing, and file sharing. Companies benefit from social enterprise by enabling tools that remove barriers, reward initiative, and share experiences across boundaries. However, challenges include cultural resistance, uneven implementation, and data security issues. For successful social enterprise, companies should clearly define goals, integrate platforms rather than create silos, recruit opinion leaders, and make participation easy. Management must participate to avoid platforms becoming stale.
The document discusses remembering to study and discover before sleep in order to create and experience the world while young, referring to making the most of each day and not being late as life passes quickly.
1. The document discusses community development initiatives at the Sadiola and Yatela Gold Mines in Mali, West Africa and the challenges of establishing and maintaining good relations with neighboring communities.
2. Early community development projects included providing food, installing water pumps, and small loans, but disputes arose about who would benefit from development funds.
3. Over time, the mines established a development foundation, coordinator role, and projects like a fishing dam, vegetable gardens, artisanal mining support, and microcredit schemes.
4. As mine closure approaches in 6 years, there is a focus on sustainable development projects and stakeholder participation to continue benefits beyond mining operations.
This document lists various digital marketing campaigns for luxury brands and companies. It includes Cartier sponsoring clocks, Chanel and Dior taking over website spaces, LG having a floor ad, Nissan and NVM using wallpaper ads, Sharp using an expandable leaderboard, and Skoda employing a corner ad.
Este documento presenta la misión, visión, objetivos y enfoque epistemológico del plan de estudios de matemáticas de la Institución Educativa Agropecuaria Simón Bolívar. Su misión es formar estudiantes capaces de resolver problemas mediante el uso de estrategias eficientes e investigación. Su visión es que los estudiantes desarrollen un pensamiento lógico matemático para enfrentar cambios y tomar decisiones. El enfoque epistemológico se basa en el aprendizaje por procesos para desar
This slideshow outlines the main ideas from our first sessions on blogging, and also discusses the application of Metcalfe's Law with regards to PLNs and David Warlick's concept of students' "invisible tentacles".
The document discusses how workplaces are changing and the need to redefine office spaces. It notes that employees are more willing to change jobs or consider new opportunities. Traditional offices focused on command and control but now must cultivate collaboration. Face time remains important for collaborating, motivating staff and strengthening relationships. Offices should provide safety, connection, vision/feedback, resources, diversity, focus areas and sanctuaries. A mix of private, team and social spaces is needed. Well-designed workplaces can attract employees, partners and customers by expressing the organization's values through the building. The office building type should support how people work with flexibility.
This document outlines Massachusetts' process for utilizing Workforce Investment Act funds set aside for rapid response assistance to local areas experiencing job loss events. It describes how:
1) Additional funds are made available to local areas through a proposal process to provide direct services to participants, such as intensive training services, when adequate local funds are not available.
2) The proposal process involves local areas developing proposals in coordination with the Rapid Response Coordinator for review and potential approval by a set-aside committee.
3) Approved proposals receive quick turnaround funding within two weeks, and grantees must track services and spending according to state requirements.
1) Anna is a chemist who creates a magical perfume by adding fruitcake that makes men fall in love with her, including her boss Mr. Amos.
2) During a date at a restaurant between Anna and Mr. Amos, the waiter also declares his love for Anna, causing a fight to break out.
3) After the incident, Anna leaves her job and later finds love with the pizza delivery man, Armstrong, living happily ever after.
This document discusses the marketing strategies and services provided by VIP Realty to sell homes. They claim to have innovative approaches that position homes in the strongest market position to maximize value and negotiations. Their services include market analysis, home staging recommendations, digital and print advertising, and lead generation through their website and multiple listing sites. They aim to generate many qualified buyer leads each month to help sell homes quickly.
Leading Education In The Technology Age Tdntdnelson2
The document discusses the importance of technology in education. It notes that for students to be successful in today's world, they must be able to use technology effectively. While technology provides advantages like increased student engagement and the ability for teachers to tailor lessons to individual students, it also presents challenges such as costs and the need for teachers and students to transition to new ways of teaching and learning. The document advocates for developing a technology plan to guide implementation and ensuring teachers have support in their new roles of facilitating learning with technology.
Myspace had a significant impact on the independent music industry in Indonesia by providing musicians a platform to promote their music and interact with fans. Artists were able to customize their profiles, share music, blogs, photos and videos to build their brand and audience. Bands used Myspace to advertise album releases, concerts and sell music.
The Agile Scaling Model (ASM) provides the context and advice for effectively tailoring agile techniques. It describes how to extend the agile construction life cycle into a full-fledged disciplined agile delivery life cycle. It then describes how to tailor agile practices to address scaling factors which an agile team may face, including team size, physical distribution, organizational distribution, regulatory compliance, organizational complexity, technical complexity, and enterprise disciplines (such as enterprise architecture, reuse, and portfolio management).
Agile Marketing for SEO - SMX West 2013 - Dave Lloyd, AdobeDave Lloyd
Slides from SMX West presentation. Covers in-house SEO, project management, Agile methodology, maturity model for Agile adoption, and how to execute on Agile internally. Follow me at @davelloyd1
Building an Agile framework that fits your organisationKurt Solarte
The document discusses strategies for scaling agile practices within large organizations. It provides an overview of IBM's transformation to agility at scale, including challenges faced and key principles learned. The presentation emphasizes adopting an incremental approach, addressing people, processes, and tools, and establishing governance to manage uncertainty and variance as an organization's agile adoption matures. It also provides examples of metrics that can be used to measure agile project and program performance.
The document discusses scaling agile practices from Scrum to larger projects and organizations. It introduces IBM's Agile Scaling Model which includes core agile development, Disciplined Agile Delivery, and Agility@Scale. Key practices that need to be scaled include product backlogs, roles, release planning, sprint planning, and sprint demos to address factors like large team sizes, geographic distribution, and organizational complexity. Case studies are provided on how organizations have successfully scaled agile.
The Agile PMO: Ensuring visibility and governanceMatt Holitza
The document discusses how an agile project management office (PMO) can help ensure visibility and governance of agile projects. It outlines some pitfalls that can jeopardize a traditional PMO and attributes of a successful PMO. The document then discusses how agile benefits PMOs by helping them align projects to goals, improve success rates over time, enhance competence, develop standards, promote a collaborative tone, and encourage continuous learning. An agile PMO can achieve these benefits through practices like a whole team approach, transparency, integrated tooling, and continuous process improvement.
The document summarizes an IBM Rational Software Conference presentation about Jazz and Rational Team Concert. It introduces Jazz as a platform that can break down organizational, functional, and geographic barriers by providing an integrated, loosely coupled environment. It also outlines how Jazz enables a transformation from command and control approaches to sense and respond approaches through real-time visibility, quality oversight, and an extensible open architecture. Finally, it presents Jazz and Rational Team Concert as first wave products built on the Jazz technology platform to enable collaborative software delivery.
The document summarizes features presented at the IBM Rational Software Conference 2009. It describes enhancements to Rational Team Concert (RTC) that provide improved agile planning, global enterprise readiness, collaborative application lifecycle management (ALM), ecosystem support, and integration with existing environments. Key capabilities include scaling to thousands of users and millions of files, customizable dashboards and reports, risk assessment in planning, and expanded traceability across tools.
IBM Rational Quality Manager provides a centralized hub for collaborative test management across the software development lifecycle. It aims to mitigate business risk through stakeholder coordination and enforceable process workflows, improve operational efficiency via test automation and lab management, and make confident decisions with effortless reporting and metrics. The solution emphasizes collaboration, automation, and reporting to govern software quality.
1. The document discusses achieving agility at scale through disciplined agile teams that produce working software regularly, do continuous testing, work closely with stakeholders, are self-organizing, and regularly reflect on how to improve.
2. It describes scaling agile software delivery by focusing on key agile practices, reinforcing delivery practices, changing delivery rhythms, supporting practices with automation, and measuring to demonstrate business value.
3. Examples are provided of how Jazz platform was used at La Caixa for managing service providers and at Danske Bank for adoption of agile at scale, and how visibility and transparency was achieved at Panasonic Automotive.
Oplægget blev holdt ved et seminar i InfinIT-interessegruppen Softwaretest den 29. februar 2012.
Læs mere om interessegruppen på http://www.infinit.dk/dk/interessegrupper/softwaretest/softwaretest.htm
Rational Team Concert is a tool for collaborative application lifecycle management. It allows development teams to work together in real-time, with integrated source control, work item tracking, and build automation. It facilitates collaboration through features like real-time reporting, customizable dashboards, and out-of-the-box processes. IBM uses Rational Team Concert for its Jazz project involving over 150 developers across several global locations.
The document discusses software development and delivery in competitive times. It summarizes IBM Rational's strategy to help customers deliver value efficiently and effectively through distributed organizations. The strategy focuses on enabling governance, adopting flexible architectures, and leveraging communities. Rational has continued delivering on this strategy by releasing products built on their Jazz platform and expanding their communities. Their strategy also aims to help customers manage effective software delivery as challenges in this area remain and expand on the individual, team, organizational and business levels.
The document discusses software development and delivery in competitive times. It summarizes IBM Rational's strategy of helping customers deliver value efficiently and effectively through distributed organizations. The strategy focuses on enabling governance, adopting flexible architectures, and leveraging communities. Rational has continued delivering on this strategy by releasing many new products and services over the past year. However, challenges remain in effective software delivery at the individual, team, organizational and business levels. Rational's strategy aims to address these challenges and bring focus in uncertain economic times by providing short-term ROI and long-term management of assets to encourage incremental improvement.
Real Insights Real Results - Steve RobinsonRoopa Nadkarni
The document provides an overview of a presentation by Steve Robinson, Vice President of IBM Rational Software, on software development and delivery in competitive times. The presentation discusses IBM Rational's strategy and approach to helping customers achieve real results through continuous improvement in their software delivery processes. It highlights steps IBM Rational took to mature its own software delivery and provides recommendations to customers on prioritizing practices and measuring incremental progress.
1) The document discusses IBM's Jazz platform for collaborative software delivery. Jazz provides tools to help with requirements management, architecture, security, change delivery, quality assurance, and project management.
2) The first wave of Jazz offerings included Rational Insight, Rational Requirements Composer, Rational Team Concert, and Rational Quality Manager. These tools help with collaboration, requirements, source control, and testing.
3) The document outlines benefits of the Jazz platform such as improved productivity, visibility, automation, and alignment between business goals and development. Future roadmap items are also mentioned.
IBM introduced its first family of expert integrated systems called PureSystems. PureSystems include the PureFlex and PureApplication systems. PureFlex is an infrastructure system expert at optimizing resources, while PureApplication is a platform system expert at rapidly deploying and running applications. PureSystems are designed to provide the benefits of flexibility, simplicity, and agility while overcoming the challenges of time, expense, and shared dependence faced by other approaches.
This document summarizes the results of several surveys on agile software development practices. It finds that the most commonly used and effective agile practices include continuous integration, daily stand-up meetings, developer test-driven development, and iteration planning. The surveys also show that agile approaches have higher success rates than traditional approaches across criteria like functionality, quality, time, and budget. Additionally, the document discusses challenges with agility at scale, adoption rates of agile, practices around estimation and project management, and the use of modeling and documentation in agile projects.
Cycle time is the key to minimizing the total time it takes to develop, release, and learn from software. Shortening cycle times allows teams to build the right thing faster through continuous delivery, deployment, and learning from frequent customer feedback. This requires changing development practices and organizational structures to enable small batch sizes, automation, and rapid feedback loops.
IBM Confidently Provide Guidance with IBM Cognos TM1 and What-if AnalysisIBM Sverige
Business analysts are continually making recommendations on where the business needs to go by articulating the value/cost of making change vs. doing nothing. What-If Analysis enables confident decisions. We will talk about real customer stories and show a demo of what-if analysis and how it plays a role in the analysis that an organization does when they are unable to accurately identify the business and profitability impact of alternate business scenarios.
Martin Richmond-Coggan, EMEA lead Financial Performance Management, IBM
This document discusses how Visual Studio Team System can maximize ROI and drive IT governance through an integrated Application Lifecycle Management (ALM) solution. It provides concise summaries of key points, including how VSTS improves collaboration, ensures quality, integrates work frequently, and enables real-time decision making. IT governance is also discussed at a high level, focusing on compliance, metrics/reporting, and aligning IT with business needs. Examples are given of organizations seeing improvements in areas like productivity, quality, and cost reductions through an ALM approach.
The document discusses measuring the costs of requirements to improve project success rates. It recommends taking a balanced approach to measurement that aligns with organizational goals. Key measures include requirements defects, changes requiring rework, customer satisfaction, and cycle times. Tracking measures over time can help increase process maturity from initial to optimized levels. Consistency, benchmarks, and a SMART approach to measurement are emphasized.
This document discusses how Blueprint sets up agile project structures using requirements models. It outlines how Blueprint uses a product backlog model for release planning and sprint planning. Features have corresponding detailed requirements models. Blueprint supports iterative evolution of requirements during sprints through version control, variable requirement details, simulation for communication and validation, and an iterative elaboration process. It also discusses how Blueprint helps distributed agile teams by providing integrated requirements and tools to gain communication efficiency.
Terry Pritchard from Blueprint Software will present the results of a survey of 300+ business analysts involved in Agile projects, and demonstrate how Blueprint’s product – Requirements Center – is being used to tackle some of the challenges that Agile projects pose for requirements definition.
The CCBA certification is aimed at intermediate business analysts and requires 2.5 years of experience and passing an exam. It covers the same six knowledge areas as the more advanced CBAP certification. To apply for the CCBA, candidates must meet minimum experience requirements in two or four of the knowledge areas, complete 21 hours of professional development, and obtain two references. The CCBA exam is similar in structure and length to the CBAP exam, with 150 multiple choice questions to be completed within 3.5 hours. While the CCBA is a new certification, candidates are advised to use the BABOK as a study guide. The presentation also reviewed the CBAP recertification process which requires maintaining 60 continuing development units over three years
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
The document discusses scaling agile techniques for software development projects and organizations. It defines agile development and outlines criteria for determining if a team is truly agile. The Agile Scaling Model is introduced as a framework for adopting and tailoring agile practices to address unique project challenges. The model emphasizes adopting a full disciplined agile delivery process rather than just partial methods. It also evaluates eight scaling factors that determine a project's complexity, such as team size, geographic distribution, compliance needs, and technical complexity. Adapting agile practices to address applicable scaling factors is key to successful adoption at both the project and organizational levels.
This document is an introduction to a handbook about business model innovation. It is intended for entrepreneurs, intrapreneurs, executives, investors, consultants, and designers who are striving to create new business models. The introduction profiles seven types of people involved in business model innovation, including an entrepreneur who builds new ventures based on unsatisfied customer needs, an investor who looks for the most competitive business models, and a social entrepreneur searching for innovative models to solve social problems.
The Business Model Canvas is a template for developing new or documenting existing business models. It includes elements such as key partners, key activities, value propositions, customer relationships, customer segments, key resources, channels, and revenue streams. The canvas helps visualize the interconnections between these elements and lay out the basic business model of a company or concept.
Visual thinking was applied to prioritize business projects by analyzing their business value. The business analyst:
1) Looked at project details and metrics to understand current priorities.
2) Saw that priorities were unclear and business value metrics were missing.
3) Imagined potential combinations of projects through brainstorming to identify synergies.
4) Showed that combining two user interface projects into one delivered higher business value, making it the new priority.
The document discusses the challenges of managing requirements across different tools and documents. It introduces Blueprint Software as a solution that allows authoring, validating, and communicating requirements in a single integrated model. Blueprint provides capabilities for rich text requirements, traceability, simulation, and integration with test and application lifecycle management tools. Case studies show how Blueprint has helped companies standardize requirements practices and reduce costs by preventing rework.
The document discusses inteGREAT, a tool for requirements development and knowledge management. It promotes building an integrated body of knowledge through features like requirements normalization, collaboration, and automation. This allows organizations to standardize processes, reuse knowledge, achieve agility and higher quality, and realize benefits like reduced documentation time and improved productivity. Customer testimonials praise inteGREAT's abilities to efficiently capture, format, share, and reuse requirements knowledge at both the project and enterprise levels.
This session will be a combination of presentation and demonstration where we will discuss the role of the Business Analyst in Business Process Modeling and the importance of modeling. A demonstration of how modeling tools can assist a BA in their work will be delivered and will include:
- documenting current or future processes
- determining how processes can be optimized and improved using simulation metrics
- using forms in process design and storyboarding
- publishing models to a larger community for feedback.
- how process models can be transformed into the language of IT (UML, BPEL, etc).
We will also demonstrate BPM BlueWorks, which is an online platform for business analysts! It can help accelerate business process improvement at NO COST. Features include dozens of industry-specific strategy, capability and process maps. Private online tools and workspaces to build new business processes and capability to share online workspaces with your colleagues. Check out http://www.bpmblueworks.com
Enterprise Analysis is a series of tasks that analyzes the business situation to fully understand the problems and opportunities. Enterprise analysis outputs provide context to requirements analysis and to solution identification for a given initiative or for long-term planning. Enterprise analysis is often the starting point for initiating a new project and is continued as changes occur and more information becomes available. It is through enterprise analysis activities that business requirements are identified and documented.
This presentation reviews how requirement prioritization is a decision process used to determine the relative importance of requirements. The importance of requirements may be based on their relative value, risk, difficulty of implementation, or on other criteria. These priorities are used to determine which requirements should be targets for further analysis and to determine which requirements should be implemented first. We shall discuss the inputs, techniques used, and the expected outcome.
Prioritization of requirements ensures that analysis and implementation efforts focus on the most critical requirements
The document summarizes the annual general meeting of the Ottawa-Outaouais Chapter of IIBA held on June 23, 2009. It includes the agenda, proposed bylaw amendments to split the VP Communications & Marketing role, the treasurer's financial report showing income and expenses, results of the board member elections, and results of a member survey regarding events and interest in BA World 2009.
This document provides information about a webinar on understanding the CBAP certification designation, including:
- An introduction of the panel members and their roles
- An overview of the CBAP certification requirements, application process, and exam details
- Information on the Business Analysis Body of Knowledge (BABOK) Guide Version 2.0 and changes from Version 1.6
- Where to find additional resources on the CBAP and certification process
The document provides information about connecting to an IIBA webinar, an overview of the Certified Business Analysis Professional (CBAP) certification program, and requirements to obtain the CBAP designation. Key points include:
- To connect to the webinar, call a listed country number or use your computer's microphone and speakers.
- The CBAP certification recognizes experienced business analysis professionals and requires 5 years of experience, knowledge in BABOK areas, professional development, and passing an exam.
- Benefits of the CBAP include demonstrated competence, professional recognition, and career advancement for individuals and organizations.
The document discusses the Business Analysis Knowledge Area (BAKA) of Enterprise Analysis from the BABOK guide. It describes Enterprise Analysis as occurring pre-project to identify future business requirements and opportunities. Key activities include developing a business architecture, conducting feasibility studies, defining new business opportunities, and preparing business cases and project proposals to obtain approval. The goal is to determine the optimal investment path for the enterprise by selecting new projects that align with strategic goals.
Every organization has business rules and every IT system within the organization as to comply with at least some of those rules. It is up to the Business Analyst to discover those rules, elicit the details, and document and verify them with Subject Matter Experts. Even though they may have been approved, the Business Analyst can't always be sure that the business rules are right until they have been tested with real data. Through a series of short exercises, we will explore how to manage different types of business rules.
The document discusses best practices for managing requirements in software projects. It recommends managing requirements as deliverables rather than documents. Requirements deliverables have versioning and life cycles managed through a repository tool. This allows for automatic versioning, baselining, and communication across stakeholders. Change control begins with the first baseline to ensure building the right product. Managing requirements this way can help deliver projects on time, on budget and meeting objectives, even with changing requirements.
2. IBM Software Group | Rational software
Agenda
The myths
The surveys
Some context: The Agile Scaling Model (ASM)
Exploring agile success rates
Exploring the scaling myths
Recommended resources
Questions
3. IBM Software Group | Rational software
Some of the Myths Surrounding Agile
There are many myths surrounding agile development:
Agile is only for small teams
Agile is only for co-located teams
Agile is only for simple systems
Agile doesn’t work for regulatory environments
and many more
In this webcast we are going to explore the myths surrounding whether it’s
possible to scale agile development approaches
4. IBM Software Group | Rational software
The Surveys
All survey data, original questions, and summary slide decks can be downloaded
from www.ambysoft.com/surveys/
If you can’t look at the original questions and analyze the data yourself, how can you trust
the survey results?
Some surveys were done via Dr. Dobb’s Journal (DDJ), a community with a wide
range of readers, not just Agilists
Some surveys, the Ambysoft ones, focused on just the agile community
The source survey(s) are indicated on each slide
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Agile Scaling Model (ASM)
Core Agile Development
Focus is on construction
Goal is to develop a high-quality system in an evolutionary,
collaborative, and self-organizing manner
Value-driven lifecycle with regular production of working software
Small, co-located team developing straightforward software
Disciplined Agile Delivery
Extends agile development to address full system lifecycle
Risk and value-driven lifecycle
Self organization within an appropriate governance framework
Small, co-located team delivering a straightforward solution
Agility at Scale
Disciplined agile delivery and one or more scaling factors applies
6. IBM Software Group | Rational software
The agile construction lifecycle
Source: www.ambysoft.com/essays/agileLifecycle.html
8. IBM Software Group | Rational software
Agile scaling factors
Team size Compliance requirement
Under 10 1000’s of Critical,
developers developers Low risk
Audited
Geographical distribution Domain Complexity
Straight Intricate/
Co-located Global -forward Emerging
Disciplined
Enterprise discipline Agile Organization distribution
Project Enterprise
Delivery (outsourcing, partnerships)
focus focus Collaborative Contractual
Organizational complexity Technical complexity
Flexible Rigid Heterogeneous,
Homogenous Legacy
9. IBM Software Group | Rational software
How does agile compare?
Dr. Dobb’s Journal (DDJ) 2008 Project
Success Survey:
Agile teams have an average success 4.9
5.0
rate of 70% compared with 66% for Quality
0.4
2.3
traditional/waterfall teams 6.0
5.6
Agile teams produce higher quality Functionality 1.8
2.7
Agile
Iterative
work, are quicker to deliver, are more 3.9 Traditional
likely to deliver the right functionality, Money 0.2
3.0 Ad-Hoc
0.8
and more likely to provide greater ROI
4.4
than traditional teams Time 0.8
4.0
0.8
Detailed results online at
www.ambysoft.com/surveys/
10. IBM Software Group | Rational software
Myth: Agile is only for construction
Project
19%
selection
Project
59%
Initiation
Construction 93%
Transition 57%
Ops/Support 32%
Maintenance 50%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
11. IBM Software Group | Rational software
Myth: Agile is only for co-located teams
Same building 60%
Far located 47%
Co-located 45%
Some at home 30%
Same city 21%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
12. IBM Software Group | Rational software
Myth: It doesn’t matter how distributed you are
Agile approaches require high levels of trust and communication
Distribution reduces trust and makes communication more difficult
Distribution and large team size often go hand-in-hand
70%
79% Average
Co-Located
Near Located
73%
Far Located
55%
Source: Dr Dobb’s 2008 Project
Success Survey
13. IBM Software Group | Rational software
Myth: Agile is only for small teams
Team size:
10 or less 77%
11 to 20 26%
21 to 30 12%
31 to 50 6%
51 to 100 3%
101 to 200 3%
201 to 500 1%
> 500 1%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
14. IBM Software Group | Rational software
Myth: Agile doesn’t work for regulatory environments
Sarbanes-
13%
Oxley
HIPPA 9%
FDA 2%
SEC 1%
Basel II 1%
IFRS 1%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
15. IBM Software Group | Rational software
Myth: Agile doesn’t work with governance frameworks
ISO 900x 9%
CMMI 9%
6 Sigma 7%
ITIL 7%
TOGAF 2%
COBIT 2%
D/MODAF 2%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
16. IBM Software Group | Rational software
Myth: Agile only works for simply problems
Pilot projects
only
8%
Straightforward 12%
Medium
complexity
35%
Complex 22%
Very complex 18%
Don't know 6%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
17. IBM Software Group | Rational software
Myth: Agile only works for simple organizational situations
Same org 67%
Consultants 52%
Multiple divisions 37%
Other countries 30%
Partner orgs 25%
Outsourcing 17%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
18. IBM Software Group | Rational software
Myth: Agile only works for new systems
Integration 62%
Greenfield 59%
Single platform 49%
Legacy data 42%
Multiple platform 34%
Stand alone 34%
COTS 15%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
19. IBM Software Group | Rational software
Myth: Agile only works with new systems
Working With
Legacy in Some 78%
Way
Integrating With
57%
Legacy Systems
Evolving Legacy
51%
Systems
Working with
45%
Legacy Data
Source: Ambysoft Agile
Project Initiation 2009 Survey
20. IBM Software Group | Rational software
Myth: Agile doesn’t work with enterprise disciplines
Ent. Tech. Arch. 32%
Operations 32%
Support 32%
SEPG 18%
Ent. Data 17%
Ent. Bus. Arch. 12%
Governance 11%
Portfolio Mgmt 10%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
21. IBM Software Group | Rational software
Organizational challenges faced when adopting agile
Waterfall culture 54%
Stakeholder involvement 52%
T&E 33%
Lack of Trust 32%
C&C Culture 32%
Specialization 31%
Other visions 29%
Stakeholder Resistance 15%
Mgmt Resistance 14%
Source: Dr Dobb’s November 2009 State of the IT Union Survey
22. IBM Software Group | Rational software
Recommended Resources
www.ibm.com/rational/agile/
www.jazz.net
www.ibm.com/services/us/index.wss/offering/gbs/a1029597
www.ibm.com/developerworks/mydeveloperworks/blogs/ambler/
www.ambysoft.com/surveys/
24. IBM Software Group | Rational software
Additional Agile Development Resources
Rational Agile Development
Solution e-Kit
http://www-
01.ibm.com/software/info/sdp/agile/index.jsp?S
_PKG=091009&cS_TACT=105AGX23&S_CMP
=ratemail
Listen to other topics in our Fall Agile webcast series…
Five Ways to Cut Costs with Agile Development
https://www14.software.ibm.com/webapp/iwm/web/preLogin.do?lang=en_US&source=dw-
c-wcsdpr&S_PKG=091009&S_TACT=105AGX23&S_CMP=ratemail
Be as Agile as you need to be: Introducing the IBM Agile Maturity Model
https://www.ibm.com/services/forms/preLogin.do?lang=en_US&source=dw-c-
wcsdpr&S_PKG=041009&S_PKG=091009&cS_TACT=105AGX23&S_CMP=ratemail
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New Rational Events Blog
Check out the brand new Rational events blog
https://www.ibm.com/developerworks/mydeveloperworks/blogs/rationalevents/
We’ll be blogging about Webcasts, Teleconferences, Podcasts, Videos, Face to Face
events, etc….. and don’t forget to subscribe to the RSS Feed
Come visit the blog and provide us with feedback and comments on the webcast you just
attended.…or ideas and recommendation for future events.
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Free trial downloads of IBM Rational tools
one stop shopping for IBM’s most popular trial code downloads
Provides easy access to IBM’s most popular trial
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IBM Rational Software Architect V7
IBM Rational Application Developer V7
SEK available if you prefer DVD to download
Provide a collection of supporting resources for
each trial that is easy to find on the web:
Complimentary tech support*
Forums
Installation Guides
Demos & tutorials
ROI materials Actual product download page
Pricing information from the IBM online catalog
ibm.com/developerWorks/downloads
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developerWorks events
developerWorks Live! Complimentary Briefings:
More Format Choices in 2009! 2 days | 1 day | Half day | Virtual | Web seminar: EGL Distance Learning
One day briefings
Capitalize on the Power of an IBM solution
Discover the value of WebSphere business process management
IBM i & Rational software: Innovative solutions for applications, people, and teams
Information on Demand: Unlock the business value of information
Modern application development featuring Web 2.0 for System z
Rapid enablement of existing applications for deployment in the Amazon Elastic Compute Cloud
SOA connectivity workshop: Implementing an enterprise service bus using WebSphere ESB
WebSphere flexible business processes for a smarter planet
Half day briefings
Building SOA solutions and managing the service lifecycle
Discover the value of quality management: Rational Quality Manager
Eclipse: Empowering the universal platform
Enabling applications for Software as a Service and cloud computing
Hacking 101 Hacking 102
IBM community tools: Start small to grow large
Introducing WebSphere Application Server V7
Jazz and Rational Team Concert
Quality driven software delivery: Achieving greater value and performance from software and systems investments
Requirements definition and management: Define, design, develop, and deploy better business-driven solutions
Project Zero and WebSphere sMash: Leverage the power of Web 2.0
Smarter collaboration with IBM Lotus solutions
System z skills update: Modernizing and optimizing the enterprise
XML integration from data to documents and everything in between
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Why IBM training
94% of customers say they would take another
IBM Rational Training Solutions IBM class
28 topics, thousands of courses
Boost your productivity with Rational application development software! Experts in blended learning
Enhance productivity in building business applications Save 5-10% with prepaid discounts
Learn powerful techniques to support collaborative teamwork
Multiple Delivery forms and Training Paths
Streamline and automate change across the application lifecycle Public classes
Reduce project risk by improving requirements management Onsite training
Technical Conferences
Top-Rated Courses: eCatalog
Essentials of the Rational Unified Process V7.0 – RP401 e-Learning
Training paths
Essentials of Configuration Management with Rational ClearCase UCM – RS401
IBM Rational ClearCase Boot Camp for Windows – RSP01/YSB30 Discounts
IBM Rational ClearCase Boot Camp for UNIX – RSP02 IBM Education Pack - online account
https://www-
Mastering Requirements Management with Use Cases – RR611
304.ibm.com/jct03002c/services/learning/us/savings/edpack
Mastering Rational ClearCase Administration for Windows – RS601 Multiple entry levels for every budget and training need,
Mastering Rational ClearQuest Administration – RS631 with discounts ranging from 5% to 10%, depending on
Mastering the Management of Iterative Development – RP601 purchase level.
IBM Rational Education Boot Camps
Recently Announced New Courses: ibm.com/training/us/catalog/rational/bootcamps
Architecting Services with IBM Rational Software Architect V7 – RA902 Save up to 20% over individually-priced courses. These
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Essentials of Managing Software Assets with IBM Rational Asset Manager, V7.0 – RD405 Private/Onsite Training
Mastering JSF with IBM Rational Business Developer V7.1 – RD745 A great way for your team to quickly and effectively
Mastering Model Driven Systems Development – RD585 update their IT skills!
Developing COBOL with IBM Rational Developer for System z – RD805 Customize your class to meet your needs
Private classes at your site or at an IBM
Essentials of IBM Rational ClearCase Using the ClearCase Remote Client, V7.0 – RS315
training center
Essentials of IBM Rational ClearCase UCM Using ClearCase Remote Client, V7.0 – RS318 For groups as small as three people to
Basic Method Authoring with IBM Rational Method Composer, V7.2 – RP214 groups as large as 14 or more
To request onsite training: https://www-
ibm.com/training/us 304.ibm.com/jct03002c/services/learning/itess.wss
/us/en?pageType=page&contentID=a0000089
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to shop for IBM software.
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part # or by category
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Learn, Shop and Buy the way that works best
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simply create cart and input existing Web Identity user
name and password
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Already purchased an IBM Rational software product?
Customer Ratings and Reviews now available for Rational products. This easy-to-
use review capability allows your voice to be heard. When you rate a product and
write a review you are sharing your valuable experiences and opinions with other
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Write a review today and share your thoughts with the Rational community.
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Question & Answer Session
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teleconferences, podcasts and videos) visit:
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