DevOps: The Only Means of Achieving organizational Agility
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This document discusses DevOps and how it is necessary for achieving organizational agility. It explains that DevOps extends agile development practices like configuration management to operations. DevOps transformation aims to achieve flow, feedback and continuous learning through infrastructure innovations. It discusses challenges of DevOps transformation and how it leads to outcomes like reducing deployment time from months to days. Mistakes to avoid include not getting business buy-in, not communicating the need for DevOps to all employees, and focusing too much on tools without changing attitudes.
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The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
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Lyssa Adkins & Michael Spayd: The Essential Transformations: How Agile Calls ...
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Delivered at the QAI Quest conference as a 90 minute workshop - With so many software delivery process frameworks and methodologies out there, it’s hard to know where to begin. And just when the industry seems to be warming up to agile, here comes SCALED agile with frameworks like SAFe, LESS, and a host of others. Should we all just be SAFe? But then maybe SAFe is just a glorified waterfall process for companies that “can’t handle real Agile”. SAFe, the Scaled Agile Framework, leverages the best of several well-established frameworks, including Lean, Kanban, and scrum. While SAFe is certainly intended for large, enterprise organizations delivering extremely complex and interdependent systems, many SAFe principles and practices can be used to improve much smaller teams. Join Angela in this workshop to gain a better understanding of the SAFe, and how teams can adopt SAFe principles and practices to improve the development, testing, and delivery of products.
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Breaking Through the Transformation Pain Barrier - Julie Lindenberg & David M...
The mobile banking division of global fin-tech leader Fiserv has grown significantly to over 40 Agile delivery teams, 15 in NZ. However, waterfall approaches to planning, governance and release meant the teams were often starved of work, blocked from releasing and had no transparency to make this obvious. To improve flow and throughput, 18 months ago they kicked off an Agile transformation, led out of NZ.
About Julie Lindenberg & David Morris:
Julie is the Director for Business Analysis and User Experience at Fiserv. After earning her Bachelor of Planning, Julie worked in a variety of government roles, from customer-facing to IT. High points included leading high-profile projects, establishing frameworks of excellence and founding Business Analysis capability.
Three years ago, Julie joined global financial technology company Fiserv as a Business Analyst Manager. Over that time, she has embraced ‘being Agile’ and servant leadership. Last year, she was appointed as a Director leading teams across seven sites in four countries. Shortly after, Julie was appointed Chair of the Transformation Leadership Team, leading the enterprise Agile transformation, impacting hundreds of staff members. In September, Julie was appointed the Director of User Experience.
David is the Manager for Enterprise Agile Coaching at Fiserv and holds an MBA with the University of Auckland. He had 10 years’ experience in structured programming before discovering RAD and Scrum in the 1990’s. Over the last 20 years, he has worked as an Agile practitioner, Scrum Master and coach. As Principal Consultant at Assurity, David worked with prominent NZ companies on their Agile transformations.
Last year he joined Fiserv to lead their Enterprise Agile Coaching team where he guides the leadership in operating their enterprise Agile framework and delivering on their transformation goals. David co-founded the Agile Alliance of NZ. His publications include Agile Project Management, Scrum in easy steps and The Paradox of Agile Transformation.
Gartner BPM Summit Keynote - Adoption drives ROI
DRAFT - Tim Creasey's keynote "Driving Adoption: The ROI of Change Management" at the 2014 Gartner BPM Summit, Dec 10-12, 2014 in Las Vegas.
Aich model
The document describes the Advanced Integrative Change Center (AICHANGE©), which provides over 500 documents, manuals, videos, and trainings on change frameworks, models, presentations, and certifications. It offers personal and business resources through its training center, the Advanced Integrative Change International Association. Key aspects of AICHANGE© covered include PREKAT (preparation, kaizen, and timing), the forces of change, coaching and mentoring approaches, and a 4-step process for advanced integrative change.
Scaled Agile Framework in 10 minutes (CAS2015)
Scaled Agile Framework in 10 minutes (SAFe 3.0)
- Scaled: SAFe is designed for large-scale software development ecosystems of 50-125 people who need to resolve inter-dependencies
- Agile: SAFe is based on 9 Lean-Agile principles
- Framework: SAFe is a collection of a proven efficacy tools, and you only have to use what you need
https://www.youtube.com/watch?v=vysQQx7pQzg
El objetivo de la Lightning Talk es dar una visión "light" pero completa de lo que propone Scaled Agile Framework 3.0 como marco de referencia para el escalado de Agile.
Scaled Agile Framework es uno de los marcos de referencia para escalado de Agile que mayor aceptación está teniendo a día de hoy, sobre todo cuando hablamos de grandes organizaciones. El marco SAFe parte de las capas de abstracción clásicas de una organización para estructurar un cambio de perspectiva y de cultura basándose en los 4 valores y 9 principios Lean-Agile, apoyándose además en las prácticas Scrum-XP de desarrollo de productos. En la charla descubriremos de manera rápida los roles, artefactos y ceremonias que plantea el marco para conseguir un cambio de paradigma sostenible en las organizaciones.
Unai Roldán
UST Global
Agile mindset
Agile focuses on developing an "Agile mindset" or way of thinking as the foundation for successfully implementing Agile practices. The Agile mindset is defined by the four values and twelve principles of the Agile Manifesto. It is a mindset that values individuals and interactions, working software, customer collaboration, and responding to change. This mindset is then manifested through selecting appropriate Agile practices and processes based on a team or organization's specific needs, tailoring them as necessary. True Agility comes from internalizing this mindset in order to flexibly apply practices, not from just following specific methodologies.
The Organizational Change Portfolio
This one is for all of us who want to endeavor in the domain of change management and take their profession as seriously as I do. If we want to avoid the ‘wellness’ stamp or the ‘nice-to-have’ connotation, we better get our act together!
The ‘act’ to my opinion is composed of four pillars, or ‘containers of work’ as I often refer to them. In the context of a project or a program these are ’streams’ that last from the startup until the very last phase of a project. Each of these project streams has a benefit that is defined in terms of the project’s return on investment.
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Dev up 2016 Demystifying the scaled agile framework
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SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...
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Prosci Methodology Overview: An Integrated Approach to Deliver Results
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Dive into the realm of operating systems (OS) with Pravash Chandra Das, a seasoned Digital Forensic Analyst, as your guide. 🚀 This comprehensive presentation illuminates the core concepts, types, and evolution of OS, essential for understanding modern computing landscapes.
Beginning with the foundational definition, Das clarifies the pivotal role of OS as system software orchestrating hardware resources, software applications, and user interactions. Through succinct descriptions, he delineates the diverse types of OS, from single-user, single-task environments like early MS-DOS iterations, to multi-user, multi-tasking systems exemplified by modern Linux distributions.
Crucial components like the kernel and shell are dissected, highlighting their indispensable functions in resource management and user interface interaction. Das elucidates how the kernel acts as the central nervous system, orchestrating process scheduling, memory allocation, and device management. Meanwhile, the shell serves as the gateway for user commands, bridging the gap between human input and machine execution. 💻
The narrative then shifts to a captivating exploration of prominent desktop OSs, Windows, macOS, and Linux. Windows, with its globally ubiquitous presence and user-friendly interface, emerges as a cornerstone in personal computing history. macOS, lauded for its sleek design and seamless integration with Apple's ecosystem, stands as a beacon of stability and creativity. Linux, an open-source marvel, offers unparalleled flexibility and security, revolutionizing the computing landscape. 🖥️
Moving to the realm of mobile devices, Das unravels the dominance of Android and iOS. Android's open-source ethos fosters a vibrant ecosystem of customization and innovation, while iOS boasts a seamless user experience and robust security infrastructure. Meanwhile, discontinued platforms like Symbian and Palm OS evoke nostalgia for their pioneering roles in the smartphone revolution.
The journey concludes with a reflection on the ever-evolving landscape of OS, underscored by the emergence of real-time operating systems (RTOS) and the persistent quest for innovation and efficiency. As technology continues to shape our world, understanding the foundations and evolution of operating systems remains paramount. Join Pravash Chandra Das on this illuminating journey through the heart of computing. 🌟
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DevOps: The Only Means of Achieving organizational Agility
- 1. DevOps: The Only Means of Achieving organizational Agility ASHOK PANDEY (AGILE AND DEVOPS COACH) ASHOK.PANDEY84@GMAIL.COM
- 2. What are we going to learn? (and why it’s important to learn now). EXTENSION OF AGILE DEVELOPMENT PRACTICES SUCH AS CONFIGURATION MANAGEMENT IN OPS ENVIRONMENT. DEVOPS TRANSFORMATION APPROACH TO ACHIEVE FLOW , FEEDBACK AND CONTINUOUS LEARNINGS. IMPORTANCE OF INFRASTRUCTURE INNOVATIONS IN ORGANIZATIONAL AGILITY . CHALLENGES WE CAN FACE IN DEVOPS TRANSFORMATION . OUTCOME THAT WE CAN ACHIEVE. LEARNINGS.
- 3. Why you should listen to me. WE WANT TO BE ACHIEVE THE ORGANIZATIONAL AGILITY . I WILL BE SHARING MY LEARNING FROM SOME OF THE BIGGEST DEVOPS TRANSFORMATION.
- 4. The specific takeaways you’ll get. DEVOPS TRANSFORMATION APPROACH. PRACTICES FOR ACHIEVING FLOW , FEEDBACK AND CONTINUOUS LEARNING IN VALUE DELIVERY PIPELINE . KEY ASPECTS OF THE ORGANIZATIONAL CHANGE MANAGEMENT THAT HELPS IN ACHIEVING ORGANIZATIONAL AGILITY .
- 5. The Problem. Development Team Production Team New features Responsive to market Stability Security
- 6. The Solution Delivery Value stream Culture Collaboration Extreme Automation Agile/Lean
- 7. The before and after.
- 8. Before:One of The leading Insurance Co 3 TO 6 MONTHS TO DEPLOY THE CHANGE TO PRODUCTION . OFTEN DIFFCULT TO MAINTAIN SYNC PRE- PROD ENVRIONMENT. DEV AND SUPPORT TEAM , KEEP DISCUSSING ABOUT OWNERSHIP OF ANY ISSUES Business/ End Users Development team Agile/Hybrid Agile Operation team
- 9. After DevOps Transformation. Value stream mapping of all process to support flow, feedback and continuous learning . Transition from project team to product team. Responding to market needs with stability. Infrastructure innovations Automating everything Engineering excellence Responsive to market with reduction in production issues Reduction in MTTR Organizational Change management Design thinking
- 10. The Mistakes People Make. Not actively pursuing business on- boarding. Not clearly articulating the need of DevOps at lowest employee level Not letting go old processes. Middle management is not fully align to-words new way of working . Often considering tools as primary factors and forgetting CI, CD are practices and matter of attitude . Not leveraging the tools /Infra innovations to speed up adoptions.
- 11. What you can do to take action now. Identify iterative and incremental improvements across people, process and technology landscape with 30- 60-90 days view . Break the silos between Dev, Ops, and Business with shared goals and collaborative agile, lean based self sustain DevOps organization. Leverage the extreme automation in complete delivery value stream. Achieve the organizational agility .