All You Want To About Kanban Before Doing Kanban Certification | AgileFeverAgileFever
AgileFever is a digital transformation consulting firm headquartered in Texas that provides Agile, DevOps, and Kanban training and coaching services globally. The presentation introduces Kanban, including its history starting in 1956 at a Toyota plant. It describes Kanban principles like limiting work in progress, managing flow, and implementing feedback loops. Key Kanban practices and events like daily stand-ups and retrospectives are also outlined. The presentation concludes with discussing common Kanban metrics like cycle time, work in progress, and throughput.
Agile Network India | Characteristics of an autonomous team | YasashreeAgileNetwork
The document discusses characteristics of autonomous teams. It describes key dimensions of autonomy including skills and capabilities, resources, authority, purpose, and techniques teams can use to improve their autonomy. These dimensions are discussed in the context of two example teams - one at an early stage of autonomy and one at an intermediate stage. The teams used workshops to establish baselines for each dimension and identify areas for improvement. Overall, the document provides a framework for teams to assess and enhance their autonomy.
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
The document discusses whether organizations need to change and considers applying Kanban principles. It outlines some Kanban concepts like limiting work in progress, continuous flow, and continuous improvement. It acknowledges that change may not always be needed but suggests using Kanban when issues like long lead times, quality problems, or unpredictable demand exist. Kanban is presented as a potential solution for organizations not suited for Scrum or with chaotic requirements. The document advocates trying Kanban principles before concluding that change is not possible.
This document provides an introduction to lean principles and kanban. It discusses two pillars of lean thinking: don't trouble the customer and develop people. Lean principles include continuous improvement, respect for people, eliminating waste, and problem solving. Kanban is introduced as a change management methodology that utilizes lean tools like visualizing workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to recognize improvement opportunities. Similarities and differences between scrum and kanban are also outlined.
All You Want To About Kanban Before Doing Kanban Certification | AgileFeverAgileFever
AgileFever is a digital transformation consulting firm headquartered in Texas that provides Agile, DevOps, and Kanban training and coaching services globally. The presentation introduces Kanban, including its history starting in 1956 at a Toyota plant. It describes Kanban principles like limiting work in progress, managing flow, and implementing feedback loops. Key Kanban practices and events like daily stand-ups and retrospectives are also outlined. The presentation concludes with discussing common Kanban metrics like cycle time, work in progress, and throughput.
Agile Network India | Characteristics of an autonomous team | YasashreeAgileNetwork
The document discusses characteristics of autonomous teams. It describes key dimensions of autonomy including skills and capabilities, resources, authority, purpose, and techniques teams can use to improve their autonomy. These dimensions are discussed in the context of two example teams - one at an early stage of autonomy and one at an intermediate stage. The teams used workshops to establish baselines for each dimension and identify areas for improvement. Overall, the document provides a framework for teams to assess and enhance their autonomy.
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
The document discusses whether organizations need to change and considers applying Kanban principles. It outlines some Kanban concepts like limiting work in progress, continuous flow, and continuous improvement. It acknowledges that change may not always be needed but suggests using Kanban when issues like long lead times, quality problems, or unpredictable demand exist. Kanban is presented as a potential solution for organizations not suited for Scrum or with chaotic requirements. The document advocates trying Kanban principles before concluding that change is not possible.
This document provides an introduction to lean principles and kanban. It discusses two pillars of lean thinking: don't trouble the customer and develop people. Lean principles include continuous improvement, respect for people, eliminating waste, and problem solving. Kanban is introduced as a change management methodology that utilizes lean tools like visualizing workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to recognize improvement opportunities. Similarities and differences between scrum and kanban are also outlined.
This document discusses successful Agile teams at scale. It begins by explaining why organizations want to adopt Agile practices like shorter time-to-market and improved quality. However, true Agile adoption requires changes to business, culture and ways of working. The document then discusses scaling Agile through frameworks like SAFe and DAD which provide structure for large, distributed teams. Supporting practices for Agile at scale include risk management, delivery assurance and governance. Finally, the document states that successful Agile teams at scale provide benefits like reduced time-to-value and improved business relationships, but require investments in people, processes and tools to support collaboration.
This document provides an overview of Agile development methods Scrum and Kanban. It defines Scrum roles like Product Owner and Scrum Master, and processes like sprints, daily stand-ups, and retrospectives. Sprints are time-boxed iterations where a cross-functional team works on user stories to deliver working software. Kanban uses visual boards and limits work-in-progress to manage workflow and continuously improve processes through small experiments. While Scrum is more prescriptive, both are empirical and aim to deliver value continuously through feedback loops.
Embracing Agile for Business Impact: Role of Leadership & ManagementRavi Kumar
Embracing Agile for Business Impact: Role of Leadership & Management
Synopsis: Agile software development has become mainstream as more and more establishments establishments are on the path of embracing agile. While there are benefits in agile software development which many establishments have realised it is also true that several of them are still struggling with the transition or are yet to see the benefits. This talk focuses on the key ingredients that leadership and management has to focus as they steer their teams towards embracing agile.
The topic covers the following
1. Quick intro to agile [ since there are mixed audience]
2. Short Video on 'What agile in NOT'
3. Relevance of Project Managers in agile
4. Current Management Thinking and practices
5. Role of Leadership
6. Role of Management
7. Few 'Deal Breakers' when embarking on agile transition
8. Q&A
Becoming Agile - Challenge the Traditional ThinkingAgileSparks
The document discusses how traditional thinking vs agile thinking approaches different scenarios in software development. It presents scenarios related to retesting, utilization, scope-driven development, meetings, and planning. For each scenario, it contrasts the assumptions and benefits of the traditional vs agile approaches. The key aspects of agile thinking emphasized are continuous delivery, rapid feedback, responding to change, incremental development, optimizing the whole workflow, and valuing individuals, interactions, and collaboration over processes and tools.
The document discusses key principles and practices of agile development methods. It notes that agile is a middle path that emphasizes just enough process, iterative incremental development, continuous reflection and improvement, empowered self-organizing teams, and empirical rather than predictive processes. Core agile practices discussed include frequent small releases, customer involvement, refactoring, test-driven development, automated testing, and adaptive planning methods. The document also examines how specific agile practices relate to and enable each other.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
The document discusses the role of a Scrum Master. It begins by summarizing the author's experience with Agile frameworks like Scrum and eXtreme Programming over the past 20 years. It then discusses how the role of a Scrum Master is often misunderstood as administrative or focused on velocity, when in reality the Scrum Master is accountable for the team's effectiveness and acts as a leader, servant, facilitator and coach. The document emphasizes that a Scrum Master spends most of their time on impediment removal and improving the team's flow, transparency and ability to self-manage. It concludes by encouraging Scrum Masters to continuously upgrade their skills in areas like facilitation, coaching and organizational change in order to better educate
Beginning the Kanban journey at an Enterprise IT - Case study - Pelephone AgileSparks
The document summarizes Pelephone IT's transition to agile methodologies. It describes how Pelephone IT struggled with long development cycles, inability to adapt to changes, and internal blaming cultures. This prompted them to learn agile/Kanban approaches. They started by training managers and developers, then formed cross-functional teams and began regular production releases. This improved time to market, collaboration, and business satisfaction. Moving forward, Pelephone IT aims to refine their agile practices and skills through experience, with an understanding that change takes time and mistakes are expected.
This document discusses becoming an agile organization and adopting agile thinking. It defines agile as being flexible, transparent, and customer-centric. Traditional "relay race" development is compared to the newer "rugby" approach of iterative collaboration. Key aspects of agile thinking include transparency, accountability, continuous improvement, and focusing on customer needs over documentation. Adopting agile requires changing organizational culture and habits, and frameworks like Scrum help with the transition by highlighting deficiencies to address. The benefits of agility are increased speed, flexibility and ability to develop the best products for customers.
19 creamer et workshop-agile2019-wash_pp_16-9_1Lanette Creamer
The document provides an agenda for a workshop on how to coach exploratory testing sessions. It covers basics of exploratory testing including obstacles, how to determine what to test, writing charters, and isolating and recording results. The agenda includes activities for writing charters, prioritizing them, and practicing exploratory testing in pairs with one participant testing and the other coaching. The roles of the coach and participant are defined. Ways to share results are also discussed.
The document discusses how engineering managers can adapt to an agile work environment. It describes how one company addressed common challenges like product owner and architect shortages by having managers take on those roles. Managers were also given responsibilities like goal setting, cross-team knowledge sharing, and helping teams improve practices. This engaged managers in delivery while addressing skills gaps. The company also emphasized team success for performance reviews and career goals over individual metrics. This helped managers and other leads transition successfully to agile.
Agile Scrum Master is an advanced level Agile Project Management course that is ideal for individuals and enterprises that are looking to gain a comprehensive understanding of Agile methodologies and Scrum practices and covers Scrum Master role with regards to facilitating the Scrum team that adheres to Scrum theory, practices, and rules.
Agile and Scrum Master Certification training course accredited by EXIN is ideal for software developers, project team members, team leads, architects, project managers, scrum team members, scrum managers, scrum masters, teams transitioning to scrum, and any one who is part of IT and project management teams working on projects.
To know more about Agile Scrum Master Certification training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
This document provides an overview of agile certifications and the PMI Agile Certified Practitioner (PMI-ACP) certification in particular. It discusses the various certifying bodies that offer agile certifications and describes the requirements, costs, reference materials, and exam content for the PMI-ACP. The exam consists of 120 multiple choice questions covering 50% tools and techniques and 50% agile knowledge and skills. It also provides results from the PMI-ACP pilot program which showed over 500 individuals earned the certification.
This document discusses antipatterns when using Agile project management frameworks. It begins with an introduction by Yuriy Silvestrov and then covers the history of frameworks like waterfall, incremental development, and Agile. It identifies five common "catches" or antipatterns when using Agile: 1) when Agile wouldn't work well for large or safety-critical teams, 2) dealing with conveyor belt prioritization, 3) using Scrum processes incorrectly, 4) lack of retrospectives or clear definitions of done, 5) bias against common sense practices. The document aims to help organizations avoid these pitfalls and better implement Agile.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
In a world where the there is no perfect visualisation, WiP limit, policy or measures? A good choice depends on the context. There aren't only one answer, but in my experience good questions could help to guide to your answer.
Артем Биковець - Agile at scale: Сhallenges & FailsTimetogrowup
Artem Bykovets discusses typical barriers to agile at scale and potential solutions. Common barriers include having a project mindset rather than a product mindset, isolated "Scrum of Scrums" teams rather than an interconnected network, and focusing on rushing to adopt agile practices rather than developing software craftsmanship. Potential solutions are adopting a product mindset, creating a network of self-managing teams, emphasizing software craftsmanship practices, shifting from heroism to collaborative management, taking an empirical rather than certainty mindset, implementing professional Scrum rather than mechanical Scrum processes, and scaling products rather than Scrum practices.
Talk given by Nick McDuffie, Senior Product Manager at Salesforce, at Music City Agile on August 2016
Salesforce has one of the best at scale agile transformations in enterprise history with over 400+ agile teams. With an organization this large, Salesforce has built the model enterprise agile coaching practice. Large organizations from all over the world who are undergoing an agile transformation or are in the middle of one, reach out to Salesforce on how to setup an enterprise agile coaching practice. In this talk you will understand the role of an agile coaching practice, discover what makes a great agile coaching practice and identify 5 key elements in making your agile coaching practice successful.
The document summarizes the origins and principles of Lean manufacturing as derived from Toyota's production system. It describes a 1990 study showing Japanese automakers had 50% higher productivity and quality with 40% faster development times using Lean principles. Lean focuses on eliminating waste to optimize value delivery. The core ideas are only producing what is needed when it is needed, stopping work to fix problems, and empowering employees.
Scaling your agile implementation across multiple teams in large organizations is always a challenge.
In this webinar, Ragia and Asmaa shared their experiences about:
- Why scaling?
- Different scaling frameworks?
- SAFe configurations
- SAFe pros & cons
============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
#agile #scaling #xpdays #agilearena
The document discusses what makes ideas "sticky" or memorable through simplicity, unexpectedness, concreteness, credibility, emotion, and stories. It notes that sticky ideas are both simple and profound, violating expectations while generating interest over time. They are explained concretely in terms of human actions and sensory information. People can test sticky ideas for themselves. They make people feel something and use stories as mental simulations to prepare effective responses.
This document discusses successful Agile teams at scale. It begins by explaining why organizations want to adopt Agile practices like shorter time-to-market and improved quality. However, true Agile adoption requires changes to business, culture and ways of working. The document then discusses scaling Agile through frameworks like SAFe and DAD which provide structure for large, distributed teams. Supporting practices for Agile at scale include risk management, delivery assurance and governance. Finally, the document states that successful Agile teams at scale provide benefits like reduced time-to-value and improved business relationships, but require investments in people, processes and tools to support collaboration.
This document provides an overview of Agile development methods Scrum and Kanban. It defines Scrum roles like Product Owner and Scrum Master, and processes like sprints, daily stand-ups, and retrospectives. Sprints are time-boxed iterations where a cross-functional team works on user stories to deliver working software. Kanban uses visual boards and limits work-in-progress to manage workflow and continuously improve processes through small experiments. While Scrum is more prescriptive, both are empirical and aim to deliver value continuously through feedback loops.
Embracing Agile for Business Impact: Role of Leadership & ManagementRavi Kumar
Embracing Agile for Business Impact: Role of Leadership & Management
Synopsis: Agile software development has become mainstream as more and more establishments establishments are on the path of embracing agile. While there are benefits in agile software development which many establishments have realised it is also true that several of them are still struggling with the transition or are yet to see the benefits. This talk focuses on the key ingredients that leadership and management has to focus as they steer their teams towards embracing agile.
The topic covers the following
1. Quick intro to agile [ since there are mixed audience]
2. Short Video on 'What agile in NOT'
3. Relevance of Project Managers in agile
4. Current Management Thinking and practices
5. Role of Leadership
6. Role of Management
7. Few 'Deal Breakers' when embarking on agile transition
8. Q&A
Becoming Agile - Challenge the Traditional ThinkingAgileSparks
The document discusses how traditional thinking vs agile thinking approaches different scenarios in software development. It presents scenarios related to retesting, utilization, scope-driven development, meetings, and planning. For each scenario, it contrasts the assumptions and benefits of the traditional vs agile approaches. The key aspects of agile thinking emphasized are continuous delivery, rapid feedback, responding to change, incremental development, optimizing the whole workflow, and valuing individuals, interactions, and collaboration over processes and tools.
The document discusses key principles and practices of agile development methods. It notes that agile is a middle path that emphasizes just enough process, iterative incremental development, continuous reflection and improvement, empowered self-organizing teams, and empirical rather than predictive processes. Core agile practices discussed include frequent small releases, customer involvement, refactoring, test-driven development, automated testing, and adaptive planning methods. The document also examines how specific agile practices relate to and enable each other.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
The document discusses the role of a Scrum Master. It begins by summarizing the author's experience with Agile frameworks like Scrum and eXtreme Programming over the past 20 years. It then discusses how the role of a Scrum Master is often misunderstood as administrative or focused on velocity, when in reality the Scrum Master is accountable for the team's effectiveness and acts as a leader, servant, facilitator and coach. The document emphasizes that a Scrum Master spends most of their time on impediment removal and improving the team's flow, transparency and ability to self-manage. It concludes by encouraging Scrum Masters to continuously upgrade their skills in areas like facilitation, coaching and organizational change in order to better educate
Beginning the Kanban journey at an Enterprise IT - Case study - Pelephone AgileSparks
The document summarizes Pelephone IT's transition to agile methodologies. It describes how Pelephone IT struggled with long development cycles, inability to adapt to changes, and internal blaming cultures. This prompted them to learn agile/Kanban approaches. They started by training managers and developers, then formed cross-functional teams and began regular production releases. This improved time to market, collaboration, and business satisfaction. Moving forward, Pelephone IT aims to refine their agile practices and skills through experience, with an understanding that change takes time and mistakes are expected.
This document discusses becoming an agile organization and adopting agile thinking. It defines agile as being flexible, transparent, and customer-centric. Traditional "relay race" development is compared to the newer "rugby" approach of iterative collaboration. Key aspects of agile thinking include transparency, accountability, continuous improvement, and focusing on customer needs over documentation. Adopting agile requires changing organizational culture and habits, and frameworks like Scrum help with the transition by highlighting deficiencies to address. The benefits of agility are increased speed, flexibility and ability to develop the best products for customers.
19 creamer et workshop-agile2019-wash_pp_16-9_1Lanette Creamer
The document provides an agenda for a workshop on how to coach exploratory testing sessions. It covers basics of exploratory testing including obstacles, how to determine what to test, writing charters, and isolating and recording results. The agenda includes activities for writing charters, prioritizing them, and practicing exploratory testing in pairs with one participant testing and the other coaching. The roles of the coach and participant are defined. Ways to share results are also discussed.
The document discusses how engineering managers can adapt to an agile work environment. It describes how one company addressed common challenges like product owner and architect shortages by having managers take on those roles. Managers were also given responsibilities like goal setting, cross-team knowledge sharing, and helping teams improve practices. This engaged managers in delivery while addressing skills gaps. The company also emphasized team success for performance reviews and career goals over individual metrics. This helped managers and other leads transition successfully to agile.
Agile Scrum Master is an advanced level Agile Project Management course that is ideal for individuals and enterprises that are looking to gain a comprehensive understanding of Agile methodologies and Scrum practices and covers Scrum Master role with regards to facilitating the Scrum team that adheres to Scrum theory, practices, and rules.
Agile and Scrum Master Certification training course accredited by EXIN is ideal for software developers, project team members, team leads, architects, project managers, scrum team members, scrum managers, scrum masters, teams transitioning to scrum, and any one who is part of IT and project management teams working on projects.
To know more about Agile Scrum Master Certification training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
This document provides an overview of agile certifications and the PMI Agile Certified Practitioner (PMI-ACP) certification in particular. It discusses the various certifying bodies that offer agile certifications and describes the requirements, costs, reference materials, and exam content for the PMI-ACP. The exam consists of 120 multiple choice questions covering 50% tools and techniques and 50% agile knowledge and skills. It also provides results from the PMI-ACP pilot program which showed over 500 individuals earned the certification.
This document discusses antipatterns when using Agile project management frameworks. It begins with an introduction by Yuriy Silvestrov and then covers the history of frameworks like waterfall, incremental development, and Agile. It identifies five common "catches" or antipatterns when using Agile: 1) when Agile wouldn't work well for large or safety-critical teams, 2) dealing with conveyor belt prioritization, 3) using Scrum processes incorrectly, 4) lack of retrospectives or clear definitions of done, 5) bias against common sense practices. The document aims to help organizations avoid these pitfalls and better implement Agile.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
In a world where the there is no perfect visualisation, WiP limit, policy or measures? A good choice depends on the context. There aren't only one answer, but in my experience good questions could help to guide to your answer.
Артем Биковець - Agile at scale: Сhallenges & FailsTimetogrowup
Artem Bykovets discusses typical barriers to agile at scale and potential solutions. Common barriers include having a project mindset rather than a product mindset, isolated "Scrum of Scrums" teams rather than an interconnected network, and focusing on rushing to adopt agile practices rather than developing software craftsmanship. Potential solutions are adopting a product mindset, creating a network of self-managing teams, emphasizing software craftsmanship practices, shifting from heroism to collaborative management, taking an empirical rather than certainty mindset, implementing professional Scrum rather than mechanical Scrum processes, and scaling products rather than Scrum practices.
Talk given by Nick McDuffie, Senior Product Manager at Salesforce, at Music City Agile on August 2016
Salesforce has one of the best at scale agile transformations in enterprise history with over 400+ agile teams. With an organization this large, Salesforce has built the model enterprise agile coaching practice. Large organizations from all over the world who are undergoing an agile transformation or are in the middle of one, reach out to Salesforce on how to setup an enterprise agile coaching practice. In this talk you will understand the role of an agile coaching practice, discover what makes a great agile coaching practice and identify 5 key elements in making your agile coaching practice successful.
The document summarizes the origins and principles of Lean manufacturing as derived from Toyota's production system. It describes a 1990 study showing Japanese automakers had 50% higher productivity and quality with 40% faster development times using Lean principles. Lean focuses on eliminating waste to optimize value delivery. The core ideas are only producing what is needed when it is needed, stopping work to fix problems, and empowering employees.
Scaling your agile implementation across multiple teams in large organizations is always a challenge.
In this webinar, Ragia and Asmaa shared their experiences about:
- Why scaling?
- Different scaling frameworks?
- SAFe configurations
- SAFe pros & cons
============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
#agile #scaling #xpdays #agilearena
The document discusses what makes ideas "sticky" or memorable through simplicity, unexpectedness, concreteness, credibility, emotion, and stories. It notes that sticky ideas are both simple and profound, violating expectations while generating interest over time. They are explained concretely in terms of human actions and sensory information. People can test sticky ideas for themselves. They make people feel something and use stories as mental simulations to prepare effective responses.
El documento habla sobre los deportes practicados en tres escuelas diferentes: el colegio Jhonn Brayan, el colegio Benjamin Herrera y la escuela I.E.B.H. También menciona fotos de los deportistas y cantantes de la escuela I.E.B.H.
The document discusses mankind's ability to persevere through hardship. It references John Steinbeck's works like The Grapes of Wrath that illustrated the human struggle to survive difficult conditions like the Dust Bowl era when farming land became unusable. The works show how people's lives were upended and they struggled for survival, with some leaving everything behind to head to unknown places like California in search of work.
This document discusses the Inbox Zero method for managing email created by Merlin Mann. It recommends getting a simple system to process email by converting messages to actions like deleting, delegating, responding, deferring, or doing. Processing email involves more than just checking messages but less than fully responding, with the goal of keeping the inbox empty.
In his first year at Guevarra Institute of Technology, the author learned new things, met new friends who introduced him to new activities and experiences, such as helping people and being called "ate." He enjoyed going on retreats with teachers and classmates where he was exposed to new places and shared his talents during activities.
Wassily Kandinsky was a Russian painter and art theorist born in 1866 in Moscow. He is credited with painting the first modern abstract works. He studied law and economics at the University of Moscow before beginning painting studies in his 30s, including life drawing, sketching, and anatomy. His modern art works were surrealist and cubist in style, using shapes and representing his imagination and dreams.
The document summarizes school structures in Germany, Austria, and Switzerland. It describes the main tracks as elementary school, Hauptschule, Realschule, and Gymnasium. The Gymnasium is a college preparatory track where students graduate around age 18-19 after taking an Abitur comprehensive exam in their subjects from grades 7-12, which allows them to be admitted to college.
The document discusses various metrics that can be used to measure performance on Agile teams. It begins by explaining common metrics like velocity, running tested features, and bugs. It then covers metrics for each principle of the Agile manifesto, including customer satisfaction surveys to measure value, test coverage for quality, and burn up/down charts for delivery. Other metrics discussed include collaboration metrics like cumulative flow diagrams and team surveys, as well as continuous improvement metrics like team radar assessments. The document provides examples and references for further information.
The document introduces Scrum and Agile methodologies. It provides an overview of key Scrum concepts such as self-organizing cross-functional teams, Product Owners, User Stories, and Sprints. It also discusses Scrum roles, ceremonies, and artifacts. Challenges of Scrum include requirements of education, buy-in, and strong team members. Benefits include happier employees, less risk of failure, and more flexible adaptation to change.
Fadi Stephan presented on Agile metrics at the 2022 Global Scrum
Gathering
Abstract:
There are more to Agile metrics than velocity and burn-down charts. However, most Agile teams just focus on velocity and target story points which leads to managers misusing the metric and teams gaming the system. Velocity should stay within the team and there are other metrics that can be shared with others that are outside the team. These metrics provide a more holistic view of the project’s overall health. The Agile Dashboard collects such metrics and acts as an information radiator giving us real time project updates on value, performance, schedule, scope, cost, quality, and team spirit.
Come learn what to measure and for how long. Learn how to read warning signs and what corrective actions to take. Learn to setup your own Agile dashboard to arm yourself with the right information and make careful and constant adjustments to ensure forward and safe progress towards your final deliverable.
The document discusses that while agile has better success rates than waterfall according to the CHAOS manifesto, agile is often practiced incorrectly by focusing on processes and practices instead of the underlying mindset and values. It emphasizes that agile is a mindset established by four values and 12 principles, and different practices can be manifestations of that mindset depending on the situation. For agile to truly succeed, teams must internalize the mindset and tailor practices appropriately rather than just "doing agile" through prescribed processes.
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
Organizational Design for Effective Software DevelopmentDev9Com
The document discusses organizational design for effective software development. It outlines problems with traditional matrix organizations and introduces team-based structures that can address these. Specifically, it advocates for cross-functional teams that are responsible for entire projects or products, rather than individuals being assigned to multiple projects. This allows teams to be accountable for delivery and improves collaboration, quality and outcomes.
Choosing the right agile approach for your organizationInCycle Software
This document provides an overview of different Agile methodologies including Scrum, Kanban, and Scrumban. It discusses the benefits and processes of each approach and provides guidance on how to choose the right methodology based on factors like organizational culture, project types, and team skills. Tools like Team Foundation Server are presented as a way to support Agile planning and tracking across teams.
This document discusses truths and misconceptions about agile software development. It begins by establishing that agile is more than a high-level concept, and discusses differences between traditional project management and agile principles. Key differences between agile methodologies like Scrum and XP are outlined. The document then addresses common misconceptions about agile and Scrum, establishing truths around topics like planning, fixed-date projects, risk management, rework, and the role of metrics and documentation in Scrum.
Scrum and agile frameworks provide several benefits for developers:
1) Success - Studies show agile projects have higher success rates than traditional waterfall methods.
2) Improved skills - Working across disciplines through practices like pair programming and code reviews helps developers gain new skills and become more well-rounded.
3) Autonomy - Self-organizing teams are accountable for delivering working software and make their own technical decisions, giving developers more autonomy over their work.
Casro Presentation Project And Change Management 1st June 2011sam_inamdar
This presentation shares experiences from a collaborative approach to creating innovative solutions through technology, including insights on management of a technology project life cycle; using tracking tools for change management; managing communications for a virtual team; and other means to
foster collaboration.
The document provides an overview of Scrum, an agile framework. It discusses the Scrum roles of Product Owner, Scrum Master, and Team. It describes Scrum artifacts like the Product Backlog, Sprint Backlog and how daily stand-ups, Sprint Planning, Reviews and Retrospectives work. Benefits are provided for customers, leadership and team members from adopting Scrum.
Scrum Bangalore 14th MeetUp 05 September 2015 - Scaling Agile - Saikat Das - ...Scrum Bangalore
This document summarizes an approach to scaling Agile in a mid-size enterprise eCommerce company. It discusses the motivation to scale Agile, provides an overview of common scaling frameworks, and describes the company's journey to scaling Agile across multiple teams and locations. Key aspects of the scaling model include establishing a cadence of sprints and releases, implementing feature-driven teams, adopting Scrum of Scrums, and establishing communities of practice. Outcomes of scaling included improved team performance, increased customer satisfaction, reduced delivery cycle times, and lower costs. Challenges included coordinating distributed teams and maintaining synchronization across teams.
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
SpiraTeam/SpiraPlan supports key aspects of managing agile projects including:
1) Establishing a product roadmap by engaging stakeholders, prioritizing requirements, and grooming the backlog for multiple iterations.
2) Estimating work as a team by increasing transparency, using themes as goals, and planning for risk.
3) Managing the agile process through features that support managing flow and velocity, increasing task and testing visibility, automating reporting, and triaging defects without breaking commitments.
This document discusses the roots and evolution of agile methodologies. It traces agile back to problems with traditional heavyweight processes in the 1980s and the development of early agile frameworks like Scrum, XP, and DSDM. It then covers key agile concepts like collaboration, communication, and self-organizing teams. Finally, it summarizes popular methodologies like Scrum, XP, and Kanban, and looks at future trends like Scrumban, lean startup, and the potential decline of rigid project constraints. The overarching message is that teams should adopt agile principles and tailor processes and practices to their specific needs.
This document provides an overview of Kanban and how it was implemented at Hugsmiðjan, a software company in Iceland. It begins with basic Kanban principles like limiting work in progress and visualizing workflows. It then describes how Hugsmiðjan transitioned to Kanban over time, including establishing boards, templates and metrics to manage flow. Benefits included improved visibility, collaboration and reduced lead times, though challenges remained around process adherence and metrics use.
This document discusses Agile product development using the SCRUM model. It describes SCRUM as a framework for project management that develops software in incremental steps by having teams complete features in short time periods called sprints. The key aspects of SCRUM covered are the roles of the product owner, development team, and SCRUM master, as well as the core processes of sprint planning, daily stand-ups, sprint reviews, and retrospectives. The document emphasizes that SCRUM aims to facilitate adaptive planning, self-organizing teams, and rapid delivery of working software.
Similar to Euy 073108 agile 2008 offshore presentation (20)
3. Agenda KBB Background Five Dysfunctions of a Team Starting Small Growing the Teams Hyderabad, India Beijing, China Learnings Q & A 3
4. Background KBB has been working with Scrum since 2005 Began expansion to all development teams in 2007 Moderate Scrum experience level Currently 18 teams/200 users 5 Dysfunctions of Team introduced in 2006 Primary development efforts KBB.com Dealer Products Some internal tools and systems
5. The Five Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust The Five Dysfunctions of a Team By Patrick Lencioni
6. The Five Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Avoidance of Accountability The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance. Absence of Trust The fear of being vulnerable with team members prevents the building of trust within the team. Inattention to Results The pursuit of individual goals and personal status erodes the focus on collective success. Lack of Commitment The lack of clarity or buy-in prevents team members from making decisions they will stick to. Fear of Conflict The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.
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8. Each person on the team “answers” 3 questions for the team
39. On-shore Team travelled to India to re-introduce Scrum and the Five Dysfunctions of a Team model
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42. Beijing Team – Adjusting (调节) Changed the focus of work to site optimization, UI compliance, testing automation More frequent exchanges and longer stays Technical standards Scrum Training 5 Dysfunctions reinforcement Stories are more well-written and clear Vendor is providing English language training after hours to continually improve skills
43. Beijing Team - Adjusting Resulted in: Getting issues out faster during calls or SharePoint discussion boards All team members now feeling like they can provide input at Planning Meetings, Daily Scrums, Reviews and Retrospectives Better team deliverables and velocity Beijing team members want to work on KBB teams
44. Additional Team Building Discoveries Vendors wanted to please the client Off-shore teams didn’t reveal issues quickly enough and resulted in poor daily Scrum and retrospective meetings None of the off-shore team members had ever had direct contact with the client before; this structure was new to them, and therefore the leads ending up being the spokes person for the team Continual reinforcement of Scrum principles and 5Ds is necessary for everyone - on-shore and off-shore teams We had to make sure company values and attitude toward Scrum and 5Ds were embraced Support of off-shore takes time and it is important to make sure the time is allocated!
45. Final Thoughts We’re a small technology shop We are focused on making every interaction as effective as possible. Off-shore teams need to understand KBB culture and what is important to us Its more than Client – Vendor relationship. It is an extension of an on-shore team. We make adjustments all the time and will continue to do so.
First learning’s.Not following system architectureNot reusing existing components Not following coding standards
First learning’s.Not following system architectureNot reusing existing components Not following coding standards
China Team projects – small enhancement to internal for content management on KBB.com – editorial tool, meta tag management tools, etc. so updates can be deployed quickly to the Web site by internal departmental usersThe Learnings.Not following system architectureNot reusing existing componentsNot following coding standards (naming conventions, code commenting, etc.)Things worked but didn’t look pretty under the covers.
For the India team, as a next step we paired them up with an equal sized onshore team to work on retiring a KBB CD dealer product by enhancing an existing web application. Significant work, since the web app was supporting over 20k users.The processes that we followed evolved over time. Initially we setup weekly code reviews to address the technology finding from the previous work. However, assigning interdependent stories to the two teams turned out to be key to the quality of the code.Both teams used a common development environment, and Some basic processSolid results meeting both business and technical expectations!A 7 month with 5 onshore resources project was completed in 3 months by the combined team.
Fibonacci scalePlanning poker.Its hard to get convinced that the right points are allocated to stories when all cards are upside down.
Without trust you can’t engage to healthy conflict. After going through the 5 D’s training the board got full.Only took about 10 minutes to get all of the retrospective items on the board, there was no hesitation by the team members to share their thoughts in the retrospective.