The journey to progress from Agile Teams to Agile Organizations by using a Software Delivery Pipeline engraining all your business software development best practices.
Creating transformation in Healthcare by Banu Gülsün, Mutlu Çiçek and Onur Ön...Bosnia Agile
This document discusses Roche Diagnostics Turkey's transformation journey from 2018 to 2020 to become more agile and customer-focused. It implemented strategic workshops in 2018, launched a new strategy in late 2018, and began leadership and agile training programs in early 2019. Two pilot squads were formed in late 2019 in oncology and IT/workflows to experiment with agile methods. By mid-2020, there were four extended leadership squads and agile coaches were introduced. The pilot squads found benefits like improved collaboration but also challenges with balancing squad and department work. Key learnings included ensuring squad dedication and managing impacts on middle management.
A very brief overview of the journey Capital One Canada has taken on an Agile & Lean Journey, highlighting just some of the approaches and learnings. Presented at Agile Tour Montreal.
The document describes a company's transition to Agile and Lean principles to address issues like a shifting market, slow delivery times, low morale, and cultural divides. It overviews key Agile concepts like customer collaboration, prioritizing by value, and incremental delivery. The company then mapped its value streams, limited work-in-progress, made work visible, and eliminated waste. This resulted in being 40% more efficient with a 95% employee approval rating.
The Journey to Agile - Case Study on a Waterfall to Agile Transformation ProjectShabbir Naqvi
The document discusses the journey of a company transforming to Agile practices. It began with a traditional 2-day Agile training but failed to see results as business stakeholders were not engaged and teams remained separate. Small continuous changes were then made, such as embedding testers and business analysts into development teams. These small changes led to greater effects over time. Demonstrating working software to senior management helped gain their support for further Agile adoption, including major refactoring work. The key lessons are to take small incremental changes, expect continuous change, and take the team through the journey together.
What to expect in 30 60-90 days in agile transformation journey?SwatiKapoor43
In the first 30 days, the focus will be on conducting an as-is assessment of the organization's current agile practices. This includes interviews, exploring the business context, and understanding expectations. The next 30-60 days involve executing discovery sessions for new projects/releases and establishing agile roles, backlogs, and metrics to measure productivity. Teams will start delivering work incrementally. The next 60-90 days focus on refining practices, resolving issues identified in retrospectives, establishing velocity, and measuring improvements in agility health. The goal is to have self-organizing teams incrementally delivering value with transparent metrics by the end of 90 days.
This document discusses agile transformations and provides guidance on successfully implementing agile practices within an organization. It addresses the differences between agile adoption and transformation, what it means to be "agile", managing expectations, and key success practices. Barriers to transformation are outlined, along with case studies of challenges experienced and recommendations provided. The presentation concludes by discussing the paradigm shift required and outlining phases of agile adoption.
This document provides an overview of Philips' transformation to Agile. It discusses the starting vision to adopt Agile, the journey over time from 2012-2015, establishing an Agile Center of Excellence, key performance indicators, an Agile delivery model including scaled Agile framework implementation, the concept of delivery centers, case studies, lessons learned, and the road ahead. The presentation aims to provide insight into Philips' Agile transformation program.
Creating transformation in Healthcare by Banu Gülsün, Mutlu Çiçek and Onur Ön...Bosnia Agile
This document discusses Roche Diagnostics Turkey's transformation journey from 2018 to 2020 to become more agile and customer-focused. It implemented strategic workshops in 2018, launched a new strategy in late 2018, and began leadership and agile training programs in early 2019. Two pilot squads were formed in late 2019 in oncology and IT/workflows to experiment with agile methods. By mid-2020, there were four extended leadership squads and agile coaches were introduced. The pilot squads found benefits like improved collaboration but also challenges with balancing squad and department work. Key learnings included ensuring squad dedication and managing impacts on middle management.
A very brief overview of the journey Capital One Canada has taken on an Agile & Lean Journey, highlighting just some of the approaches and learnings. Presented at Agile Tour Montreal.
The document describes a company's transition to Agile and Lean principles to address issues like a shifting market, slow delivery times, low morale, and cultural divides. It overviews key Agile concepts like customer collaboration, prioritizing by value, and incremental delivery. The company then mapped its value streams, limited work-in-progress, made work visible, and eliminated waste. This resulted in being 40% more efficient with a 95% employee approval rating.
The Journey to Agile - Case Study on a Waterfall to Agile Transformation ProjectShabbir Naqvi
The document discusses the journey of a company transforming to Agile practices. It began with a traditional 2-day Agile training but failed to see results as business stakeholders were not engaged and teams remained separate. Small continuous changes were then made, such as embedding testers and business analysts into development teams. These small changes led to greater effects over time. Demonstrating working software to senior management helped gain their support for further Agile adoption, including major refactoring work. The key lessons are to take small incremental changes, expect continuous change, and take the team through the journey together.
What to expect in 30 60-90 days in agile transformation journey?SwatiKapoor43
In the first 30 days, the focus will be on conducting an as-is assessment of the organization's current agile practices. This includes interviews, exploring the business context, and understanding expectations. The next 30-60 days involve executing discovery sessions for new projects/releases and establishing agile roles, backlogs, and metrics to measure productivity. Teams will start delivering work incrementally. The next 60-90 days focus on refining practices, resolving issues identified in retrospectives, establishing velocity, and measuring improvements in agility health. The goal is to have self-organizing teams incrementally delivering value with transparent metrics by the end of 90 days.
This document discusses agile transformations and provides guidance on successfully implementing agile practices within an organization. It addresses the differences between agile adoption and transformation, what it means to be "agile", managing expectations, and key success practices. Barriers to transformation are outlined, along with case studies of challenges experienced and recommendations provided. The presentation concludes by discussing the paradigm shift required and outlining phases of agile adoption.
This document provides an overview of Philips' transformation to Agile. It discusses the starting vision to adopt Agile, the journey over time from 2012-2015, establishing an Agile Center of Excellence, key performance indicators, an Agile delivery model including scaled Agile framework implementation, the concept of delivery centers, case studies, lessons learned, and the road ahead. The presentation aims to provide insight into Philips' Agile transformation program.
This document describes a learning journey on secrets in lean-agile partner management offered by the LAP Alliance.
The learning journey provides online and guided training over 5 modules on topics like lean-agile agreements, commercial conversations, big room simulation, applying lean-agile procurement in the public sector, and lean-agile partner management. Participants will get live workshop inputs, apply the learnings with mentorship, and participate in weekly cohort sessions.
The schedule outlines the objectives, workshops, and cohort sessions for each module between May 2021 to October 2021. Certification in lean-agile procurement and micro-credits with other partners will also be provided upon completion.
Lean en gros, c'est comme l'Agilité, sauf que... - Martin GoyetteAgile Montréal
Lean en gros, c'est comme l'Agilité, sauf que...
Qu’est-ce donc que le Lean?
Quel est son lien avec l'Agilité?
Et Kanban dans tout ça?
Cette introduction vise à clarifier ce que Lean signifie et son rapport avec l'Agilité. C'est une comparaison permettant de comprendre un mouvement au-delà du monde des technologies de l'information, permettant un regard nouveau sur les entreprises d'aujourd'hui et différent sur l'Agilité telle qu’on la connait.
À propos de Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l’information depuis plus d’une dizaine d’années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l’ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l’information. Depuis 2008, il se consacre à Lean ainsi qu’à l’agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
This document proposes an "invitation-based" approach to implementing SAFe that aligns with Lean-Agile principles of respect, decentralization, and flow. Rather than mandating change, it suggests using workshops to invite organizations to consider SAFe and gain alignment. Leaders would be invited to spread SAFe through their areas. Agile Release Train launches would involve an invitation process. The goal is to evolve SAFe's implementation approach by "walking the talk" of its Lean-Agile principles through decentralized decision making and respecting people and culture.
The document summarizes the key aspects of an individual's career journey and experience with agile methodologies like Scrum. It discusses moving from traditional waterfall approaches to agile practices, how Scrum frameworks work, scaling agile for larger teams and programs, and achieving business benefits like faster delivery and increased ROI through an agile approach.
Belinda Nilsson-Rodrigues gave a presentation on IDEXX's journey toward more agile practices. She discussed how the company is transforming its portfolio, program, and project management to be more iterative and adaptive. Some challenges included change management and balancing team and executive needs. Successes included shorter cycle times, higher satisfaction, and improved alignment. Belinda advocated applying invitation and engagement to drive agile adoption and outlined upcoming trainings.
Agile transformation kick off presentation v 1.0AgileNCR2016
This document outlines an agile transformation approach for a business unit (BU) with 142 people across 5 sites, 4 subsystems, and 6 functions. It involves adopting the Scaled Agile Framework (SAFe) over 8-9 months. Key activities include diagnostics, training staff in agile methods, forming cross-functional teams, implementing new roles, and coaching the BU to become self-sustaining in agile practices with bi-weekly sprints and quarterly releases. Challenges included changing the culture, integrating tools, and defining new responsibilities across the organization.
Agile Project Management: From Agile Teams to Agile Organizations - Steve Mer...Agile Montréal
Agile Project Management: From Agile Teams to Agile Organizations
We will present the tools and strategies for adopting agile project management practices that connect business, management and delivery teams. We propose a framework that maintains an executive focus on managing investment and risk, introduces enterprise-level agile product development lifecycle and separates project governance from operational delivery while loosely coupling these activities.
À propos de Steve Mercier
Steve est un professionnel du développement de produits logiciels, comptant plus de 20 ans d’expérience. Il a développé et mis en place des lignes de production logicielles assurant une meilleure efficacité de livraison, une adhésion croissante aux meilleures pratiques définies et une qualité accrue des produits entraînant la satisfaction des clients. Il applique les méthodes de travail Agile au quotidien depuis bientôt 10 ans. Il aime les défis techniques, apprécie être responsable de livrer, avec des gens de talents, en équipe, des produits qui comptent vraiment. Au fil des années il s'est spécialisé dans les champs suivants: Bonnes pratiques de développement de logiciel, Intégration et livraison continue, Lignes de production logicielles, Infrastructure gérée comme du code, Méthodes Agile et amélioration continue. Il oeuvre en ce moment comme gestionnaire d’une équipe de 15 DevOps bourrés de talent chez Lightspeed.
À propos de Jean-Paul Chauvet
President, Lightspeed
With over 20 years' experience as a marketing and sales executive in the technology sector, JP has been a key element in the continued growth of Lightspeed. By developing and leading Lightspeed's product strategy, go-to-market direction and taking a direct approach to engaging independent businesses, he has helped Lightspeed increase revenue, strengthen partner relations and achieve success month over month.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Life Has Not Been That Rosy With Agile : Rahul SudameoGuild .
In my experience, Agile adoption started in some of the organizations with lot of hype and inflated expectations. And in such cases, if Agile transformation is not handled properly, it can result in multiple challenges rather than providing the expected benefits.
This practical experience sharing session would cover some such problems I faced while applying Agile in different environments. The audience practicing Agile can relate some of these challenges with their own environment as well. The attendees who are on their path to Agile transformation can learn from the lessons and mistakes shared by the speaker.
The session would cover challenges observed due to nature of the project, customer-vendor engagement model, application of processes, attitude of people rolling out agile, unrealistic expectations, conflict in roles and responsibilities. It would also highlight challenges introduced to some of the roles (like Project/QA Manager/Manual Tester etc.) in Agile environment and impact on billing / project contracts / SOW etc.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
This document discusses the Essential SAFe framework for scaling agile. It introduces the 10 essential SAFe patterns that should be focused on, which are: Lean-Agile Principles, Real Agile Teams and Trains, Cadence and Synchronization, PI Planning, DevOps and Releasability, System Demo, IP Iteration, Architectural Runway, Lean-Agile Leadership, and Inspect & Adapt. Each element is then explained in more detail over several slides. The document concludes by providing ways Essential SAFe can be used and asking if there are any questions.
The document discusses agile program and portfolio management. It begins by stating that adopting agile practices requires organizational transformation, not just overlaying processes. It then covers topics like agile competencies across different levels (team, program, portfolio, enterprise), managing work across time horizons (continuous, daily, iteration, release, strategic), and using story maps to decompose work from epics to features to user stories. Finally, it discusses key aspects of agile such as sprinting, velocity, and prioritizing minimally marketable features.
How to own a really big complex product v3Mike Cottmeyer
The document discusses how to effectively manage the role of a product owner for large, complex products developed by multiple teams. It describes how the product owner role expands beyond a single person to encompass business analysis, engineering, and leadership capabilities across teams, projects, and the overall product portfolio. Different expressions of product ownership are explored, including scrum of scrums, product owner teams, integration teams, and lean/kanban approaches.
This is the talk I am doing at the 2010 SQE Better Software/Agile Development Practices Conference in Vegas this week. Not much new, but this is a combination of several ideas from many of my existing presentations.
Scaled Agile Framework in 10 minutes (CAS2015)Unai Roldán
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
Essential SAFe and Launching your first Agile Release TrainCprime
The document outlines the key steps for launching an Agile Release Train using the Scaled Agile Framework (SAFe). It discusses training Scaled Agile Framework Practitioners and Lean-Agile leaders, identifying value streams and setting up the first Agile Release Train. The timeline shows grooming the program backlog, training teams, and planning the first Program Increment which includes PI Planning, the System Demo, and Inspect and Adapt workshops. The "Essential SAFe" focuses on principles, roles, vision/backlog, events, and the Innovation and Planning iteration.
Synerzip's Top 12 from AGILE2017:
- We Are Going Back Full Circle
- Agile Executive Leadership
- Whole Team Does UX
- Agile Beyond Engineering
- Containerized Microservices=NoOps
- ATDD/BDD Holy Grail
- Dynamic Re-Teaming!
- Estimating Time/Cost
- Get Them Hooked!
- Scaling Agile / SAFe 4.5
- Surprises at Spotify!
- Architect/Architecture
AGILE2017 Conference Overview:
- August 7-11th in Orlando, FL
- 2,200 participants from 40+ countries
- 18 tracks, 284 sessions
- 4 Special Tracks
- Stalwarts
- Experience Reports
- 3-7 min Lightning Talks
- Audacious Salon
- Inspiring Keynotes
- David Marquet, best-selling author of Turn the Ship Around
- Jez Humble, Founder and CTO, DevOps Research and -
- Assessment LLC, UC Berkeley
- Denise Jacobs, Founder and CEO, The Creative Dose
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
This document discusses an approach to DevOps. It outlines some of the challenges faced in a pre-DevOps environment like SLA violations and burnout. It then discusses how adopting a DevOps mindset can enable faster delivery while maintaining quality. Key aspects of DevOps include treating other teams as customers, establishing feedback loops, and including time for improvement. Metrics like lead time, deployments, and customer satisfaction are important. The document provides examples of DevOps practices from Spotify and references for further information.
Agile Cafe Boulder - Panelist and keynote slidesCloud Elements
Agile Cafe, 2/3 in Boulder, CO. Presentations from Adam Woods at StoneRiver, Bill Holst at Colorado Springs Utilities and keynote by Jean Tabaka at Rally Software.
This document describes a learning journey on secrets in lean-agile partner management offered by the LAP Alliance.
The learning journey provides online and guided training over 5 modules on topics like lean-agile agreements, commercial conversations, big room simulation, applying lean-agile procurement in the public sector, and lean-agile partner management. Participants will get live workshop inputs, apply the learnings with mentorship, and participate in weekly cohort sessions.
The schedule outlines the objectives, workshops, and cohort sessions for each module between May 2021 to October 2021. Certification in lean-agile procurement and micro-credits with other partners will also be provided upon completion.
Lean en gros, c'est comme l'Agilité, sauf que... - Martin GoyetteAgile Montréal
Lean en gros, c'est comme l'Agilité, sauf que...
Qu’est-ce donc que le Lean?
Quel est son lien avec l'Agilité?
Et Kanban dans tout ça?
Cette introduction vise à clarifier ce que Lean signifie et son rapport avec l'Agilité. C'est une comparaison permettant de comprendre un mouvement au-delà du monde des technologies de l'information, permettant un regard nouveau sur les entreprises d'aujourd'hui et différent sur l'Agilité telle qu’on la connait.
À propos de Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l’information depuis plus d’une dizaine d’années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l’ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l’information. Depuis 2008, il se consacre à Lean ainsi qu’à l’agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
This document proposes an "invitation-based" approach to implementing SAFe that aligns with Lean-Agile principles of respect, decentralization, and flow. Rather than mandating change, it suggests using workshops to invite organizations to consider SAFe and gain alignment. Leaders would be invited to spread SAFe through their areas. Agile Release Train launches would involve an invitation process. The goal is to evolve SAFe's implementation approach by "walking the talk" of its Lean-Agile principles through decentralized decision making and respecting people and culture.
The document summarizes the key aspects of an individual's career journey and experience with agile methodologies like Scrum. It discusses moving from traditional waterfall approaches to agile practices, how Scrum frameworks work, scaling agile for larger teams and programs, and achieving business benefits like faster delivery and increased ROI through an agile approach.
Belinda Nilsson-Rodrigues gave a presentation on IDEXX's journey toward more agile practices. She discussed how the company is transforming its portfolio, program, and project management to be more iterative and adaptive. Some challenges included change management and balancing team and executive needs. Successes included shorter cycle times, higher satisfaction, and improved alignment. Belinda advocated applying invitation and engagement to drive agile adoption and outlined upcoming trainings.
Agile transformation kick off presentation v 1.0AgileNCR2016
This document outlines an agile transformation approach for a business unit (BU) with 142 people across 5 sites, 4 subsystems, and 6 functions. It involves adopting the Scaled Agile Framework (SAFe) over 8-9 months. Key activities include diagnostics, training staff in agile methods, forming cross-functional teams, implementing new roles, and coaching the BU to become self-sustaining in agile practices with bi-weekly sprints and quarterly releases. Challenges included changing the culture, integrating tools, and defining new responsibilities across the organization.
Agile Project Management: From Agile Teams to Agile Organizations - Steve Mer...Agile Montréal
Agile Project Management: From Agile Teams to Agile Organizations
We will present the tools and strategies for adopting agile project management practices that connect business, management and delivery teams. We propose a framework that maintains an executive focus on managing investment and risk, introduces enterprise-level agile product development lifecycle and separates project governance from operational delivery while loosely coupling these activities.
À propos de Steve Mercier
Steve est un professionnel du développement de produits logiciels, comptant plus de 20 ans d’expérience. Il a développé et mis en place des lignes de production logicielles assurant une meilleure efficacité de livraison, une adhésion croissante aux meilleures pratiques définies et une qualité accrue des produits entraînant la satisfaction des clients. Il applique les méthodes de travail Agile au quotidien depuis bientôt 10 ans. Il aime les défis techniques, apprécie être responsable de livrer, avec des gens de talents, en équipe, des produits qui comptent vraiment. Au fil des années il s'est spécialisé dans les champs suivants: Bonnes pratiques de développement de logiciel, Intégration et livraison continue, Lignes de production logicielles, Infrastructure gérée comme du code, Méthodes Agile et amélioration continue. Il oeuvre en ce moment comme gestionnaire d’une équipe de 15 DevOps bourrés de talent chez Lightspeed.
À propos de Jean-Paul Chauvet
President, Lightspeed
With over 20 years' experience as a marketing and sales executive in the technology sector, JP has been a key element in the continued growth of Lightspeed. By developing and leading Lightspeed's product strategy, go-to-market direction and taking a direct approach to engaging independent businesses, he has helped Lightspeed increase revenue, strengthen partner relations and achieve success month over month.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Life Has Not Been That Rosy With Agile : Rahul SudameoGuild .
In my experience, Agile adoption started in some of the organizations with lot of hype and inflated expectations. And in such cases, if Agile transformation is not handled properly, it can result in multiple challenges rather than providing the expected benefits.
This practical experience sharing session would cover some such problems I faced while applying Agile in different environments. The audience practicing Agile can relate some of these challenges with their own environment as well. The attendees who are on their path to Agile transformation can learn from the lessons and mistakes shared by the speaker.
The session would cover challenges observed due to nature of the project, customer-vendor engagement model, application of processes, attitude of people rolling out agile, unrealistic expectations, conflict in roles and responsibilities. It would also highlight challenges introduced to some of the roles (like Project/QA Manager/Manual Tester etc.) in Agile environment and impact on billing / project contracts / SOW etc.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
This document discusses the Essential SAFe framework for scaling agile. It introduces the 10 essential SAFe patterns that should be focused on, which are: Lean-Agile Principles, Real Agile Teams and Trains, Cadence and Synchronization, PI Planning, DevOps and Releasability, System Demo, IP Iteration, Architectural Runway, Lean-Agile Leadership, and Inspect & Adapt. Each element is then explained in more detail over several slides. The document concludes by providing ways Essential SAFe can be used and asking if there are any questions.
The document discusses agile program and portfolio management. It begins by stating that adopting agile practices requires organizational transformation, not just overlaying processes. It then covers topics like agile competencies across different levels (team, program, portfolio, enterprise), managing work across time horizons (continuous, daily, iteration, release, strategic), and using story maps to decompose work from epics to features to user stories. Finally, it discusses key aspects of agile such as sprinting, velocity, and prioritizing minimally marketable features.
How to own a really big complex product v3Mike Cottmeyer
The document discusses how to effectively manage the role of a product owner for large, complex products developed by multiple teams. It describes how the product owner role expands beyond a single person to encompass business analysis, engineering, and leadership capabilities across teams, projects, and the overall product portfolio. Different expressions of product ownership are explored, including scrum of scrums, product owner teams, integration teams, and lean/kanban approaches.
This is the talk I am doing at the 2010 SQE Better Software/Agile Development Practices Conference in Vegas this week. Not much new, but this is a combination of several ideas from many of my existing presentations.
Scaled Agile Framework in 10 minutes (CAS2015)Unai Roldán
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
Essential SAFe and Launching your first Agile Release TrainCprime
The document outlines the key steps for launching an Agile Release Train using the Scaled Agile Framework (SAFe). It discusses training Scaled Agile Framework Practitioners and Lean-Agile leaders, identifying value streams and setting up the first Agile Release Train. The timeline shows grooming the program backlog, training teams, and planning the first Program Increment which includes PI Planning, the System Demo, and Inspect and Adapt workshops. The "Essential SAFe" focuses on principles, roles, vision/backlog, events, and the Innovation and Planning iteration.
Synerzip's Top 12 from AGILE2017:
- We Are Going Back Full Circle
- Agile Executive Leadership
- Whole Team Does UX
- Agile Beyond Engineering
- Containerized Microservices=NoOps
- ATDD/BDD Holy Grail
- Dynamic Re-Teaming!
- Estimating Time/Cost
- Get Them Hooked!
- Scaling Agile / SAFe 4.5
- Surprises at Spotify!
- Architect/Architecture
AGILE2017 Conference Overview:
- August 7-11th in Orlando, FL
- 2,200 participants from 40+ countries
- 18 tracks, 284 sessions
- 4 Special Tracks
- Stalwarts
- Experience Reports
- 3-7 min Lightning Talks
- Audacious Salon
- Inspiring Keynotes
- David Marquet, best-selling author of Turn the Ship Around
- Jez Humble, Founder and CTO, DevOps Research and -
- Assessment LLC, UC Berkeley
- Denise Jacobs, Founder and CEO, The Creative Dose
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
This document discusses an approach to DevOps. It outlines some of the challenges faced in a pre-DevOps environment like SLA violations and burnout. It then discusses how adopting a DevOps mindset can enable faster delivery while maintaining quality. Key aspects of DevOps include treating other teams as customers, establishing feedback loops, and including time for improvement. Metrics like lead time, deployments, and customer satisfaction are important. The document provides examples of DevOps practices from Spotify and references for further information.
Agile Cafe Boulder - Panelist and keynote slidesCloud Elements
Agile Cafe, 2/3 in Boulder, CO. Presentations from Adam Woods at StoneRiver, Bill Holst at Colorado Springs Utilities and keynote by Jean Tabaka at Rally Software.
Software refers to a set of instructions given to a computer for it to work. The process of creating, designing, deploying and supporting the software through a set of activities or strategic themes is called Software Development. This process involves a number of methodologies/frameworks/sub-process that helps to simplify the complex activities involved in creating a product.
This document provides 10 tips for taking control of software delivery through DevOps practices before it is too late. The tips include over-communicating your DevOps plan, defining the pace of your applications, killing dependencies at all costs, not creating new "legacy" applications, and setting a high bar for new initiatives. An example project is used to illustrate how good DevOps intentions can deteriorate over time due to project pressures. Ensuring your methodology encourages DevOps is emphasized to avoid creating new legacy applications.
DOES14 - Jonny Wooldridge - The Cambridge Satchel Company - 10 Enterprise Tip...Gene Kim
Jonny Wooldridge, CTO, The Cambridge Satchel Company at the DevOps Enterprise Summit 2014
View video: https://www.youtube.com/watch?v=CzUTztwcc58
View Jonny Wooldridge's blog: http://www.enterprisedevops.com
Following 3.5 years building a DevOps capability and culture at M&S I will be condensing the experience down to 10 Enterprise DevOps tips that are relevant to companies of all sizes and complexities. Bringing start-up lean thinking to an enterprise was never going to be easy but the lessons learned are relevant to us all.
Agile Lessons Learned From the TrenchesBrendan Flynn
Brendan Flynn presented on lessons learned from implementing Agile practices at Pointroll. Key lessons included: creating visibility into development processes and metrics; gaining executive support; making data-driven decisions; focusing on business value over features; ensuring proper training; optimizing across teams; and rigorously inspecting and adapting practices over time. While hard work, adopting Agile frameworks improved delivery, quality, and alignment between business and technology teams at Pointroll.
Transitions to Agile software development always seems complicated when it comes to QA. There are a lot of DOs and DON'Ts but it always seems that 2-3 weeks is not enough for all. In this presentation I cover how a change your mindset and on how you look at the typical problems you can address your challenges with ease and create a mindful process for your organization
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
This document provides an overview of approaches to scaling agile practices in large organizations. It discusses common challenges in scaling teams and popular scaling frameworks including Scrum of Scrums, Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), Spotify model, Scrum at Scale, and Disciplined Agile Delivery (DAD). The document also provides case studies of organizations that have implemented agile transformations at scale and suggests metrics for measuring agile success.
Do we really need to scale and if the answer is yes, then what? Do we focus on structure or delivery? In this presentation, Naveen helps us understand how LeSS helps in scaling when it is needed, while remaining true to scrum teams delivering shippable product increments at the end of every sprint.
Best Practices When Moving To Agile Project ManagementRobert McGeachy
The document discusses best practices for moving to agile project management. It outlines the major challenges teams face including lack of discipline, changes in working styles and responsibilities, and testing challenges. It also provides tips for setting up an agile team through co-location, establishing a war room, and defining roles and responsibilities. Lastly, it discusses factors for organizational readiness for agile such as trust, empowerment, and a willingness to invest in training.
The document discusses fundamentals of agile development including the agile manifesto and its 12 principles. It emphasizes values such as individuals and interactions, working software, customer collaboration, and responding to change. It also discusses agile processes like Scrum and Kanban, continuous improvement through inspection and adaptation, and techniques like test-driven development, pair programming, and continuous integration to enable regular rapid feedback. Finally, it notes that while agile is popular, the real question is whether it will make teams more successful in delivering value to customers on time and under budget.
The document discusses how the Personal Software Process (PSP) and Team Software Process (TSP) can be used to implement aspects of both Agile development and the Capability Maturity Model Integration (CMMI). PSP focuses on individual skills and discipline, while TSP builds on PSP to develop efficient, self-organizing teams. TSP/PSP teams can adapt Agile practices like iterative development and value delivery while achieving CMMI goals like defined processes and continuous improvement. Case studies show TSP/PSP reducing defects, rework, and improving productivity, quality, and maturity levels.
Agile software development methodology is sweeping the IT Industry. Many organizations are experimenting with Agility and there are many “brands” of Agile including Scrum, XP, Lean, Crystal Clear and DSDM. Adoption of one of these methodologies could be wholesale in the case of a small well defined project that has no dependencies on other projects and can be completely delivered by a trained and motivated team. As these types of adoptions are rare organizations are looking for ways to ease into Agile practices without losing productivity.
This session is designed to discuss and identify ways that agile enablers can facilitate the transition to Agile practices. Participants learn basic Agile practices as well as techniques for introducing them to the software delivery team. This session will present common software delivery problems and the Agile path to solutions.
Business Agility And Software Development Alan ChedalawadaValtech UK
This document discusses business agility and lean thinking applied to software development. It introduces Alan Chedalawada and his background working with lean systems and agile software development. The document discusses focusing on business value and speed of delivery over other factors like cost and quality. It also discusses challenges with traditional software development approaches and emphasizes discovering customer value, prioritizing based on business needs, and delivering value in small increments.
As companies evolve to adopt, integrate and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. This Session will give you guidelines on how to start an innovative business lean and fast by using design thinking, lean and agile approaches and how to build high-performing digital product teams. The session will finish with discussing Lean Agile meets Design Thinking to give a meaningful conclusion.
Everything You Need to Know About X-Sign: The eSign Functionality of XfilesPr...XfilesPro
Wondering how X-Sign gained popularity in a quick time span? This eSign functionality of XfilesPro DocuPrime has many advancements to offer for Salesforce users. Explore them now!
Malibou Pitch Deck For Its €3M Seed Roundsjcobrien
French start-up Malibou raised a €3 million Seed Round to develop its payroll and human resources
management platform for VSEs and SMEs. The financing round was led by investors Breega, Y Combinator, and FCVC.
Consistent toolbox talks are critical for maintaining workplace safety, as they provide regular opportunities to address specific hazards and reinforce safe practices.
These brief, focused sessions ensure that safety is a continual conversation rather than a one-time event, which helps keep safety protocols fresh in employees' minds. Studies have shown that shorter, more frequent training sessions are more effective for retention and behavior change compared to longer, infrequent sessions.
Engaging workers regularly, toolbox talks promote a culture of safety, empower employees to voice concerns, and ultimately reduce the likelihood of accidents and injuries on site.
The traditional method of conducting safety talks with paper documents and lengthy meetings is not only time-consuming but also less effective. Manual tracking of attendance and compliance is prone to errors and inconsistencies, leading to gaps in safety communication and potential non-compliance with OSHA regulations. Switching to a digital solution like Safelyio offers significant advantages.
Safelyio automates the delivery and documentation of safety talks, ensuring consistency and accessibility. The microlearning approach breaks down complex safety protocols into manageable, bite-sized pieces, making it easier for employees to absorb and retain information.
This method minimizes disruptions to work schedules, eliminates the hassle of paperwork, and ensures that all safety communications are tracked and recorded accurately. Ultimately, using a digital platform like Safelyio enhances engagement, compliance, and overall safety performance on site. https://safelyio.com/
Using Query Store in Azure PostgreSQL to Understand Query PerformanceGrant Fritchey
Microsoft has added an excellent new extension in PostgreSQL on their Azure Platform. This session, presented at Posette 2024, covers what Query Store is and the types of information you can get out of it.
Photoshop Tutorial for Beginners (2024 Edition)alowpalsadig
Photoshop Tutorial for Beginners (2024 Edition)
Explore the evolution of programming and software development and design in 2024. Discover emerging trends shaping the future of coding in our insightful analysis."
Here's an overview:Introduction: The Evolution of Programming and Software DevelopmentThe Rise of Artificial Intelligence and Machine Learning in CodingAdopting Low-Code and No-Code PlatformsQuantum Computing: Entering the Software Development MainstreamIntegration of DevOps with Machine Learning: MLOpsAdvancements in Cybersecurity PracticesThe Growth of Edge ComputingEmerging Programming Languages and FrameworksSoftware Development Ethics and AI RegulationSustainability in Software EngineeringThe Future Workforce: Remote and Distributed TeamsConclusion: Adapting to the Changing Software Development LandscapeIntroduction: The Evolution of Programming and Software Development
Photoshop Tutorial for Beginners (2024 Edition)Explore the evolution of programming and software development and design in 2024. Discover emerging trends shaping the future of coding in our insightful analysis."Here's an overview:Introduction: The Evolution of Programming and Software DevelopmentThe Rise of Artificial Intelligence and Machine Learning in CodingAdopting Low-Code and No-Code PlatformsQuantum Computing: Entering the Software Development MainstreamIntegration of DevOps with Machine Learning: MLOpsAdvancements in Cybersecurity PracticesThe Growth of Edge ComputingEmerging Programming Languages and FrameworksSoftware Development Ethics and AI RegulationSustainability in Software EngineeringThe Future Workforce: Remote and Distributed TeamsConclusion: Adapting to the Changing Software Development LandscapeIntroduction: The Evolution of Programming and Software Development
The importance of developing and designing programming in 2024
Programming design and development represents a vital step in keeping pace with technological advancements and meeting ever-changing market needs. This course is intended for anyone who wants to understand the fundamental importance of software development and design, whether you are a beginner or a professional seeking to update your knowledge.
Course objectives:
1. **Learn about the basics of software development:
- Understanding software development processes and tools.
- Identify the role of programmers and designers in software projects.
2. Understanding the software design process:
- Learn about the principles of good software design.
- Discussing common design patterns such as Object-Oriented Design.
3. The importance of user experience (UX) in modern software:
- Explore how user experience can improve software acceptance and usability.
- Tools and techniques to analyze and improve user experience.
4. Increase efficiency and productivity through modern development tools:
- Access to the latest programming tools and languages used in the industry.
- Study live examples of applications
The Rising Future of CPaaS in the Middle East 2024Yara Milbes
Explore "The Rising Future of CPaaS in the Middle East in 2024" with this comprehensive PPT presentation. Discover how Communication Platforms as a Service (CPaaS) is transforming communication across various sectors in the Middle East.
WWDC 2024 Keynote Review: For CocoaCoders AustinPatrick Weigel
Overview of WWDC 2024 Keynote Address.
Covers: Apple Intelligence, iOS18, macOS Sequoia, iPadOS, watchOS, visionOS, and Apple TV+.
Understandable dialogue on Apple TV+
On-device app controlling AI.
Access to ChatGPT with a guest appearance by Chief Data Thief Sam Altman!
App Locking! iPhone Mirroring! And a Calculator!!
Nashik's top web development company, Upturn India Technologies, crafts innovative digital solutions for your success. Partner with us and achieve your goals
Boost Your Savings with These Money Management AppsJhone kinadey
A money management app can transform your financial life by tracking expenses, creating budgets, and setting financial goals. These apps offer features like real-time expense tracking, bill reminders, and personalized insights to help you save and manage money effectively. With a user-friendly interface, they simplify financial planning, making it easier to stay on top of your finances and achieve long-term financial stability.
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Are you ready to unlock the secrets hidden within Java thread dumps? Join us for a hands-on session where we'll delve into effective troubleshooting patterns to swiftly identify the root causes of production problems. Discover the right tools, techniques, and best practices while exploring *real-world case studies of major outages* in Fortune 500 enterprises. Engage in interactive lab exercises where you'll have the opportunity to troubleshoot thread dumps and uncover performance issues firsthand. Join us and become a master of Java thread dump analysis!
A neural network is a machine learning program, or model, that makes decisions in a manner similar to the human brain, by using processes that mimic the way biological neurons work together to identify phenomena, weigh options and arrive at conclusions.
The Comprehensive Guide to Validating Audio-Visual Performances.pdfkalichargn70th171
Ensuring the optimal performance of your audio-visual (AV) equipment is crucial for delivering exceptional experiences. AV performance validation is a critical process that verifies the quality and functionality of your AV setup. Whether you're a content creator, a business conducting webinars, or a homeowner creating a home theater, validating your AV performance is essential.
3. Steve Mercier
20 years+ of software development experience, 10 years+ of using
Agile methodologies daily, 5 years+ of using DevOps philosophy daily
Specialized in
Best practices: Continuous Integration, Continuous Delivery/
Deployment, Software Production Lines, Infrastructure As Code,
Continuous Improvement, Lean engineering
Currently Director of Software Engineering Practices at Lightspeed,
responsible of DevOps, Test Automation, QA, Security and
Documentation practices
7. The Agile Promises
‣ Faster time to market
‣ Development costs reduction
‣ Quality improvement
‣ Business value driven, aligned with customers needs
‣ Better team work, better focus
‣ Technical debt reduction
‣ No useless architecture and documents
‣ Only good code adding business value!
8. The Agile Promises - graphically
Who would not want that? Maybe a little simplistic…
9. The Agile Promises - The journey begins
We send the first team(s) to training
13. The Agile Promises
By experience, Agile typically works well if:
You are working on new software, with small teams and a limited number of teams
Agile tends to work less if:
You are trying to scale Agile to multiple teams on larger projects
15. Challenge #1 - Scaling to multiple
(independent) teams
Based on early successes, other teams are asked to try it
With possibly less training, less passion, less mentoring
possibly even resisting the transformation
16. Challenge #2 - Scaling it to dispersed
(independent) teams
Not colocated teams, across time zones
Teams have different cultures, values
Teams do not all see Agile in the same way
17. Challenges #3 - Scaling it to dispersed
dependent teams
Individual teams, OK, dispersed independent teams, also OK
But if the business requires different teams to deliver a common product
across continents… more challenging!
20. Challenge #4 - Wrong team composition
QA, Ops not part of the Agile teams
PO/PM not part of the teams or not available
21. Challenge #5 - Not having an end to end
Agile process
Having handoffs between the Agile teams and Ops
for example
Definition of Done not including Shipping It
22. Challenge #6 - Too much manual process
Red tape / Various Authorizations
Agile is about empowering teams
23. Challenge #7 - Old school management
“New” Agile management should focus on:
Creation of a “safe” environment for trying things,
enforcing the fail fast / fail differently model
Rewarding the right behaviours
Fostering a learning organization culture
25. Is SCRUM enough to obtain Agile
organizations? No. Does it help? Sure!
26. Is Scrum of Scrums a solution?
‣ How could we frame the common work across multiple teams?
‣ How to structure the whole software development effort of many teams?
‣ Scrum of Scrums can help; sufficient?
29. Step #1 - Leverage Software Engineering
Practices
‣ Use Software Engineering Best Practices as a frame to constrain how
software is developed and connected together
‣ Helps mostly with structuring the How
‣ Communities of Practices can be helpful
30. Step #2 - Develop/Use a Delivery Pipeline
System
Engrain those defined practices into a
single Software Delivery Pipeline system
31. Step #3 - Feed your system with the real
customers needs
Ensure you feed your delivery pipeline with the right things -
do the right thing for your customers
The best pipeline system in the world will not help your agility if
you do the wrong thing with it!
32. Step #4 - Apply Continuous Improvement
to your pipeline
Use Lean / Plan-Do-Check-Act principles and
Continuously reflect on the system to optimize it to your business
33. Why a Delivery Pipeline system?
“Average leaders have quotes.
Good leaders have a plan.
Exceptional leaders have a system.”
- Urban Meyer
Your Automated Delivery Pipeline is your system
34. But what should be in
a typical pipeline?
What is the scope of such a system?
35. Delivery Pipeline Elements
‣ Starts with a feature file -like input (i.e. a clear customer need)
‣ Code Commit (everything should be under SCM)
‣ CI - Continuous Build / Unit tests / Continuous Testing / System tests
‣ Continuous Delivery / Deployment
‣ Continuous Monitoring of all systems
36. How to measure progress -
The (true) Agility KPIs
‣ Total Lead time for any improvement
‣ Number of deployments per day
‣ Number of incidents in production
‣ Impact of the incidents, duration
‣ The time to onboard a new developer
37. Agility KPIs - top DevOps performers
Before After
Lead time Months Days / Minutes
# of deployments Quarterly Multiple Daily
# of incidents Multiple per deploy Almost none
Incidents impact Days of downtime 0 downtime
On-boarding time Months Days
38. How to get there?
Use SCRUM and Agile principles, values, processes, yes. But also:
‣ Put in place the feedback loops, Continuous Improvements, Lean
processes in place
‣ Apply the Plan-Do-Check-Act approach on small process
improvements
‣ Find your waste, using Value Stream Mapping analysis, reduce
your batch size
39. Use your Pipeline to
make the issues visible
A global Continuous Delivery pipeline for all the company’s software would
help highlighting the issues, challenges, areas requiring improvements
40. Reduce cycle time by enforcing
Automation
‣ Continuous Integration with automatic tests at unit, system
and system of systems levels
‣ Continuous Delivery or Deployment using Infrastructure As
Code
41. Keep the focus on the global system,
not on small teams
Company Continuous Delivery pipeline help keep the focus on
the company delivered business value to external customers,
reducing the natural silos barriers impacts.
42. What more
‣ Teams’ composition is key - all the required roles must be fulfilled within
the teams
‣ Complement Agile and Scrum with other compatible approaches such
as LEAN and DevOps to optimize global organization and not just a small
team work
‣ Ensure an environment permitting trials and failures is in place; create a
safe environment for contributions; learn from failures, i.e. Fail fast and
fail differently each time
44. Conclusion
Having an Agile organization is a journey that can certainly start with Scrum,
but cannot really stop until all the software you produce and operate is
continuously delivered to your end customers
The key here is to deliver faster, faster than your competition, to disrupt
yourself before your competitors do disrupt your business
The Agile philosophy, values and tools are only a partial answer
The DevOps/Lean philosophy, values and tools are only a partial answer
Ask yourselves what prevents you from delivering value faster?
45. Conclusion
Break Silos, Work end-to-end, in small batches of work
Empower your teams, Evolve your management style
Remove all your red-tape and manual processes, one by one
Measure your true Agility KPIs
Put in place a system delivering customer’s value!
46. And be cautious…
“There is nothing quite so useless as doing with great
efficiency something that should not be done at all”
- Peter Drucker (the inventor of modern
management)