This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
Scrum Prioritization Techniques PowerPoint Presentation Slides help you represent the division of large projects into achievable tasks. Use this PPT deck to represent your agile software development approach. Communicate the agile project details and scrum team composition with the visual aid of a well-structured diagram. Demonstrate the goals and phases of your agile project delivery. Explain waterfall technique, scrum-fall, lean, or other methodology for agile application development. The data visualizations featured in this PowerPoint slideshow simplify the translation of agile architecture, and agile automation process. Educate the audience about the project prioritization techniques like MoSCoW, Kano model, and the relative weighting method. Use this PPT presentation to highlight the key priority areas in agile project management. Another important aspect of managing projects is cost. Showcase the agile software project cost using a neat tabular format. You will also get access to the agile program management dashboard diagram to track development. So, smash the download icon and begin instant personalization. Our Scrum Prioritization Techniques PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/2IHexRe
Many agile teams are familiar with Definition of Done as a set of agreements that let everyone know when a user story (or a sprint or a release) is really done, and all necessary activities are complete.
Definition of Ready is a set of agreements that lets everyone know when something is ready to begin, e.g., when a user story is ready to be taken into a sprint, or when all necessary conditions are right for a team to start a sprint.
These are the slides from a talk I gave at XP2011 in Madrid, Spain.
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
Why agile is failing in large enterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails
Scrum Prioritization Techniques PowerPoint Presentation Slides help you represent the division of large projects into achievable tasks. Use this PPT deck to represent your agile software development approach. Communicate the agile project details and scrum team composition with the visual aid of a well-structured diagram. Demonstrate the goals and phases of your agile project delivery. Explain waterfall technique, scrum-fall, lean, or other methodology for agile application development. The data visualizations featured in this PowerPoint slideshow simplify the translation of agile architecture, and agile automation process. Educate the audience about the project prioritization techniques like MoSCoW, Kano model, and the relative weighting method. Use this PPT presentation to highlight the key priority areas in agile project management. Another important aspect of managing projects is cost. Showcase the agile software project cost using a neat tabular format. You will also get access to the agile program management dashboard diagram to track development. So, smash the download icon and begin instant personalization. Our Scrum Prioritization Techniques PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/2IHexRe
Many agile teams are familiar with Definition of Done as a set of agreements that let everyone know when a user story (or a sprint or a release) is really done, and all necessary activities are complete.
Definition of Ready is a set of agreements that lets everyone know when something is ready to begin, e.g., when a user story is ready to be taken into a sprint, or when all necessary conditions are right for a team to start a sprint.
These are the slides from a talk I gave at XP2011 in Madrid, Spain.
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
Why agile is failing in large enterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails
Agile testing principles and practices - Anil KaradeIndicThreads
Traditional test processes are not adaptive to extensive changes in software. Agile process emphasizes on ability to adapt to changing business needs, customer collaboration, integrated teams and frequent delivery of business values. Agile is an umbrella term that describes a variety of methods including XP and Scrum.
The talk will discuss pitfalls of the traditional testing process. Traditional testing process happens very late in the SDLC Where as Agile process focuses on test-first approach. The talk will explain benefits of going agile. Principles and practices of agile process will be discussed and agile methodologies Scrum and Extreme Programming will be discussed in detail. Purpose of Scrum, its effectiveness, timings and managing the scrum will be discussed. Some of the practices for XP like Pair Programming, Test Driven Development will be discussed. The Talk will also cover the QA role in agile world. The talk will cover the implementation issues while shifting from traditional to agile process. Talk will also include an interactive game for illustration of concepts.
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
This tutorial includes topics like fundamentals of the agile development approach, agile development life cycle, agile requirements development, agile planning, agile design, agile construction & agile project management.
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
A. Kamran's DoD and DoR: Definition of Done and Definition of Ready in ScrumArman Kamran
Definition of what constitutes as a "Ready" PBI (Product Backlog Item) for the Development team to pull into a Sprint, and what makes that PBI considered as "Done" for the Product Owner to review and accept or reject, is a vital factor in building and maintaining a functional and ever improving relationship between PO and the Dev Team.
Here he look at best practices in doing so!
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
Agile testing principles and practices - Anil KaradeIndicThreads
Traditional test processes are not adaptive to extensive changes in software. Agile process emphasizes on ability to adapt to changing business needs, customer collaboration, integrated teams and frequent delivery of business values. Agile is an umbrella term that describes a variety of methods including XP and Scrum.
The talk will discuss pitfalls of the traditional testing process. Traditional testing process happens very late in the SDLC Where as Agile process focuses on test-first approach. The talk will explain benefits of going agile. Principles and practices of agile process will be discussed and agile methodologies Scrum and Extreme Programming will be discussed in detail. Purpose of Scrum, its effectiveness, timings and managing the scrum will be discussed. Some of the practices for XP like Pair Programming, Test Driven Development will be discussed. The Talk will also cover the QA role in agile world. The talk will cover the implementation issues while shifting from traditional to agile process. Talk will also include an interactive game for illustration of concepts.
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
This tutorial includes topics like fundamentals of the agile development approach, agile development life cycle, agile requirements development, agile planning, agile design, agile construction & agile project management.
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
A. Kamran's DoD and DoR: Definition of Done and Definition of Ready in ScrumArman Kamran
Definition of what constitutes as a "Ready" PBI (Product Backlog Item) for the Development team to pull into a Sprint, and what makes that PBI considered as "Done" for the Product Owner to review and accept or reject, is a vital factor in building and maintaining a functional and ever improving relationship between PO and the Dev Team.
Here he look at best practices in doing so!
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
In this slides deck, Avidan Hetzroni explains the basic concepts behind the Scrum Framework values and principles and how Scrum bind together the events, roles, and artifacts to govern the relationships and interaction between them.
This presentation provides a quick guide to getting started with the Scrum framework. It's based on the 2020 Scrum Guide (https://scrumguides.org/scrum-guide.html). It can be used to introduce Scrum to new teams as well as experienced practitioners that need to refresh their understanding of the framework as part of the continuous improvement process. It also provides additional resources and references.
This presentation provides a quick guide to getting started with the Scrum framework. It's based on the 2020 Scrum Guide (https://scrumguides.org/scrum-guide.html). It can be used to introduce Scrum to new teams as well as experienced practitioners that need to refresh their understanding of the framework as part of the continuous improvement process. It also provides additional resources and references. This deck can be used by SMs or Agile Coaches to team Scrum Framework to teams.
The slide explains the basics of the Scrum Framework one of the most popular Agile implementations for beginners. You can learn fundamental knowledge about it.
An overview of Agile IT Project Management - Scrum, its roles, philosophy and methodology. Key points: Scrum vs. Waterfall; Philosophy; Scrum team, roles;
Software Development Guide To Accelerate PerformanceZaid Shabbir
Scrum is the most widely used framework across all software and business industries. By following complete scrum framework you can improve the quality product deliver in more adaptive way.
Slides contents content guidelines related to scrum framework and how some one become a certified scrum master. Slides elaborate scrum framework by using user friendly diagrams and bulleted points. After grasping the slides any one can easily pass certified scrum examination.
I am sure you will enjoy the contents and its really helpful to become a certified scrum practitioner.
Code reviews are vital for ensuring good code quality. They serve as one of our last lines of defense against bugs and subpar code reaching production.
Yet, they often turn into annoying tasks riddled with frustration, hostility, unclear feedback and lack of standards. How can we improve this crucial process?
In this session we will cover:
- The Art of Effective Code Reviews
- Streamlining the Review Process
- Elevating Reviews with Automated Tools
By the end of this presentation, you'll have the knowledge on how to organize and improve your code review proces
AI Fusion Buddy Review: Brand New, Groundbreaking Gemini-Powered AI AppGoogle
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See My Other Reviews Article:
(1) AI Genie Review: https://sumonreview.com/ai-genie-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
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Prosigns: Transforming Business with Tailored Technology SolutionsProsigns
Unlocking Business Potential: Tailored Technology Solutions by Prosigns
Discover how Prosigns, a leading technology solutions provider, partners with businesses to drive innovation and success. Our presentation showcases our comprehensive range of services, including custom software development, web and mobile app development, AI & ML solutions, blockchain integration, DevOps services, and Microsoft Dynamics 365 support.
Custom Software Development: Prosigns specializes in creating bespoke software solutions that cater to your unique business needs. Our team of experts works closely with you to understand your requirements and deliver tailor-made software that enhances efficiency and drives growth.
Web and Mobile App Development: From responsive websites to intuitive mobile applications, Prosigns develops cutting-edge solutions that engage users and deliver seamless experiences across devices.
AI & ML Solutions: Harnessing the power of Artificial Intelligence and Machine Learning, Prosigns provides smart solutions that automate processes, provide valuable insights, and drive informed decision-making.
Blockchain Integration: Prosigns offers comprehensive blockchain solutions, including development, integration, and consulting services, enabling businesses to leverage blockchain technology for enhanced security, transparency, and efficiency.
DevOps Services: Prosigns' DevOps services streamline development and operations processes, ensuring faster and more reliable software delivery through automation and continuous integration.
Microsoft Dynamics 365 Support: Prosigns provides comprehensive support and maintenance services for Microsoft Dynamics 365, ensuring your system is always up-to-date, secure, and running smoothly.
Learn how our collaborative approach and dedication to excellence help businesses achieve their goals and stay ahead in today's digital landscape. From concept to deployment, Prosigns is your trusted partner for transforming ideas into reality and unlocking the full potential of your business.
Join us on a journey of innovation and growth. Let's partner for success with Prosigns.
How to Position Your Globus Data Portal for Success Ten Good PracticesGlobus
Science gateways allow science and engineering communities to access shared data, software, computing services, and instruments. Science gateways have gained a lot of traction in the last twenty years, as evidenced by projects such as the Science Gateways Community Institute (SGCI) and the Center of Excellence on Science Gateways (SGX3) in the US, The Australian Research Data Commons (ARDC) and its platforms in Australia, and the projects around Virtual Research Environments in Europe. A few mature frameworks have evolved with their different strengths and foci and have been taken up by a larger community such as the Globus Data Portal, Hubzero, Tapis, and Galaxy. However, even when gateways are built on successful frameworks, they continue to face the challenges of ongoing maintenance costs and how to meet the ever-expanding needs of the community they serve with enhanced features. It is not uncommon that gateways with compelling use cases are nonetheless unable to get past the prototype phase and become a full production service, or if they do, they don't survive more than a couple of years. While there is no guaranteed pathway to success, it seems likely that for any gateway there is a need for a strong community and/or solid funding streams to create and sustain its success. With over twenty years of examples to draw from, this presentation goes into detail for ten factors common to successful and enduring gateways that effectively serve as best practices for any new or developing gateway.
Gamify Your Mind; The Secret Sauce to Delivering Success, Continuously Improv...Shahin Sheidaei
Games are powerful teaching tools, fostering hands-on engagement and fun. But they require careful consideration to succeed. Join me to explore factors in running and selecting games, ensuring they serve as effective teaching tools. Learn to maintain focus on learning objectives while playing, and how to measure the ROI of gaming in education. Discover strategies for pitching gaming to leadership. This session offers insights, tips, and examples for coaches, team leads, and enterprise leaders seeking to teach from simple to complex concepts.
Developing Distributed High-performance Computing Capabilities of an Open Sci...Globus
COVID-19 had an unprecedented impact on scientific collaboration. The pandemic and its broad response from the scientific community has forged new relationships among public health practitioners, mathematical modelers, and scientific computing specialists, while revealing critical gaps in exploiting advanced computing systems to support urgent decision making. Informed by our team’s work in applying high-performance computing in support of public health decision makers during the COVID-19 pandemic, we present how Globus technologies are enabling the development of an open science platform for robust epidemic analysis, with the goal of collaborative, secure, distributed, on-demand, and fast time-to-solution analyses to support public health.
Quarkus Hidden and Forbidden ExtensionsMax Andersen
Quarkus has a vast extension ecosystem and is known for its subsonic and subatomic feature set. Some of these features are not as well known, and some extensions are less talked about, but that does not make them less interesting - quite the opposite.
Come join this talk to see some tips and tricks for using Quarkus and some of the lesser known features, extensions and development techniques.
Top 7 Unique WhatsApp API Benefits | Saudi ArabiaYara Milbes
Discover the transformative power of the WhatsApp API in our latest SlideShare presentation, "Top 7 Unique WhatsApp API Benefits." In today's fast-paced digital era, effective communication is crucial for both personal and professional success. Whether you're a small business looking to enhance customer interactions or an individual seeking seamless communication with loved ones, the WhatsApp API offers robust capabilities that can significantly elevate your experience.
In this presentation, we delve into the top 7 distinctive benefits of the WhatsApp API, provided by the leading WhatsApp API service provider in Saudi Arabia. Learn how to streamline customer support, automate notifications, leverage rich media messaging, run scalable marketing campaigns, integrate secure payments, synchronize with CRM systems, and ensure enhanced security and privacy.
Understanding Globus Data Transfers with NetSageGlobus
NetSage is an open privacy-aware network measurement, analysis, and visualization service designed to help end-users visualize and reason about large data transfers. NetSage traditionally has used a combination of passive measurements, including SNMP and flow data, as well as active measurements, mainly perfSONAR, to provide longitudinal network performance data visualization. It has been deployed by dozens of networks world wide, and is supported domestically by the Engagement and Performance Operations Center (EPOC), NSF #2328479. We have recently expanded the NetSage data sources to include logs for Globus data transfers, following the same privacy-preserving approach as for Flow data. Using the logs for the Texas Advanced Computing Center (TACC) as an example, this talk will walk through several different example use cases that NetSage can answer, including: Who is using Globus to share data with my institution, and what kind of performance are they able to achieve? How many transfers has Globus supported for us? Which sites are we sharing the most data with, and how is that changing over time? How is my site using Globus to move data internally, and what kind of performance do we see for those transfers? What percentage of data transfers at my institution used Globus, and how did the overall data transfer performance compare to the Globus users?
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Crescat
Crescat is industry-trusted event management software, built by event professionals for event professionals. Founded in 2017, we have three key products tailored for the live event industry.
Crescat Event for concert promoters and event agencies. Crescat Venue for music venues, conference centers, wedding venues, concert halls and more. And Crescat Festival for festivals, conferences and complex events.
With a wide range of popular features such as event scheduling, shift management, volunteer and crew coordination, artist booking and much more, Crescat is designed for customisation and ease-of-use.
Over 125,000 events have been planned in Crescat and with hundreds of customers of all shapes and sizes, from boutique event agencies through to international concert promoters, Crescat is rigged for success. What's more, we highly value feedback from our users and we are constantly improving our software with updates, new features and improvements.
If you plan events, run a venue or produce festivals and you're looking for ways to make your life easier, then we have a solution for you. Try our software for free or schedule a no-obligation demo with one of our product specialists today at crescat.io
Innovating Inference - Remote Triggering of Large Language Models on HPC Clus...Globus
Large Language Models (LLMs) are currently the center of attention in the tech world, particularly for their potential to advance research. In this presentation, we'll explore a straightforward and effective method for quickly initiating inference runs on supercomputers using the vLLM tool with Globus Compute, specifically on the Polaris system at ALCF. We'll begin by briefly discussing the popularity and applications of LLMs in various fields. Following this, we will introduce the vLLM tool, and explain how it integrates with Globus Compute to efficiently manage LLM operations on Polaris. Attendees will learn the practical aspects of setting up and remotely triggering LLMs from local machines, focusing on ease of use and efficiency. This talk is ideal for researchers and practitioners looking to leverage the power of LLMs in their work, offering a clear guide to harnessing supercomputing resources for quick and effective LLM inference.
Top Features to Include in Your Winzo Clone App for Business Growth (4).pptxrickgrimesss22
Discover the essential features to incorporate in your Winzo clone app to boost business growth, enhance user engagement, and drive revenue. Learn how to create a compelling gaming experience that stands out in the competitive market.
Check out the webinar slides to learn more about how XfilesPro transforms Salesforce document management by leveraging its world-class applications. For more details, please connect with sales@xfilespro.com
If you want to watch the on-demand webinar, please click here: https://www.xfilespro.com/webinars/salesforce-document-management-2-0-smarter-faster-better/
Navigating the Metaverse: A Journey into Virtual Evolution"Donna Lenk
Join us for an exploration of the Metaverse's evolution, where innovation meets imagination. Discover new dimensions of virtual events, engage with thought-provoking discussions, and witness the transformative power of digital realms."
1. Fundamentals of
Agile Methodologies - II
Compiled By:
Dr. Gopinath Ramakrishnan
Agile Coach & Process Transformation Specialist
Contact Information:
e-mail: gopi@rgopinath.com
LinkedIn: www.linkedin.com/in/gopinathr
Twitter: @gpnth
Website: www.rgopinath.com
2. Note
The contents of the following slides are
compiled from public domain works of
several persons/ organizations.
Their contribution is gratefully acknowledged
their copyrights and trademarks are
duly recognized.
9. Definition of Ready (DoR) &
Definition of Done (DoD)
(c) Dr. Gopinath Ramakrishnan, 2015
10. Definition of Ready (DoR)
• Explicit and Visible Sprint Entry Criteria for
Product Backlog and User Stories
• Avoids beginning work on features that are
not well defined
– Team to "push back“ such features
• Reduces “requirements churn" during the
Sprint
(c) Dr. Gopinath Ramakrishnan, 2015
11. Product Backlog – Definition of Ready
Detailed Appropriately
Estimated
Emergent
Prioritized
Source:
Agile Product Management, Roman Pichler
Ensure higher priority items in the
Product Backlog are broken down into
smaller stories (< 13 SP) as compared
to lower priority stories
The product backlog is READY when about
1-2 Sprint's worth of User Stories at the
top of the backlog are READY
12. User Story – Definition of Ready (DoR)
• Meets most of the INVEST criteria
• Clarity in Description
• Prioritized & Ordered
– Taking into account value, constraints and risks from business,
technical and project management perspectives
• Acceptance Criteria Defined
– Supported by appropriate documentation (if needed for better
understanding )
• Dependencies Identified
– Should be resolvable with the Sprint
• Sized Small
– Should get DONE within the Sprint
• Can be Tested & Demoed
(c) Dr. Gopinath Ramakrishnan, 2015
13. User Story - Definition of Done (DoD)
• Exit criteria for a User Story to be considered
“DONE".
• Checklist of necessary, value-added activities
to ensure user story quality
• By Default applicable to each User Story
• An agreement between all the members of
the Team on what does DONE mean in their
context
(c) Dr. Gopinath Ramakrishnan, 2015
14. User Story - Definition of Done (DoD)
(contd..)
• Ideal Definition of Done
– defines all steps necessary to deliver a finished
increment from development till deployment in
production. No further work is needed.
• Realistic Definition of Done
– defines the steps the team is currently capable of
doing in one sprint.
(c) Dr. Gopinath Ramakrishnan, 2015
21. Sprint Planning Meeting
• Collaborative
– Entire Team participates along with the PO
• Time-boxed
– Max. 2 hrs per week of Sprint
• Purpose
– To arrive at a shared understanding with the PO on
the work that needs to be completed as per the
Definition of Done
• Two Parts:
– What work will be completed ?
– How it will be completed ?
(c) Dr. Gopinath Ramakrishnan, 2015
22. Sprint planning meeting
Sprint prioritization
• Analyze and evaluate product
backlog
• Select sprint goal
Sprint planning
• Decide how to achieve sprint goal
(design)
• Create sprint backlog (tasks) from
product backlog items (user
stories / features)
• Estimate sprint backlog in hours
Sprint
goal
Sprint
backlog
Business
conditions
Team
capacity
Product
backlog
Techno-
logy
Current
product
23. Sprint Goal - Examples
• To provide a standardized middleware mechanism for the identified
customer service transactions to access backend databases
• This Sprint we will allow users to log-in to the site, retrieve a forgotten
password, and manage their own profile
• Customer Payment Sprint
24. Sprint Commitment (Forecast) –
Two Approaches
• Capacity Based Commitment
– Summation of estimated ideal hours for the
stories committed should be close (+/- 10 %) of
the sprint capacity
• Velocity Based Commitment
– Summation of Story points for the stories
committed should be close to the average velocity
of the past sprints
(c) Dr. Gopinath Ramakrishnan, 2015
25. Sprint Backlog
• A highly visible, real-time picture of the tasks that
the team plans to accomplish during the Sprint
• Contains effort estimates for each task
• Estimates are in ideal hours
– Ideal hours is the hours that a task will take to
complete assuming there are no interruptions at all
• Task should be granular enough to get completed
between 4 to 8 hrs.
• Tasks may be added/modified/deleted by the
Team during the Sprint as per the team
(c) Dr. Gopinath Ramakrishnan, 2015
27. Effective Practices : Planning
• Start planning only when Product Backlog is READY
• Plan for consistent Sprint lengths
• Progressive Refinement of Plans
• Plan for working on a sustainable pace
– Plan for only 5.5-6.5 hours of productive work per day
– Factor Support work in the estimates
• Adjust the Scope of the project to fit available resources and
schedule
• Treat an estimation as a forecast (rather than commitment at
any cost)
• Break down and estimate tasks at 4-8 hrs granularity
(c) Dr. Gopinath Ramakrishnan, 2015
30. Daily Standup – Goals
• To help start the day well
• To support improvement
• To reinforce focus on the right things
• To reinforce the sense of team
• To communicate what is going on
(c) Dr. Gopinath Ramakrishnan 2015
31. The Daily Scrum
• Parameters
– Daily
– 15-minutes
– Stand-up
• Not for problem solving
– Whole world is invited
– Only Team Members, ScrumMaster, Product
Owner, can talk
• Helps avoid other unnecessary meetings
32. Everyone Shares
• These are not status for the ScrumMaster
– They are commitments in front of peers
What did I do yesterday?
1
What will I do today?
2
Is there any impediment in my
way?
3
33. Daily Standup – Anti Patterns
• Coming Late
• Irrelevant Talks
• Side Conversations
• Using Cellphones /Tablets
• Looking at the Facilitator/Manager while talking
• Talking too much
• Problem solving
• Not bringing out the issues/impediments openly
• Waiting till the Standup to raise
issues/impediments
(c) Dr. Gopinath Ramakrishnan 2015
36. Product Backlog Refinement (Grooming)
• PBI for upcoming Sprints reviewed and revised
– Collaboratively between the PO and the Team
– Approx. 10 % of Sprint Capacity allocated for Refinement
• Refinement includes but not limited to:
– Reordering
– Detailing/Consolidating
– Estimating
• A refined PBI :
– Meets “Definition of Ready” before Implementation begins
– Expected to fulfill “Definition of Done” criteria within a
single Sprint
(c) Dr. Gopinath Ramakrishnan 2015
37. Product Backlog - Qualities
• Detailed
– Higher Priority/Order items more detailed than the lower ones
• Estimated
– Coarse-grained estimates expressed in Story Points
• Emergent
– New Items added
– Existing items modified/reprioritized/removed
• Prioritized
– All Items prioritized and ordered
(c) Dr. Gopinath Ramakrishnan 2015
38. Product Backlog – Level of Details
Source : Agile Product Management with Scrum by Roman Pichler
39. Product Backlog Refinement Meeting -
Benefits
• Increases the clarity of the requirements
• Eliminates wasteful handoffs
• Creates buy-in and joint ownership
• Leads to efficient and effective Sprint Planning
Meetings
(c) Dr. Gopinath Ramakrishnan 2015
41. Task Board (Scrum Wall)
Source: Scrum and XP from the Trenches by Henrik Kniberg
42. Task Board – Visible Progress
End of Day 1
42
After Few Days
•White Notes are User Stories from the Product Backlog.
•Yellow Notes are Tasks in Sprint Backlog
•Stories are posted in the order of decreasing priority
Source: Scrum and XP from the Trenches by Henrik Kniberg
43. Task Board – Warning Signs
43
Source: Scrum and XP from the Trenches by Henrik Kniberg
45. Managing the sprint backlog
• Individuals sign up for work of their own choosing
– Work is never assigned
• Estimated work remaining is updated daily
• Any team member can add, delete or change the
sprint backlog
• Work for the sprint emerges
• If work is unclear, define a sprint backlog item with a
larger amount of time and break it down later
• Update work remaining as more becomes known
(c) Dr. Gopinath Ramakrishnan 2015
46. Hours
40
30
20
10
0
Mon Tue Wed Thu Fri
Tasks
Code the user interface
Code the middle tier
Test the middle tier
Write online help
Mon
8
16
8
12
Tues Wed Thur Fri
4
12
16
7
11
8
10
16 8
50
50. Impediment List
• Contains Items that prevents or slows down
the team from doing their Work
• Typical Impediments
– Hardware Failure
– Software/ Tools Unavailability
– Implementation Roadblocks
– Lack of Time/ People
(c) Dr. Gopinath Ramakrishnan 2015
51. Impediment List
• A mechanism to record and track the
impediments reported by team members
• Created and Maintained by ScrumMaster
• Impediments to be brought to recorded as
soon as they are identified
• ScrumMaster’s responsibility to remove
impediments
(c) Dr. Gopinath Ramakrishnan 2015
52. Effective Practices:
Sprint Execution and Monitoring
• High visibility of status of the work
– through Task Boards
• Incremental and Iterative Delivery
• Daily Scrum - Same Time, Same Place
• Sprint Timebox strictly enforced
• Sprint Backlog kept aligned to Sprint Goal
• Collaboration technologies to track progress
6/2/2015 52(c) Dr. Gopinath Ramakrishnan 2015
53. Effective Practices:
Sprint Execution and Monitoring (contd..)
• Use engineering practices like :
– Pair programming, code reviews, unit testing,
refactoring, continuous integration
• Start Testing activities at the earliest possible day
• Test Automation at three levels
– Unit, Service and User Interface
• Test-driven development both at unit test level
and acceptance test level
• Pay Off Technical Debt at the earliest
– Technical debts examples - program/system crash,
performance deterioration, obsolete versions
6/2/2015 53(c) Dr. Gopinath Ramakrishnan 2015
54. Effective Practices:
Sprint Execution and Monitoring (contd..)
• Prefer Verbal Discussions for clarifying
requirements
• Strike a right balance between discussions
and documentation
– Documentation and Written Communications
supplement verbal discussions not vice versa
• Keep Product Backlog in a Single and Highly
Visible Location
6/2/2015 54(c) Dr. Gopinath Ramakrishnan 2015
56. Sprint Review Objectives
• To Get Feedback from the Stakeholders
through demo of Potentially Shippable
Increment (PSI)
• To Identify Product Backlog Items for
forthcoming Sprints
• To Motivate Team Members
• To Encourage Team Spirit
(c) Gopinath Ramakrishnan 2015
57. Increment
• Integrated, Potentially Shippable subset of the
product
• Delivered at the end of the sprint
• High enough quality to be given to users
• Meets the team's current Definition of Done
• Is acceptable to the product owner
58. The Sprint Review
• Team presents what it accomplished during
the sprint
• Typically takes the form of a demo of new
features or underlying architecture
• Informal
– 2-hour prep time rule
– No slides
• Whole team participates
• Invite the world
59. Sprint Review - A Typical Agenda
• Overview of the Sprint (PO/ SM)
– Sprint #; Sprint Start Date; Sprint End Date
– Sprint Goal
– Number of Stories Planned
– Number of Stories DONE
• Definition of DONE (Team Member)
• Demo of Stories (Team Member)
• General Feedback (Stakeholders external to the
team)
• Summary of the Feedback and Next Steps (PO)
(c) Gopinath Ramakrishnan 2015
60. Sprint Review – Demo Workflow
• Story Description
• Story Acceptance Criteria
• Story Demo
• Quick Q & A (max. 5 mins)
[For each story that is being Demoed]
(c) Gopinath Ramakrishnan 2015
61. Effective Practices : Sprint Review
• Plan in advance . Involve the entire team
• Invite all stakeholders
• Sensitize the stakeholder to the fact that the features being demonstrated
are not the final product
• Demonstrate software only from a clean and tested integration
environment that can be connected from the demo room
• Capture both positive and negative feedback
• Do not commit any features or work for the next Sprint during the Sprint
Review.
• Celebrate a successful review; Retrospect an unsuccessful review
6/2/2015
(C) Dr. Gopinath R., 2011
61
63. Agile Principle # 12
At regular intervals,
the team reflects on
how to become more effective,
then tunes and adjusts its behavior accordingly.
Retrospectives Implement this Principle
(c) Gopinath Ramakrishnan 2015
64. Sprint Retrospective - Objectives
• To Reflect on how the last Sprint was executed
– with regards to people, relationships, process,
and tools
• To Identify what went well
• To Identify and Prioritize the improvements
• To Create Action Items for improvements
(c) Gopinath Ramakrishnan 2015
65. Sprint Retrospective
• Periodically take a look at what is and is not
working
• Typically 15–30 minutes
• Done after every sprint
• Whole team participates
– ScrumMaster
– Product Owner
– Team
– Possibly customers and others
66. Start / Stop / Continue
• Whole team gathers and discusses what
they’d like to:
Start doing
Stop doing
Continue doingThis is just one
of many ways to
do a sprint
retrospective.
67. 5- Step Retrospective
1. Set the Stage
– Preparing for the work you will do in the retrospective
2. Gather Data
– Creating a shared picture of what happened during the
iteration, release, or project
3. Generate Insights
– Analyzing and interpreting the data.
4. Decide What to Do
– Proposing , Prioritizing and Planning Actions
5. Close the Retrospective
– Summarizing the Retrospective Session
(c) Gopinath Ramakrishnan 2015
Agile Retrospectives – Making Good Teams Great , Esther Derby & Diana Larsen
68. Retrospective Techniques - Sources
• Agile Retrospectives – Making Good Teams
Great , Esther Derby & Diana Larsen
• Agile Retrospective Resource Wiki
• Retr-O-Mat
(c) Gopinath Ramakrishnan 2015
69. Healthy Retrospectives
• Entire Team is Engaged in Lively Discussions
– Work + Fun
• Identification of Action Items for Improvement
– Specific, Measurable, Attainable, Relevant, Timebound
• No Complaining & Finger Pointing
(c) Gopinath Ramakrishnan 2015
70. Effective Practices:
Sprint Retrospective
• First half of the retrospective - looking back to understand
what happened and why.
• Second half of the retrospective - looking forward and
deciding on a plan of action.
• Find out what problems the team wants to fix most.
• Don’t commit to more actions than can be completed before
the next retrospective.
• If the actions from last retrospective weren’t done, find out
why before adding any more.
6/2/2015 70(c) Gopinath Ramakrishnan 2015
71. Retrospective – Prime Directive
Regardless of what we discover,
We understand and truly believe that
everyone did the best job they could,
given
what they knew at the time,
their skills and abilities,
the resources available, and
the situation at hand.
Norman L. Kerth
http://www.retrospectives.com/pages/retroPrimeDirective.html
(c) Gopinath Ramakrishnan 2015
74. XP Practices: Customer Tests
• The Customer defines one or more automated
acceptance tests for a feature
• Team builds these tests to verify that a feature is
implemented correctly
• Once the test runs, the team ensures that it keeps
running correctly thereafter
• System always improves, never backslides
Source: http://cs.brown.edu/courses/cs161/notes/xp.ppt
75. XP Practices: Simple Design
• Build software to a simple design
• Through programmer testing and design
improvement, keep the software simple and the
design suited to current functionality
• Not a one-time thing nor an up-front thing
• Design steps in release planning and iteration
planning
• Teams design and revise design through refactoring,
through the course of the project
Source: http://cs.brown.edu/courses/cs161/notes/xp.ppt
76. XP Practices: Pair Programming
• All production software is built by two programmers,
sitting side by side, at the same machine
• All production code is therefore reviewed by at least
one other programmer
• Research into pair programming shows that pairing
produces better code in the same time as
programmers working singly
• Pairing also communicates knowledge throughout
the team
Source: http://cs.brown.edu/courses/cs161/notes/xp.ppt
77. XP Practices: Test-Driven Development
• Teams practice TDD by working in short cycles of
adding a test, and then making it work
• Easy to produce code with 100 percent test coverage
• These programmer tests or unit tests are all collected
together
• Each time a pair releases code to the repository,
every test must run correctly
Source: http://cs.brown.edu/courses/cs161/notes/xp.ppt
78. XP Practices: Refactoring
• Continuous design improvement process called
‘refactoring’:
– Removal of duplication
– Increase cohesion
– Reduce coupling
• Refactoring is supported by comprehensive testing--
customer tests and programmer tests
Source: http://cs.brown.edu/courses/cs161/notes/xp.ppt
79. XP Practices: Continuous Integration
• Teams keep the system fully integrated at all
times
• Daily, or multiple times a day builds
• Avoid ‘integration hell’
• Avoid code freezes
Source: http://cs.brown.edu/courses/cs161/notes/xp.ppt
80. XP Practices: Coding Standard
• Use common coding standard
• All code in the system must look as though
written by an individual
• Code must look familiar, to support collective
code ownership
Source: http://cs.brown.edu/courses/cs161/notes/xp.ppt
81. XP Practices: Metaphor
• XP Teams develop a common vision of the system
• With or without imagery, define common system of
names
• Ensure everyone understands how the system works,
where to look for functionality, or where to add
functionality
Source: http://cs.brown.edu/courses/cs161/notes/xp.ppt
82. Session 9:
Agile and Lean Architecture
Software Architecture – Definition and Common Themes
Architecture & Agile Principles
Architectural Epics and Architectural Runway
Emergent Design and Intentional Architecture
Lean Architecture
7 Principles of Agile Architecture
Agile Architect Role
83. Software Architecture –
A Set of Decisions about Software System
• Which structural elements to select ?
• What will be their public interfaces?
• How elements behave and collaborate ?
• How elements are integrated ?
• System Quality Attributes – Usability, Resilience,
Reliability, Performance, Scalability, Reusability
• Constraints – economic, technology, aesthetic
(c) Gopinath Ramakrishnan 2015
84. Software Architecture – Common
Themes
• The highest-level breakdown of a system into its
components
• A shared understanding of major components of
the system and how they interact
• The decisions that are hard to change
• Subjective
• Multiple architectures in a system
• What is architecturally significant can change
over a system's lifetime
(c) Gopinath Ramakrishnan 2015
85. Architecture & Agile Principles
Agile Principle # 11
– The best architectures, requirements, and designs
emerge from self-organizing teams.
Agile Principle # 9
– Continuous attention to technical excellence
and good design enhances agility.
Agile Principle #10
– Simplicity--the art of maximizing the amount
of work not done--is essential.
Source: http://www.agilealliance.org
86. Emergent Design
• Discovering and extending the design only as
necessary for the next increment
• Less economical as the system size increases
(c) Gopinath Ramakrishnan 2015
87. Architectural Epics
• Large, technology development initiatives with wide impact
on schedule, scope and organization
• Examples
– Building UI framework to port ‹‹applications to mobile devices.
– Building a common installer and licensing mechanism
– Implementing an industry security standard
– ‹‹Refactoring back-office applications to run 64-bit servers.
– ‹‹Supporting latest version of the customer’s platform
– ‹‹Implementing the new UI standard for corporate branding.
– ‹‹Replacing the search engine’s underlying database with MySQL
(c) Gopinath Ramakrishnan 2015
88. Architectural Runway
• Technological infrastructure necessary
– for delivering high priority business features
without excessive delay-inducing redesign
• To be incrementally built and tested behind
the scene
– while delivering business features
(c) Gopinath Ramakrishnan 2015
89. Intentional Architecture
• A set of purposeful, planned
architectural epics
–that enhance solution design,
performance and usability
• Common architectural vision, strategy,
and governance model
–to provide guidance for inter-team design
and implementation synchronization
(c) Gopinath Ramakrishnan 2015
90. Intentional Architecture must be a
Lean Architecture!
Lean Architecture Traditional Architecture
Easy to introduce large changes as
requirements emerge
Limits large changes
Defers full scale implementation .
Focuses first on lightweight APIs and
descriptions of relationships
Rushes into implementation to force
code reuse or compliance to standards (at
platforms and library levels) OR
No implementation at all
Lightweight Documentation Documentation-focused, to describe the
implementation or compensate for its
Absence.
Focus on domain expertise, end-user
experience, end-user mental model
Focus on technical aspects ( for e.g.
cohesion and coupling), tools and
notations
Collective planning and Collaboration Specialized planning and control
(c) Gopinath Ramakrishnan 2015
Based on: Lean Architecture for Agile Software Development by James Coplien and Gertude Bjornvig
91. 7 Principles of Agile Architecture
[As per Scaled Agile Framework (SAFe)]
• ‹‹Principle #1: Design emerges. Architecture is a
collaboration.
• Principle #2: The bigger the system, the longer the
runway.
• Principle #3: Build the simplest architecture that can
possibly work.
• ‹Principle #4: When in doubt, code it or model it out.
• ‹‹Principle #5: They build it, they test it.
• ‹‹Principle #6: There is no monopoly on innovation.
• ‹‹Principle #7: Implement architectural flow.
Source : http://www.scaledagileframework.com/agile-architecture
92. Principle #1:
Design emerges. Architecture is a collaboration
• Fast, local control of Emergent Design
• Global control of Intentional
Architecture
• Intentional Architecture constrains
Emergent Design
• Emergent Design influences and
corrects Intentional Architecture
(c) Gopinath Ramakrishnan 2015
93. Principle #2:
The bigger the system, the longer the runway
• Smaller system runway
– Enough to support a single iteration or release
• Bigger system runway
– Takes longer than single release cycle to build
– Needs more foresight, investment and planning
to build
(c) Gopinath Ramakrishnan 2015
94. Principle #3:
Build the simplest architecture that can possibly
work
• Simple, common language to describe the system
• Solution model close to problem domain
• Continuous refactoring
• Object/Component interfaces express their intent
• Simplify both design and team communication
• Enables evolution of maintainable and extensible
solution
(c) Gopinath Ramakrishnan 2015
95. Principle #4:
When in doubt, code it or model it out
• Obtain fast feedbacks through
– Spikes (Technical/ Functional), Rapid prototyping
– A/B tesing
• Lightweight Agile modeling constructs
– Domain modeling
– Use-case modeling
(c) Gopinath Ramakrishnan 2015
96. ‹‹Principle #5:
They build it, they test it
• Designers responsible for Testability
• Large scale system testing for
– functional, operational, performance, reliability
• Automated testing infrastructure built
– to enable ongoing system-level testing
• Testing infrastructure evolve with evolving
architecture
(c) Gopinath Ramakrishnan 2015
97. Principle #6:
There is no monopoly on innovation
• Architects not the only source of innovation
• Innovation from anyone and anywhere
• Ideas synthesized into architectural runway
• IP (Innovation-Planning) sprints
(c) Gopinath Ramakrishnan 2015
98. Principle #7:
Implement architectural flow
• Architects continuously extend the
architectural runway
– by interacting with Agile Release Train
• Avoid the delays and overhead
– introduced by starting and stopping projects every
time there is a new initiative.
• Provide visibility and transparency, provide
work-in-process limits, actively manage queue
lengths
(c) Gopinath Ramakrishnan 2015
100. Agile Architect Role
• Architectural Scout
• Technology Researcher
• Maker of a few big decisions
• Information Conduit
• Facilitator of Design Discussions
• Design Skills Coach
Source:
http://www.slideshare.net/SeanDunnCDPEngPMP/agile-2015-architecture-draft
101. Case Study
Agile Architecture Journey @ IHS Inc.
http://www.slideshare.net/SeanDunnCDPEngP
MP/agile-2015-architecture-draft
102. Agile Architects
• Balance the needs of multiple stakeholders
• Use efficient agile techniques in their own
working practices and delivery processes
• Make sure that neither they nor other agile
developers compromise the larger picture.
(c) Gopinath Ramakrishnan 2015
103. 11: Agile Values and Mindset
Values – Agile Manifesto, Scrum & XP
Teamwork & Collaboration
Self-Organization & Delegation
105. The Agile Manifesto
We are uncovering better ways of developing software by doing it
and helping others to do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items
on the left more.
Agile Alliance Members
http://www.agilemanifesto.org/
108. The Five Dysfunctions of a Team
1. Absence of Trust
2. Fear of Conflict
3. Lack of Commitment
4. Avoidance of Accountability
5. Inattention to Results
(c) Gopinath Ramakrishnan, 2015
http://www.amazon.in/The-Five-Dysfunctions-Team-Leadership/dp/0787960756
109. Agile Team Characteristics
• Shared Vision
• Collectively Responsible and Accountable
• High Trust Level
• Participative and Consensus based Decisions
• Positive Conflicts over Ideas
(c) Gopinath Ramakrishnan, 2015
110. Effective Practice - Team Structure
• Team size : 5 to 9 members (Two-pizza teams)
• Prefer Feature Team over Component Team structure
• Team Composition
– Include all needed skills
– Balance technical and domain skills
– Seek diversity of thought
– Consider how team members have worked together in
past
• Avoid assigning team members to multiple projects
• Do not combine Scrum Master and Product Owner
roles
6/2/2015 110(c) Gopinath Ramakrishnan, 2015
111. Effective Practices - Teamwork
• Develop shared responsibility and commitment
to deliver
• Reduce hand-offs between team members
• Don’t keep too many partially completed items
towards the end of the Sprint
• Commit to an optimum mix of sizes of product
backlog items during Sprint Planning
• Encourage Team learning and Knowledge Sharing
• Avoid Knowledge Waste
– Minimize work interruptions, hand-offs
– Don’t fail to capture any acquired knowledge
6/2/2015 111(c) Gopinath Ramakrishnan, 2015
112. Effective Practices: Distributed Teams
• Acknowledge Cultural Differences
• Build Trust by Emphasizing Early Progress
• Get Together in Person
– Seeding Visits, Contact Visits, Travelling Ambassadors
• Increase Documentation
– Supplement High-level User Stories with detailed specifications
– Written Status Reports, e-mails, minutes of the meeting
• Encourage Lateral Communication
• Meetings
– Include time for small talk; share the time zone pain; identify yourself while
speaking
• Scrum of Scrums
6/2/2015 112(c) Gopinath Ramakrishnan, 2015
113. Working Collaboratively – An Example
Based on the Source:
http://www.infoq.com/resource/minibooks/kanban-scrum-minibook/en/pdf/KanbanAndScrumInfoQVersionFINAL.pdf
126. Working Agreement
• Ground Rules for the Team Members for
– Better Team Work
– A High Quality Potentially Shippable Feature
• Team forms and follows the Ground Rules
– Rules not imposed by bosses
• Describes positive behaviors to be exhibited &
good practices to be followed
(c) Gopinath Ramakrishnan 2015
127. A Working Agreement Effective if it …
• Is Actionable
• Addresses Issues of Highest Importance
• Is Supported by every Team member
• Has a Limited Number of Clear-cut Rules (just 5
to 7)
• Is Based on Definition of Ready, Definition of
Done, Agile Principles and Values
• Is Displayed Prominently in the Team Work Area
(c) Gopinath Ramakrishnan 2015
128. Working Agreement – An Example
• We will be on time for meetings and actively
participate in them
• We will communicate in an open and transparent
manner
• We will not hesitate to ask help from others if we
are stuck with a problem
• We will work to ensure that high priority stories
are DONE at the earliest during the Sprint
• We will not check-in the code in the main branch
before getting it reviewed and unit tested
(c) Gopinath Ramakrishnan, 2015
130. Self-organization… a definition
“Self-organization is a process of attraction and
repulsion in which the internal organization of a
system, normally an open system, increases in
complexity without being guided or managed by
an outside source.”
Source: http://en.wikipedia.org/wiki/Self-organization
131. “Self-organization requires that the system is
surrounded by a containing boundary. This
condition defines the "self" that will be developed
during the self-organizing process.”
Source: http://amauta-international.com/iaf99/Thread1/conway.html
132. The containing boundary has a chance to
direct self-organization
towards value
Source: Jurgen Appello’s presentation The Dolt’s Guide to Self-Organization http://www.slideshare.net/jurgenappelo/the-dolts-guide-
to-self-organization
133. Source: Jurgen Appello’s presentation The Dolt’s Guide to Self-Organization http://www.slideshare.net/jurgenappelo/the-dolts-guide-
to-self-organization
Don’t go here! Go there!
135. 1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Authority
Source: Jurgen Appello’s presentation The Dolt’s Guide to Self-Organization http://www.slideshare.net/jurgenappelo/the-dolts-guide-
to-self-organization
138. Why Agile Projects Fail ?
• Lack of Experience with Agile Methods
• Company Philosophy or Culture at odds with core agile
values
• Lack of Management Support
• External Pressure to follow traditional waterfall process
• Lack of support for cultural transition
• A broader organizational or communications problem
• Unwillingness of team to follow agile
• Insufficient Training
[Based on VersionOne report - 9th Annual State of Agile Survey 2015]
http://info.versionone.com/state-of-agile-development-survey-ninth.html
(c) Gopinath Ramakrishnan, 2015
139. What Impedes Agile Adoption ?
• Ability to change organization culture
• Not enough personnel with agile experience
• General organizational resistance to change
• Pre existing rigid/waterfall framework
• Management support
• Management concerns about lack of upfront planning
• Business/user/customer availability
• Concerns about a loss of management control
• Confidence in methods for scaling agile
• Concerns about the ability to scale agile
• Development team support
• Perceived time and cost to make the transition
• Regulatory compliance
[Based on VersionOne report - 9th Annual State of Agile Survey 2015]
http://info.versionone.com/state-of-agile-development-survey-ninth.html