What is making organizations so complex and slow? Why an "enterprise" is an equivalent to "inefficient"? How to de-scale organizations? There is no easy answers. But understanding the internal system dynamics is the key skill here.
Great products require many people? Dispel the myth! Start small, and stay small! Self-organisation flourishes in great small teams of passionate, dedicated developers. This presentation is a follow up of our presentation on Self-Organisation. Here we would like to demonstrate, that creative self-organisation is easier to achieve in small teams. We also advocate that it is best to start with one team only, regardless of perceived size of the product.
Great products require many people? Dispel the myth! Start small, and stay small! Self-organisation flourishes in great small teams of passionate, dedicated developers. This presentation is a follow up of our presentation on Self-Organisation. Here we would like to demonstrate, that creative self-organisation is easier to achieve in small teams. We also advocate that it is best to start with one team only, regardless of perceived size of the product.
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
Join us for a highly interactive and customized Agile Webinar that will uncover the most prominent, common and troubling roadblocks experienced by organizations trying to adopt agile and will offer solutions to overcome these obstructions!
The 2019 Scrum Master Trends Report by scrum.org and the State of Agile 2018 shows numbers that provide insight in the maturity of agile adoptions. More than 80% of the companies claim to be in or below a “still maturing” level. With Scrum being the industry standard (at least in western Europe it is), these numbers are surprising.
In this overview of iterations towards Scrum maturity I describe the characteristics and main challenges to overcome in each maturirty stage. This overview might help you as a Scrum Master or leader to assess your current situation and show you a direction in which you might find a solution for the problems you are facing implementing Scrum.
slide 86 = summary
A series of ScrumBut anti-patterns observed in multiple Scrum projects along with guidance on how to avoid them.
As presented at the European Scrum Gathering (Munich, Germany) on October 19, 2009.
Advanced Scrum: Answering the Difficult QuestionsRyan Ripley
Advanced Scrum was presented at the Path to Agility Conference 2017 and was centered around the audiences questions and concerns about their Scrum practices and implementations.
LeSS: why broader Product Definition, who is the Real PO and what we are scal...Artem Bykovets
Slides from talk: "LeSS: why broader Product Definition, who is the Real PO and what we are scaling?" from Online Project Management Day Ukraine conference (29/01/2022) by Artem Bykovets
In this talk:
The difference between Multiple Scrum Teams and Multi-Team Scrum
What is Product and what is not? Why LeSS recommends to use broader product definition
Why Feature Teams and what about specialization? What about dependencies?
Who is the Real Product Owner and (s)he should do?
And some stories, metaphors and jokes as usual :)
Starting from “The Mist”, we will do a guided tour through several of the best practices of Scrum, being mined, gathered, and documented by the ScrumPLoP group in the form of patterns. We will start with a very quick overview of the essentials of Scrum, and then will visit several Scrum Patterns, sampled from different categories, highlighting problem and solution, applicability and rational. We will also describe the process being used to do this work. At the end, we hope that it will be much easier for participants to “see” how to go from “the mist” to “good products” using “self-managed teams” following the “spirit of Scrum”.
See also: https://www.infoq.com/br/presentations/scrum-patterns-a-guided-tour/
Waterfall, Agile, Extreme Programming, Water-gile In this session we will discuss agile strategies that can help you get to done; efficiently, quickly and happier. I will cover the Scrum Framework concepts and some of the lessons learned from using agile strategy to manage a multinational distributed team. that does Drupal every day.
This session is for Managers and team members that want to learn more about agile strategies and how to apply them to Drupal.
Topics Covered
Where we all start, Waterfall.
Why agile is wrong, Agility is right.
Scrum Framework basics
What actions are Agile
What actions are not Agile
Lessons learned working with agile
Challenges of Scrum for small teams
Agility you can implement now
In the world of agile, there is theory and then there is practice. We like to talk about self-organizing teams, asynchronous execution, BDD, TDD, and emergent architecture. We also talk about cross-functional teams: how analysts, testers, architects, technical writers, and UX designers belong on the same team, right next to programmers. It all sounds nice in theory, but how does this work in reality? What do these people actually do? How do they interact? What does it look like? Is there really a pragmatic way to make this work?
In this simulation, a cross-functional team will actually build a piece of software. Every specialist will have a hand in the process. Every specialist will also act as a generalist. Everyone will add value. And as a team, we’ll get something DONE.
This is your opportunity to see agile development in practice, and to bridge the gap between what agilists say and what teams do. And it’s not as new or as difficult as you think – affinity between testers, BA’s, coders, and other team members has really been at the root of effective development practices all along. Let’s just finally acknowledge that it works, demonstrate its capabilities, and encourage it going forward.
This IS agile development.
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
Join us for a highly interactive and customized Agile Webinar that will uncover the most prominent, common and troubling roadblocks experienced by organizations trying to adopt agile and will offer solutions to overcome these obstructions!
The 2019 Scrum Master Trends Report by scrum.org and the State of Agile 2018 shows numbers that provide insight in the maturity of agile adoptions. More than 80% of the companies claim to be in or below a “still maturing” level. With Scrum being the industry standard (at least in western Europe it is), these numbers are surprising.
In this overview of iterations towards Scrum maturity I describe the characteristics and main challenges to overcome in each maturirty stage. This overview might help you as a Scrum Master or leader to assess your current situation and show you a direction in which you might find a solution for the problems you are facing implementing Scrum.
slide 86 = summary
A series of ScrumBut anti-patterns observed in multiple Scrum projects along with guidance on how to avoid them.
As presented at the European Scrum Gathering (Munich, Germany) on October 19, 2009.
Advanced Scrum: Answering the Difficult QuestionsRyan Ripley
Advanced Scrum was presented at the Path to Agility Conference 2017 and was centered around the audiences questions and concerns about their Scrum practices and implementations.
LeSS: why broader Product Definition, who is the Real PO and what we are scal...Artem Bykovets
Slides from talk: "LeSS: why broader Product Definition, who is the Real PO and what we are scaling?" from Online Project Management Day Ukraine conference (29/01/2022) by Artem Bykovets
In this talk:
The difference between Multiple Scrum Teams and Multi-Team Scrum
What is Product and what is not? Why LeSS recommends to use broader product definition
Why Feature Teams and what about specialization? What about dependencies?
Who is the Real Product Owner and (s)he should do?
And some stories, metaphors and jokes as usual :)
Starting from “The Mist”, we will do a guided tour through several of the best practices of Scrum, being mined, gathered, and documented by the ScrumPLoP group in the form of patterns. We will start with a very quick overview of the essentials of Scrum, and then will visit several Scrum Patterns, sampled from different categories, highlighting problem and solution, applicability and rational. We will also describe the process being used to do this work. At the end, we hope that it will be much easier for participants to “see” how to go from “the mist” to “good products” using “self-managed teams” following the “spirit of Scrum”.
See also: https://www.infoq.com/br/presentations/scrum-patterns-a-guided-tour/
Waterfall, Agile, Extreme Programming, Water-gile In this session we will discuss agile strategies that can help you get to done; efficiently, quickly and happier. I will cover the Scrum Framework concepts and some of the lessons learned from using agile strategy to manage a multinational distributed team. that does Drupal every day.
This session is for Managers and team members that want to learn more about agile strategies and how to apply them to Drupal.
Topics Covered
Where we all start, Waterfall.
Why agile is wrong, Agility is right.
Scrum Framework basics
What actions are Agile
What actions are not Agile
Lessons learned working with agile
Challenges of Scrum for small teams
Agility you can implement now
In the world of agile, there is theory and then there is practice. We like to talk about self-organizing teams, asynchronous execution, BDD, TDD, and emergent architecture. We also talk about cross-functional teams: how analysts, testers, architects, technical writers, and UX designers belong on the same team, right next to programmers. It all sounds nice in theory, but how does this work in reality? What do these people actually do? How do they interact? What does it look like? Is there really a pragmatic way to make this work?
In this simulation, a cross-functional team will actually build a piece of software. Every specialist will have a hand in the process. Every specialist will also act as a generalist. Everyone will add value. And as a team, we’ll get something DONE.
This is your opportunity to see agile development in practice, and to bridge the gap between what agilists say and what teams do. And it’s not as new or as difficult as you think – affinity between testers, BA’s, coders, and other team members has really been at the root of effective development practices all along. Let’s just finally acknowledge that it works, demonstrate its capabilities, and encourage it going forward.
This IS agile development.
This presentation shares a perspective on how Enterprises are succeeding at DevOps based on observations gained through collaborating with leaders across many companies.
What can DesignOps do for you? by Carol Smith at TLMUX in MontrealCarol Smith
You have probably seen the terms DesignOps and/or ResearchOps float by in your social media queue. These teams make designing (and researching) at scale beautifully efficient and successful. Carol steps through how these teams work, the types of activities they perform, situations they are helpful for, and ways you can leverage these types of programs in your organization. Carol will share examples from her experiences and stories from other organizations that are using Design Ops to do effective design at scale.
Presented at Tout le monde UX in Montreal, Quebec, Canada on February 28, 2019. http://toutlemonde-ux.com/
Dual Track Agile Or, How I learned to stop worrying and love the scrumUXDXConf
In software there are two key types of work - discovery and delivery. However, that doesn't mean there are different people doing those jobs. If the whole team is responsible for product success, not just getting things built, then the whole team needs to understand and contribute to both kinds of work.
Dual track agile and the UXDX model both convey the approach of design and development working together.
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
De facto DevOps, de facto Agile. Today DevOps is the Manufacturing Revolution of Our Age. There is no escape for us. When got a DevOps, you got a DevOps.
DevOps simply is the combination of cultural philosophies,practices,and tools that increase an organization’s ability to deliver applications and services at high velocity : evolving and improving products at a faster pace than organizations using traditional software development and infrastructure management processes.
You're organised, you love spreadsheets, you're a great cheerleader, you handle a backlog with superhero skills, and now you're faced with managing a Drupal project and everything just feels foreign. It's not you, it's Drupal. The mix of site building, front end development, backend development, and over 20,000 contributed modules makes project management for Drupal exceptionally frustrating for people who've not worked with Drupal before.
This session will cover:
- the basic Drupal development workflow (from a developer's perspective, but without using developer jargon)
writing useful tickets which developers can accomplish
- estimation tips for multi-discipline tickets (design / back end / front end)
- ideal team structures -- and what to do if you can't get them
Updated from DrupalCamp London to include the truisms I've learned about being a first-time project manager.
Scaling Product Thinking with SAFe - The Secret Sauce for Meaningful Product ...Cprime
The Scaled Agile Framework (SAFe) is the agile methodology of choice for many large enterprises. It promises predictable and frequent delivery in complex environments.
Our experience with organizations that adopt SAFe shows that an organization’s willingness to blend product-thinking, technical agility and a culture of learning is the secret sauce for catapulting the organization from “process excellence” into meaningful product impacts.
In this webinar, we’ll share tried and tested ways of introducing product thinking and engineering practices into SAFe organizations, covering organizational, product, and technical ground.
You'll learn:
- How to establish products as value streams and gently reorganize ARTs over time without sacrificing product community or continuity.
- How to use product stories to engage your teams before and during PI planning in a way that invites collaboration on a healthy blend of continuous discovery and delivery.
- How customer, architectural, and operational learning pave the way for scaling to teams of teams from a DevOps perspective, including patterns and anti-patterns.
Machine learning applications are typically stitched together from hopes and dreams, shell scripts, cron jobs, home-grown schedulers, snippets of configuration clipped from multiple blog posts, thousands of hard-coded business rules, a.k.a. "our SQL corpus," and a few lines of training and testing code. Organizing all the moving parts into something maintainable and supportive of ongoing development is a challenge most teams have on their TODO list, roadmap, or tech debt pile. Getting ahead of the day-to-day demands and settling into a sane architecture often seems like an unattainable goal. The past several years have seen an explosion of tool-building in the data engineering and analytics area, including in Apache projects spanning the areas of search and information retrieval, job orchestration, file and stream formats, and machine learning libraries. In this talk we will cover our product and development teams' choices of architecture and tools, from data ingestion and storage, through transformations and processing, to presentation of results and publishing to web services, reports, and applications.
In this tutorial for experienced practitioners you will learn how to manage work and make great experiences one sprint at a time. We'll look at common Agile methodologies such as Scrum and Kanban and what opportunities and risks are inherent for UX teams. We will look at team makeup, balancing longer-term research with production needs and strategies for making the most of design spikes. We'll also go through the pros and cons of a Sprint Zero and alternatives. We'll look at how Lean Startup practices are changing business development, and how your UX skills can be a key part in making that successful. Participants will come away with the tools they need to be successful in their Agile/Lean environment
How to get your agile development team to love you (product camp, 3.14)Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP in among leading development organizations and teams. As a development leader, he regards product managers who "get it" as key partners in delivering great work. This Product Camp talk delivers 15 ways to engage and motivate teams - so you can, together, delight customers.
Org Topologies at Scrum Day Europe 2022, AmsterdamAlexey Krivitsky
Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
Organizational Topologies: a roadmap towards a resilient and adaptive product...Alexey Krivitsky
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient. Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
For more details visit www.orgtopologies.com
Often wrong estimations are blamed as causes of project failures.
In this talk I'm explaining why we as human beings inevitably suck at estimating our work in time. Irrational behaviour, cognitive biases, and laws of project nature work against a team trying to make estimates.
Stop asking "when" - this is a wrong question.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
5. The earliest large-scale software-
intensive product development
… was the Semi-Automatic Ground Environment (SAGE)
system.
Created in the 1950s, it involved hundreds of people. One
of the directors of SAGE was discussing why the
programming had gotten out of hand.
He was asked: “If you had it to do all over again, what
would you do differently?”
His answer was to “find the ten best people and write the
entire thing themselves.”
42. And More complexity
• More roles
• More meetings
• More management
• More coordination
• More people
• More focus on workers (instead of work)
• More complex solutions
• More complex dev process
44. And More complexity
• More roles
• More meetings
• More management
• More coordination
• More people
• More focus on workers
• More complex solutions
• More complex dev process
• More levels of indirection
48. Our Intentions
• Developers have sharp focus
• Сode changes are under control
• Architecture is kept clean
• Developers have time for frameworks
• …
50. Tech org
It is a complex system with technical focus.
You need to have a good engineering
background to comprehend and manage it.
⇒ We hire managers with engineering
background.
⇒ They create more complex solutions.
51. More more more More complexity
• More roles
• More meetings
• More management
• More coordination
• More people
• More focus on workers
• More complex solutions
• More complex dev process
• More levels of indirection
• Less business focus
• Less learning
57. Self-organize into teams
Use your color cards.
Good teams are:
• 4-6 people
• Good mixture of different colors
• Equal number of cold and warm colors
58. Much better
• Less roles
• Less incoordination
• Less indirection
• More transparency
• More cross-site collaboration
• More decentralization
• More business-focus
But…