Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Ik gebruik deze checklist zelf als Scrum coach. De mindmap bevat een samenvatting van alle waarden rondom Scrum.
Door op deze waarden te letten, naast het eenvoudig kijken naar de "mechanica" van Scrum, ontstaat er een veel betere Scrum implementatie. Zo wordt Scrum "naar de geest" toegepast.
Trainees learn how to plan, monitor and control processes for technical personnel, management and clients. The motivation for applying project management techniques to assure project success is also discussed.
Ik gebruik deze checklist zelf als Scrum coach. De mindmap bevat een samenvatting van alle waarden rondom Scrum.
Door op deze waarden te letten, naast het eenvoudig kijken naar de "mechanica" van Scrum, ontstaat er een veel betere Scrum implementatie. Zo wordt Scrum "naar de geest" toegepast.
Trainees learn how to plan, monitor and control processes for technical personnel, management and clients. The motivation for applying project management techniques to assure project success is also discussed.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
Traditional vs Lean Portfolio Management, Agile PMO & OrganisationsBarry O'Reilly
This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.
Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.
Key concepts;
- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management
This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)
Need to present lean project tools and techniques, SlideTeam offers you the lean project management PowerPoint Presentation. You can easily impart your business information with help of this lean practices PowerPoint slides. This lean thinking presentation templates contain slides on project planning process, dimensions of business planning, elements of project lifecycle, business objective, business scope, program phases, critical path, activity planner, week scheduler, yearly scheduler, tasks status dashboard, work breakdown structure, planning stages, work process, team management, planning and timeline, concept development, activity network, risk identification, progress against baseline schedule, alternatives evaluation and budgeting. With this lean manufacturing PowerPoint template, you can showcase various topics like six sigma, startup business, waste management, enterprise planning, improvement process, risk assessment, value stream mapping, and construction planning and change management. You can save time and enhance your Presentation skills by using our lean project management PowerPoint Presentation. Our Lean Project Management Powerpoint Presentation Slide will further your efforts. Their effect will draw in a bigger applause.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
Traditional vs Lean Portfolio Management, Agile PMO & OrganisationsBarry O'Reilly
This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.
Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.
Key concepts;
- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management
This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)
Need to present lean project tools and techniques, SlideTeam offers you the lean project management PowerPoint Presentation. You can easily impart your business information with help of this lean practices PowerPoint slides. This lean thinking presentation templates contain slides on project planning process, dimensions of business planning, elements of project lifecycle, business objective, business scope, program phases, critical path, activity planner, week scheduler, yearly scheduler, tasks status dashboard, work breakdown structure, planning stages, work process, team management, planning and timeline, concept development, activity network, risk identification, progress against baseline schedule, alternatives evaluation and budgeting. With this lean manufacturing PowerPoint template, you can showcase various topics like six sigma, startup business, waste management, enterprise planning, improvement process, risk assessment, value stream mapping, and construction planning and change management. You can save time and enhance your Presentation skills by using our lean project management PowerPoint Presentation. Our Lean Project Management Powerpoint Presentation Slide will further your efforts. Their effect will draw in a bigger applause.
Speach on PMI-ACP hold at PMI-Pub event in Oslo. Presentation covers quickly PMI-ACP, compare how PMI-ACP works vs PMP. Introduction of PS2000-SOL agile contract standard in Norway
Presentation we did to a group of project managers who had not had any exposure to using Agile methodologies. Gives a basic overview of Agile with a User Centered design approach.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
This presentation was used in "Agile workshop for FPT Aptech Hanoi students" in December 2012.
This doc covers most of core practices of an agile developer.
Roadmap for Universal Health Care. FDR, PHFI, and Loksatta are convening a Roundtable of experts, thinkers and practitioners to have a purposive dialogue and help evolve a viable, effective model of universal healthcare delivery in India
What is the right project management methodology for your context?
Recipe for successful project delivery?
How to come up with a methodology that caters to your context?
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
2. Goals of this talk
Expectations from Technologists
Project Methodology – Why it is as
important (or more) as the Technology
Solution
Employability of Recent Graduates –
Commonly Seen Gaps
2
3. Agenda
Introduction – Who am I?
Role of IT Teams in Companies
Typical Web Projects
Discussion– College Projects
Project Methodologies
Case Study – A Popular Website
Renovation
Most common issues seen with ‘Freshers’
Discussion – How to better prepare college
graduated
3
4. Who am I?
https://www.facebook.com/vasantha.gullapalli
http://www.linkedin.com/profile/view?id
=2574654&trk=tab_pro
4
5. Role of IT Teams in Companies
1990s – Service Providers, Cost Center,
Necessary but, not critical
Early 2000s – Recognized as being
business enablers
Now
Innovative use of Technology is a Business
Differentiator and Game Changer
Lines blurring between product, business and
technology
Technology teams expected to be more
Innovative, Independent and Strategic
Strategic Thinkers, rather than just ‘Do’ers
5
6. Typical Web Projects
Fast Paced: 4-16 weeks.
Design, Scope, Priorities are all evolving throughout the
lifecycle based on user testing and other market conditions
Fixed Dates: PR and Marketing plans made around the
launch date. Very difficult to move dates
Date, Cost, Team are expected to be committed upfront
Unless the Delivery team and Business/Product team work
collaboratively, environment can easily become
confrontational
6
7. Discussion
College Projects – How well are
the students getting prepared?
7
8. Discussion – Student Projects
Give me some examples
Typical Duration, Team sizes
Do they get to choose the software stack?
How are the students expected to gather/define
requirements?
Lifecycle that students are expected to follow?
What are they expected to present in the end?
What are they graded on?
Working product?
Is discipline about the lifecycle important?
Are they expected to defend and debrief about their
project?
8
9. Discussion continued
What are some challenges you see in
Inculcating the right attitude in students
Monitoring these projects?
How well are the students making use of the
projects to better prepare for the real world?
9
10. IT Project Management
Project management is the discipline of
planning, organizing, securing, and
managing resources to achieve specific
goals
IT Projects tend to be less stringent than
those in other industries
But, Good PMs will know how to inject
some Method to this Madness
10
11. Project Management Methodologies
Waterfall
Critical Path Management
Iterative
Extreme Program Management
Agile, etc, etc
Most discussions and debates are between
Waterfall and Agile
11
13. Methodologies – Pros and Cons
Pure Waterfall Pure Agile
Works well when the Works well when requirements are not
requirements/specifications are ‘ALL’ firmed up, but team can start on
some
well defined and stable
Collaborative cultures prefer this – lot
Traditional Business groups like more handshaking, working together,
this – responsibility shifts over trust in each other
the wall
Not very deterministic on what gets
delivered on <x> date or when <y>
Detailed planning helps map out feature gets delivered
all dependencies ahead of time –
especially important when team is Assumes very high collaboration (co-
distributed and matrixed location) between the different teams
(product, design, tech, QA)
Works well when team
management is highly structured Equipped to handle changes with
and process oriented and know minimal disruption to overall flow
what they want
Assumes a more experienced self-
managing team
Not well suited to handle changes
along the way Focus on QA from early on – good for
quality
Testing in the very end is risky
13
14. The Real World
None of the methodologies work as-is – Need to customize
based on
Company Culture
Collaboration between product/business and development team
Project Context
What is the main driver – Scope, Time, Budget? – Budget is
always fixed. Need to know which one trumps – Scope or
Time?
Most of the projects start with a fluid product idea and a somewhat
firm launch date for marketing/PR reasons
In order to commit to a date, we will need to do some upfront
scoping, estimating and planning to inform the team size,
dependencies, budget, etc – So, pure Agile doesn’t work.
Too often, we have to start a phase before the previous one ends
(start development before design completes) – also need to be able
to absorb changes and additions to scope – So, pure Waterfall
doesn’t work.
14
15. The Real World continued
Change Management Culture
Change is always constant
Team Strengths and Structure
Multi-disciplinary?
Multi-location: Not ideal for Agile. Agile emphasizes
face-to-face meetings vs. detailed documentation
Experienced vs. Newbies: Team is not always
experienced at the same level - so, need to account
for ramp-up and varied degrees of team
management
15
18. Website.com Renovation
Project Conceptualized in Jan
Project Definition, Feasibility, Budgeting
– Until April
Fixed Live Date: Sept 16th
Project Lifecycle – April to Sept
Scope included complete Architecture Revamp
Design
Development
QA
Launch
18
19. Methodology in this context
Needed to do waterfall like upfront scoping,
estimation and planning assuming lots of
unknowns to fix team size, inform business and
design team on high level scope constraints
Needed to be agile enough to absorb changes
and shifts in priorities along the way
Needed to focus on Quality early for better
quality
Improved User Experience and Performance was one of
the project drivers
Needed to tailor the methodologies to our context
19
20. Hybrid - Common Sense Methodology
This is the Hybrid methodology that worked in
this context.
Final Design Drop
Detail Scope,
High Level Scope
Design Drop 1 Design Drop 2 Detail Estimate and Plan
Initial Estimate
Discovery UI Design UI Refinements
Demo
Demo Demo
Eval Changes
Evaluate changes Eval. Changes
Tech Evaluation Tech Design Sprint Sprint Sprint Sprint
Development and QA Sprints
Final Testing, UAT,
Launch
20
21. Overall Rules of the Engagement
Focused early-on to clarify the What, Who and How
What: What does Renovation mean?
Key business, Design and Technology drivers identified and
documented.
Design Criteria Documented
Scope Prioritization Criteria Documented
Who: Who are the decision makers – Business, Product,
Design and Technology
Focused on Quick Decision-making
Decision making de-centralized, very few decisions move up to
stakeholders
How: Technical Solution should be practical to meet the
current timeline and in line with long term vision
Technical Leads need to ok the designs based on feasibility –
emphasize partnership with technology team
Daily checkpoints during design – emphasize quick decisions
Technology owns overall PMO guiding the stakeholders’ decision
making keeping and eye on the timeline/milestones
Product, Business and Design attend daily SCRUM to resolve issues
real time – emphasize high collaboration
21
22. Rules of Engagement - Themes
Quick Decision Making and De-centralized
Decision Making
Mutual Trust among Multi-Disciplinary
groups
Collaborative Working Style
Working software over comprehensive
documentation
Continuous Prioritization of backlog,
change requests, bugs
Laser Focus on Timeline, Milestones, No
room for slippage
22
23. Phase Definitions
Phase Deliverables
Discovery Business, Technology and Design Drivers
High Level Scope Prioritized
Prioritization Criteria Defined and
Understood
Weekly plan for Design phase with
trackable milestones
Design IA and Design Deliverables on a weekly
basis
Technical Architecture Definition
Technical Design documents
Detail Sprint plan for Development
and weekly milestones
Development and QA Development and Continuous QA
Weekly milestones review with all
stakeholders
Regular Demos to stakeholders
Review and prioritization of backlog,
scope changes before each sprint 23
planning
24. Phase Definitions - continued
Phase Deliverables
Final End-to-End Testing End-to-end scenario testing
Bug fixing sprints
Prioritization of any scope
changes/additions with remaining
bugs
UAT User Testing
Continuous Prioritization of
remaining bugs as “Launch Gating” or
not.
Launch Production Release
Go Live !!
Prioritization of remaining backlog for
post-launch releases
24
25. Recipe for Success
Successful Project Delivery =
Understand the ‘What, Who, How’
+
Lots of Common Sense and Discipline to pick the
right aspects from the prescribed ‘methodologies’
to cater to your context
+
Experienced, Focused Leadership, Managing the
Multi-disciplinary teams
+
* Disciplined, Committed,
Collaborative Teams *
25
28. Expectations from Technology Team
The 3 C’s
Competence
Thinkers vs. Do’ers’
Need to hit the ground running – Very little room for training
Innovation to help the business – not just for the sake of it
Commitment
Commitment around timelines, scope and budget
Ownership, Be ready to make decisions
Communication
Discipline and Clarity in Communication
Estimation
Tracking
Accurate Status Reporting
Ask for help before it is too late
And there is a 4th one – Courage
Courage to do the right thing at all times
Courage to accept mistakes and learn from them
28
29. Typical issues we see with Freshers
Competence
Aptitude vs. Attitude
Too much focus on Technology
Lack seriousness about Quality
Need to be more self-starters
Commitment
Not serious about commitments
Proper definition of ‘Done’
Not taking the timelines seriously
Communication
Presentation of ideas
Facilitation skills
29
30. Discussion
How to better prepare students
for corporate world
30
31. How do we better train the students?
Get the Foundation Strong
Projects to show how the concepts they learn are applicable in real-
world (algorithms applied in real world)
Let them do some research on the various architectural choices
(software and hardware)
Encourage ‘Smart’ Innovation
Focus on outcomes
Discipline around Software lifecycle
Exposure to various methodologies
Focus on choosing and following a lifecycle
Get used to estimation and planning
Ask to demonstrate intermediate milestones to instill discipline of
regular deliverables
Quality Consciousness
Simple test cases, Edge cases, browser compatibility
Encourage Internships
Pick the right environment, Big brands don’t always translate to good
experience
Helps develop communication skills, professionalism and get used to
31
the rigor of real-world
32. Key Takeaways
IT Teams are no longer just ‘Doers’
The 4 C’s
Competence
Commitment
Communication and
Courage
Just being smart technologists and innovators is not enough –
Discipline and Methodology are important to be able to deliver on
time and within budget
Methodology has to be customized to fit the project and not the
other way round
Graduation with an engineering degree alone doesn’t make one
Employable.
Inculcate the right attitudes
Life-long Learning
Smart Innovation 32
Strategic Thinking