February 6, 2013 Calgary .NET User Group Lunch Seminar series - An introduction to Kanban presented by Dave White of Imaginet (http://www.imaginet.com) and board member at Lean Kanban University (http://www.leankanbanuniversity.com)
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We’ll also describe how Team Foundation Server can be used as a foundation for your work visualization and work flow management. Come join us for this free Webinar!
Approaches to Kanban with Microsoft Team Foundation Server (TFS) Dec 6-2012Imaginet
Although originally created to help manufacturing organizations schedule and improve processes, Kanban can also be effectively applied to software development. The lean principles of manufacturing can help development teams improve delivery through better visibility and limits on work in process. This Live Web Workshop will start with an overview of the Kanban method including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We'll then move from theory into some of the practice application, demonstrating how Microsoft's Visual Studio 2012 Team Foundation Server 2012 can assist with work in progress visualization, determining limits, and improving processes.
Approaches to Kanban using Team Foundation Server - Dec 20Imaginet
Although originally created to help manufacturing organizations schedule and improve processes, Kanban can also be effectively applied to software development. The lean principles of manufacturing can help development teams improve delivery through better visibility and limits on work in process. This Live Web Workshop will start with an overview of the Kanban method including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We'll then move from theory into some of the practice application, demonstrating how Microsoft's Visual Studio 2012 Team Foundation Server 2012 can assist with work in progress visualization, determining limits, and improving processes.
Top Business Benefits of Application Lifecycle Management (ALM)Imaginet
Why should your business focus on Application Lifecycle Management? What benefits will you see to your overall business? How does ALM impact your bottom line? Come attend this free webinar to discover all the answers!
A Day in the Life: Developer Enhancements with Visual Studio 2012Imaginet
Visual Studio 2012 contains many new developer tools that enhance standard activities. This session will demonstrate features like unit testing, code reviews, and code clones. Visual Studio 2012 introduces a Metro UI, improves usability, and supports asynchronous processes. Team Explorer in Visual Studio 2012 allows improved task management, version control, and code reviews. Developers can now use local workspaces which improve the offline experience. The Test Explorer supports multiple testing frameworks and running tests on compile. Fakes provide isolation for unit tests through stubs and shims.
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
The Newest of the New with Visual Studio and TFS 2012Imaginet
By itself, Visual Studio 2012 included many compelling new features not available in prior releases. But Microsoft hasn’t stopped. Since the production release in August 2012, Microsoft has continued to release more new capabilities. In this session we’ll walk through some of the latest and greatest enhancements that you can use in your Visual Studio and TFS 2012 environment.
Using the Kanban Method with Team Foundation ServerImaginet
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We'll also describe how Team Foundation Server can be used as a foundation for your work visualization and work flow management.
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We’ll also describe how Team Foundation Server can be used as a foundation for your work visualization and work flow management. Come join us for this free Webinar!
Approaches to Kanban with Microsoft Team Foundation Server (TFS) Dec 6-2012Imaginet
Although originally created to help manufacturing organizations schedule and improve processes, Kanban can also be effectively applied to software development. The lean principles of manufacturing can help development teams improve delivery through better visibility and limits on work in process. This Live Web Workshop will start with an overview of the Kanban method including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We'll then move from theory into some of the practice application, demonstrating how Microsoft's Visual Studio 2012 Team Foundation Server 2012 can assist with work in progress visualization, determining limits, and improving processes.
Approaches to Kanban using Team Foundation Server - Dec 20Imaginet
Although originally created to help manufacturing organizations schedule and improve processes, Kanban can also be effectively applied to software development. The lean principles of manufacturing can help development teams improve delivery through better visibility and limits on work in process. This Live Web Workshop will start with an overview of the Kanban method including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We'll then move from theory into some of the practice application, demonstrating how Microsoft's Visual Studio 2012 Team Foundation Server 2012 can assist with work in progress visualization, determining limits, and improving processes.
Top Business Benefits of Application Lifecycle Management (ALM)Imaginet
Why should your business focus on Application Lifecycle Management? What benefits will you see to your overall business? How does ALM impact your bottom line? Come attend this free webinar to discover all the answers!
A Day in the Life: Developer Enhancements with Visual Studio 2012Imaginet
Visual Studio 2012 contains many new developer tools that enhance standard activities. This session will demonstrate features like unit testing, code reviews, and code clones. Visual Studio 2012 introduces a Metro UI, improves usability, and supports asynchronous processes. Team Explorer in Visual Studio 2012 allows improved task management, version control, and code reviews. Developers can now use local workspaces which improve the offline experience. The Test Explorer supports multiple testing frameworks and running tests on compile. Fakes provide isolation for unit tests through stubs and shims.
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
The Newest of the New with Visual Studio and TFS 2012Imaginet
By itself, Visual Studio 2012 included many compelling new features not available in prior releases. But Microsoft hasn’t stopped. Since the production release in August 2012, Microsoft has continued to release more new capabilities. In this session we’ll walk through some of the latest and greatest enhancements that you can use in your Visual Studio and TFS 2012 environment.
Using the Kanban Method with Team Foundation ServerImaginet
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We'll also describe how Team Foundation Server can be used as a foundation for your work visualization and work flow management.
Using Lean and Kanban to Revolutionize Your OrganizationImaginet
The document discusses using the Kanban Method to improve processes in organizations. It describes Kanban as an incremental, evolutionary approach based on visualizing workflow, limiting work-in-progress, and continuously improving processes. The Kanban Method focuses on starting with the current process and making incremental changes over time. It emphasizes principles of visibility, flow management, and continuous improvement through collaboration.
Agile lean workshop for managers & exec leadershipRavi Tadwalkar
This document summarizes an agile workshop for managers and executive leadership at Cisco. The workshop covers several topics:
- Defining the role of an agile functional manager and transitioning existing managers to this role.
- Discussing whether the concept of "servant leadership" is too idealistic and assessing different leadership styles.
- Explaining the value of having a dedicated team room to facilitate transparency, collaboration and trust within agile teams.
The workshop provides guidance to leadership on adopting an inside-out approach to cultural change, emphasizing assessing organizational culture before implementing new processes or structures. Overall, the document outlines an agenda to help management explore how to effectively lead teams using agile and lean
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
This document provides an introduction to lean principles and kanban. It discusses two pillars of lean thinking: don't trouble the customer and develop people. Lean principles include continuous improvement, respect for people, eliminating waste, and problem solving. Kanban is introduced as a change management methodology that utilizes lean tools like visualizing workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to recognize improvement opportunities. Similarities and differences between scrum and kanban are also outlined.
This document provides an overview of Agile development methods Scrum and Kanban. It defines Scrum roles like Product Owner and Scrum Master, and processes like sprints, daily stand-ups, and retrospectives. Sprints are time-boxed iterations where a cross-functional team works on user stories to deliver working software. Kanban uses visual boards and limits work-in-progress to manage workflow and continuously improve processes through small experiments. While Scrum is more prescriptive, both are empirical and aim to deliver value continuously through feedback loops.
This document provides a brief introduction to several agile frameworks and practices, including Scrum, XP, Lean, and Kanban. Scrum is a framework that uses sprints, daily scrums, and retrospectives. XP focuses on programming practices like test-driven development and pair programming. Lean is a mindset aimed at eliminating waste. Kanban uses a board to visualize work and limit work-in-progress to improve flow. Each approach emphasizes values like customer collaboration, responding to change, and delivering working software frequently.
This document summarizes an agile leadership assessment of an individual. The assessment scored the individual a 0 out of 100 in several key areas of agile leadership, including setting clear expectations, goal setting, coaching employees, involvement in development, and attitude. All scores were 0%, indicating the individual needs to improve in all areas assessed by developing agile leadership skills. No strengths were identified. The assessment suggests the individual needs to work on and improve all leadership skills measured.
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Getting Agile Right - Rebooting an Agile Organization in 100 days - Agile Tou...Maurizio Mancini
Presentation by Senior Consultant Maurizio Mancini of Exempio.com about an Agile Reboot of one Agile organization that was accomplished in just 100 business days!
Leading IT Service Management from Scrum to KanbanIan Jones
Case study presentation of an IT Service Management team who used Agile Scrum and then switched to Lean Kanban as their way of working.
Discover more at http://www.ianjones.co
Going Beyond WIP Limits for Ever-Higher Organizational PerformanceLeanKit
In this webinar, I introduce the concept of WIP Targets and their application at the enterprise scale, and address key questions about how to implement WIP Targets on your team and at scale.
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
Kanban is a workflow management system that visualizes work and limits work-in-progress. It focuses on optimizing flow and reducing lead times rather than velocity. There are three primary feedback loops in Kanban: daily standups, system capability reviews, and operations reviews. Kanban metrics like lead time, flow efficiency, and work-in-progress are analyzed to understand workflow and identify areas for improvement. Coaches advise teams to adjust work-in-progress based on trends in these metrics.
The document outlines an agenda for a Lean-Agile leadership workshop for executives. It will begin with comparing waterfall vs Lean-Agile methodology, focusing on adopting a value-driven mindset by looking at culture first. It will then cover Agile product management, discussing topics like limiting work in progress, prioritization using journey maps and story maps, and the product owner role. Executives will also have a Q&A about Agile transformation journeys and be provided with self-learning aids.
Bosnia Agile slides from Bosnia Agile Tuzla meetup where attendees had a chance to learn about basics of Scrum, by certified Professional Scrum Product Owner Enis Zeherović, and then to participate in a great "Team Work" training that explains all the soft skills Scrum team or any other team needs to have to work smoothly.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
The document discusses implementing agile practices at Yellow Pages (YP) and its subsidiaries. It finds that the level of software maturity determines whether an organization is ready for agile or should first transition to incremental and iterative development. At YP, the most mature team successfully adopted agile while less mature teams continued with iterative development. Key factors for agile success included commitment from all roles, dedicated resources, and experienced scrum masters. The optimal approach depends on an organization's ability to fully commit to agile principles.
The document discusses Kanban, an approach to workflow management. It begins with introductions and an agenda for a workshop on Kanban theory and simulation. It then outlines a common problem of handling capacity, output, and strategy. Kanban is presented as a potential solution, emphasizing limiting work in progress based on bottlenecks. The core practices of Kanban are defined as visualizing workflow, limiting work in progress, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively. Examples are given and a simulation exercise is proposed to conclude the workshop.
SolTec Electronics is a woman-owned small business founded in 2008 that specializes in procuring obsolete and hard-to-find electronic components. They have a highly trained staff with extensive part knowledge and quality control measures like in-house IC testing. SolTec has experienced rapid growth, launching new divisions and becoming ISO certified, while their founder has won several awards. They offer value-added services like inventory management and a decapsulation lab for testing components.
This document discusses how visuals can help teams with planning, communication, and collaboration. It provides examples of using visuals for mapping processes, showing progress, developing strategies, and facilitating remote retrospectives. The authors found that visuals were effective for providing clarity, engaging teams, and developing shared understanding when collaboratively working on the same visual canvas. They conclude that experimenting with different visual approaches can help teams answer challenges and that the power of visuals lies in guiding and aligning team activities.
Using Lean and Kanban to Revolutionize Your OrganizationImaginet
The document discusses using the Kanban Method to improve processes in organizations. It describes Kanban as an incremental, evolutionary approach based on visualizing workflow, limiting work-in-progress, and continuously improving processes. The Kanban Method focuses on starting with the current process and making incremental changes over time. It emphasizes principles of visibility, flow management, and continuous improvement through collaboration.
Agile lean workshop for managers & exec leadershipRavi Tadwalkar
This document summarizes an agile workshop for managers and executive leadership at Cisco. The workshop covers several topics:
- Defining the role of an agile functional manager and transitioning existing managers to this role.
- Discussing whether the concept of "servant leadership" is too idealistic and assessing different leadership styles.
- Explaining the value of having a dedicated team room to facilitate transparency, collaboration and trust within agile teams.
The workshop provides guidance to leadership on adopting an inside-out approach to cultural change, emphasizing assessing organizational culture before implementing new processes or structures. Overall, the document outlines an agenda to help management explore how to effectively lead teams using agile and lean
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
This document provides an introduction to lean principles and kanban. It discusses two pillars of lean thinking: don't trouble the customer and develop people. Lean principles include continuous improvement, respect for people, eliminating waste, and problem solving. Kanban is introduced as a change management methodology that utilizes lean tools like visualizing workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to recognize improvement opportunities. Similarities and differences between scrum and kanban are also outlined.
This document provides an overview of Agile development methods Scrum and Kanban. It defines Scrum roles like Product Owner and Scrum Master, and processes like sprints, daily stand-ups, and retrospectives. Sprints are time-boxed iterations where a cross-functional team works on user stories to deliver working software. Kanban uses visual boards and limits work-in-progress to manage workflow and continuously improve processes through small experiments. While Scrum is more prescriptive, both are empirical and aim to deliver value continuously through feedback loops.
This document provides a brief introduction to several agile frameworks and practices, including Scrum, XP, Lean, and Kanban. Scrum is a framework that uses sprints, daily scrums, and retrospectives. XP focuses on programming practices like test-driven development and pair programming. Lean is a mindset aimed at eliminating waste. Kanban uses a board to visualize work and limit work-in-progress to improve flow. Each approach emphasizes values like customer collaboration, responding to change, and delivering working software frequently.
This document summarizes an agile leadership assessment of an individual. The assessment scored the individual a 0 out of 100 in several key areas of agile leadership, including setting clear expectations, goal setting, coaching employees, involvement in development, and attitude. All scores were 0%, indicating the individual needs to improve in all areas assessed by developing agile leadership skills. No strengths were identified. The assessment suggests the individual needs to work on and improve all leadership skills measured.
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Getting Agile Right - Rebooting an Agile Organization in 100 days - Agile Tou...Maurizio Mancini
Presentation by Senior Consultant Maurizio Mancini of Exempio.com about an Agile Reboot of one Agile organization that was accomplished in just 100 business days!
Leading IT Service Management from Scrum to KanbanIan Jones
Case study presentation of an IT Service Management team who used Agile Scrum and then switched to Lean Kanban as their way of working.
Discover more at http://www.ianjones.co
Going Beyond WIP Limits for Ever-Higher Organizational PerformanceLeanKit
In this webinar, I introduce the concept of WIP Targets and their application at the enterprise scale, and address key questions about how to implement WIP Targets on your team and at scale.
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
Kanban is a workflow management system that visualizes work and limits work-in-progress. It focuses on optimizing flow and reducing lead times rather than velocity. There are three primary feedback loops in Kanban: daily standups, system capability reviews, and operations reviews. Kanban metrics like lead time, flow efficiency, and work-in-progress are analyzed to understand workflow and identify areas for improvement. Coaches advise teams to adjust work-in-progress based on trends in these metrics.
The document outlines an agenda for a Lean-Agile leadership workshop for executives. It will begin with comparing waterfall vs Lean-Agile methodology, focusing on adopting a value-driven mindset by looking at culture first. It will then cover Agile product management, discussing topics like limiting work in progress, prioritization using journey maps and story maps, and the product owner role. Executives will also have a Q&A about Agile transformation journeys and be provided with self-learning aids.
Bosnia Agile slides from Bosnia Agile Tuzla meetup where attendees had a chance to learn about basics of Scrum, by certified Professional Scrum Product Owner Enis Zeherović, and then to participate in a great "Team Work" training that explains all the soft skills Scrum team or any other team needs to have to work smoothly.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
The document discusses implementing agile practices at Yellow Pages (YP) and its subsidiaries. It finds that the level of software maturity determines whether an organization is ready for agile or should first transition to incremental and iterative development. At YP, the most mature team successfully adopted agile while less mature teams continued with iterative development. Key factors for agile success included commitment from all roles, dedicated resources, and experienced scrum masters. The optimal approach depends on an organization's ability to fully commit to agile principles.
The document discusses Kanban, an approach to workflow management. It begins with introductions and an agenda for a workshop on Kanban theory and simulation. It then outlines a common problem of handling capacity, output, and strategy. Kanban is presented as a potential solution, emphasizing limiting work in progress based on bottlenecks. The core practices of Kanban are defined as visualizing workflow, limiting work in progress, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively. Examples are given and a simulation exercise is proposed to conclude the workshop.
SolTec Electronics is a woman-owned small business founded in 2008 that specializes in procuring obsolete and hard-to-find electronic components. They have a highly trained staff with extensive part knowledge and quality control measures like in-house IC testing. SolTec has experienced rapid growth, launching new divisions and becoming ISO certified, while their founder has won several awards. They offer value-added services like inventory management and a decapsulation lab for testing components.
This document discusses how visuals can help teams with planning, communication, and collaboration. It provides examples of using visuals for mapping processes, showing progress, developing strategies, and facilitating remote retrospectives. The authors found that visuals were effective for providing clarity, engaging teams, and developing shared understanding when collaboratively working on the same visual canvas. They conclude that experimenting with different visual approaches can help teams answer challenges and that the power of visuals lies in guiding and aligning team activities.
The document discusses unlocking the value of membership data through social media strategy. The agenda includes discussing social media as a new asset, viewing member data as an asset, how to use member data, data warehousing, and monetizing data. Member data can be turned into business intelligence through reporting, profiling, analysis and modeling. A data warehouse integrates member data from different sources. Strategies for monetization include increasing member conversion and retention, exposing aggregate data, targeted advertising, and creating new products/services.
Este álbum de fotos documenta el nacimiento y crecimiento de Rafaella Luciana Mori Olivares y Mariano Ignacio Mori Olivares desde su nacimiento hasta la actualidad a través de varias fotos familiares. El álbum incluye secciones sobre el día del nacimiento de Rafaella, sus primeros meses, a la edad de 3, 5 meses y 1 año, así como fotos actuales de ella y su hermano Mariano en su primer mes, a la edad de 1 año y fotos familiares recientes.
Solutions Simplified - Taking advantage of CloudVipin Velayudhan
This short document promotes creating presentations using Haiku Deck on SlideShare. It encourages the reader to get started making their own Haiku Deck presentation by providing a button to click to begin the process. The document is advertising the ability to easily create presentations on SlideShare using Haiku Deck.
Unit Testing - Calgary .NET User Group - Nov 26 2014 - Depth ConsultingDave White
This is a talk I presented at the Calgary .NET User Group on November 26, 2014. It is part of a Developer Fundamentals Series that Simon Timms and myself are putting on for the Calgary Development community.
A tupla em Python é uma estrutura de dados imutável, ou seja, seus elementos não podem ser alterados após sua criação. Algumas características importantes das tuplas:
- São definidas usando parênteses () ao invés de colchetes [] como nas listas.
- Não podem ter itens adicionados ou removidos, ao contrário das listas que permitem essas operações.
- Podem conter elementos de diferentes tipos de dados.
- São mais rápidas do que as listas, pois seu conteúdo é imutável. Isso torna tuplas
Rick Morales is an applied sociologist who founded Morales Associates in 1995. He works with CEOs and leadership teams to clarify strategic priorities, develop leadership skills, and resolve dysfunctional team dynamics. Morales has worked with clients all over the world, drawing from his experience teaching at the Center for Creative Leadership and conducting research at the University of California, San Diego. He derives satisfaction from helping people achieve their goals and build a better future through competence, authenticity and relationships.
Cloud computing provides many benefits to small businesses such as no need for physical infrastructure, anytime access to solutions from anywhere, and hassle-free collaboration. While common cloud services exist like SaaS, PaaS, and IaaS, individual businesses often have unique needs that require custom solutions. Agaze Technologies addresses this gap by mixing, matching, and modifying existing cloud services to create customized solutions for each business, which they then generalize to help more customers. They focus on alleviating common concerns around security, stability, and data ownership through Google Apps based solutions.
Depth Consulting - Calgary .NET User Group - Apr 22 2015 - Dependency InjectionDave White
This document summarizes a presentation on dependency injection. It begins with an introduction to dependency injection, describing it as providing objects their dependencies rather than having them construct dependencies themselves. It then discusses the different ways dependencies can be injected through constructor or property injection. It also covers the different types of dependencies that can be injected, such as interfaces or concrete classes. The presentation demonstrates dependency injection with a code example and discusses how dependency injection containers can help manage object lifecycles and make development easier. It acknowledges some challenges with dependency injection but emphasizes that it leads to better design, testability and code quality.
The document discusses using games as an experiential learning method in agile to fully engage learners emotionally and rationally. It argues that games positively engage emotions, increase sensory input and brain activity, and provide a safe environment to explore concepts in a shared social experience. The document demonstrates running two agile games in groups to talk to the rational mind and engage the emotional mind for better learning.
The document introduces Kanban as an incremental and evolutionary approach to process improvement that focuses on visualizing workflow, limiting work-in-progress, and collaboratively improving processes. It outlines the 5 core Kanban practices and principles and explains why organizations would want to adopt a Kanban approach to see improvements through continuous and respectful evolution rather than sudden change.
Tracy Cambre is the Managing Partner at Morales Associates. She oversees business development, client relations, marketing, communications, finance, information technology, and program management. Previously she worked for an elected official as the office manager and scheduler. She also has experience in marketing communications consulting and working in the legal industry in various roles not including lawyering. She enjoys producing a lot of work in a single day and working with smart, compassionate, and fun people who want to exceed client expectations.
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development. We’ll also describe how Team Foundation Server can be used as a foundation for your work visualization and work flow management. Come join us for this free Webinar!
This document discusses three key challenges to scaling agile adoption: distributed teams, hybrid projects, and scaling agile in general. It provides advice on overcoming these challenges, including establishing clear communication for distributed teams, creating a hybrid project management office to manage both agile and non-agile teams, and ensuring the right organizational culture and support is in place for large-scale agile transformation. Polls are included to gauge attendees' experience with these topics.
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
Scrum, Kanban, or Scrumban: Which Is Right for You?TechWell
Agile is on everyone’s minds today, as more and more organizations are eager to reap the benefits of rapid iterations using customer-centric approaches. Organizations tend to run to Scrum first because it is the most recognized agile framework. But is Scrum always the right answer for a team and a business? Heidi Araya discusses the types of scenarios and projects in which Scrum may not be a good fit. She shares other frameworks—including Kanban and Scrumban—as potential alternatives to consider to ensure teams and projects select the right fit and can deliver great software efficiently. Some considerations include organizational culture, size of teams, team composition, types of work, industry requirements, overall project size, and type of project. Go back to your organizations and confidently select the right frameworks for your current and future roles and projects—and explain to management why the framework chosen is appropriate.
Kanban is a lean methodology for continuous improvement of processes. It focuses on limiting work-in-progress, visualizing workflow, and improving processes incrementally through small changes and collaborative efforts. The key principles of Kanban include starting with the current process, pursuing evolutionary change, respecting existing roles and responsibilities, and encouraging leadership at all levels. Its six general practices are to visualize work and workflow, limit work-in-progress, manage flow, make policies explicit, implement feedback loops, and improve collaboratively through experimentation. Kanban is well-suited for environments that need adaptability and where upfront estimation is challenging. It can be combined with Scrum through a hybrid framework called Scrumban.
Open Kanban - Discover the Power of KanbanJoseph Hurtado
On this presentation AgileLion Institute, and myself introduce you to Open Kanban. The Agile and Lean Method that enables any Software Development team, IT organization or business to improve their productivity and performance.
Unlike Scrum, XP or other flavors of Kanban, Open Kanban is an open source method, that is Ultra Light and powerful given it's rich Agile and Lean heritage.
We also talk about Kanban Ace, the first Open Kanban Method specifically designed for IT, Software Development and business. Kanban Ace expands Open Kanban with techniques and advanced frameworks especially designed for IT, Software Development, Product Management and Business.
If you would like to get a copy of the full PDF please visit our website page for this presentation:
http://agilelion.com/agile-kanban-cafe/open-kanban-presentation
This document discusses how to effectively adopt an agile mindset and practices. It begins by noting that while many organizations want to go agile, the reality is that adoption often faces problems and challenges. Drawing on the "broken windows" theory, it suggests that small issues that go unaddressed can undermine agile transformation over time. However, it advocates taking an appreciative inquiry approach to retrospectives, focusing on strengths and successes rather than problems. This positive mindset can act as a "continuous improvement engine" to foster ongoing enhancement of agile ways of working.
This document discusses how to effectively adopt an agile mindset and practices. It begins by looking at the original goals of going agile but finds that in reality, many agile adoptions face problems and challenges. It discusses the "broken windows theory" - how small issues can lead to bigger ones if not addressed. However, instead of focusing on problems, it recommends taking an Appreciative Inquiry approach through retrospective meetings. This focuses the team on successes and strengths, envisioning future improvements through positive dialogue to act as a continuous engine for agile transformation.
The explosive growth of the Kanban community and the buzz surrounding it has given raise to a steady stream of questions regarding its relation to other approaches and tools. Many with agile backgrounds expect to find a highly opinionated & pre-packaged methodology akin to Scrum, XP or the Crystal family. The profusion of “Scrum vs Kanban” themed blogs and discussions perpetuates such beliefs often missing some of the fundamental flaws in the comparison. It is inherently an apples to oranges type of comparison that can be illustrated with the following core properties:
Kanban is not your process – it’s part of your process & a meta process for improvement and guided evolution. Once a process (even an ad-hoc seat of the pants one) has been established applying Kanban to that process will help guide the further evolution and tailoring to your context.
You can’t start with Kanban – you need a process to apply it to. If you’re starting from a clean slate many good well understood & tried processes exist The Crystal family, XP & Scrum for agile folks, RUP, PROPS and others for those that must. Kanban really doesn’t care.
Kanban doesn’t care if you have lunch – the relative merit of roles & procedures does not make them part of Kanban. Kanban doesn’t prescribe roles or organizational design but guides your discovery in context
How Kanban guides evolutionary change leading to revolutionary results
Each of these points will be illustrated by a ~10minute slice with the aim to establish the main point and a short discussion on how that relates to other well known processes and why and when comparison makes more or less sense.
Strength-based Kanban (Lean Kanban France 2012 #lkfr12)Nicolas Stampf
The document describes a hands-on workshop on using a strength-based Kanban approach to boost lean implementation coaching skills. The workshop involves participants doing triad interviews to identify their strengths, discusses key strength-based change principles, and has participants design their own strength-based Kanban system focused on current knowledge and successes rather than problems.
This document provides guidance on change management and transitioning to an Agile transformation. It discusses various approaches for triggering change including asking questions rather than telling people what to do, visualizing the current situation, and removing impediments. Leading by example, choosing reversible experiments, and focusing on people rather than processes are emphasized. The presentation also covers techniques like using metrics to track progress, making a business case, and embracing failure as an opportunity to learn rather than see it as a problem.
Agile Transformations, the Good, the Bad and the UglyRally Software
The document summarizes the keynote presentation by Wanda Marginean on agile transformations. It discusses that agile transformations can go well when there is a clear vision for why the transformation is happening, principles are established to guide how the transformation will occur, and the right practices are implemented. It also discusses how transformations can go poorly when the why, how, or what is lacking, such as by not establishing a clear vision, not slowing down to speed up, or not properly implementing practices like retrospectives and empowering teams. The presentation calls for organizations to seriously consider why they are transforming, establish principles and practices to guide the transformation, and take action to ensure successful implementation.
ACS Presentation : How to teach your team Agile in 3 monthsMia Horrigan
presentation given to ACS Agile Special interest group. Outlines my experiences as an Agile coach introducing Scrum to the team.
By using psychology based approach to implementing Scrum we were able to guide them through the learning process over a three month period
Agile / Lean Practitioners Meetup: Two Biz Funk Teams Go Lean: An Audience-Wi...drgravitee
This is a presentation on how two Business & Functional (Biz Funk) teams -- an Editorial team and a Marketing Team -- used Agile practices to execute their projects and work. This presentation was followed by a panel discussion where team members and stakeholders talked about what prompted them to try it and how it worked for the execution teams, while sharing the good, the bad, and the future.
This document provides an overview of the Lean Startup methodology and introduces a framework for organizing startup tools called the Six Abilities Framework. The framework identifies six core abilities for startups: forming, transforming, projecting, persuading, collecting, and protecting. Examples of tools are given for each ability. The document concludes by introducing a online toolkit resource that provides links to over 230 startup tools organized using the Six Abilities Framework.
This document discusses accessibility initiatives within an enterprise. It covers three main topics: [1] Winning the business case for accessibility by understanding business objectives and championing the initiative; [2] Developing accessibility policies and processes through standards, stakeholder buy-in and integrating accessibility into product lifecycles; and [3] Training and testing through user-centered design, disability inclusion and continuous improvement.
This document discusses the path of Trish Rempel and Brent Hamm's team at Friesens Corporation towards adopting agile practices. It outlines their current strengths and issues, as well as barriers to adopting agile. Their first steps included establishing improvement goals and training. The document contrasts traditional "waterfall" approaches like delivering late and solo work with agile practices like iterative delivery, examples-based specifications, team development, and limiting work-in-progress. It advises that agile is more about attitudes than processes and emphasizes improvement, learning, collaboration and having someone keep agile momentum.
This presentation discusses patterns and anti-patterns for transforming a large legacy organization to being lean and agile. It describes a case study of a large product development unit that successfully piloted an agile transformation. Key lessons included focusing on flow over tasks, implementing cross-functional feature teams, learning from an organization that had already transformed, and having top management support to help overcome organizational impediments. The presentation advises line managers to educate themselves on agile principles, manage by supporting product flow rather than delegating, and question old assumptions about development processes.
Presentation made during the 2017 Gatineau-Ottawa Agile Tour by Nicolas Mercier and Frédéric Paquet.
Portfolio management is a key aspect of organizational performance. The ability to visualize upcoming projects, projects in progress, the process of value creation, the dependencies, the ability to share a common vision and to throttle the work in progress based on organizational capacity are all contributing elements to the effectiveness of an organization.
Unfortunately, the shared vision of a portfolio is too often buried in a tool shared with too few people and does not help the organization build a global and cohesive plan of action.
But when we think about it... Value chain, limiting work in progress, transparency, flow... have you ever thought about using Kanban for portfolio management? Seems like a great idea!
Create alignment around what delivers value to your end-users, use cadence to move forward, help shape a new organizational culture, support innovation, continuous improvement, and leadership and unite people around a shared mission, that is what Kanban at the strategic level can bring.
Five Steps to a More Agile Organization: Adopting Agility at ScaleLitheSpeed
While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
Similar to Introduction to kanban calgary .net user group - feb 6 (20)
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Project Management Semester Long Project - Acuityjpupo2018
Acuity is an innovative learning app designed to transform the way you engage with knowledge. Powered by AI technology, Acuity takes complex topics and distills them into concise, interactive summaries that are easy to read & understand. Whether you're exploring the depths of quantum mechanics or seeking insight into historical events, Acuity provides the key information you need without the burden of lengthy texts.
Webinar: Designing a schema for a Data WarehouseFederico Razzoli
Are you new to data warehouses (DWH)? Do you need to check whether your data warehouse follows the best practices for a good design? In both cases, this webinar is for you.
A data warehouse is a central relational database that contains all measurements about a business or an organisation. This data comes from a variety of heterogeneous data sources, which includes databases of any type that back the applications used by the company, data files exported by some applications, or APIs provided by internal or external services.
But designing a data warehouse correctly is a hard task, which requires gathering information about the business processes that need to be analysed in the first place. These processes must be translated into so-called star schemas, which means, denormalised databases where each table represents a dimension or facts.
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- Understanding dictionaries and how to identify business entities;
- Dimensions and facts;
- Setting a table granularity;
- Types of facts;
- Types of dimensions;
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- Expanding existing dimensions and facts.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
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Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
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Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
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Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
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9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Monitoring and Managing Anomaly Detection on OpenShift.pdf
Introduction to kanban calgary .net user group - feb 6
1. Introduction to Kanban
Discover How The Kanban Method Can Help
Supercharge Your Organization
(and dispelling a few myths along the way)
2. Your Speaker
Dave White
Technical Program Director
Imaginet Resources Corp. - Microsoft Partner
• Management Board - Lean-Kanban University
• Advisory Board - LKU’s Accredited Kanban
Training program
– Accredited Kanban Trainer (AKT)
– Kanban Coaching Professional (KCP)
• numerous Microsoft certifications
– Microsoft Certified Trainer
• 15 years of experience
• specializes in helping organizations mature their
software development and information
technology practices
• passionate about Application Lifecycle
Management tooling, techniques, and mindsets
and regularly talks and teaches on a wide range
of ALM topics
http://www.agileramblings.com
4. Symptom
Lead time for Feature: 12 months
“The business unit built that?”
“That isn’t what we wanted.”
Release Date: in 9-12 months
“We’ve got 100s of bugs waiting.”
“We’re waiting on other teams.”
“We have to get this out right away!”
ETA of Bug Fix: ???
“That feature doesn’t matter anymore.”
“We don’t have staff for that project/work”
“We’re really late.”
5. Problem
Lots of work, not enough
capacity
• Quality suffers
• Features delayed
• Technical debt
• How much…
• Work??
• Capacity??
Disengaged people!
8. What We’ve Tried So Far
What’s Prevalent
• Chaos
• Waterfall
• Scrum
Still Looking…
• Chaos is … chaotic
• Waterfall not well suited
• Large batch, single pass,
long duration workflow
• If we just do it better…
• Scrum is better suited
• prescriptive without
understanding context
12. The Kanban Method is…
…an approach to incremental, evolutionary
process change for organizations.
http://en.wikipedia.org/wiki/Kanban_(development)
13. Kanban Method
So Why The Kanban Method
• Designed to…
• Be context sensitive
kaizen
• Foster organizational learning
• Be evolutionary
• Simple rules to govern complex
systems
• Teams of people are systems
• Agile methods can emerge
• Fully embraces Agile Manifesto
• Lean methods can emerge
• Fully embraces Lean Software
Development Principles
• Tactic-agnostic
• Catalyst for organizational
improvement
To make better
14. Kanban Method
agile
Kanban Method
• 4 principles
lean
• 6 practices
… and it’s easy to get started
15. Kanban Method Principles
start with what you do now
agree to pursue incremental,
evolutionary change
initially, respect current roles,
responsibilities & job titles
encourage acts of leadership
16. 6 CORE PRACTICES
visualize
limit WIP
manage flow
make process policies
explicit
develop feedback mechanisms
improve collaboratively
23. WARNING!
“Kanban is an unapologetic, realistic,
representation of the law of physics.“
– Daniel Vacanti @danvacanti
24. WHY ARE WE DOING ALL THIS?
To create a LEARNING capability in our organization
that enables CONTINUOUS IMPROVEMENT!
We must…
• Have time to discover and implement kaizen
opportunities
• Create theories and experiment
• Give ourselves opportunities to fail
• Learn from your mistakes
25. The Benefits I’ve Seen
Benefits of Agile plus…
• Deeper understanding of
demand and capacity
• Constantly improving teams
• Exposed Constraints at
multiple levels
Happy People
26. Better Teams = Better Business
• Predictability
• Agility
• Risk Management
• Governance
• Change Management
27. Solutions Are Just Waiting to be Discovered
• Work is understood!
• Designed to understand demand
• Discover capacity
• People improve the
system
• People are engaged!
• Empowered
• Own the improvements
• Pull work
• Solving Our Problem
• Our processes are
important
• Learning-focused
approach
35. Where to Start
1. Find a Leader
2. Get Foundational
Knowledge
3. Visualize Your Work
4. Limit your WIP
5. Focus on HIGH Quality
36. Call to Action
• Engage
• Attend our Accredited Core Kanban class with or
without our Visual Studio day
• Reach out to Dave
• @agileramblings or dwhite@imaginet.com
• Join the Community!
• Lean-Kanban University
• Lean Kanban North America 2013 in Chicago!
• kanbandev group (Yahoo)
• Limited WIP Society or your local Kanban User Group
37. Imaginet’s New Visual Studio 2012 Website!
Visit Imaginet’s new Visual Studio 2012 website, your one-stop
hub for all your Visual Studio 2012 needs!
http://visualstudio.imaginet.com
38. Thank you
http://www.imaginet.com
http://visualstudio.imaginet.com
twitter: @justimaginet
http://www.leankanbanuniversity.com http://tfs.visualstudio.com
Editor's Notes
Dave White is a Technical Program Director at Imaginet Resources Corp., a Canadian based Microsoft Partner and Microsoft ALM Partner of the Year for 2011. Currently, Dave is serving on the Management Board for Lean-Kanban University, the global standards body for The Kanban Method. He is also on the Advisory Board for LKU’s Accredited Kanban Training program. He holds numerous Microsoft certifications including Microsoft Certified Trainer. With over 15 years of experience, Dave specializes in helping organizations around the world realize their potential through maturing their culture and improving theirsoftware development and information technology practices. Dave is passionate about Application Lifecycle Management tooling, techniques, and mindsets and regularly teaches around the world on a wide range of ALM topics.
Personalize the experience around meMy journey as a consultant working with lots of companiesBecome the “Luke Skywalker” of the presentation
Longer and longer lead times for features/fixesCompetitor is firstMarket has changed – no longer neededAre we doing the right things? (business-driven development)Internal “solution” developed by business
Teams are getting burned outToo much work, not enough timeQuality goes down (uh oh…)Bug fixing times takes up more of our time (Wasteful!!)New features sit in the backlogOr get crammed in with low quality (Wasteful!!!)Are we doing things right? (technically)Disengaged!!! (oh no…)Now we’re in trouble...http://www.istockphoto.com/stock-photo-20586125-frustrated-businessman.php?st=7645278
WHY?“I don’t know!”“The business is unrelenting”“We’re working as hard as we can!!”“We’ve tried and given up”Our industry is so driven to produce solutions for other people’s problem, we often fail to solve our problems!We don’t have the experience to know what is wrong with ourselvesWe don’t know how to discover what is wrongLearning about our problems is not built in to our processesNot given time and space to figure it out and improveOur efficiency problems are mostly non-technicalhttp://www.istockphoto.com/stock-photo-18251736-confused-young-woman-scratches-head.php?st=79dbc5f
What I did to solve my problemshttp://www.istockphoto.com/stock-illustration-4261767-old-map.php?st=e9d038d
http://www.istockphoto.com/stock-photo-19914666-work-in-progress.php?st=93dd0d6So what did I find out there?!?Chaos (Doesn’t matter what we do. Let’s all just scramble!)Waterfall (Still? Really?? )Agile (Scrum, XP, home-grown methodology)Why (there is that word again) didn’t it work?Chaos (self-evident and sneaky – kinda looks like Agile)Waterfall (not well suited to knowledge work)Large batch, single pass, long duration workflow (usually)Agile (well suited, but book methodologies are prescriptive without understanding context)Lack of leadership in adoptionsWe have LOTS of grey-matter horsepower… often pulling in opposite directions
What is a software development team?
I found a method that was …Learning focusedContext awareSpecific about leveraging teams/people to solve problemsEvolutionary, NOT revolutionaryhttp://www.istockphoto.com/stock-photo-17496132-businessman-has-idea.php?st=6c18412
The Kanban Method is a proven evolutionary, change management approach built on numerous best practices that are intended to target specific problems across the whole knowledge work lifecycle.
The Kanban Method is a proven evolutionary, change management approach built on numerous best practices that are intended to target specific problems across the whole knowledge work lifecycle.
Why I love The Kanban MethodFocused on the peopleBusiness drivenSimple rules that scale to complex situationsLearning focusedEasy to start!!
So we said that the Kanban Method is a simple set of rules that help us govern complex systems and that really is the case. In fact, the Kanban Method consists of 4 principles that we use to encourage specific behaviour and 6 practices that give us some tactics that allow us to start learning about ourselves and finding solutions to the process problems as they exist in our environments. One of the key advantages of the Kanban Method over other approaches is how easy it is to get started and use so that we can continue to learn and grow over the course of time. http://www.istockphoto.com/stock-photo-20042058-marathon-runners-at-the-starting-line.php?st=dabb4dd
The Kanban Method is easy to get started because of the first principle, which is to start this improvement initiative what modeling how you work today without any changes. The Kanban Method advocates this approach as it has two positive effects that are important in any change initiative. First, we want to be able to understand the current state and create a baseline on which to compare any improvement activities. We want to find the best places to invest our precious time. Secondly, it will minimize the emotional impact to everyone involved. The second principle is a commitment to small, incremental improvement activities. Small increments are excellent learning opportunities where we minimize the cost and impact of sub-optimal changes. And these learning opportunities help teams plan out the next small improvement.The third principle acknowledges that engaged, happy people a key success factor in the delivery of business value and that we need to provide a respectful and safe environment for the people involved in these improvement activities.And finally, we need to create an environment that allows for and encourages the spontaneous display of acts of leadership at all points of the workflow. These acts of leadership will lead to improvement activities that were not anticipated but will arise to specific problems that the team encounters in their day to day activities.
Now that we have some principles to govern our behaviour, the Kanban Method also provides 6 core practices that support the needs of a team that is looking to continuously improve and grow their Kanban Method maturity level. The sixcore practices of the Kanban Method are:VisualizeLimit Work In Process (WIP)Manage flowMake policies explicitDevelop feedback mechanismsImprove collaboratively (using model-driven experiments/scientific method)When adopting the Kanban Method, it is not required to practice all six of these concepts. All teams should start at the top in what is called a “shallow” Kanban implementation. As they grow in maturity and capability, teams then adopt more of the core practices as they move to a “deep” Kanban implementation.
Humans love to see things! We’re very visually oriented. (percentage of brain attributed to visual stimuli?)SoVisualize – This simple tactic suggests that we create a visual representation of the flow of work through the system. In order to do this, we need to describe:Work Item Types in the system (user stories, bugs, improvement activities, support work)Workflow for these Work Item typesAny special behaviours that are associated with work item types (production defects expedited over user stories, only 1 improvement activity in flight at a time)The boundaries of the process being visualizedThe visualization of all of this information will be a powerful tool in impacting the behaviour of the consumers of the information. Can anyone see where the problem is in this system?
Limit Work In Process (WIP) – systems that limit the amount of work in process tend to reduce overburdening on people and help to identify bottlenecks in the process
Manage flow – there are many different ways that we can improve the flow characteristics of work through the system and the Kanban Method explains specific tactics for improving flow in the system
Make policies explicit – In making process policies explicit or “writing them down”, we’re providing information to everyone who needs to understand how the system is operating
Develop feedback mechanisms at workflow, inter-workflow and organizational levels – In order to continuously learn and improve, feedback mechanisms must be created and sustained as a part of the way the team works. And these feedback mechanisms are used to manage broader concerns of the organization around the team adopting the Kanban Method.
Improve collaboratively (using experiments/scientific method) – The last practice is to theories couple with observation and measurements to drive improvement activities. This is often described as using a scientific method to guide our improvement activities. Using a scientific method, we would describe an expectation or a “theory” on the impact of a change, ensure we are able to measure the change, and validate our choices.
Kanban is an unapologetic, realistic, representation of the law of physics. – Daniel Vacanti @danvacanti
Many of our clients have experienced real, measurable benefits when they have adopted the Kanban Method as a way to manage their systems. Teams have quantitative information regarding demand in the form of work item types and the frequency at which these work items are introduced. And they understand their capacity to do work in the form of flow time and throughput.And now that teams understand demand and capacity in a quantitative fashion, we can measurably improve using flow improvement tactics or the elimination of bottlenecks in the workflow.Empowered to innovate Scientific approach (PDSA • LMB • OODA)Exposed ConstraintsSelf-imposedTeam & Organization scopeCan be rectified once exposedAnd on a more qualitative note, we very often see that team members are happier now that they have been given the permission and the tools necessary to improve the software development process. And since we can see when people are overburdened, we can proactively help teams achieve a sustainable pace and reduce the overburdening that burns out teams and causes employee dissatisfaction.http://www.istockphoto.com/stock-photo-15520861-elegant-middle-aged-woman-with-her-arms-crossed-against-white.php?st=fd67935
Several of the observed benefits to the business when knowledge work teams use the Kanban Method include: Increased predictabilityImproved agilityBetter risk managementImproved governanceImproved change management@agilemanager: Predictability, improved agility, better governance, evolutionary change, better risk management
People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05So lets revisit our original process problems and look at how the Kanban Method can help teams find solutions to these problems.To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
The Tools That I’ve used with my teamshttp://www.istockphoto.com/stock-illustration-4261767-old-map.php?st=e9d038d
People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
What I did to solve my problemshttp://www.istockphoto.com/stock-illustration-4261767-old-map.php?st=e9d038d