A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011Renee Troughton
This is my presentation from Agile Australia 2011 with a metaphoric view of large scale Agile transformations. This presentation reveals the five stages of transformation and discusses three of the key implementation models or large organisations.
Presented at the Lean and Agile Systems Thinking Conference in Melbourne 2012 this presentation covers what games are, what the key elements of a game are, how these relate to our day to day lives and importantly what can we learn or utilise more of from game for Agile Software Development.
Agile Transformations, the Good, the Bad and the UglyRally Software
The good, the bad and the ugly side of real life agile transformations. Wanda will share with you common challenges experienced by organisations during their agile journeys and provide you with key learnings that you can adopt within your own company.
Accelerating Agile Transformations - Ravi VermaSynerzip
This webinar discusses three organizational change techniques which can help accelerate Agile transformation.
learn about a simple framework for Accelerating Agile Transformation, with practical techniques you can apply.
Read more at https://www.synerzip.com/webinar/accelerating-agile-transformations/
Agile portfolio administration helps groups and directors to understand the actual potential to subsequently perform their tasks successfully. Today with the accessibility of coordinated administration preparing suppliers on the web, you can undoubtedly take up far reaching dexterous preparing according to your need and accessibility of time.
A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011Renee Troughton
This is my presentation from Agile Australia 2011 with a metaphoric view of large scale Agile transformations. This presentation reveals the five stages of transformation and discusses three of the key implementation models or large organisations.
Presented at the Lean and Agile Systems Thinking Conference in Melbourne 2012 this presentation covers what games are, what the key elements of a game are, how these relate to our day to day lives and importantly what can we learn or utilise more of from game for Agile Software Development.
Agile Transformations, the Good, the Bad and the UglyRally Software
The good, the bad and the ugly side of real life agile transformations. Wanda will share with you common challenges experienced by organisations during their agile journeys and provide you with key learnings that you can adopt within your own company.
Accelerating Agile Transformations - Ravi VermaSynerzip
This webinar discusses three organizational change techniques which can help accelerate Agile transformation.
learn about a simple framework for Accelerating Agile Transformation, with practical techniques you can apply.
Read more at https://www.synerzip.com/webinar/accelerating-agile-transformations/
Agile portfolio administration helps groups and directors to understand the actual potential to subsequently perform their tasks successfully. Today with the accessibility of coordinated administration preparing suppliers on the web, you can undoubtedly take up far reaching dexterous preparing according to your need and accessibility of time.
“Change is the only constant” is a Universal phrase which is ever so relevant event to present day, and due to this reason Being Agile is a method which a lot of forward thinking organizations are moving towards. “Being Agile” is certainly a term which is creeping in to the business world day by day. For an organization to be Agile, it requires time and a lot of effort from everyone involved in the process, especially the management, in order to make the transition easier. Being agile is not something that can be accomplished overnight, it requires a cultural change, employees’ mindset should be adaptable and most importantly, the way that the employees are being managed, trained and motivated should be done in a certain way that benefits the transition to an agile culture.
“Change is the only constant” is a Universal phrase which is ever so relevant event to present day, and due to this reason Being Agile is a method which a lot of forward thinking organizations are moving towards. “Being Agile” is certainly a term which is creeping in to the business world day by day. For an organization to be Agile, it requires time and a lot of effort from everyone involved in the process, especially the management, in order to make the transition easier. Being agile is not something that can be accomplished overnight, it requires a cultural change, employees’ mindset should be adaptable and most importantly, the way that the employees are being managed, trained and motivated should be done in a certain way that benefits the transition to an agile culture.
Essential SAFe most common challenges moving to scaled agile frameworkKaty Slemon
Learn about the common Scaling Agile Implementation Challenges that organizations face when moving to the Scaled agile framework SAFe & how to overcome them.
Quantum physicist and agile agile roots dark slideshareJean Tabaka
There really is language in the quantum world that validates why we need to act differently in 21st century software development and how we deliver valuable software effectively. Your current business is most likely based on a Newtonian view of the world: structure, hierarchy. In the 21st century relationship, congruency, and holism matter much more. Absorbing the truth of uncertainty rather than believing it can be analyzed away. These are some of the concepts and practices that can give you the 21st century edge.
Quantum physicist and the Agile ExecutiveJean Tabaka
What does quantum physics have to do with Agile organizations? Find out why we should let go of Newton and embrace the reality of uncertainty and superposition.
Flattening the Curve - Kanban and the challenge of managerial mindsetLeanSight Consulting
How do we use the common phrase "flatten the curve" to convince our applicants, who usually have more power than us, to limit their requests to the capacity of our work system?
Ever fought to replicate a successful pilot with a handful of teams to a functioning product delivery program across an enterprise? It's hard - and frameworks rarely make things simpler. In this talk, we'll examine the natural progression of an Agile transition, from isolated teams often held up as a pilot study, to synchronous agility where many teams collaborate to deliver a program, to the rarified world of networked agility, where we move back to the effectiveness of individual teams. While highlighting principles that distinguish each stage of growth, we also outline how to recognise where your transition is, and therefore where to move to next.
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an Agile world, and discuss how to move from a handful of teams to many teams and many product lines.
"Creating a testing culture" by Mark StriebeckOperae Partners
A presentation by Mark Striebeck about Google's tesing culture at the 1st European Lean IT Summit held in Paris in October 2011.
www.lean-it-summit.com
Scrum studio - Agile in non-Agile organizationKrystian Kaczor
There are various approaches to Agile Transformation. Sometimes you can't handle a revolution and evolution would take too long. Then what's left is Scrum Studio.
I will share lessons learned from the New Online Banking at BGŻ BNP Paribas. I will tell you how we started. How the Product Owner influenced the shape of the studio and the shape of the product, how the Studio influenced the organization, our path through inspect & adapt and the way forward.
Second session in a series of Meetups focussing on Agile transformation.
In this session we focus on the Agile frameworks, processes and tools that can support the Agile mindset.
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...Yuval Yeret
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
My presentation at the 1st Agile Cyprus Meetup, aiming to illustrate some of the most common misunderstandings that many people tend to believe about agile methodologies
Adaptive Delivery at Scale With the Scaled Agile Framework (SAFe)Martin Burns
It is not enough to want adaptive delivery; you need to know what to do.
Traditional Agile Delivery does not map the territory of Scale well. We need a better map.
Non violent communication and Agile: Individuals and Interactions over proces...Renee Troughton
A general introduction into non violent communication and with a lead in on how it relates to Agile.
This pack goes through the basics of NVC - the intent, the framework (observation, feeling, need, request), strategies, example questions and general ethos of NVC.
Content is taken from my foundation training course and Dr Rosenberg's book.
Content presented at the open space session at Agile Tour 2013 with the assistance of Shari Elle.
Sudokuban is a Kanban in practice example activity that takes about 20-25 minutes to run. This is the slidepack that goes with the game to briefly introduce Kanban before the game and then give some more in depth information afterwards.
The benefit of a Sudoku based game is that it mimics the software development process more closely - ie requires in depth, concentrated effort, where pairing could hamper the concentration.
The sudoku game pack comprises of 12 sudoku puzzles, setup partly in progress in flow with low WIP limits. Quality issues are embedded into the pack to ensure that failure occurs immediately and WIP constraints get met to force the change in behaviour.
Expedites are added part way in (two closely together) to form behaviour around handling them.
Team will generally learn:
1) How to use WIP limits
2) How to swarm to remove blockers
3) How to handle expedites
4) To re-prioritise according to value
5) The value of someone still looking out for the team's flow
Conducted at Sydney's AgileTour 2013.
“Change is the only constant” is a Universal phrase which is ever so relevant event to present day, and due to this reason Being Agile is a method which a lot of forward thinking organizations are moving towards. “Being Agile” is certainly a term which is creeping in to the business world day by day. For an organization to be Agile, it requires time and a lot of effort from everyone involved in the process, especially the management, in order to make the transition easier. Being agile is not something that can be accomplished overnight, it requires a cultural change, employees’ mindset should be adaptable and most importantly, the way that the employees are being managed, trained and motivated should be done in a certain way that benefits the transition to an agile culture.
“Change is the only constant” is a Universal phrase which is ever so relevant event to present day, and due to this reason Being Agile is a method which a lot of forward thinking organizations are moving towards. “Being Agile” is certainly a term which is creeping in to the business world day by day. For an organization to be Agile, it requires time and a lot of effort from everyone involved in the process, especially the management, in order to make the transition easier. Being agile is not something that can be accomplished overnight, it requires a cultural change, employees’ mindset should be adaptable and most importantly, the way that the employees are being managed, trained and motivated should be done in a certain way that benefits the transition to an agile culture.
Essential SAFe most common challenges moving to scaled agile frameworkKaty Slemon
Learn about the common Scaling Agile Implementation Challenges that organizations face when moving to the Scaled agile framework SAFe & how to overcome them.
Quantum physicist and agile agile roots dark slideshareJean Tabaka
There really is language in the quantum world that validates why we need to act differently in 21st century software development and how we deliver valuable software effectively. Your current business is most likely based on a Newtonian view of the world: structure, hierarchy. In the 21st century relationship, congruency, and holism matter much more. Absorbing the truth of uncertainty rather than believing it can be analyzed away. These are some of the concepts and practices that can give you the 21st century edge.
Quantum physicist and the Agile ExecutiveJean Tabaka
What does quantum physics have to do with Agile organizations? Find out why we should let go of Newton and embrace the reality of uncertainty and superposition.
Flattening the Curve - Kanban and the challenge of managerial mindsetLeanSight Consulting
How do we use the common phrase "flatten the curve" to convince our applicants, who usually have more power than us, to limit their requests to the capacity of our work system?
Ever fought to replicate a successful pilot with a handful of teams to a functioning product delivery program across an enterprise? It's hard - and frameworks rarely make things simpler. In this talk, we'll examine the natural progression of an Agile transition, from isolated teams often held up as a pilot study, to synchronous agility where many teams collaborate to deliver a program, to the rarified world of networked agility, where we move back to the effectiveness of individual teams. While highlighting principles that distinguish each stage of growth, we also outline how to recognise where your transition is, and therefore where to move to next.
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an Agile world, and discuss how to move from a handful of teams to many teams and many product lines.
"Creating a testing culture" by Mark StriebeckOperae Partners
A presentation by Mark Striebeck about Google's tesing culture at the 1st European Lean IT Summit held in Paris in October 2011.
www.lean-it-summit.com
Scrum studio - Agile in non-Agile organizationKrystian Kaczor
There are various approaches to Agile Transformation. Sometimes you can't handle a revolution and evolution would take too long. Then what's left is Scrum Studio.
I will share lessons learned from the New Online Banking at BGŻ BNP Paribas. I will tell you how we started. How the Product Owner influenced the shape of the studio and the shape of the product, how the Studio influenced the organization, our path through inspect & adapt and the way forward.
Second session in a series of Meetups focussing on Agile transformation.
In this session we focus on the Agile frameworks, processes and tools that can support the Agile mindset.
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...Yuval Yeret
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
My presentation at the 1st Agile Cyprus Meetup, aiming to illustrate some of the most common misunderstandings that many people tend to believe about agile methodologies
Adaptive Delivery at Scale With the Scaled Agile Framework (SAFe)Martin Burns
It is not enough to want adaptive delivery; you need to know what to do.
Traditional Agile Delivery does not map the territory of Scale well. We need a better map.
Non violent communication and Agile: Individuals and Interactions over proces...Renee Troughton
A general introduction into non violent communication and with a lead in on how it relates to Agile.
This pack goes through the basics of NVC - the intent, the framework (observation, feeling, need, request), strategies, example questions and general ethos of NVC.
Content is taken from my foundation training course and Dr Rosenberg's book.
Content presented at the open space session at Agile Tour 2013 with the assistance of Shari Elle.
Sudokuban is a Kanban in practice example activity that takes about 20-25 minutes to run. This is the slidepack that goes with the game to briefly introduce Kanban before the game and then give some more in depth information afterwards.
The benefit of a Sudoku based game is that it mimics the software development process more closely - ie requires in depth, concentrated effort, where pairing could hamper the concentration.
The sudoku game pack comprises of 12 sudoku puzzles, setup partly in progress in flow with low WIP limits. Quality issues are embedded into the pack to ensure that failure occurs immediately and WIP constraints get met to force the change in behaviour.
Expedites are added part way in (two closely together) to form behaviour around handling them.
Team will generally learn:
1) How to use WIP limits
2) How to swarm to remove blockers
3) How to handle expedites
4) To re-prioritise according to value
5) The value of someone still looking out for the team's flow
Conducted at Sydney's AgileTour 2013.
Presented in August 2013 at the Sydney Project Managers meetup group, this was a presentation to highlight the key differences between these two roles and the place that Project Managers may have in the future of Agile organisations.
Presentation delivered by Craig Smith at Fusion in Sydney, Australia in September 2012.
When XP and Scrum were devised over 10 years ago, they were created to improve the delivery of software development projects. As many enterprises have matured in the Agile adoption, many of the business users on IT projects are now attempting to use Agile approaches on their own non-IT projects.
In this session we will cover using Agile in a non-IT environment and demonstrate how the original XP practices map extremely well over to business processes. And how those in SD can help your business counterparts.
Keynote delivered by Craig Smith at Agile Encore in Auckland, New Zealand in November 2012. Agile adoption is now becoming more mainstream and, as a community, we are struggling to address the issue of how to take experienced Agile practitioners to the next level, while still supporting those who are beginning their journey. With the "agile" word getting so overloaded, the challenge is to continually innovate without assigning labels or losing focus on our prime objective - to deliver!
Scrum Masters:The Full-Time Role ConundrumCraig Smith
Presentation by Craig Smith at Scrum Australia 2013 in Sydney in March 2013. The Scrum Guide defines the Scum Team as being made up of three primary roles: Product Owner, Development Team and Scrum Master. The role of the Scrum Master is often misunderstood, particularly by management, so often questions start to get asked such as “can I share the Scrum Master across teams”, “can the Scrum Master do Project Management” and “can the role be rotated”? In this talk we will take a look at some of the misconceptions around the Scrum Master role, discuss how it fits into the organisational structure and tackle the age-old question of whether the Scrum Master is a full time role. We will also look at an improvement plan template to help Scrum Masters improve in their role.
Visual Management: Leading With What You Can SeeCraig Smith
Presentation by Craig Smith and Renee Troughton delivered at Agile Australia 2013 on 20 June 2013. Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
7 Deadly Sins of Agile Software Test AutomationCraig Smith
Talk delivered by Craig Smith at Agile 2013 in Nashville, USA on 8 August 2013.
Automated software testing is a key enabler for teams wanting to build high quality software that can be progressively enhanced and continuously released. To ensure development practices are sustainable, automated testing must be treated as a first-class citizen and not all approaches are created equal. Some approaches can accumulate technical debt, cause duplication of effort and even team dysfunctions.
The seven deadly sins of automated software testing are a set of common anti-patterns that have been found to erode the value of automated testing resulting in long term maintenance issues and ultimately affecting the ability of development teams to respond to change and continuously deliver.
Taking the classic seven sins (Gluttony, Sloth, Lust, Envy, Rage, Pride, Greed) as they might be applied to test automation we will discuss how to identify each automated sin and more importantly provide guidance on recommended solutions and how to avoid them in the first place.
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Run at the Agile Games 2015 conference, Puppet Mastery is a blend of two games and additional content to focus on two key learnings - Build the right thing and build the thing right.
It encompasses Scrum, Lean Startup and Design Thinking all into one game.
Agile Washington 2015 Creating a Learning CultureRenee Troughton
Presented in August 2015 at Agile 2015 in Washington DC this is a presentation about a structured 10 week program to grow your own Agile champions and coaches through a series of activities and collaborate learning. This presentation highlights the activities and the learning problem.
A brief 1 hr talk provided at the Sydney Agile @ Scale Meetup group in October 2016 to cover the basics of Kanban and Enterprise Services Planning (ESP), talking concepts from DJA's slideshare content and adding in games for people to discover what Kanban and ESP is about.
CREATIVITY: Renew Your Thinking, Transform Your LifeEfiong Etuk
A global mass creativity campaign. Setting right the way we think about ourselves and the purpose of our life, so that humankind may thrive and flourish into the infinite future.
BigWeatherGear Group and Corporate Services Brochure 2013Kristin Matson
Thank you for your interest in Bigweathergear.com Group Sales. We have been in business for over 20 years selling high quality outdoor gear. We specialize in Government, Corporate, and Group volume orders. Our staff of experts can help you fill your gear needs whether they are basic or very specific. We have custom logo applications available on most of the products we carry.
On 21 and 22 of March Lean Startup Summit conference took place in Amsterdam. So, I wanted to share the experience, learnings and key take-aways with you (Agile Meetup Barcelona)
I want to summarize the key take-aways of the event and also have an open discussion about some recurrent topics we had at the conference.
As Lean Startup crosses the chasm towards the corporate world it is the moment where Agile and Lean Startup can learn from each other and join forces.
Agile is a mature market already but it has missed several important points in its evolution: a business focus, a product focus and a real customer focus.
On the other hand, Lean Startup is facing the same issues that Agile has been facing for the last 20 years when introducing agility to the corporate world.
I think that both worlds would benefit from each other. We share a common purpose, but quite a different approach.
What will you take out of this event:
* Key take-aways of Lean Startup Summit
* State of the art of Lean Startup evolution
* Innovation in big companies
* Differences and points in common between Agile and Lean Startup
* References and people you should follow
* Insights by open discussions about several topics
Introduccion a Lean Product Management - AKTIA Solutions - Barcelona - Junio ...AKTIA Solutions
Entre un 40% y un 70% de los productos digitales no logran una adopción significativa en el mercado y no cumplen con sus objetivos de negocio.
El mundo está cambiado muy rápidamente en los últimos años y el ritmo de cambio y disrupción debido a la tecnología, la digitalización y la globalización está creciendo exponencialmente. Esto supone un reto para la mayoría de empresas y también para muchos profesionales. Hace falta una estructura organizativa orientada a valor, nuevas técnicas de gestión de producto y una nueva mentalidad.
Las empresas deben estructurarse en verdaderas organizaciones Lean de producto, y para ello requieren de un rol muy específico y fundamental para el éxito. El Lean Product Manager o Digital Product Manager.
Pero, ni Product Owners, Product Managers, Business Development Managers o Project Managers consiguen desarrollar ese rol con éxito.
Las formaciones de Agile y Scrum te enseñan a ejecutar un proyecto. En esta introducción al Lean Product Management podrás ver cómo gestionar de manera efectiva el ciclo de vida completo de un producto.
No te puedes perder este meetup si deseas conocer de primera mano las habilidades fundamentales que necesitan las empresas modernas en la figura del Digital Product Manager.
Contenido
Siguiendo el ciclo de vida de un producto como hilo conductor, revisaremos los conceptos fundamentales de Lean Startup, Modelos de Negocio, Economía del Comportamiento, Estrategia y
Ejecución.
Además, veremos también los errores más comunes, que aún hoy en día, empresas “Agile" cometen en el desarrollo de productos.
Estos son los temas fundamentales que cubriremos en el meetup
- Modelos de Negocio
- Ciclo de Vida de un Producto
- Product-Market Fit
- Estrategia de Producto
- OKRs
- Roadmap de Producto
- Priorización
- AgileChakra™: The Wheel of high Performance
- Demystifying Enterprise Agility with the AgileChakra™
This talk was presented by Mr. Tushar Paunikar at the SG Techtalks in Singapore on Jan2020.
Apply 10x framework to your business idea, and recognize that for the right choice of craft-based business, there is an accelerating return on your efforts, not diminishing
In this presentation I shared my perspective about how to use the best of of Lean Startup and Scrum principles for building new product and for any new enhancement projects. Shared the practices like Lean Canvas, Wireframing, Prototyping, One metric that matters, User Story Mapping etc. in the the overall framework of Problem Validation->Solution Validation--> Scale.
"Life is too short to build something which nobody wants". Let us make successful products, services and companies..
User Stories Suck by David Hawks at North Dallas Product Owners MeetupAgile Velocity
The User Story concept was invented almost 20 years ago, it’s time for an update. This outdated process supports an old way of working focused on predictable requirements delivery instead of product discovery. Wouldn’t you like to know much earlier which features are not going to be valued by your market? We need techniques that shorten the feedback loop with customers, not stakeholders. We need to prioritize based on riskiest assumptions and iterate quickly through small experiments in order to (in)validate our ideas as fast as possible.
Lean Startup Tools for Scrum Product OwnersTechWell
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. Arlen Bankston explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback. He demonstrates tools like Google Analytics and reveals where to find and how to exploit "pirate metrics." With case studies, Arlen illustrates how these approaches have been applied on large and small projects. Because the Scrum Product Owner role is often oversimplified yet difficult to execute well, these techniques have been welcomed in organizations ranging from Silicon Valley startups to the US government and its contractors. Join Arlen and add your name to the list!
Current globalisation, disruption and de-regulation forces are shredding jobs in most economies. It is believed that growth in the 21st century will have to come from new ventures. The Lean Startup helps entrepreneurs, both in startups and established companies, to create new businesses faster and with less waste. That could have a profound economic impact.
In one of my first Medium stories I wrote about how I uncovered the secret of AI-powered exponential accelerators while navigating the hurricane that was the CSC and HP-E merger as the first Portfolio Executive / Chief Product Officer of DXC Technology.
In a subsequent story I explained that each exponential accelerator is a technique, grounded in mathematics, that translates linear changes in production inputs into exponential changes in outputs and/or outcomes, as expressed in a transformation equation which serves as its mathematical basis. Many techniques are capable of producing linear benefits as inputs change, but precious few produce exponential benefits.
After a long chat I had with ChatGPT4, its AI summarized the rationale and mathematical basis for each exponential accelerator. The four AI-powered exponential accelerators are listed in the first 4 rows of the main table in this presentation. The fifth row is AI itself, which is an “accelerator of accelerators”.
While these accelerators provide exponential benefits, implementing them at enterprise scale is not easy. This presentation summarizes the key challenges, as well as the solutions that must be implemented in order to overcome each challenge.
Agile Marketing: Managing Marketing in a World of Constant Changeion interactive
Learn how an agile approach to marketing management may be the single most valuable decision your organization can make. Plus, examples of successful agile marketing for content marketing, social media & conversion optimization.
Know thyself using introspection to find your inner edgeRenee Troughton
What does introspection have to do with Agile? If Agile is about individuals and interactions over processes and tools then you need to learn introspection! This presentation covers three introspection techniques - the Responsibility Process, Non-violent communication and Byron Katie's "The Work". These techniques will lead to deep personal insights and discovery for a better workplace and homelife.
Scaling tricks: practical tips for Scaling in AgileRenee Troughton
With so many approaches out there on how to Scale, this presentation looks less at what is there in the marketplace, but instead takes a look at techniques and tricks that people are using that have not yet been codified. When Agile first started we spent many years refining and getting better at it, this is the start of refining how we scale and begin to integrate design thinking into our approach, whilst always looking for smarter ways to work.
Ceremonies are the 5% of Agile, so that is the 95%?Renee Troughton
This presentation takes a deep dive into solving systemic waste as a mechanism to forward propel an agile transformation. Sure you can do Scrum ceremonies perfectly, but what is the point unless you tackle removing the waste that made the system so slow in the first place. What is outside of the team's control that needs improvement?
Run at Agile Games 2015 in Boston, this is a joint pack to run in an hour and a half two games - Sudokuban (a game about learning how to do Kanban) and the Agile Values game (which utilizes the Marshmallow Challenge).
More information on Sudokuban can be found at: http://www.unbounddna.com/resources/agile-games/sudokuban-a-kanban-in-action-puzzle-game/
Introducing the Enterprise Transformation Meta ModelRenee Troughton
Finally there is a meta model out there to be able to simply and easily compare and contrast not only Agile methods but any type of change that you may be introducing into an organisation.
This presentation lightly covers the model, but importantly goes through over fifty Agile and edgy Agile related methods and movements, highlighting where they sit in the model.
For more information about the Enterprise Transformation Meta Model refer to:
http://www.enterprisetransformationmetamodel.com
Darthvaderless Daily Scrums - Scrum Australia 2014Renee Troughton
Presented at Scrum Australia 2014 in Sydney on the 22nd of October, this presentation focuses on Daily Scrums that are being heavily command and controlled and seeks to provide solutions to both resolving Darth Vader like behaviour but also having a really effective scrum that is not a progress report.
For more details of the game referred to within (scrumheads) see: http://tastycupcakes.org/2014/07/scrumheads-the-daily-scrum-game/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
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.
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.
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Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
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• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
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Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
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Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
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De-mystifying Zero to One: Design Informed Techniques for Greenfield Innovati...
Lean Startup LAST Conference
1. Lean Startup
LAST Unconference 2012 Renee Troughton
2. Learning Objectives
Today you will:
• Understand a new approach to requirements and benefits realisation
• Understand what Lean Startup is
• Understand how Lean Startup, Lean and Agile interrelate
The Agile Revolution Podcast http://www.theagilerevolution.com 2
Agile Forest Blog http://www.agileforest.com
3. What Is A Requirement?
re-quire-ment [ri-kwahyuh-r-muhnt]
Noun
1. That which is required; a thing demanded or obligatory
2. An act or instance of requiring
3. A need or necessity
The Agile Revolution Podcast http://www.theagilerevolution.com 3
Agile Forest Blog http://www.agileforest.com
4. The Requirements Dilemma
A standard Agile team setup
The Agile Revolution Podcast http://www.theagilerevolution.com 4
Agile Forest Blog http://www.agileforest.com
5. The Standard Agile Approach
Release Backlog
The Agile Revolution Podcast http://www.theagilerevolution.com 5
Agile Forest Blog http://www.agileforest.com 5
6. Who Is The Real Voice Of The Customer?
In a “Lean startup”, who the customer is and what the customer might find
valuable are unknown.
Customers don’t care about how much time something takes to build. They
care only if it serves their needs.
The Agile Revolution Podcast http://www.theagilerevolution.com 6
Agile Forest Blog http://www.agileforest.com
7. What is success?
What if we found ourselves building something that nobody wanted? In that
case what did it matter if we did it on time and on budget?
The BIGGEST waste in the delivery of products is
in delivering a product no one wants.
The Agile Revolution Podcast http://www.theagilerevolution.com 7
Agile Forest Blog http://www.agileforest.com
8. A True Measure of Success
Is all of these AND:
• Customer growth
• Customer value
• Business Revenue
The Agile Revolution Podcast http://www.theagilerevolution.com 8
Agile Forest Blog http://www.agileforest.com
9. A Lean Startup Measure of Success
100%
90%
80%
70%
60% Registered but didn’t log in
Logged In
50%
Used Functionality "x" once
40% Used Functionality "x" 5 times
Paid
30%
20%
10%
0%
Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05
Success is knowing that whether the requirements
(hypotheses) we have implemented have resulted in
customer growth, customer value or business revenue
The Agile Revolution Podcast http://www.theagilerevolution.com 9
Agile Forest Blog http://www.agileforest.com
10. Types Of Hypotheses
Value
The value hypothesis tests whether a product or service really delivers value to
customers once they are using it.
Growth
The growth hypothesis tests how new customers will discover the product or
service. Additionally you have to ensure new customers incoming > existing
customers leaving.
Revenue
The revenue hypothesis tests whether the customer’s usage of a product or
service results in the revenue return of investment against expectations.
The Agile Revolution Podcast http://www.theagilerevolution.com 10
Agile Forest Blog http://www.agileforest.com
11. What Is Lean Startup?
An environment designed to create or enhance products and services under
conditions of uncertainty.
Ideas
Learn Build
Data Product
Measure
The Agile Revolution Podcast http://www.theagilerevolution.com 11
Agile Forest Blog http://www.agileforest.com
12. Minimum Viable Products
Build
MVP
Learn Measure
The Agile Revolution Podcast http://www.theagilerevolution.com 12
Agile Forest Blog http://www.agileforest.com
13. Cohort Analysis
Build
Learn Measure
We want to measure customers as they familiarise themselves with the
product for the first time.
Each grouping of these customers is called a cohort.
The Agile Revolution Podcast http://www.theagilerevolution.com 13
Agile Forest Blog http://www.agileforest.com
14. Split-tests
Cohorts are split evenly into two sub-groups – those that see the change and
those that do not.
Old Product New Product
50% 50%
Homepage
The Agile Revolution Podcast http://www.theagilerevolution.com
Agile Forest Blog http://www.agileforest.com
14
15. A Normal Agile Story Wall
The Agile Revolution Podcast http://www.theagilerevolution.com 15
Agile Forest Blog http://www.agileforest.com
16. A Lean Startup Story Wall
The Agile Revolution Podcast http://www.theagilerevolution.com 16
Agile Forest Blog http://www.agileforest.com
17. Pivot/Persevere
Pivot
A structured course correction designed to test a new fundamental hypothesis
about the product, strategy, and engine of growth.
Persevere
A data driven confidence that we are making sufficient progress to believe that
our original strategic hypothesis is correct.
The Agile Revolution Podcast http://www.theagilerevolution.com 17
Agile Forest Blog http://www.agileforest.com
18. Agile Principles
• Collaboration
• Motivated individuals
• Value
• Customer satisfaction
• Adaptation
• Deliver frequently
• Sustainable pace
• Simplicity
• Self-organising teams
• Reflective improvement
The Agile Revolution Podcast http://www.theagilerevolution.com 18
Agile Forest Blog http://www.agileforest.com
19. The Lean 7 Deadly Wastes
The Agile Revolution Podcast http://www.theagilerevolution.com 19
Agile Forest Blog http://www.agileforest.com
20. Why Lean Startup? Why Change?
• We want to validate our benefits realisation hypotheses not just
deliver efficiently
• We want real customer data and feedback from new customers
• We want be able to adjust our plan quickly based upon real
customer data
• We don’t want to waste unnecessary time delivering functionality
that customers won’t use
The Agile Revolution Podcast http://www.theagilerevolution.com 20
Agile Forest Blog http://www.agileforest.com
21. Inflight example
Site Performance (daily) Learnings:
120 1. Uptake of Feature A is not to
expectations
2. We need to be able to test
100 multiple hypotheses at once
80
Hypotheses:
1. Providing links to Feature A
inside of content will improve
60
uptake of MVP A
2. Moving button to be first for
Feature A on the landing page
40
will improve the uptake of
Feature A
3. Adding a indication of flow/status
20
bar to the key links on the
landing page will improve the
uptake of Feature A
0
11-Apr 12-Apr 13-Apr 14-Apr 15-Apr 16-Apr 17-Apr 18-Apr 19-Apr 20-Apr 21-Apr 22-Apr 23-Apr 24-Apr 25-Apr 26-Apr 27-Apr 28-Apr 29-Apr 30-Apr
Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon
Total Visits Campaign Visits Feature A Start Feature A End Feature B Usage Feature C Usage
The Agile Revolution Podcast http://www.theagilerevolution.com 21
Agile Forest Blog http://www.agileforest.com
22. Where can I find out more?
http://theleanstartup.com/
The Agile Revolution Podcast http://www.theagilerevolution.com 22
Agile Forest Blog http://www.agileforest.com
Editor's Notes
Start with: “Here is the common definition”Emphasise: Point 3 “When we talk about system or product requirements it is usually the third point – a need or necessity that we are talking about”; Pause. “But whose need is it?”
This is an example of a team setup that we normally have for projects.See the Business Subject Matter Expert inside of the team? This person is the one that normally gives the “requirements” to the team. They are the “voice of the customer”, the “voice of real end users” and what end users want or need. Sometimes this role is performed by a Business Analyst. Often the Business Analyst is two steps away from real customers. They often talk to multiple business experts to elicit needs. These business experts may be in contact with real customers. Are you starting to see a problem?
Where are most of the requirements conceived in this approach?When do we get feedback from users on the product? We shouldbe getting feedback each iteration if it is deployed to production. But commonly each iteration is not deployed to production (the internet). Sometimes a subset of users are brought in for iteration feedback.
The real voice of the customer is not a Business SME. The real voice is not a handful of customers. The real voice is all of the customers.
First: If we truly understand that the only real voice of the customer is the customer this means that it is only the Customer that can tell us if a requirement is valuable or worthwhile. We might have spent months building something that nobody wants. In this case, it doesn’t matter if we did it on time and on budget. Second click group: Each time we have an idea or a requirement they should be considered hypotheses – because we do not know until we deliver that requirement if it really was a need or not.
A true measure of success on a product project development is NOT just delivering to agreed thresholds of cost, quality, time and scope – it is ensuring that:The customer is getting valueThe customer base is growing – both in new customers and retention of customersThe revenue model is affirmed
So lets take a look at an example of a product and it’s actual usage by customers. The x-axis represents time. The y-axis represents the depth of the customer’s usage of the system.If we look at January 05 we can see about 35% of users registered but didn’t progress further into the system. Then we have about 35% of users registering and logging in. After that about 22% of users registered, logged in and used a portion of the functionality in the system (a core feature that was expected to be of value). 5% of users additionally have used that functionality a lot (ie arguably found the functionality of enough value to use it multiple times). Only 1% of users found the product so valuable that they then became a paying customer. So what does this graph tell us about the success of this product? {Pause and prompt for response}We can’t see here what the growth rates are (that would normally be a different graph showing the number of new customers landing on the product). But what can we determine about value? Of those customers that are finding the product, the number that have found the site valuable enough for them to register hasn’t really changed over time. Over time those that registered did improve at logging in. There was a good improvement in customers in having higher usage of the core functionality but what about the bottom line?How did the return of investment improve? It didn’t. Paid customers never improved. But we want them to. What we have become successful at, at the very least, is in learning that we haven not achieved our desired result.Success for a Lean Startup Project is all about how quickly we can learn about whether our hypotheses have been proven or not. This is called Validated Learning.Validated learning is the process of demonstrating empirically that a team has discovered valuable truths.
So if we no longer consider the ideas and needs at the start of the project as “requirements” and now understand that they are really “hypotheses” what types of hypotheses are there?Now generally you need to prove value hypotheses before growth hypotheses (you want to know that customers will use your system before spending costly money on growth options such as television advertising). Once these two are done then you can focus on revenue.
*Every slide up to this point has been leading to the solidification of Lean Startup’s foundations*Every new product or product enhancement begins with an idea that is ultimately a hypothesis to add customer value or growth. These get built and deployed. Importantly they get built with the knowledge and structure to support how the hypothesis will be measured. The data is then gathered and analysed to determine whether the product is on the right track or whether a fundamental shift in the product is required.
The Minimum Viable Product (MVP) is that version of the product that enables a full turn of the Build-Measure-Learn loop with a minimum amount of effort and the least amount of development time.We need to focus our energies on minimizing the total time through this feedback loop.
So how do we measure?
Split-testing of a cohort ensures that results are statistically validated.
{Explain the flow at a very high level}At the end of the iteration the product should normally be deployed to production.
Note:There are no iterations. This isn’t to say that you cannot have iterations, but that the length to implement or even to measure a hypothesis might vary from hypothesis to hypothesis so you may not want to constrain yourself to a strict timebox.The backlog is now a list of hypotheses. These can be ideas, requirements or learnings from the Build > Measure > Learn feedback loop. The key change is what happens after being deployed. Hypotheses are not automatically considered ‘done’ once deployed. They continue to stay in the flow that the team focusses on until they have been fully measured. Once enough data has been gathered then a decision can be made. This decision is either to Pivot of Persevere.
The decision to pivot or persevere is something that should be done regularly – no shorter than every two weeks and no longer then once a month. Formalising this decision step is important. NEED TO GIVE AN EXAMPLE using the graph previously
Lean Startups do closely align with the Agile Principles. Just look at the first principle – we want to ensure that what we deliver is valuable – to the real customer. We Build-Measure-Learn so that we ensure what we deliver is valuable or not. We want to do this Build-Measure-Learn loop as fast as possible which is where Speed comes in.We want to adapt what we deliver based upon real customer feedback – this is where flexibility comes in.We want to do the most simplest solution to be able to determine if our hypothesis is valid or not….. NEED TO PROVIDE EXAMPLE HERE
The worst waste is over-production. Lean Startup is specifically designed to target this waste – ensuring that what we are producing is used and considered valuable by the customer.
MVP A = EngineMVP B = Progressing with suppliers for productsMVP C = Content access (youtube)