How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
The Art of the Retrospective: How to run an awesome retrospective meetingChris Smith
The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
* Structuring the meeting to succeed
* Setting the right tone
* Activities to gather data
* Activities to generate insights
* How to decide what to do
* How to manage retrospective actions
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
Agile Retrospective by Manohar Prasad
Topics which are covered -
Agile Manifesto
Agile Principles
Scrum Values
What is Retrospective
Why Retrospectives
How to perform Retrospectives
Best Retrospective Practices
Best Retrospective Methods
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
The Art of the Retrospective: How to run an awesome retrospective meetingChris Smith
The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
* Structuring the meeting to succeed
* Setting the right tone
* Activities to gather data
* Activities to generate insights
* How to decide what to do
* How to manage retrospective actions
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
Agile Retrospective by Manohar Prasad
Topics which are covered -
Agile Manifesto
Agile Principles
Scrum Values
What is Retrospective
Why Retrospectives
How to perform Retrospectives
Best Retrospective Practices
Best Retrospective Methods
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
pull based change management - Summary of interactive workshop at Lean Kanban...Yuval Yeret
AgileSparks approach to managing a change journey, applying pull-based / crossing the chasm thinking when scaling this to the enterprise level, applying delegation/authority-level model from Jurgen Appelo to select key decision areas worth delegating/engaging people in - as a way to increase change acceptance/engagement/stickiness.
Session materials for my Lean Kanban North America 2014 interactive workshop http://sched.co/1kpINf0 - includes the AgileSparks Way, Pull based change authority board, and more.
Assessing Your Agile Marketing Maturity LevelYuval Yeret
Why assess the level of Agile Marketing? Teams, Managers and Coaches can quickly evaluate the current capability of a team/group, in order to:
See how the capability measures against the recommended level for benefiting from marketing agility
Guide the team/group on what to improve next
See, over time, the evolution of agility (positive or negative trend)
See the impact of the team/group improvement work
See the impact of organizational/structural changes that are outside the team/group’s control (costs reductions, distributed, etc.)
Motivate! Get acheivements and recognition for reaching higher agility levels (Emphasize intrinsic motivation!)
Contact AgileSparks at http://www.agilesparks.com/services/agile-marketing for a downloadable version (and an excel sheet coming soon!)
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
Similar to Lean/Agile Depth Assessment Checklist A3 (20)
Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...Yuval Yeret
Objectives and Key Results (OKRs) are considered a “Modern operating system” by many companies and investors. But the typical implementation doesn’t deal well with the uncertainty and complexity involved in achieving the typical strategic objective whether it requires building a product, innovating a business model, or creating a new cross-functional company capability. In this talk, we will look at common anti-patterns involved in the typical OKR implementation and how the Scrum spirit can help OKR practitioners bring empiricism, empowerment, and continuous improvement to their OKR operating system. This talk is especially relevant to Scrum and Agile practitioners who are looking for creative ways to bring Scrum’s goodness we are so grateful for to the wider organization.
Fixing Your OKRs With Agility – Agile HartfordYuval Yeret
Presentation by Yuval Yeret, 'OKRs & Agile Sitting in a Tree' at the Agile Hartford Meetup Group - September 2023
Struggling to create a healthy synergy between OKRs and Agile/Scrum/SAFe? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest improvements leveraging Lean/Agile principles and practices. You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum/SAFe elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism. By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, SAFe, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
Who should attend? Agile Leaders, Coaches, Scrum Masters, team members, and anyone else who cares about sharing Agile mindset and practices to improve the way their organization works.
Fixing Your OKRs With Agility – Agile Indy 2023Yuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum? You're not alone. OKRs (Objectives and Key Results) have become the latest management framework to suffer the fate of becoming popular too quickly, to the point where in many organizations, OKRs are a theater/charade with little valuable substance or benefits. That’s a shame because OKRs have enormous potential if used effectively. This talk will teach you how to leverage agility principles to fix your OKRs or implement OKRs in an agile way from day 1.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
OKRs and Agile Sitting on a Tree - Agile Austin.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum/SAFe? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest improvements leveraging Lean/Agile principles and practices. You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum/SAFe elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism. By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, SAFe, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
OKRs and Scrum - SMs of the Universe Webinar.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest some improvements leveraging Lean/Agile principles and practices.
You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism.
By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...Yuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/SAFe? You're not alone. In this session, we will identify some OKR anti-patterns and suggest alternative approaches more aligned with SAFe Lean/Agile principles. You will learn how to organize around value through an OKR lens as well as how to improve portfolio focus through economic prioritization and flow management of OKRs. We will understand the connection between OKRs, KPIs, Operational and Development Value Streams, and what that means for leveraging OKRs in the different SAFe elements. By the end of this session, you will have an understanding of the relationship between OKRs and SAFe and concrete ideas for how to help your organization leverage them in synergy.
OKRs for SAFe Summit 2022 - 20220705.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/SAFe? You're not alone. In this session, we will identify some OKR anti-patterns and suggest alternative approaches that are more aligned with SAFe Lean/Agile principles. You will learn how to organize around value through an OKR lens as well as how to improve portfolio focus through economic prioritization and flow management of OKRs. We will understand the connection between OKRs, KPIs, Operational and Development Value Streams, and what that means for leveraging OKRs in the different SAFe elements. By the end of this session, you will have an understanding of the relationship between OKRs and SAFe and concrete ideas for how to help your organization leverage them in synergy.
In this session, you will learn to:
Understand the relationship between OVS/DVS through KPIs and OKRs and using it to reorganize around value through the OKR lens
Focusing at the strategic level by combining OKRs, Epics, WSJF and the Portfolio Kanban
Using SAFe's PIP PI Objectives approach to set more aligned and realistic OKRs. Using OKRs thinking in PIP to move from output to outcomes on the DVS/ART
Are you a leader in an organization that’s leveraging Scrum? In this webinar, Professional Scrum Trainer Yuval Yeret, co-author of the Scrum Guide Companion for Leaders, looks at the different elements of Scrum and reflects on an effective way for leaders to engage with them. Throughout the session, Yuval explores topics in this new guide, shares stories from the trenches and discusses:
-What Scrum means for you as a leader
-How to create the conditions in which Scrum can thrive
-How leaders can support the Scrum accountabilities, artifacts and events
-How leaders can leverage Scrum to help them lead their teams
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...Yuval Yeret
In this session, I shared how Gillette is using Scrum applied at Scale to improve agility in a CPG non-software context. We had to make some bold choices that might make classic agile practitioners cringe but we believe are appropriate and support the Scrum spirit. We will talk about our experience using Scaled Scrum inspired by Nexus to design technical and commercial Increments of the Gillette Labs Exfoliating Razor and how it helped us achieve value creation goals in an aggressive timeline. We will share how we use Scrum principles and practices to accelerate innovation and team empowerment in the non-agile-native CPG world.
Validating Delivered Business Value – Going Beyond “Actual Business Value”Yuval Yeret
Actual is a relative term when it comes to business value delivered by a SAFe PI Objective. In this talk we will explore techniques for validating the actual value delivered by SAFe Teams and ARTs based on real-world outcomes that can be evaluated post-release. RTEs, Product Management and Lean/Agile Leaders will be able to assess their current ability to validate value and learn specific practices they could add to their artifacts and events. Finally, we will take a deeper look at optionality and hypothesis-driven thinking in SAFe and challenge the comfort zone on how to properly use some of SAFe’s essential elements in this context.
Learning Objectives:
Assess their competency level of their ART/Program when it comes to ability to validate value
Evolve their Inspect and Adapt events to enable validation value based on real outcomes
Extend their Program and Portfolio Kanbans to help manage the flow of learning and validation.
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
eBook by AgileSparks - curated blog posts, guidance articles, implementation approaches - all based on AgileSparks and specifically Yuval Yeret's experience implementing SAFe in the trenches.
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...Yuval Yeret
SAFe’s home turf is product/systems/applications development. Let’s talk about challenging this comfort zone by applying it in one of the core business functions – Marketing. Why? Because the marketing operating system is being disrupted and the larger the marketing organization the more it struggles to maintain relevancy and impact. More and more marketing organizations are seeing the impact of Agile and want to benefit as well. How should an organization using SAFe in R&D/IT look at Agile in Marketing? Is SAFe the right choice? Does it work “as is”? Are there any changes needed to support this new context? What are some lessons learned from trying this in the field?
Learning Objectives and Key Takeaways:
At some point in your enterprise transformation you should consider applying SAFe outside of Product Development/IT. Marketing is a great candidate for a next Value Stream to implement SAFe in.
Agile Marketing is possible not just for small nimble companies but also for large organizations with hundreds of marketers and several legacy silos. SAFe provides a blueprint for how to achieve this.
Understand the differences in applying SAFe outside of Product Development/IT and how to adjust the Big Picture / Implementation Roadmap to accommodate these differences.
The ideal “Business Agility” state is actually to bring together Marketing, Product Management/Development, Sales into one Value Stream.
This talk was delivered in the global SAFe Summit in DC in October 2018
Building Quality In in SAFe – The Testing Organization’s Perspective Yuval Yeret
SAFe emphasizes Building Quality In. We will take a deep dive into how this looks from a testing organization’s perspective and what does a SAFe implementation mean for Testing/QA professionals. We will map SAFe’s approach to best practices in the “”Agile Testing”” world. We will look at examples from the real world of how traditional testing organizations shift left and evolve towards continuous testing.
Learning Objectives and Key Takeaways:
Understand how best practices from the “”Agile Testing”” world map to SAFe’s context
Learn ideas and patterns for evolving Testing/QA’s role during a SAFe implementation
Understand how Test-Driven looks like and how techniques like Acceptance-Test-Driven-Design/Behavior-Driven
Development can empower testers as well as improve the flow on SAFe agile teams.
See how SAFe’s principles can be used to guide the evolution towards a lean/agile testing organization
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...Yuval Yeret
Should you use Scrum, Kanban, or DevOps? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and at the higher-level picture of a DevOps culture and process.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
Scaling agile can be overwhelming. In this tutorial, Yuval will provide an overview of the ten essential SAFe patterns, and highlight the diagnostic symptoms that appear when the patterns aren’t in place. Attendees will develop a personal “flash assessment” of their current work context and will be able to identify to “inspect and adapt” areas for improvement. They will also learn how to use this sort of assessment/patterns during their scaled agile journey.
(This includes the Essential SAFe assessment toolkit provided by ScaledAgile)
Scrum 4 marketing - Give Thanks to Scrum 2017Yuval Yeret
Scrum in Marketing
What does Scrum in Marketing look like? Why are more and more marketers using Scrum? How is it different than Scrum in software development? What are some challenges that marketers are facing when using Scrum – Are those Scrum deficiencies? Does Scrum mean giving up on the marketer artsy creative spirit? Where/how to start? This talk is based on Yuval’s work with real-world marketing teams/organizations.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
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.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Key Trends Shaping the Future of Infrastructure.pdf
Lean/Agile Depth Assessment Checklist A3
1. Assessing the level of agility
This work is licensed under a
Creative Commons Attribution-ShareAlike 3.0 Unported License.
2. Why Assessing the level
of Lean/Agile?
Teams, Managers and Coaches can quickly evaluate the current
capability of a team/group, in order to:
• See how the capability measures against the recommended level
for agility
• Guide the team/group on what to improve next
• See, over time, the evolution of agility (positive or negative trend)
• See the impact of the team/group improvement work
• See the impact of organizational/structural changes that are
outside the team/group’s control (costs reductions, distributed,
etc.)
• Motivate! Get acheivements and recognition for reaching higher
agility levels (Emphasize intrinsic motivation!)
3. 5. Build & Deployment
1. Continuous Integration – automatic build running at least
nightly
2. All code and artifacts are versioned using a single scheme
3. Build is trigged automatically upon code checked in
4. Automated regression tests run as part of build and give a
green/red binary answer (no need for analysis to determine
success/failure)
5. Frequent check-ins to common branch
6. Build failures are addressed immediately. Repeated build
failures trigger a stop the line event
3. Individuals & Interactions
Feedback Loops
1. All people involved in a work item work on it more or less in the same
time period (Developers, Testers, Functional/Product) minimizing the
overhead/waste from context switching/recalling past work.
2. 80% of the people are working on only one team at each point in time.
3. All people involved in a work item (even across silos) can collaborate
directly with each other without third parties like team leads in every
coordination/communication loop enabling faster decisions and more
scalable operation.
4. People working together act as a team with shared accountability to end
to end delivery thereby decisions are more value than silo-focused
5. Teams are relatively stable (Not ad-hoc teams recreated every couple of
weeks)
6. Significant aspects of goals and rewards are oriented towards team
performance/goals (rather than individual performance) driving
collaboration not just individualism.
7. Team environment is as collaboration friendly as possible
8. Individuals are involved in performance feedback of the people they are
working with, to encourage teamwork
4. Engineering Practices
1. There is a clear definition of what "Coding Done" means and people are
working according to it
2. People are expected to write SOLID/CLEAN code and estimations reflect it
3. Automation coverage is planned and implemented as an integral part of
production code implementation
4. Defects created as part of new development are fixed as early as possible
and in any case before considering that work item as done
5. There is a Test Automation Pyramid strategy guiding Automation coverage
decisions (Preference to Unit Tests>>API tests>>UI tests)
6. People are expected to refactor smelly code as part of "Coding Done“ and
estimations reflect it
7. Functional Design is specified Test-Driven (ATDD/BDD)
8. Sustained or improved code coverage is verified at build time using code
coverage analysis tools (e.g. Sonar)
9. Team is pro-actively and methodically improving collective ownership
10. All code is reviewed in small batches, gaps are closed within hours
11. People have access to the tools they need to do effective SW engineering
12. A prioritized backlog of Technical Debt (ugly code, missing tests, etc.) is
available and capacity is allocated to reducing it
13. Team maintains a high level of Collective ownership - most tasks can be pulled
by many members of the team without a major effect on efficiency
14. Technical Code Design is Test-Driven (TDD)
15. Regression cycle costs days at most (due to high level of automation)
6. Empowered Teams and Individuals
1. Daily planning meetings (a.k.a. Standups) are used by people to manage their day to day
work (instead of work scheduled by supervisors and pushed onto them)
2. Autonomy - People have a high degree of control over the project day 2 day execution -
Choose tasks to pull, where to focus
3. Reason/Intent is communicated as part of every requirement/work item, to increase
motivation as well as empower people to do the right thing for the context rather than
blindly follow a plan
4. People pull to capacity - by using Team Estimation approaches or just pull to WIP
5. Autonomy - People have a high degree of control over their personal & professional destiny
6. The behavior that is incentivized (formally and informally) is aligned with lean/agile thinking -
Flow, Improvement, Trust, Whole Team, Low WIP, Safe to fail experiments, etc.
7. People work in small teams (not more than 10, ideally around 5-7) enabling good
communication and direct collaboration as well as effective meetings and interaction
8. Managers are pro-actively and methodically seeking ways to improve autonomy of teams
and individuals as a way to enable faster decisions as well as higher engagement/motivation
9. People are given opportunity to improve their mastery of areas which interest them
10. People can shape their work environment – technologies, facilities, etc.
2. Business Value Driven Development
1. Product owner sees working software frequently and uses the feedback to adapt the
scope/timeline plan
2. Work items are integrative and testable cross-cutting across the architecture if necessary (e.g.
User Stories). Done = Deployable and Performant/Secure, enabling real feedback/learning.
3. Work items are integrative testable & SMALL - can be delivered in days thereby tightening the
internal team level feedback loop
4. frequent feedback from stakeholders/users is used to adapt the scope/timeline closing a real
feedback beyond the product owner.
5. Escaping Defects and other kinds of Failure Demand (Waste) are analyzed using Five Whys or
another kind of root cause analysis process in order to determine reasons for missing them earlier
in the process.
6. Value is delivered in iterative chunks using Minimally Marketable Features (MMFs) thereby
achieving business agility – faster time to market and keeping more options open to what will be
delivered after the current MMFs.
7. Requirements that are Hypothesis are validated Using MVP/MVF in a fast learning loop that
includes Beta/Early Access programs or Continuous Delivery, in order to enable safe/cheap-to-fail
experiments about risky but worthy ideas.
8. Feature Usefulness and Successfulness is evaluated as part of the development lifecycle. Learning is
applied to improve the feature and future ideas.
9. Frequent Delivery to real users - up to 8 weeks apart
10. Continuous Delivery - work items are deployed/activated/validated as part of the work life cycle - in
a matter of hours/days thereby minimizing the work done without feedback that it is in the right
direction
1. Visualize & Manage the Flow
1. Visualize who is working on what as well as in order to be aware of level of multi tasking
and dependency on specific people.
2. Commitment to finishing work over starting new (eventually reaching a WIP level that
“feels OK” for the team) to start to “weakly” constrain and improve flow.
3. Definition of what Done (Working Tested Software) means is clear and adhered to
(“DoD”) so real flow is measured and so exceptions drive discussion/improvement.
4. Visualize work flow through the different process stages (using Kanban Board or similar)
to create flow awareness
5. Use working tested software based diagrams/charts (e.g. Release Burnups, CFDs) to
provide predictability and insight into flow
6. Visualize and focus on blocked work so major flow efficiency issues are addressed
7. Visualize work that is queued/waiting between people/workflow states to start raise to
awareness reasons for queuing and identify options for reducing
8. Team is aware of different expectations for handling certain work types & people can
make intelligent flow decisions according to the context
9. Definition of what “Ready for work” means is clear and adhered to in order to minimize
rework or blocks due to unready work occupying the WIP.
10. Visualize work variability and seek to reduce it (e.g. using Velocity/Cycle Time Control
Charts) so that overall average velocity/cycle time is improved and there is less
uncertainty enabling more aggressive planning without risking predictability.
11. WIP is limited across the system e.g. using Kanban WIP Limits, Scrum Sprint Commitment.
12. Planning is Continuous – Beyond the next few weeks there is a healthy mix of committed
and uncommitted work – enabling business agility
13. Guidelines for how to pull work (selection from ‘Next’/prioritization of WIP) are clear to
everyone and adhered to so that most decisions can be decentralized and made faster as
well as driving discussion about how to work and resulting in experiments/improvements
14. Capacity is allocated to Investment Themes using work in process limits so that it is possible
to ensure certain investment in each theme.
7. Improve
1. Regular Lessons Learned events are held
frequently (every 1-4 weeks) with actionable
outcomes (e.g. Retrospectives/Kaizen)
2. People at all levels are highly aware and
involved in improvement activity
3. Actionable Improvement Work is visualized
and managed using “Stop starting start
finishing”
4. Leaders are aware of the current operational
capabilities (may require metrics)
5. Leaders have an operational capabilities goal
6. Team/Group knows the current process
challenge they are targeting
7. Team/Group knows what obstacles are
preventing them from overcoming the current
process challenge, what is currently being
addressed and how
8. Team/Group allocates capacity/time slots for
improvement work
9. Team/Group uses models to look at their
condition and suggest experiments
Agile Depth v1.1
Team:
Date:
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
2
3
4
56
7
1
4. 1. Visualize & Manage the Flow
1.Visualize who is working on what as well as in order to be aware of level of multi tasking and dependency on
specific people.
2.Commitment to finishing work over starting new (eventually reaching a WIP level that “feels OK” for the team) to
start to “weakly” constrain and improve flow.
3.Definition of what Done (Working Tested Software) means is clear and adhered to (“DoD”) so real flow is
measured and so exceptions drive discussion/improvement.
4.Visualize work flow through the different process stages (using Kanban Board or similar) to create flow awareness
5.Use working tested software based diagrams/charts (e.g. Release Burnups, CFDs) to provide predictability and
insight into flow
6.Visualize and focus on blocked work so major flow efficiency issues are addressed
7.Visualize work that is queued/waiting between people/workflow states to start raise to awareness reasons for
queuing and identify options for reducing
8.Team is aware of different expectations for handling certain work types & people can make intelligent flow
decisions according to the context
9.Definition of what “Ready for work” means is clear and adhered to in order to minimize rework or blocks due to
unready work occupying the WIP.
10.Visualize work variability and seek to reduce it (e.g. using Velocity/Cycle Time Control Charts) so that overall
average velocity/cycle time is improved and there is less uncertainty enabling more aggressive planning without
risking predictability.
11.WIP is limited across the system e.g. using Kanban WIP Limits, Scrum Sprint Commitment.
12.Planning is Continuous – Beyond the next few weeks there is a healthy mix of committed and uncommitted work
– enabling business agility
13.Guidelines for how to pull work (selection from ‘Next’/prioritization of WIP) are clear to everyone and adhered to so
that most decisions can be decentralized and made faster as well as driving discussion about how to work and
resulting in experiments/improvements
14.Capacity is allocated to Investment Themes using work in process limits so that it is possible to ensure certain
investment in each theme.
5. 2. Business Value Driven Development
1.Product owner sees working software frequently and uses the feedback to adapt the
scope/timeline plan
2.Work items are integrative and testable cross-cutting across the architecture if necessary (e.g. User
Stories). Done = Deployable and Performant/Secure, enabling real feedback/learning.
3.Work items are integrative testable & SMALL - can be delivered in days thereby tightening the
internal team level feedback loop
4.frequent feedback from stakeholders/users is used to adapt the scope/timeline closing a real
feedback beyond the product owner.
5.Escaping Defects and other kinds of Failure Demand (Waste) are analyzed using Five Whys or another
kind of root cause analysis process in order to determine reasons for missing them earlier in the
process.
6.Value is delivered in iterative chunks using Minimally Marketable Features (MMFs) thereby achieving
business agility – faster time to market and keeping more options open to what will be delivered after
the current MMFs.
7.Requirements that are Hypothesis are validated Using MVP/MVF in a fast learning loop that includes
Beta/Early Access programs or Continuous Delivery, in order to enable safe/cheap-to-fail experiments
about risky but worthy ideas.
8.Feature Usefulness and Successfulness is evaluated as part of the development lifecycle. Learning is
applied to improve the feature and future ideas.
9.Frequent Delivery to real users - up to 8 weeks apart
10.Continuous Delivery - work items are deployed/activated/validated as part of the work life cycle - in
a matter of hours/days thereby minimizing the work done without feedback that it is in the right
direction
6. 3. Individuals & Interactions
Feedback Loops
1.All people involved in a work item work on it more or less in the same time period
(Developers, Testers, Functional/Product) minimizing the overhead/waste from
context switching/recalling past work.
2.80% of the people are working on only one team at each point in time.
3.All people involved in a work item (even across silos) can collaborate directly with
each other without third parties like team leads in every
coordination/communication loop enabling faster decisions and more scalable
operation.
4.People working together act as a team with shared accountability to end to end
delivery thereby decisions are more value than silo-focused
5.Teams are relatively stable (Not ad-hoc teams recreated every couple of weeks)
6.Significant aspects of goals and rewards are oriented towards team
performance/goals (rather than individual performance) driving collaboration not
just individualism.
7.Team environment is as collaboration friendly as possible
8.Individuals are involved in performance feedback of the people they are working
with, to encourage teamwork
7. 4. Engineering Practices
1.There is a clear definition of what "Coding Done" means and people are working according to it
2.People are expected to write SOLID/CLEAN code and estimations reflect it
3.Automation coverage is planned and implemented as an integral part of production code
implementation
4.Defects created as part of new development are fixed as early as possible and in any case before
considering that work item as done
5.There is a Test Automation Pyramid strategy guiding Automation coverage decisions (Preference to
Unit Tests>>API tests>>UI tests)
6.People are expected to refactor smelly code as part of "Coding Done“ and estimations reflect it
7.Functional Design is specified Test-Driven (ATDD/BDD)
8.Sustained or improved code coverage is verified at build time using code coverage analysis tools (e.g.
Sonar)
9.Team is pro-actively and methodically improving collective ownership
10.All code is reviewed in small batches, gaps are closed within hours
11.People have access to the tools they need to do effective SW engineering
12.A prioritized backlog of Technical Debt (ugly code, missing tests, etc.) is available and capacity is
allocated to reducing it
13.Team maintains a high level of Collective ownership - most tasks can be pulled by many members of
the team without a major effect on efficiency
14.Technical Code Design is Test-Driven (TDD)
15.Regression cycle costs days at most (due to high level of automation)
8. 5. Build & Deployment
1.Continuous Integration – automatic build running at
least nightly
2.All code and artifacts are versioned using a single
scheme
3.Build is trigged automatically upon code checked in
4.Automated regression tests run as part of build and
give a green/red binary answer (no need for analysis
to determine success/failure)
5.Frequent check-ins to common branch
6.Build failures are addressed immediately. Repeated
build failures trigger a stop the line event
9. 6. Empowered Teams and Individuals
1.Daily planning meetings (a.k.a. Standups) are used by people to manage their day to day work
(instead of work scheduled by supervisors and pushed onto them)
2.Autonomy - People have a high degree of control over the project day 2 day execution - Choose
tasks to pull, where to focus
3.Reason/Intent is communicated as part of every requirement/work item, to increase motivation
as well as empower people to do the right thing for the context rather than blindly follow a plan
4.People pull to capacity - by using Team Estimation approaches or just pull to WIP
5.Autonomy - People have a high degree of control over their personal & professional destiny
6.The behavior that is incentivized (formally and informally) is aligned with lean/agile thinking -
Flow, Improvement, Trust, Whole Team, Low WIP, Safe to fail experiments, etc.
7.People work in small teams (not more than 10, ideally around 5-7) enabling good communication
and direct collaboration as well as effective meetings and interaction
8.Managers are pro-actively and methodically seeking ways to improve autonomy of teams and
individuals as a way to enable faster decisions as well as higher engagement/motivation
9.People are given opportunity to improve their mastery of areas which interest them
10.People can shape their work environment – technologies, facilities, etc.
10. 7. Improve
1.Regular Lessons Learned events are held frequently (every 1-4 weeks)
with actionable outcomes (e.g. Retrospectives/Kaizen)
2.People at all levels are highly aware and involved in improvement activity
3.Actionable Improvement Work is visualized and managed using “Stop
starting start finishing”
4.Leaders are aware of the current operational capabilities (may require
metrics)
5.Leaders have an operational capabilities goal
6.Team/Group knows the current process challenge they are targeting
7.Team/Group knows what obstacles are preventing them from overcoming
the current process challenge, what is currently being addressed and how
8.Team/Group allocates capacity/time slots for improvement work
9.Team/Group uses models to look at their condition and suggest
experiments
11. 5. Build & Deployment
1. Continuous Integration – automatic build running at least
nightly
2. All code and artifacts are versioned using a single scheme
3. Build is trigged automatically upon code checked in
4. Automated regression tests run as part of build and give a
green/red binary answer (no need for analysis to determine
success/failure)
5. Frequent check-ins to common branch
6. Build failures are addressed immediately. Repeated build
failures trigger a stop the line event
3. Individuals & Interactions
Feedback Loops
1. All people involved in a work item work on it more or less in the
same time period (Developers, Testers, Functional/Product)
minimizing the overhead/waste from context switching/recalling
past work.
2. All people involved in a work item (even across silos) can
collaborate directly with each other without third parties like team
leads in every coordination/communication loop enabling faster
decisions and more scalable operation.
3. People working together act as a team with shared accountability
to end to end delivery thereby decisions are more value than silo-
focused
4. Significant aspects of goals and rewards are oriented towards team
performance/goals (rather than individual performance) driving
collaboration not just individualism.
5. Team environment is as collaboration friendly as possible
6. Individuals are involved in performance feedback of the people they
are working with, to encourage teamwork
4. Engineering Practices
1. There is a clear definition of what "Coding Done" means and people are
working according to it
2. People are expected to write SOLID/CLEAN code and estimations reflect it
3. Automation coverage is planned and implemented as an integral part of
production code implementation
4. Defects created as part of new development are fixed as early as possible
and in any case before considering that work item as done
5. There is a Test Automation Pyramid strategy guiding Automation coverage
decisions (Preference to Unit Tests>>API tests>>UI tests)
6. People are expected to refactor smelly code as part of "Coding Done“ and
estimations reflect it
7. Functional Design is specified Test-Driven (ATDD/BDD)
8. Sustained or improved code coverage is verified at build time using code
coverage analysis tools (e.g. Sonar)
9. Team is pro-actively and methodically improving collective ownership
10. All code is reviewed in small batches, gaps are closed within hours
11. People have access to the tools they need to do effective SW engineering
12. A prioritized backlog of Technical Debt (ugly code, missing tests, etc.) is
available and capacity is allocated to reducing it
13. Team maintains a high level of Collective ownership - most tasks can be pulled
by many members of the team without a major effect on efficiency
14. Technical Code Design is Test-Driven (TDD)
15. Regression cycle costs days at most (due to high level of automation)
6. Empowered Teams and Individuals
1. Daily planning meetings (a.k.a. Standups) are used by people to manage their day to day
work (instead of work scheduled by supervisors and pushed onto them)
2. Autonomy - People have a high degree of control over the project day 2 day execution -
Choose tasks to pull, where to focus
3. Reason/Intent is communicated as part of every requirement/work item, to increase
motivation as well as empower people to do the right thing for the context rather than
blindly follow a plan
4. People pull to capacity - by using Team Estimation approaches or just pull to WIP
5. Autonomy - People have a high degree of control over their personal & professional destiny
6. The behavior that is incentivized (formally and informally) is aligned with lean/agile thinking -
Flow, Improvement, Trust, Whole Team, Low WIP, Safe to fail experiments, etc.
7. People work in small teams (not more than 10, ideally around 5-7) enabling good
communication and direct collaboration as well as effective meetings and interaction
8. Managers are pro-actively and methodically seeking ways to improve autonomy of teams
and individuals as a way to enable faster decisions as well as higher engagement/motivation
9. People are given opportunity to improve their mastery of areas which interest them
10. People can shape their work environment – technologies, facilities, etc.
2. Business Value Driven Development
1. Product owner sees working software frequently and uses the feedback to adapt the
scope/timeline plan
2. Work items are integrative and testable cross-cutting across the architecture if necessary (e.g.
User Stories). Done = Deployable and Performant/Secure, enabling real feedback/learning.
3. Work items are integrative testable & SMALL - can be delivered in days thereby tightening the
internal team level feedback loop
4. frequent feedback from stakeholders/users is used to adapt the scope/timeline closing a real
feedback beyond the product owner.
5. Escaping Defects and other kinds of Failure Demand (Waste) are analyzed using Five Whys or
another kind of root cause analysis process in order to determine reasons for missing them earlier
in the process.
6. Value is delivered in iterative chunks using Minimally Marketable Features (MMFs) thereby
achieving business agility – faster time to market and keeping more options open to what will be
delivered after the current MMFs.
7. Requirements that are Hypothesis are validated Using MVP/MVF in a fast learning loop that
includes Beta/Early Access programs or Continuous Delivery, in order to enable safe/cheap-to-fail
experiments about risky but worthy ideas.
8. Feature Usefulness and Successfulness is evaluated as part of the development lifecycle. Learning is
applied to improve the feature and future ideas.
9. Frequent Delivery to real users - up to 8 weeks apart
10. Continuous Delivery - work items are deployed/activated/validated as part of the work life cycle - in
a matter of hours/days thereby minimizing the work done without feedback that it is in the right
direction
1. Visualize & Manage the Flow
1. Visualize main Work types (using Kanban Board or similar) to create flow awareness
2. Definition of what Done (Working Tested Software) means is clear and adhered to
(“DoD”) so real flow is measured and so exceptions drive discussion/improvement.
3. Visualize who is working on what in order to be aware of level of multi tasking and
dependency on specific people.
4. Commitment to finishing work over starting new (eventually reaching a WIP level that
“feels OK” for the team) to start to “weakly” constrain and improve flow.
5. Use flow diagrams/charts (e.g. CFDs) to provide predictability and insight into flow
6. Visualize and focus on blocked work so major flow efficiency issues are addressed
7. Visualize work that is queued/waiting between people/workflow states to start raise to
awareness reasons for queuing and identify options for reducing
8. Awareness of Work Types and Work Items and differences in handling, in order to enable
expectation setting with different stakeholders for different needs & allow people to make
intelligent flow decisions according to the context
9. Some areas in the flow have local work in process (WIP) limits - leading to lower WIP and
cycle times and more explicit opportunities to learn from the (lack of) flow
10. Visualize work variability and seek to reduce it (e.g. using Cycle Time Control Charts) so that
overall average cycle time is improved and there is less uncertainty about velocity/cycle
times enabling more aggressive planning
11. Explicit WIP limit at workflow level - Single workflow full pull – catching more flow
problems and driving WIP/cycle time even lower.
12. Next is re-prioritized continuously (no commitment in Next)- Deferred Pull decisions
(dynamic prioritization) in order to enable business agility.
13. Definition of what “Ready for work” means is clear and adhered to in order to minimize
rework or blocks due to unready work occupying the WIP.
14. Guidelines for how to pull work (selection from ‘Next’/prioritization of WIP) are clear to
everyone and adhered to so that most decisions can be decentralized and made faster as
well as driving discussion about how to work and resulting in experiments/improvements
15. Capacity is allocated to Investment Themes using work in process limits so that it is possible
to ensure certain investment in each theme.
7. Improve
1. Regular Lessons Learned events (frequency of
no less than every 1-4 weeks) with actionable
outcomes (e.g. Retrospectives/Kaizen)
2. People at all levels are highly aware and
involved in improvement activity
3. Actionable Improvement Work is visualized
and managed using “Stop starting start
finishing”
4. Leaders are aware of the current operational
capabilities (may require metrics)
5. Leaders have an operational capabilities goal
6. Team/Group knows the current process
challenge they are targeting
7. Team/Group knows what obstacles are
preventing them from overcoming the current
process challenge, what is currently being
addressed and how
8. Team/Group allocates capacity/time slots for
improvement work
9. Team/Group uses models to look at their
condition and suggest experiments
Agile Depth
Team: Sky1
Date: Sep 2013
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