This document provides an overview of Scrum, an agile framework for project management. It describes key Scrum roles like the Product Owner, Development Team, and Scrum Master. It also outlines Scrum artifacts such as the Product Backlog, which is a prioritized list of features and requirements. Sprints are short, timed iterations where a cross-functional team selects Product Backlog items to complete. Daily stand-ups, Sprint planning, reviews and retrospectives are meetings that occur within the Scrum process. The document emphasizes inspecting and adapting work through these meetings to maximize value delivery.
Maturity Frameworks for Enterprise Agility in the 21st Centuryschlichter
Maturity Frameworks for Enterprise Agility in the 21st Century - presented at the PMI Global Congress 2010 in DC. This is a description of PMI\'s Maturity Model OPM3 and the NATO NEC C2 Maturity Model.
This document provides an overview of Scrum, an agile framework for project management. It describes the key Scrum roles of Product Owner, Development Team, and Scrum Master. The Product Owner prioritizes features in the Product Backlog and maximizes return on investment. The cross-functional Development Team works to deliver increments each sprint. The Scrum Master helps the team apply Scrum and removes impediments. Sprints are short, time-boxed iterations where the team selects backlog items to deliver a working product increment. Daily stand-ups, sprint planning and reviews, and retrospectives support inspection and adaptation of the process.
Agile transformation lessons from the trenches by Mark LinesIndigoCube
Presentation 'Agile transformation lessons from the trenches' by Disciplined Agile industry leader Mark Lines during the Business Agility event 2018 hosted by IndigoCube in-conjunction with IBM.
This document summarizes a presentation by Frank Stienhans on SAP systems in the cloud. It discusses SAP's vision for providing different user interfaces tailored to specific business needs. It describes prototypes for business users to configure, try out, and request SAP Business All-in-One solutions in the cloud. It also covers governance models for cloud systems, strategies for agile infrastructure at low cost, and SAP's goals for a hybrid cloud with open standards.
The document discusses various scaled agile project management frameworks like LeSS, SAFe, DAD, and DSDM. It summarizes findings from a white paper on adopting these approaches which found that the mindset is more important than the specific method. Organizations need to determine what fits their purpose and rely on experienced teams to decide on the appropriate blend of techniques. Training, multi-skilling teams, and ensuring strategic alignment are also important for successful adoption of agile project management.
Scrum is an agile framework for managing product development that emphasizes transparency, inspection, and adaptation. It defines roles of Product Owner, Development Team, and Scrum Master. The Product Owner represents stakeholders and prioritizes items in the Product Backlog. The cross-functional Development Team works to deliver increments each sprint. The Scrum Master removes impediments and ensures the team follows Scrum practices.
This document provides an overview of Scrum and Agile methodologies for software development. It discusses how traditional "waterfall" approaches can lead to delays and obsolete projects, and how Scrum aims to deliver working software frequently through a series of short "sprints". Key Scrum roles like Product Owner, Scrum Master, and cross-functional team are defined. Ceremonies like sprint planning, daily stand-ups, sprint reviews and retrospectives are outlined. The benefits of self-organizing teams and empirical process control are also highlighted.
This document provides an overview of Scrum, an agile framework for project management. It describes key Scrum roles like the Product Owner, Development Team, and Scrum Master. It also outlines Scrum artifacts such as the Product Backlog, which is a prioritized list of features and requirements. Sprints are short, timed iterations where a cross-functional team selects Product Backlog items to complete. Daily stand-ups, Sprint planning, reviews and retrospectives are meetings that occur within the Scrum process. The document emphasizes inspecting and adapting work through these meetings to maximize value delivery.
Maturity Frameworks for Enterprise Agility in the 21st Centuryschlichter
Maturity Frameworks for Enterprise Agility in the 21st Century - presented at the PMI Global Congress 2010 in DC. This is a description of PMI\'s Maturity Model OPM3 and the NATO NEC C2 Maturity Model.
This document provides an overview of Scrum, an agile framework for project management. It describes the key Scrum roles of Product Owner, Development Team, and Scrum Master. The Product Owner prioritizes features in the Product Backlog and maximizes return on investment. The cross-functional Development Team works to deliver increments each sprint. The Scrum Master helps the team apply Scrum and removes impediments. Sprints are short, time-boxed iterations where the team selects backlog items to deliver a working product increment. Daily stand-ups, sprint planning and reviews, and retrospectives support inspection and adaptation of the process.
Agile transformation lessons from the trenches by Mark LinesIndigoCube
Presentation 'Agile transformation lessons from the trenches' by Disciplined Agile industry leader Mark Lines during the Business Agility event 2018 hosted by IndigoCube in-conjunction with IBM.
This document summarizes a presentation by Frank Stienhans on SAP systems in the cloud. It discusses SAP's vision for providing different user interfaces tailored to specific business needs. It describes prototypes for business users to configure, try out, and request SAP Business All-in-One solutions in the cloud. It also covers governance models for cloud systems, strategies for agile infrastructure at low cost, and SAP's goals for a hybrid cloud with open standards.
The document discusses various scaled agile project management frameworks like LeSS, SAFe, DAD, and DSDM. It summarizes findings from a white paper on adopting these approaches which found that the mindset is more important than the specific method. Organizations need to determine what fits their purpose and rely on experienced teams to decide on the appropriate blend of techniques. Training, multi-skilling teams, and ensuring strategic alignment are also important for successful adoption of agile project management.
Scrum is an agile framework for managing product development that emphasizes transparency, inspection, and adaptation. It defines roles of Product Owner, Development Team, and Scrum Master. The Product Owner represents stakeholders and prioritizes items in the Product Backlog. The cross-functional Development Team works to deliver increments each sprint. The Scrum Master removes impediments and ensures the team follows Scrum practices.
This document provides an overview of Scrum and Agile methodologies for software development. It discusses how traditional "waterfall" approaches can lead to delays and obsolete projects, and how Scrum aims to deliver working software frequently through a series of short "sprints". Key Scrum roles like Product Owner, Scrum Master, and cross-functional team are defined. Ceremonies like sprint planning, daily stand-ups, sprint reviews and retrospectives are outlined. The benefits of self-organizing teams and empirical process control are also highlighted.
This document provides information about an advanced Agile Scrum online workshop taking place on February 27, 2021. It includes an introduction section for participants to provide their name, education, work experience and location. The bulk of the document outlines the workshop contents, covering topics like Agile fundamentals, the Agile investment model, the Agile manifesto, what Scrum is, Scrum values, the Scrum flow, Scrum events, and more. Tables of contents and headings are included to help navigate through the different sections.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
The 9-step proposal outlines an approach for mid to large product companies to adopt Agile methodologies. Step 0 involves performing value stream mapping to identify organizational gaps and determine if Agile could help. Step 1 includes creating cross-functional leadership and transition teams. Step 2 has the teams create vision and transition backlogs. Step 3 suggests segregating projects into innovation, incremental, and support categories. The remaining steps cover building teams, implementing practices, celebrating successes, and continuously improving. The overall goal is to transition the organization to Agile and achieve higher value delivery through improved flow.
Scrum master vs agile coach difference explainedKaty Slemon
Scrum Master vs Agile Coach: Know the key differences between Scrum Master and Agile Coach. Also, understand the roles & responsibilities of both approaches.
Scrum is an agile framework for managing projects, commonly used for software development. It utilizes empirical process control through short cycles of work called sprints, daily stand-up meetings, and artifacts like product backlogs and sprint backlogs. The scrum team consists of the product owner, scrum master, and development team. They participate in events like sprint planning, daily scrums, sprint reviews, and retrospectives. The goal is to frequently inspect work, adapt the process as needed, and transparently deliver working software increments within each sprint.
The document discusses how engineering managers can adapt to an agile work environment. It describes how one company addressed common challenges like product owner and architect shortages by having managers take on those roles. Managers were also given responsibilities like goal setting, cross-team knowledge sharing, and helping teams improve practices. This engaged managers in delivery while addressing skills gaps. The company also emphasized team success for performance reviews and career goals over individual metrics. This helped managers and other leads transition successfully to agile.
This document provides an overview of scrum as an agile framework for IT projects. It first defines what a project is and discusses different software development life cycles (SDLC) models like waterfall, V-shaped, prototyping, spiral, iterative, and agile. It then focuses on agile development, describing the agile manifesto, principles, and iron triangle. Finally, it introduces scrum as a common agile method and notes that scrum will be discussed in more detail in part 2 of the document.
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
The document summarizes the challenges faced by a team transitioning from a waterfall methodology to an agile methodology. Some of the major stumbling blocks included inertia to change, a lack of discipline around meeting times and structures, unclear roles and responsibilities, and not properly understanding agile principles like self-organization and empiricism. It took several pilots, training sessions, and ongoing coaching for the team to fully adopt agile practices and see benefits like improved customer satisfaction and fewer bugs.
Certified scrum product owner certification is provided by ScrumAlliance after successfully completing the training from us.Visit us and get trained from expertise Agile trainers.
The document is the Scrum Guide, which provides the definition and framework of Scrum. It describes Scrum as an agile framework for managing complex work, with roles of Product Owner, Development Team and Scrum Master. It outlines Scrum events like the Sprint, Sprint Planning, Daily Scrum, Sprint Review and Retrospective. It also describes Scrum artifacts like the Product Backlog, Sprint Backlog and Increment. The guide was created by Ken Schwaber and Jeff Sutherland, who developed the Scrum framework.
The document summarizes changes made between different versions of the Scrum Guide and SAFe frameworks over time. Some key changes to Scrum included removing prescriptive language, emphasizing a self-managing Scrum Team rather than self-organizing teams, and introducing the concept of a Product Goal. Changes to SAFe included improving business outcomes, evolving continuously to incorporate new knowledge, and the introduction of SAFe 5.1 with minor updates to the Big Picture framework graphic.
The training offers an overview of Agile development and Scrum practices, focusing on how the Scrum framework follows the Agile Manifesto principles. ... The Scrum framework uses simple iterative practices for team collaboration on complex projects.
A very short presentation of SCRUM. It contains the most important concepts for a first introduction to SCRUM, and allows to specify the right vocabulary.
This document provides an overview of Scrum roles and events. It describes the three main Scrum roles: Product Owner, Development Team, and Scrum Master. The Product Owner is responsible for maximizing ROI by prioritizing the backlog and helping the team understand what to build. The cross-functional Development Team, consisting of 3-9 members, is responsible for delivering working increments each sprint. The Scrum Master helps the team follow Scrum practices and removes impediments. The document also briefly outlines the Scrum events of the Sprint, Sprint Planning Meeting, Daily Scrum, Sprint Review and Sprint Retrospective.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
This document discusses an approach to DevOps. It outlines some of the challenges faced in a pre-DevOps environment like SLA violations and burnout. It then discusses how adopting a DevOps mindset can enable faster delivery while maintaining quality. Key aspects of DevOps include treating other teams as customers, establishing feedback loops, and including time for improvement. Metrics like lead time, deployments, and customer satisfaction are important. The document provides examples of DevOps practices from Spotify and references for further information.
This document provides information on various agile training courses offered by SQE Training, including:
- Certified ScrumMaster Training, which provides certification and teaches agile concepts and tools over 3 days.
- Product Owner Certification, which teaches essential concepts and tools of effective agile product ownership over 2 days and provides certification.
- Agile Tester Certification, which teaches fundamentals of agile development and the role of testers in agile teams over 2 days and provides certification.
This document provides an overview of Scrum, an agile project management framework. Some key points:
- Scrum uses iterative "Sprints" typically lasting 2-4 weeks to develop software in short cycles. A product backlog is prioritized and tasks are broken down for each Sprint.
- Self-organizing Scrum teams of 5-9 people work to complete the Sprint goals. Daily stand-up meetings provide status updates and help remove impediments.
- At the end of each Sprint, working software is demonstrated and the product owner evaluates progress before prioritizing tasks for the next Sprint.
- Scrum aims to improve productivity, adaptability and creativity compared to
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Scrum Masters with certifications in Agile frameworks like Scrum and SAFe will be in high demand in 2023. The popularity of the Scrum framework has increased demand for Scrum Masters across many industries beyond just IT. Obtaining certifications is important for career progression as a Scrum Master. While Scrum is effective for smaller projects, SAFe provides a structured approach for large, complex projects involving multiple teams.
This document provides information about an advanced Agile Scrum online workshop taking place on February 27, 2021. It includes an introduction section for participants to provide their name, education, work experience and location. The bulk of the document outlines the workshop contents, covering topics like Agile fundamentals, the Agile investment model, the Agile manifesto, what Scrum is, Scrum values, the Scrum flow, Scrum events, and more. Tables of contents and headings are included to help navigate through the different sections.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
The 9-step proposal outlines an approach for mid to large product companies to adopt Agile methodologies. Step 0 involves performing value stream mapping to identify organizational gaps and determine if Agile could help. Step 1 includes creating cross-functional leadership and transition teams. Step 2 has the teams create vision and transition backlogs. Step 3 suggests segregating projects into innovation, incremental, and support categories. The remaining steps cover building teams, implementing practices, celebrating successes, and continuously improving. The overall goal is to transition the organization to Agile and achieve higher value delivery through improved flow.
Scrum master vs agile coach difference explainedKaty Slemon
Scrum Master vs Agile Coach: Know the key differences between Scrum Master and Agile Coach. Also, understand the roles & responsibilities of both approaches.
Scrum is an agile framework for managing projects, commonly used for software development. It utilizes empirical process control through short cycles of work called sprints, daily stand-up meetings, and artifacts like product backlogs and sprint backlogs. The scrum team consists of the product owner, scrum master, and development team. They participate in events like sprint planning, daily scrums, sprint reviews, and retrospectives. The goal is to frequently inspect work, adapt the process as needed, and transparently deliver working software increments within each sprint.
The document discusses how engineering managers can adapt to an agile work environment. It describes how one company addressed common challenges like product owner and architect shortages by having managers take on those roles. Managers were also given responsibilities like goal setting, cross-team knowledge sharing, and helping teams improve practices. This engaged managers in delivery while addressing skills gaps. The company also emphasized team success for performance reviews and career goals over individual metrics. This helped managers and other leads transition successfully to agile.
This document provides an overview of scrum as an agile framework for IT projects. It first defines what a project is and discusses different software development life cycles (SDLC) models like waterfall, V-shaped, prototyping, spiral, iterative, and agile. It then focuses on agile development, describing the agile manifesto, principles, and iron triangle. Finally, it introduces scrum as a common agile method and notes that scrum will be discussed in more detail in part 2 of the document.
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
The document summarizes the challenges faced by a team transitioning from a waterfall methodology to an agile methodology. Some of the major stumbling blocks included inertia to change, a lack of discipline around meeting times and structures, unclear roles and responsibilities, and not properly understanding agile principles like self-organization and empiricism. It took several pilots, training sessions, and ongoing coaching for the team to fully adopt agile practices and see benefits like improved customer satisfaction and fewer bugs.
Certified scrum product owner certification is provided by ScrumAlliance after successfully completing the training from us.Visit us and get trained from expertise Agile trainers.
The document is the Scrum Guide, which provides the definition and framework of Scrum. It describes Scrum as an agile framework for managing complex work, with roles of Product Owner, Development Team and Scrum Master. It outlines Scrum events like the Sprint, Sprint Planning, Daily Scrum, Sprint Review and Retrospective. It also describes Scrum artifacts like the Product Backlog, Sprint Backlog and Increment. The guide was created by Ken Schwaber and Jeff Sutherland, who developed the Scrum framework.
The document summarizes changes made between different versions of the Scrum Guide and SAFe frameworks over time. Some key changes to Scrum included removing prescriptive language, emphasizing a self-managing Scrum Team rather than self-organizing teams, and introducing the concept of a Product Goal. Changes to SAFe included improving business outcomes, evolving continuously to incorporate new knowledge, and the introduction of SAFe 5.1 with minor updates to the Big Picture framework graphic.
The training offers an overview of Agile development and Scrum practices, focusing on how the Scrum framework follows the Agile Manifesto principles. ... The Scrum framework uses simple iterative practices for team collaboration on complex projects.
A very short presentation of SCRUM. It contains the most important concepts for a first introduction to SCRUM, and allows to specify the right vocabulary.
This document provides an overview of Scrum roles and events. It describes the three main Scrum roles: Product Owner, Development Team, and Scrum Master. The Product Owner is responsible for maximizing ROI by prioritizing the backlog and helping the team understand what to build. The cross-functional Development Team, consisting of 3-9 members, is responsible for delivering working increments each sprint. The Scrum Master helps the team follow Scrum practices and removes impediments. The document also briefly outlines the Scrum events of the Sprint, Sprint Planning Meeting, Daily Scrum, Sprint Review and Sprint Retrospective.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
This document discusses an approach to DevOps. It outlines some of the challenges faced in a pre-DevOps environment like SLA violations and burnout. It then discusses how adopting a DevOps mindset can enable faster delivery while maintaining quality. Key aspects of DevOps include treating other teams as customers, establishing feedback loops, and including time for improvement. Metrics like lead time, deployments, and customer satisfaction are important. The document provides examples of DevOps practices from Spotify and references for further information.
This document provides information on various agile training courses offered by SQE Training, including:
- Certified ScrumMaster Training, which provides certification and teaches agile concepts and tools over 3 days.
- Product Owner Certification, which teaches essential concepts and tools of effective agile product ownership over 2 days and provides certification.
- Agile Tester Certification, which teaches fundamentals of agile development and the role of testers in agile teams over 2 days and provides certification.
This document provides an overview of Scrum, an agile project management framework. Some key points:
- Scrum uses iterative "Sprints" typically lasting 2-4 weeks to develop software in short cycles. A product backlog is prioritized and tasks are broken down for each Sprint.
- Self-organizing Scrum teams of 5-9 people work to complete the Sprint goals. Daily stand-up meetings provide status updates and help remove impediments.
- At the end of each Sprint, working software is demonstrated and the product owner evaluates progress before prioritizing tasks for the next Sprint.
- Scrum aims to improve productivity, adaptability and creativity compared to
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Scrum Masters with certifications in Agile frameworks like Scrum and SAFe will be in high demand in 2023. The popularity of the Scrum framework has increased demand for Scrum Masters across many industries beyond just IT. Obtaining certifications is important for career progression as a Scrum Master. While Scrum is effective for smaller projects, SAFe provides a structured approach for large, complex projects involving multiple teams.
The document discusses Scrum, an agile framework for managing projects. Some key points:
- Scrum is the most popular agile framework, designed to deliver value quickly through iterative development in sprints.
- Scrum uses cross-functional, self-organizing teams who work in short sprints to deliver working software frequently.
- Scrum benefits include adaptability, transparency, continuous improvement, and early delivery of high-value features.
- Scrum is used across industries like IT, finance, healthcare, and is applied to companies of all sizes.
Scrum is an agile process that focuses on delivering business value in the shortest time. It delivers working software in short iterations called sprints. The key aspects of scrum include user stories to define requirements, a product backlog to track and prioritize work, sprint planning and daily standups to coordinate work within a sprint, and sprint reviews and retrospectives after each sprint to inspect progress and improve processes. The scrum team consists of a product owner, development team, and scrum master. The product owner manages the product backlog. The development team does the work. And the scrum master facilitates scrum processes and removes impediments.
Scrum is an agile framework for managing product development that emphasizes self-organizing cross-functional teams, short development iterations called sprints, and frequent inspection of progress and adaptation to change. Key Scrum roles include the Product Owner who manages product vision and priorities, the Scrum Master who ensures the team follows Scrum practices, and the cross-functional Development Team which includes roles like developers, testers, and designers. Sprints are fixed duration cycles, usually 2-4 weeks, during which a working product increment is developed based on priority requirements from the Product Backlog. At the end of each sprint, the product is reviewed and the team adapts its work for the next sprint based on feedback and changing priorities.
EHS Conducted SCRUM Overview Session for a Corporate Company in Lahore covering Basics i.e. What is Agile & Scrum, Why to use Scrum, Benefits, Values, Artifacts, Events, Scrum Teams & Roles...
Large organizations face challenges scaling agile scrum practices across many teams due to issues like siloed teams losing overall product focus, fixed release dates encouraging a mini-waterfall model, and treating agile adoption as a project with an end rather than continuous improvement. The Large-Scale Scrum (LeSS) framework addresses these problems by organizing teams around customer-centric requirement areas rather than functions, empowering cross-functional feature teams to be self-managed and co-located, and viewing agile adoption as a continuous journey of inspection and adaptation. LeSS scales scrum without adding layers or processes in a non-prescriptive manner focused on continuous learning.
Scrum is a framework that makes it easier for agile teams to collaborate. The team members can deliver and maintain the difficult product with its help. It motivates the group to self-organize as they tackle the issue and learn via practise. Scum is the result of structural work and ongoing customer value delivery.
Scrum is an agile project management framework that helps software development teams structure and simplify their work. It uses short iterative "sprints" to efficiently solve problems. The document provides an overview of Scrum, including its history, core roles, phases, artifacts, benefits, and how to apply it. Scrum focuses on collaboration, adaptability, and delivering value to the customer through working software. It emphasizes individuals, interactions, working software over documentation, and responding to change over following a plan.
Our world is changing at a breakneck pace. There is no doubt that today's workplace must constantly adapt to ongoing changes to remain efficient and competitive, whether driven by technology, globalisation, or specific crises.
This is where the concept of forming an Agile team comes into play.
Agile working entails bringing together people, processes, connectivity, technology, time and place to determine the best and most efficient way to complete a specific task. It means working within the task’s parameters but without limitations (of how you achieve it).
Essentially, agile working means being willing to change the way we work – whether it's our working hours, our physical workplace, the technology we use, the nature of our roles and how we collaborate, or the way we do our work. We can adapt to the ever-changing world around us by encouraging agility and flexibility while creating a more dynamic workforce and improving our performance and productivity.
Most leaders now ask, "Why do I want to become agile?" Is it simply to be more efficient and effective?
This slide deck distinguished agile from the waterfall, discussed the importance of adopting agility and examined the various types of agile workflows.
The document discusses various frameworks for scaling agile practices in large organizations, including Scrum of Scrums, Nexus, Scrum@Scale, Large Scale Scrum (LeSS), and the Scaled Agile Framework (SAFe). It provides overviews of the key concepts of each framework, such as how they divide work among multiple agile teams, coordinate cross-team efforts, and scale agile principles and practices to the organizational level. The document also discusses some of the challenges of scaling agile and principles that informed the development of these frameworks.
The document provides information about continuous improvement in Agile processes. It discusses using an iterative transition process with small continuous changes to adopt an Agile development process. An improvement backlog should track items to improve the organization's use of Scrum, similar to a product backlog. An Enterprise Transition Community supports the organization's effort to introduce and improve Scrum use through an iterative process.
The document provides an overview of material for an Agile Scrum Master training. It includes an introduction to Agile concepts and frameworks, an explanation of the Agile way of thinking focusing on iterative development, self-organizing teams, and the Agile manifesto. It also discusses how Agility brings predictability and flexibility through awareness of problems and the desire for change. The training schedule, objectives, exam format and literature are outlined.
This document presents on Agile and Scrum methodologies. It defines Agile as iterative and incremental software development approaches. Scrum is described as a framework that uses short cycles ("sprints") to incrementally develop products. Key Scrum roles of the self-organizing team, Scrum Master, and Product Owner are outlined along with advantages like adaptability and disadvantages like inflexibility.
Business Need And Current Situation EssayJill Lyons
The document discusses Siltronica's move from the traditional Waterfall methodology to an Agile approach like Scrum for software development. It explains that Agile is preferable in most situations as it allows for faster, incremental delivery of value to stakeholders and greater flexibility to changing business needs. It also briefly mentions that Siltronica began offshoring some IT capabilities to other countries in the early 2000s. The summary is in 3 sentences as requested.
Large Scale Agile Transformation in an On-Demand WorldSteve Greene
White Paper from Chris Fry and Steve Greene of salesforce.com. This white pager describes the large scale agile transformation of the salesforce.com R&D organization.
1. Scrum is an agile framework that uses self-organizing cross-functional teams to deliver value through short iterative cycles called sprints.
2. Scrum is widely used both in IT and other industries like healthcare, finance, automotive and construction to manage projects. Popular companies like Google, GE, Apple, and Salesforce use Scrum.
3. A Scrum Body of Knowledge (SBOK) guide provides guidance on implementing Scrum and certifications like Scrum Master Certified help professionals facilitate successful Scrum projects.
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
This document provides an introduction to Agile development and Scrum methodology. It discusses that Agile focuses on iterative development with collaboration between cross-functional teams. Scrum is an Agile methodology that uses sprints, daily stand-ups, backlogs and emphasizes self-organizing teams. A Scrum team works in sprints to develop working software increments based on prioritized backlog items.
Similar to Nisum white paper titled “Agile Models for Global Teams” (20)
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
Northern Engraving | Modern Metal Trim, Nameplates and Appliance PanelsNorthern Engraving
What began over 115 years ago as a supplier of precision gauges to the automotive industry has evolved into being an industry leader in the manufacture of product branding, automotive cockpit trim and decorative appliance trim. Value-added services include in-house Design, Engineering, Program Management, Test Lab and Tool Shops.
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
This talk will cover ScyllaDB Architecture from the cluster-level view and zoom in on data distribution and internal node architecture. In the process, we will learn the secret sauce used to get ScyllaDB's high availability and superior performance. We will also touch on the upcoming changes to ScyllaDB architecture, moving to strongly consistent metadata and tablets.
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
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How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
High performance Serverless Java on AWS- GoTo Amsterdam 2024Vadym Kazulkin
Java is for many years one of the most popular programming languages, but it used to have hard times in the Serverless community. Java is known for its high cold start times and high memory footprint, comparing to other programming languages like Node.js and Python. In this talk I'll look at the general best practices and techniques we can use to decrease memory consumption, cold start times for Java Serverless development on AWS including GraalVM (Native Image) and AWS own offering SnapStart based on Firecracker microVM snapshot and restore and CRaC (Coordinated Restore at Checkpoint) runtime hooks. I'll also provide a lot of benchmarking on Lambda functions trying out various deployment package sizes, Lambda memory settings, Java compilation options and HTTP (a)synchronous clients and measure their impact on cold and warm start times.
Discover top-tier mobile app development services, offering innovative solutions for iOS and Android. Enhance your business with custom, user-friendly mobile applications.
Crafting Excellence: A Comprehensive Guide to iOS Mobile App Development Serv...
Nisum white paper titled “Agile Models for Global Teams”
1. agile models for
global teams
Introduction
This white paper is designed to share our knowledge
as a provider of distributed Agile software solutions
and to help companies get started with distributed
Agile, a software development methodology (SDLC)
that revolutionizes software release. With traditional
“waterfall” methodology a product is released all at once
when the product is completed. In contrast, teams using
Agile “time box” software releases, deliver the most
important features first in short, regular intervals.
In 2001, at a summit of seventeen thought leaders of
several programming methodologies, a consensus was
reached around four main values captured in the Agile
Manifesto. These values serve as the vision for the Agile
SDLC. The first value states, “Individuals and interactions
over processes and tools”. In the earlier years of Agile
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adoption, there was a common belief that this required teams to reside in physical
proximity of each other. This belief hindered many companies from adopting Agile,
finding it not feasible with employees distributed in more than one location and
time zone. In this paper, we will describe some ways in which Agile methodology
has been successfully used to improve the productivity of teams with globally
distributed members. In our preliminary research, we reviewed existing literature and
conducted an online survey to identify ways in which teams (especially teams that are
distributed) have implemented Agile. We asked: Can it be done? What obstacles have
teams faced? How have they overcome these obstacles? In compiling the answers
we identified some of the challenges and best practices teams use to implement this
“distributed Agile” and the most commonly used models.
Evaluating the results of our research, we found that distributing team members could
likely bring participating companies significant advantages—benefits that were not
foreseen when the original Agile Manifesto was written. These include the ability to
recruit talent from a larger resource pool, increased flexibility to meet the needs of a
changing market, and improved team productivity through taking advantage of global
time differences. In some cases, distributed Agile can provide a growing business with
the edge that will allow it to be more versatile than its competitors.
When using Agile with a distributed team, it’s crucial to select the model best suited
for a company’s size, structure and type. Companies also need to review their growth
plan carefully and consider how to mature their distributed Agile model as their
business grows and their needs change. In this white paper, we present a selection of
some of the most commonly used models of distributed Agile methodology. Our goal
is to give you a better understanding of not only how to begin using it, but also how to
create a vision of team development that will improve your business competitiveness.
Challenges
The most common challenge faced by teams using distributed Agile is finding an
efficient way to communicate. We found that this was often due to differences in
both time zones and working hours across the globe, as well as cultural and
linguistic barriers.
Team members also complained that they spent an average of 35% more time dealing
with collaboration issues than they did focusing on the projects at hand.
Workers also dealt with a lack of infrastructure. Anyone on a dispersed team has at
some point experienced the frustration of wasting a good part of a meeting trying to
establish a stable connection.
PG. 2
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The size of the distributed team was another major concern. As teams grow, it
becomes more difficult for all voices to be heard. Inclusion is an important component
of the consensus making process, which is imperative to the agile frameworks.
A lack of clarity in measuring innovation and quality was another common challenge.
This can reduce managers’ confidence that a distributed team will be able to deliver a
quality product while following a timeline that will provide a competitive market edge.
Using Agile in a Distributed Model
Nisum has developed a set of distributed Agile engagement models to help you
develop your teams and improve your outcomes—we’ll review a few of them here.
While they do not represent every team engagement structure available to you
through Agile, they do provide sketches of some classic structures to show you
how distributed Agile takes shape and drives success for a busy organization.
The Agile engagement models described here are three-dimensional:
1. Human Connection: refers to the people along with their
physical location and roles.
2. Collaboration Approach: refers to how people work together
to deliver software products.
3. Aparatus: refers to what tools people employ to get the work done.
Here we present five Agile engagement models in order of complexity: the most
simple to the most complex ways that teams initiate, implement and manage their
work. The model’s degree of complexity is called its “maturity level,” in reference to
the way the company has managed its human connection, collaboration approach
and apparatus to implement Agile methodology. At its most mature, Agile is fully
automated and takes little or no time to deploy and scale.
As we have listed and described the models from simple to complex, the first will be
easiest to implement and may be the best choice for a company that is just starting
to utilize offshore resources. It might also be useful for a company that already has
an offshore team and is thinking about changing its SDLC, moving from a waterfall
approach to an Agile approach.
As company teams become more experienced at utilizing and implementing distrib-
uted Agile, they can introduce more advanced techniques from the more complex or
mature engagement models, such as continuous delivery and resource rotation.
Elements from the models can be combined depending on the team’s functional
needs and/or the company’s business requirements.
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Hand-Off Model
This is a great choice for a company that wants to begin using Agile; it can be a
stepping-stone to further engagement and to the more complex models
described below.
Human Connection
The product owner is onsite, while the rest of the team is located offshore in
one remote office: including the Scrum Master, the developer and the quality
assurance team.
Collaboration Approach
The product owner works closely with product development staff to create stories
and relays this information to the offshore team. Because the product owner plays
a key role in this model, it is essential that he or she works closely with the team.
Without the product owner’s participation in all Agile ceremonies (especially the
daily standups), the model can easily revert to a waterfall SDLC.
The Scrum Master is responsible for ensuring that the product owner understands
the Agile process, and clarifies the team’s expectations regarding story writing and
backlog prioritization.
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Aparatus
A backlog management tool is important for this model of distributed Agile. Stories
need to be clearly written, with acceptance criteria that the team understands. As this
model is most suited for situations where the entire development team is co-located,
test automation and continuous release cycle tools are less critical.
Advantages
n A quick return on investment for short-term, well documented projects.
n Team co-location reduces the need to work during non-business hours.
n Locating the Scrum Master with the team improves communication and eases
the workload as it allows for frequent check-ins.
n Provides an introduction to Agile methods.
n Low organizational impact as no new roles are required.
Challenges
n Maintaining infrastructure for daily communication between the product owner
and development team can be a challenge. The offshore team must have access to
release management and infrastructure so they do not lose work time in situations
such as waiting for a server to be restarted.
n Setting expectations with the product owner if the product owner does not have
time allotted to work with the team can be a frustrating experience for the team.
A product owner who is too busy with other work demands can become a single
point of failure, resulting in a disconnected team and a process that reverts to
waterfall methodology.
Best Practices
n Make the product owner feel like a part of the team. We highly recommend flying
him or her out to meet the team on a regular basis.
n Establish clear and concise communication between the product owner and the
team. The Scrum Master is a technical resource and serves as a liaison between the
product owner and the team.
n Develop good stories and clear acceptance criteria. They are essential for the
success of this model and must be produced by the product owner. The Scrum
Master should work as a coach for the product owner (in developing and splitting
stories) and the team (in reviewing and sizing them).
n In order to ensure the success of this model, practice shorter sprints with
demonstrations of functionality completed to date.
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MyCorp
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PG. 6
Follow the Sun
The name “follow the sun” reflects the fact that in this model team members work
during daytime hours—whatever those happen to be, based on their particular time
zones—and that the model is designed to take advantage of the work time differences
of onsite and offshore team members.
Human Connection
The product owner is co-located onsite with the Scrum Master and product development
team, while the quality assurance team is located offshore in a different time zone.
In this approach it is common that quality assurance is completed during onsite non-
business hours. Taking this model to the next level, team members can be distributed
in more than two time zones, for instance in North America, India and Europe.
Collaboration Approach
This model takes the company and teams into a more mature relationship between
service provider and client. It is based on a waterfall SDLC that was primarily
used early in the offshore development trend and was aimed at cutting costs and
decreasing time to market. The model allows the development team to leverage the
time difference between locations to increase productivity.
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For this model to succeed, communication between the offshore team and the
onsite developers is key: daily stand-ups and other team meetings must be held
during the time overlap window. The core task definition must be kept in mind, while
development and quality assurance happen in parallel.
Aparatus
At this stage, introducing testing automation tools is essential as teams expand into more
globally dispersed offices. An online tool for backlog management and tracking stories
becomes critical along with the ability to share information online, such as in a wiki.
Advantages
n Faster delivery than a hand-off or an onsite model, when well executed.
n Potential for lower cost of delivery, with offshore staffing dispersed in areas with a
lower cost of living.
n Easier communication as developers, Scrum Master and product owner are co-
located, which facilitates ad-hoc huddles with developers and product owners.
Challenges
n A short, or nonexistent, time overlap window can lead to problems. In the absence
of an overlap (such as between the United States and India) team members may
have to work late at night or early in the morning, which can make it hard to recruit
and retain staff.
n The short overlap window imposes scheduling constraints for daily stand-ups,
retrospectives and other team meetings. Any difficulty in communication can leave
teams without critical information and result in the loss of a day’s work.
n Team collaboration and creating a sense of unity can be more difficult to achieve
when developers and testers are not co-located.
n The model may limit the type of testing that can be done. Testers may also find
it harder to understand the stories and may feel left out of ad-hoc huddles between
developers and product owners.
n The testing environment must be accessible to remote team members; this may
require duplication in managing and maintaining physical and virtual environments.
Best Practices
n Bring offshore testers onsite to get to know team members and improve
communication and team unity.
n Celebrate success with both onshore and offshore team members: for example
team members can go out for a celebratory lunch and share photos of the event.
Human Resource managers can work with the Scrum Master to acknowledge hard
work and creative solutions.
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MYCORP
PG. 8
n Pair developers and testers for check-ins during any overlap time.
n The Scrum Master may hold two stand-ups, one for each team, to ensure that
information is completed by one team and ready for the next to pick up.
Functional
The Functional Model is a step-up in complexity and often incorporates a mix of
distributed and onsite Agile teams. Work is distributed between teams according to
functionality. This model balances the two underlying drivers of Agile Methodology:
the needs of the project (such as profitability) and the needs of the team (such as
communication between team members). The offshore team allows a company to
expand into new areas quickly and efficiently, reacting rapidly to emerging markets in
order to maintain a competitive edge.
Human Connection
This model has the entire Agile team in one location, except for the product owner.
An example of this is with a Distributed Agile Support team or a Distributed Agile
Innovation team.
Collaboration Approach
This model is best for companies that already have experience working with an
offshore team. Service level agreements (SLAs) and communication methods are in
place, and the company has experience working with the service provider through
distributed methodologies.
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One function we see often is the transitioning of code operational management to
the offshore service providers’ team (the Support function). A long-term team will
manage changes, updates and patches to this code base. With a fixed team budget,
the company can control costs through outsourcing.
Another option is piloting new technologies. We can utilize a service provider to
test new technology, giving a company a competitive advantage. For example, if
your software development team lacks experience with mobile development, you
can utilize your offshore service provider to create mobile versions of your website
(bypassing the need to train internal staff). SLAs should then be put into place
with the service provider to update the site to support new devices as they are
released. In this example, the Scrum Master may work as a team representative
and stay after hours or come in early to ensure the team has everything it needs to
function efficiently.
At this point it is important to look deeper into how testing automation is preformed.
BDD, behavior driven development revolutionizes the testing processes as the
engineering team focuses on customer driven behaviors and functions first. These
processes will require a mindshift that goes hand in hand with the organizational
transformations that distributed teams will have naturally occur with Agile adoption.
Aparatus
The transition to behavioral driven development can require new tools that empower
engineers to think about the design before they code. This is a good point in a
company’s growth period to evaluate the development and collaboration tools
utilized to see what may be available to assist in the success of your Distributed Agile
transformation. Incorporate tools that allow engineers to easily document design and
development as part of the implementation process.
Advantages
n With the right service provider, new ideas can be quickly piloted and implemented
without hiring or training new staff. The service provider can set up client best
practices for development and expand and contract teams as needed.
n Freeing up resources from maintaining legacy code can reduce costs, while the
service provider can look for creative methods to refactor and optimize this code
with rewards built into SLAs.
Challenges
n As with the hand-off model, this can easily revert to a waterfall approach if the
product owner is not fully engaged with the offshore team.
n Knowledge transfer sessions can be costly and are often an inefficient way to get a
new team ready to change an existing code base.
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Best Practices
n We recommend starting off with small projects with your service provider, and
establishing distributed Agile meetings to clarify milestones, lengths of sprints,
and communication methods. Once you’ve established functioning teams and
developed a “well oiled machine,” you’ll be ready and able to take on new
opportunities as they emerge.
n Utilize technologies within a shared (cloud) infrastructure.
n Prepare clear criteria on what functionality is created onshore and offshore.
Onsite Coordination
The functional model we just described is a strong method for building and testing a
company’s relationship with a service provider. Once you’re sure that the provider can
meet SLAs and cost saving goals, you can consider a longer-term model to leverage
this relationship and increase communication capabilities between onshore and off-
shore team members. The Onsite Coordination Model is ideal for a company that has
reached this level of maturity.
Human Connection
In this model, one or more technical coordinators are located onsite with the product
owner and the Scrum Master, while the rest of the team is offshore.
Collaboration Approach
The product owner aligns the team with business priorities and values. The coordinators
work closely with the product owner and the team to relay the priorities and
clarifications the team may have. It is important that the stories are well written and
have clearly defined acceptance criteria.
Test-driven development, or TDD, is another core component of this model. It was
developed from basic Agile principles, themselves focused on the art of simplicity and
self-organizing design. In TDD, a test case is written from the acceptance criteria as
soon as the story is picked up to play from the backlog. The first time the team runs
the test case it will fail, since code has yet to be written. Still, this process validates
the test case clarity and allows the team to review expectations together.
Pairing engineers, a concept introduced by extreme programming principles, can
significantly reduce knowledge transfer overhead while increasing team motivation.
At this point it makes sense to look at the guiding principles from Agile based
frameworks and begin incorporating them to increase the model’s success.
It is very important here to ensure that teams feel safe and encourage open
communication. In doing so, mistakes are exposed early on and become lessons
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promoting innovation and reducing the fear that can be exaggerated by cultural and
geographical disparities.
Aparatus
There are many types of tools on the market now that can be incorporated to assist
dispersed teams at this stage. Tools can be beneficial for Agile practices such as pair
coding and refactoring, release planning, connecting stories to the test and code base
and TDD.
Advantages
n Onsite coordinators work directly with the product manager for quick resolution on
queries from the team.
n Onsite coordinators can help resolve infrastructure and release issues as they arise.
n Onsite coordinators can represent the offshore team and convey information in
story huddles.
MYCORP
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Before you start that journey, you and your teams should discuss a number of
important agreements to establish a clear understanding of Agile, set expectations,
and educate team members on the process. We recommend that an Agile Coach
work with you to put these practices in place, together with the service provider and
product owner, so as to best reflect the company’s needs and overall methodology.
Team Size
Most Agile teams are comprised of six to eight team members—they are similar in size
to an average family. A team with more than ten members can become hierarchical
and can smother the voices of softer-spoken members. A consistent set of team
members enables the team to improve incrementally. Adding or removing a team
member always changes the team’s overall velocity. Design patterns recommended
by the Extreme Programming framework, such as pairing, are best implemented with
an even number of team members. Pairing encourages developers to work side-by-
side with a counterpart while teaching each other skills; this doubles the team’s size
(and respective costs), but also increases productivity and improves morale. In our
experience, teams organized around two to four pairs showed the most consistent
overall trend in product delivery.
Team Composition
The stability of an Agile team directly contributes to their ability to “be agile.”
Relationships based on trust take time to develop. Agile ceremonies, processes, and
interpersonal interactions also take time to develop and are essential for building
team cohesion. Companies share members across teams all too often—breaking a
distributed Agile team in this way can impair its autonomy, reduce team cohesion,
disrupt its rhythm and depress its productivity (as measured by its velocity). It is
important that the team is composed of members who feel empowered to make
decisions and do not need a “manager” to bless the decisions around technology
or estimates.
When building an Agile team, it is important to differentiate between roles and
members. One team member can play more than one role on the team. For example,
hiring and/or training team members to design and write both functional code and
testing automation removes the bottleneck that occurred from the hand-off between
developers and QA that many teams suffer from. This flexibility allows people to focus
on what needs to be done, to “gather around the work,” rather than sheltering behind
a role.
In using the Scrum framework, most prevalent in the industry at the moment, a
distributed team’s Scrum Master is the team’s Agile advocate. This role embodies
the concepts, motivation and energy of “being agile.” Teams members’ approach to
meeting challenges is vitally important. An effective Scrum Master makes sure the
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team has what it needs and is not delayed by waiting for blockers to be resolved in
another time zone. The Scrum Master keeps a record of team decisions and Agile
ceremonies and ignites the team to continuously improve. He or she meets cultural
and communication difficulties with more timely team check-ins and ensures that all
voices have been heard.
The Scrum Master does not play a part in Human Resource Management. Both onsite
and offshore team members need to have separate human resources managers who
communicate regularly with the Scrum Master.
Team Member Rotation
Offshore team members can be regularly rotated to join the onshore team to
improve communication and cohesion, and build a more motivated and collaborative
environment. Rotation also facilitates a natural “leveling off” of knowledge: a team
member coming onsite becomes the spokesperson for his or her entire team while
visiting, and in doing so gains business and technical knowledge. Team members
can be rotated in pairs or as individuals. In either case, those on rotation are given a
specific plan and set of goals to meet. They can be encouraged to begin each work
session by describing differences they see at the new site or expectations they have
for the visit. Our experience and survey results show that team members brought on
location become more engaged; they communicate more effectively, become more
dedicated, and capable of making stronger decisions. The success of Agile depends on
having teams that are both self-empowered and enabled to make collective decisions,
resolving issues as they come up. Teams like these will be more productive, will
produce higher quality products, and will contribute to increased satisfaction with the
service provider (see survey results).
IT Infrastructure
Setting your team’s expectations and building the right technical infrastructure is
critical to their success. A clear method for communication (determined, tested,
configured, and established with your service provider) can cut down on frustration
and costs, and will increase a team’s productivity and satisfaction.
Agile process recommends “interactions over documentation.” It is to your benefit to
put the tools and processes in place for clear communication and collaboration at the
beginning of this engagement.
Behavior, Design and Test Driven Development
Behavior, design and test driven development frameworks were developed to support
Agile principles. These methods build quality into the development process; turning it
upside down from the way testing is performed in waterfall methodologies by writing
the test cases prior to the functional code. These methods are extremely helpful for
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Whether you’re a hot start-up or a major global brand, our approach is the same:
forge the most powerful connection possible between people, processes and products
to achieve unparalleled success. At the intersection of business and technology, Nisum
has everything you need to grow your organization. From Strategic IT Planning, Agile
Enablement and Business Process Engineering to Application Development, Test
Automation and DevOps, Nisum has you covered. We specialize in building Adaptable
Back-End systems such as Order Management, Inventory and eCommerce to facilitate
true omni-channel success for our customers.
Nisum strongly believes in an organizational culture that is open, transparent and
progressive. We encourage creativity and innovation and consciously maintain an
environment that is conducive to positive employee growth, learning and performance.
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