This document discusses how agile developers can create their own identity through software craftsmanship. It describes how values, practices, and principles are related, and how individuals and interactions are an important agile value. It also discusses how developers can progress from novices to experts through models like the Dreyfus model of skills acquisition and how focusing on skills, continuous learning, and contributing to the community can help developers take on more of an identity as software craftspeople.
Brian Rabon, Founder of the Center For Agile Leadership, here...
Are you excited as I am about the Scrum Alliance's new Certified Agile Leadership (CAL) program?
In this recorded webinar, we go over the program in detail. We explain:
-Why the CAL program is important
-What is the CAL program
-How do I participate
It's an action packed 30 minutes, so clear your calendar and check it out.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Brian Rabon, Founder of the Center For Agile Leadership, here...
Are you excited as I am about the Scrum Alliance's new Certified Agile Leadership (CAL) program?
In this recorded webinar, we go over the program in detail. We explain:
-Why the CAL program is important
-What is the CAL program
-How do I participate
It's an action packed 30 minutes, so clear your calendar and check it out.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
On March 134, 2018, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation at the HRcoreLAB in Barcelona. These are the slides he used.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
I am often asked to run leadership coaching session or workshops for some very successful companies who are my clients because senior managers see “leadership” in the organisation as a crisis situation. I have also had the opportunity over the years to connect with hundreds if not thousands of leaders from all around the world, in different sectors of society, business, political, charity etc. What I can say categorically is that not all executives, managers, supervisors etc. are natural-born leaders. They may have a leadership position within the business, but the position in and of it self does not guarantee that the employee is actually a leader.
Read the whole article : http://wp.me/p6p8Ch-bw
If we’re agile, why do we need managers (tri valley aln, 3.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Human Resources. A sweet and sour contribution to the agile journey in big organizations
HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done.
Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms.
Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
On March 134, 2018, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation at the HRcoreLAB in Barcelona. These are the slides he used.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
I am often asked to run leadership coaching session or workshops for some very successful companies who are my clients because senior managers see “leadership” in the organisation as a crisis situation. I have also had the opportunity over the years to connect with hundreds if not thousands of leaders from all around the world, in different sectors of society, business, political, charity etc. What I can say categorically is that not all executives, managers, supervisors etc. are natural-born leaders. They may have a leadership position within the business, but the position in and of it self does not guarantee that the employee is actually a leader.
Read the whole article : http://wp.me/p6p8Ch-bw
If we’re agile, why do we need managers (tri valley aln, 3.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Human Resources. A sweet and sour contribution to the agile journey in big organizations
HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done.
Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms.
Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
A presentation to a webinar that explores the following topics:
What is facilitation;
Who is facilitator and how they differ from administrator or manager;
When manager can be a facilitator;
Can Agile facilitator be unbiased or not;
How to develop self-awareness;
Being Agile vs Doing Agile;
7Cs of facilitator stance;
Agile Washington 2015 Creating a Learning CultureRenee Troughton
Presented in August 2015 at Agile 2015 in Washington DC this is a presentation about a structured 10 week program to grow your own Agile champions and coaches through a series of activities and collaborate learning. This presentation highlights the activities and the learning problem.
The Agile Coaching Growth Wheel is a self-assessment tool for agile coaches. In this session, I introduced the growth wheel, talked about my personal experiences, and we did an exercise to explore the growth wheel.
This is my presentation at the Agile Scrum International Summit 2012 in Bengaluru, India. In this, I reflect on current role of line managers and traditional practice heads. I suggest how this role needs to transform to be relevant in an Agile setting. I have taken a stab at what I think the transformed role would look like. I also share my insights based on working with line managers who have started their Agile journey - how to make this transition.
Middle Management in an Agile World webcastMark Lines
In an increasingly agile world, do we still need middle managers? Clearly we do, but middle management and HR departments must adapt or never meet the promise of highly motivated and productive teams. Some of the changes required may be considered quite radical when compared to traditional HR practices. But without these changes you will have difficulty attracting and retaining the talent you need.
In this webinar, Mark Lines provides an overview of trends we see in organizational design, career paths, the new role of middle management, and some progressive ideas regarding compensation and performance management.
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session One of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 14, 2020.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
My presentation at the Melbourne PMI Conference 10 Sep 2014. Aimed at non-Agile Project Managers wishing to adopt some aspects of the Agile Mindset and Agile way of thinking.
What's Next: Using technology to engage employees and build businessesOgilvy Consulting
Never before has technology been such an enabler for people and teams as it has since the COVID-19 crisis. While remote working is not new for many organisations, the extent and time is, which businesses are anticipating workforces to be completely virtual. How people engage virtually with each other sits at the heart of business recovery and future business continuity planning.
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
In the Leadership Lab, the theory gives way to practice, as fellows participate in a series of project-based exercises and managerial simulations designed to create the mixture of urgency and ambiguity that frequently accompanies real life leadership challenges. Fellows then analyze the decisions and behaviors they exhibited under such conditions, to build greater self-
awareness.
Similar to Not reinventing the wheel again mahesh vardharajan (20)
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach.
During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method.
Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of
development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges.
My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.
Session will have different aspects of the Agile Portfolio Management.
Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan.
Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management:
Work Management
Capacity Management
Financial Management
Value Management
Continuous planning
Continuous Visibility
APM session will help you look at the portfolio in different way; and help you outpace changing business.
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach.
In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value
to manage change effectively and delivers a happier, innovative and better enterprise.
Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.
Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade.
‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world.
Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed.
Software 4.0 framework leverages nexus of following methodologies / initiatives –
Business Model Canvas for value promise
Design thinking
Hackathon
Modular Architecture
Agile-at-scale
CLM platform & Continuous Engineering
Machine Learning
Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.
The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable.
How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last
Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability.
In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense.
The two studies that this session will discuss about are as follows:
Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink
Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself
This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.
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.
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values.
Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.
Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources.
Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.
Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?
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
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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
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.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
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/
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
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.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Empowering NextGen Mobility via Large Action Model Infrastructure (LAMI): pav...
Not reinventing the wheel again mahesh vardharajan
1. Not Re-Inventing The Wheel Again:
Agile Developers Create Their Own Identity
Mahesh Varadharajan
Agile Evangelist, Ericsson R&D Chennai
2. Introduction – About Myself
Mahesh Varadharajan
•25 years old
•Certified Scrum Master – Scrum Alliance
•Current Role at Ericsson:
• Agile Evangelist @ R&D Chennai
•Scrum Practitioner: 2 years
•Total Industry Experience: 4.4 years
•Association with Ericsson: Since January 2009
www.agiletour.org
3. Summary
• Values, Practices & Principles: Relationship
• Individuals & Interactions
Extrinsic & Intrinsic Motivation
Self Organization Practices
Geographical & Psychological Distances
Team Leadership Model
SHU-HA-RI Pattern in Team members
• Software Craftsmanship
Agile Craftsperson Create their own identity
• Finding your own identity
www.agiletour.org
4. Values, Practices and Principles: Relationship
•Values bring purpose to Practices, Practices are evidence of Values, Practices bring
accountability to Values.
•Bridging the gap between Values and Practices are Principles. Principles are context
specific guidelines.
E.g.
• Practice -> Pair Programming
• Values -> “communication” and “feedback”
• Principle -> driver-navigator principle – dual thinking hats of constructing and
preventing from breaking
www.agiletour.org
Courtesy: Ajay Danait – Vice President – Agile Global Strategies
6. Principles Behind the Agile Manifesto
Value - Individuals and Interactions
• Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
• The best architectures, requirements, and designs emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly (Retrospective)
• Extrinsic & Intrinsic Motivation
• My Survival Cycle Persona – Others define My identity
• My Creative Cycle Persona – I define My identity
• Tune the mind and conscience to be in the Creative Cycle (Intrinsic Motivation)
www.agiletour.org
7. How can we bring Self-Organization in Agile Context?
• Apprenticeship over Classroom Training
– Tacit Knowledge
• Collaboration over Document Handoff
– For Knowledge Management
• Argumentation over Passive Acceptance
– For Logical conclusions
• Constructive Conflict Mining over Artificial Harmony
• Aggregating Team Intelligence over Intelligence of
Individuals
• Psychological distance solvent over Geographical distance
solvent
11. Solution - Team Leadership Model
Team Leadership is a condition of a team
Reduction of uncertainty
Comes from clear messages
Leads to focused actions that cannot easily be
misinterpreted
Developing channels for continuous feedback
Uniform effort balance - Sustainable pace
Having a very high fun factor
12. Shu-Ha-Ri Pattern In Team Members
Followers
– Initial guidance needed to come up to speed
– Show progress after some hand holding
– Need to be mentored to grow into volunteers
Volunteers
– Self inspired
– Take technology and process initiatives
– Come up with ideas that build the team
– Implement innovative concepts
– Lift the team
Mentor
– Servant Leader & Authority used to serve the needs of others
– Genuine compassion for his people & knows the problems as a whole
– Finds the solution to the problem
– Has the skill to carry out the solution
– Develop the next generation of leaders
14. Developer to Craftsperson
What is Software Craftsmanship?
Software Craftsmanship is about
Taking responsibility
Taking pride in work
“Signing” your work
Being a continuous learner
Practicing deliberately
Writing code
Having the right attitude
Contributing to the community
www.agiletour.org 15
15. Developer to Craftsperson
How developers acquire skills through formal instruction and practicing?
Dreyfus Model of Skills Acquisition
Novice
Needs to be told exactly what to do. No context to work from.
Advanced Beginner
Has more context, but needs rigid guidelines
Competent
Questions reasoning behind the tasks and can see consequences
Proficient
Still relies on rules, but can separate what’s important
Expert
Works mainly on intuition, except when problems occur
Innovation
Practical Wisdom
www.agiletour.org 16
16. Metamorphosis of an Agile Developer
The Agile Transformation: To Follow Agile -> To Be Agile
www.agiletour.org 17