Pavel Dabrytski - Agile Africa 2015 - Agile Economics - budgets, contacts, capitalization
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How to budget and capitalise your Agile projects. Interactive posters used in the Agile Africa Conference 2015. Great feedback from the attendees at the conference.
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Poster analysis
The document analyzes the poster for the thriller film "Gone Girl." It discusses several design elements of the poster and how they relate to the thriller genre and create intrigue for the audience. The main image shows the protagonist from behind holding what seems to be a gun, implying violence and action. Dark colors and lighting create a mysterious atmosphere. Multiple images and elements leave questions unanswered, piquing the audience's interest in the film's storyline. The poster effectively uses genre conventions to entice viewers through an enigmatic presentation of the film's themes and characters.
Eu ppt presentation pq projektledning allmän
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Grameen Final Paper 303
1. The book examines the Grameen Bank, both the original concept and the remodeled version known as Grameen II. It explores the bank's past, present, and future transitions in great detail.
2. A major theme is crisis, specifically the devastating 1998 floods in Bangladesh that affected over half the population. This crisis caused Grameen Bank to restructure from bottom to top, changing operations for members and employees.
3. Another theme is change. Task forces were created to install new foundations and standardize operations, culminating in the new Grameen II model. This allowed the bank to regain members' respect after the crisis.
poster_final
The study examined how emotion recognition is related to race. Sixty-seven participants interacted with a confederate of either their same or different race and then watched videos to identify emotions. The participant's emotional intelligence did not correlate with emotion recognition accuracy. Results showed that interacting with someone of a different racial group improved recognition of anxiety and fear. Recognition accuracy varied by emotion and intensity level depending on the participant and actor's race. Limitations included a small sample size and using acted emotions rather than real interactions. Future research should address equal media representation of criminality across races.
Interactive Video for Teaching and Learning
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Demonstration of problem solving
Illustration of a technique or approach
Inclusion of alternative viewpoints or perspectives
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Presentacion algoritmos
El documento define un algoritmo como un proceso de estudio y comprensión de un problema para encontrar una solución mediante pasos lógicos y organizados. Explica que los algoritmos son la base de las matemáticas y ayudan a resolver problemas. Distingue entre algoritmo y programa, señalando que un algoritmo incorpora la estructura básica de la computación sin detalles, mientras que un programa incluye detalles específicos para resolver un problema. Además, menciona formas de mejorar el pensamiento algorítmico a través de jue
Recommended
Poster analysis
The document analyzes the poster for the thriller film "Gone Girl." It discusses several design elements of the poster and how they relate to the thriller genre and create intrigue for the audience. The main image shows the protagonist from behind holding what seems to be a gun, implying violence and action. Dark colors and lighting create a mysterious atmosphere. Multiple images and elements leave questions unanswered, piquing the audience's interest in the film's storyline. The poster effectively uses genre conventions to entice viewers through an enigmatic presentation of the film's themes and characters.
Eu ppt presentation pq projektledning allmän
Swedish PPT a versataile small business, electrical company.
inf@elektrounion.se
Grameen Final Paper 303
1. The book examines the Grameen Bank, both the original concept and the remodeled version known as Grameen II. It explores the bank's past, present, and future transitions in great detail.
2. A major theme is crisis, specifically the devastating 1998 floods in Bangladesh that affected over half the population. This crisis caused Grameen Bank to restructure from bottom to top, changing operations for members and employees.
3. Another theme is change. Task forces were created to install new foundations and standardize operations, culminating in the new Grameen II model. This allowed the bank to regain members' respect after the crisis.
poster_final
The study examined how emotion recognition is related to race. Sixty-seven participants interacted with a confederate of either their same or different race and then watched videos to identify emotions. The participant's emotional intelligence did not correlate with emotion recognition accuracy. Results showed that interacting with someone of a different racial group improved recognition of anxiety and fear. Recognition accuracy varied by emotion and intensity level depending on the participant and actor's race. Limitations included a small sample size and using acted emotions rather than real interactions. Future research should address equal media representation of criminality across races.
Interactive Video for Teaching and Learning
Why use video in your classes? Introduction to some concept or phenomena
Demonstration of problem solving
Illustration of a technique or approach
Inclusion of alternative viewpoints or perspectives
Evaluation of the source (the video content itself)
Business Intelligence and Big Data in Cloud
Discuss how to use business intelligence tools to help business grow in the environment of big data in cloud.
Presentacion algoritmos
El documento define un algoritmo como un proceso de estudio y comprensión de un problema para encontrar una solución mediante pasos lógicos y organizados. Explica que los algoritmos son la base de las matemáticas y ayudan a resolver problemas. Distingue entre algoritmo y programa, señalando que un algoritmo incorpora la estructura básica de la computación sin detalles, mientras que un programa incluye detalles específicos para resolver un problema. Además, menciona formas de mejorar el pensamiento algorítmico a través de jue
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This talk was presented at the Regional Scrum Gathering in India on the 6th and 7th of September in Bengalore. The SA Agile index report provided an opportunity to share experiences, observations and research into the state of Agile in South Africa and share these with our Indian colleagues and friends
Over the last 7 years of being involved in Agile adoptions in South Africa, primarily, at large financial services organisations, I have observed trends that have made the adoption of Agile particularly challenging. These are as follows:
Lack of business engagement – most Agile adoptions are driven by IT and ignore business
Program execution – coordination of large programmes
Team delivery – delivery teams are provided with the necessary constraints, conditions and purpose
Lack of systems thinking – extending agility to all the supporting functions in the organisation
Lack of Change management – typically mandated from executives to deliver the promise of Agile, however, leaders underestimate the impact on people
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“Continuous Delivery (CD) and DevOps are both complementary ways of working. The former assists with shipping quality software quickly, the latter helps harmonize the teams that deliver and support said software. Both approaches can help you to optimize, streamline, and improve the way you work. Ultimately, both will help you ship quality software” – Continuous Delivery and DevOps - A quickstart Guide (2nd Edition) – Paul Swartout
The adoption and growth of DevOps is accelerating and I believe this is as a result of organisations adopting Agile and struggling implementing the principles and practice that the Agile Manifesto promotes – E.g. early and continuous delivery of valuable software, deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
I have been assisting a large financial institution with their Enterprise Agile transformation and they have acknowledged the importance of DevOps to enable their teams to be more ‘Agile’ and ultimately change the way they work.
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- Introducing CD and DevOps,
- What are the common myths about DevOps,
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All super heroes need tools… like thor’s hammer or iron man’s suit, scrum teams require dev ops to make them powerful
All Super heroes have awesome gadgets, tools and support to allow them to be as powerful as they are. For example, Thor has the hammer, Iron Man has the suit and Batman has Lucius Fox that supports Batman with running his business and provides the car, weapons and gadgets.
Scrum teams also require the necessary support, tools and gadgets to make them Super Heroes. This is where DevOps fits in.
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“Continuous Delivery (CD) and DevOps are both complementary ways of working. The former assists with shipping quality software quickly, the latter helps harmonize the teams that deliver and support said software. Both approaches can help you to optimize, streamline, and improve the way you work. Ultimately, both will help you ship quality software” – Continuous Delivery and DevOps - A quickstart Guide (2nd Edition) – Paul Swartout
The adoption and growth of DevOps is accelerating and I believe this is as a result of organisations adopting Agile and struggling implementing the principles and practice that the Agile Manifesto promotes – E.g. early and continuous delivery of valuable software, deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
I have been assisting a large financial institution with their Enterprise Agile transformation and they have acknowledge the importance of DevOps to enable their teams to be more ‘Agile’ and ultimately change the way they work.
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Alignment between CEM and Agile - Building the Right product - BASSA2015
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Using Agile and CEM to ensure that you are building the right product.
Customer Experience management (CEM) and Agile are two current buzz words in the industry that everyone is talking about. This presentation will describe the key principles of both philosophies and demonstrate how these two approaches align.
Agile is about delivering customer value frequently and early. However, it is not only about doing Agile really well, but ensuring that we are delivering the product that meets customer expectations.
Gartner defines CEM as “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy.” Therefore, using CEM, it allows organisations to determine what true customer value really is, and enables you to prioritise features and items on the product backlog based on this value. This approach ensures that you are truly meeting your customer needs, and in doing so, providing a competitive advantage for your organisation.
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BASSA 2014 Product Vision workshop 16 September 2014
“Teamwork is the ability to work together towards a common vision. The ability to direct individual accomplishments towards organizational objectives. It is the fuel that allows common people to attain uncommon results.” – Andrew Carnegie
Research has proven that a key ingredient of any successful team is a shared vision. When each team member knows that they are doing something of value and that their individual contribution is essential for the success of the team, they are more committed to the result.
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Elevator Statement: communicate the vision in less than 30 seconds (the average time span of an elevator ride)
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Vision Box: If your product or initiative were marketed in a box, what would it look like?
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Main takeaways
Get practical hands-on experience using all of the above techniques
Discover the OMG (Object Management Group) Business Motivation Model and learn the difference between “Mission” and “Vision” and how “Courses of Action” help to attain “Desired Results”.
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Scrum Gathering Cape Town creating great vision 20 October 2014
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TransUnion Agile implementation case study
TransUnion, the leading credit bureau in South Africa is constantly looking to maintain its leader position through continuous improvements. The organisation wanted their
development teams to improve their time to market, be more productive and improve the quality of the development teams’ work. TransUnion planned to achieve this by replacing their traditional software development methodology with Scrum. In order to achieve the
objective, IQ Business, through the Agile service offering (agility@IQ) was tasked with taking 3 of TransUnion’s development teams through an Agile transformation journey.
SUGSA JHB 10 Agile anti-patterns in distributed teams 2014 - Pavel Dabrytski
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Presentation at the Scrum User Group presented by Pavel Dabrytski (IQ Agile coach and trainer)
Discussion around common agile anti-patterns and the way to ensure that your team does not fall into this cycle
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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I have worked in many organisations (mainly large financial institutions) where they are embarking on Agile transformation. They typically have the best intent, but as teams start going through the journey, they get blocked by all the organisational impediments that exist. For teams, this is mainly related to high-levels of bureaucratic processes, governance to get Software released into the production environment. This typically leads to a Water-Scrum-Fall environment, where teams build features in sprints, but can only deploy in a big-bang approach as the environment doesn’t support them. Over and above, they then need to handover to a production team that will support the software. Ultimately, the customer suffers as they have to wait months to obtain valuable features.
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The adoption and growth of DevOps is accelerating and I believe this is as a result of organisations adopting Agile and struggling implementing the principles and practice that the Agile Manifesto promotes – E.g. early and continuous delivery of valuable software, deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
I have been assisting a large financial institution with their Enterprise Agile transformation and they have acknowledged the importance of DevOps to enable their teams to be more ‘Agile’ and ultimately change the way they work.
My talk will introduce important concepts and understanding of the following:
- Introducing CD and DevOps,
- What are the common myths about DevOps,
- How Agile and DevOps are highly complementary to deliver valuable, working software
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A core skill of any Business Analyst, whether in a traditional or agile environment, is the ability to effectively facilitate meetings and workshops. Often, we rely on a scribe (or our memory) to record the details of the workshop or meeting, placing emphasis on written word rather than on the conversation that took place. Why not use something everyone can understand? Pictures!
Luckily, you don’t have to be an artist to make your meetings and workshops more stimulating and engaging. Join me as we create a visual vocabulary to use during facilitation sessions. We will also learn new ways to put your flip chart to good use – it’s not just for parking lots anymore!
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Customer Experience management (CEM) and Agile are two current buzz words in the industry that everyone is talking about. This presentation will describe the key principles of both philosophies and demonstrate how these two approaches align.
Agile is about delivering customer value frequently and early. However, it is not only about doing Agile really well, but ensuring that we are delivering the product that meets customer expectations.
Gartner defines CEM as “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy.” Therefore, using CEM, it allows organisations to determine what true customer value really is, and enables you to prioritise features and items on the product backlog based on this value. This approach ensures that you are truly meeting your customer needs, and in doing so, providing a competitive advantage for your organisation.
The presentation is a 45 minute talk that will focus on how these two levers align to deliver true customer value as well as introducing practical techniques to derive a product backlog that meets your customer needs.
Using Scrum and Experiments to industrialise and Scale DevOps in a Large Bank
Using Scrum and Experiments to industrialise and Scale DevOps in a Large BankIQ Business - agility@IQ
All super heroes need tools… like thor’s hammer or iron man’s suit, scrum teams require dev ops to make them powerful
All Super heroes have awesome gadgets, tools and support to allow them to be as powerful as they are. For example, Thor has the hammer, Iron Man has the suit and Batman has Lucius Fox that supports Batman with running his business and provides the car, weapons and gadgets.
Scrum teams also require the necessary support, tools and gadgets to make them Super Heroes. This is where DevOps fits in.
I have worked in many organisations (mainly large financial institutions) where they are embarking on Agile transformation. They typically have the best intent, but as teams start going through the journey, they get blocked by all the organisational impediments that exist. For teams, this is mainly related to high-levels of bureaucratic processes, governance to get Software released into the production environment. This typically leads to a Water-Scrum-Fall environment, where teams build features in sprints, but can only deploy in a big-bang approach as the environment doesn’t support them. Over and above, they then need to handover to a production team that will support the software. Ultimately, the customer suffers as they have to wait months to obtain valuable features.
“Continuous Delivery (CD) and DevOps are both complementary ways of working. The former assists with shipping quality software quickly, the latter helps harmonize the teams that deliver and support said software. Both approaches can help you to optimize, streamline, and improve the way you work. Ultimately, both will help you ship quality software” – Continuous Delivery and DevOps - A quickstart Guide (2nd Edition) – Paul Swartout
The adoption and growth of DevOps is accelerating and I believe this is as a result of organisations adopting Agile and struggling implementing the principles and practice that the Agile Manifesto promotes – E.g. early and continuous delivery of valuable software, deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
I have been assisting a large financial institution with their Enterprise Agile transformation and they have acknowledge the importance of DevOps to enable their teams to be more ‘Agile’ and ultimately change the way they work.
My talk will introduce important concepts and understanding of what is CD and DevOps by my practical experience and story of how we are using Scrum to build the DevOps capability; with the objective of industrialising DevOps within the organisation allowing the teams to then deliver working software frequently.
Alignment between CEM and Agile - Building the Right product - BASSA2015
Alignment between CEM and Agile - Building the Right product - BASSA2015
Using Agile and CEM to ensure that you are building the right product.
Customer Experience management (CEM) and Agile are two current buzz words in the industry that everyone is talking about. This presentation will describe the key principles of both philosophies and demonstrate how these two approaches align.
Agile is about delivering customer value frequently and early. However, it is not only about doing Agile really well, but ensuring that we are delivering the product that meets customer expectations.
Gartner defines CEM as “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy.” Therefore, using CEM, it allows organisations to determine what true customer value really is, and enables you to prioritise features and items on the product backlog based on this value. This approach ensures that you are truly meeting your customer needs, and in doing so, providing a competitive advantage for your organisation.
The presentation will focus on how these two levers align to deliver true customer value as well as introducing practical techniques to derive a product backlog that meets your customer needs.
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Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
BASSA 2014 Product Vision workshop 16 September 2014
“Teamwork is the ability to work together towards a common vision. The ability to direct individual accomplishments towards organizational objectives. It is the fuel that allows common people to attain uncommon results.” – Andrew Carnegie
Research has proven that a key ingredient of any successful team is a shared vision. When each team member knows that they are doing something of value and that their individual contribution is essential for the success of the team, they are more committed to the result.
Join us for an interactive session where you will learn how to create and communicate a company, product or project vision using the following tools and techniques (and more):
Elevator Statement: communicate the vision in less than 30 seconds (the average time span of an elevator ride)
Product Vision Board : Validate your ideas and assumptions about the target group, user needs, key product features and value the product should deliver
Vision Box: If your product or initiative were marketed in a box, what would it look like?
These tools and techniques are suitable for teams in both an Agile and Waterfall environment and will encourage participation from even the most challenging stakeholder!
Main takeaways
Get practical hands-on experience using all of the above techniques
Discover the OMG (Object Management Group) Business Motivation Model and learn the difference between “Mission” and “Vision” and how “Courses of Action” help to attain “Desired Results”.
Defining the business need and vision is a key task of the BABOK Enterprise Analysis knowledge area and a critical part of any business analysis effort. Use these techniques as an alternative to the options available in the BABOK.
Scrum Gathering Cape Town creating great vision 20 October 2014
This document outlines exercises for teams to develop a product vision, including creating a vision statement, developing a product vision board detailing the target market, needs addressed, product features and value, and designing a vision box to "sell" the product vision. The exercises guide teams through collaboratively defining the overarching goal or reason for the product to inspire and guide its development.
TransUnion Agile implementation case study
TransUnion, the leading credit bureau in South Africa is constantly looking to maintain its leader position through continuous improvements. The organisation wanted their
development teams to improve their time to market, be more productive and improve the quality of the development teams’ work. TransUnion planned to achieve this by replacing their traditional software development methodology with Scrum. In order to achieve the
objective, IQ Business, through the Agile service offering (agility@IQ) was tasked with taking 3 of TransUnion’s development teams through an Agile transformation journey.
SUGSA JHB 10 Agile anti-patterns in distributed teams 2014 - Pavel Dabrytski
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