The CMMI: Itâs So Much More Than Merely Improving Software ProcessesHenry Schneider
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The Software Engineering Institute (SEI) has been in the Capability Maturity Model (CMM) business since the late 80s. Resulting from the success of the Software CMM, in the 90s other CMMs began to proliferate. Rather than create and maintain a family of similar models, the SEI elected to combine several bodies of knowledge (Project Management, Systems Engineering, Software Engineering, Acquisition, Services, etc.) into one model framework, the Capability Maturity Model Integration (CMMI) released in December 2000. The CMMI describes best practices for the development and maintenance of products and services across the entire lifecycle. By integrating essential bodies of knowledge, the CMMI provides a single, comprehensive framework for organizations to assess their development and maintenance processes, implement improvements, and measure progress. This presentation provides a high level overview of the CMMI and its applicability to hardware development, systems engineering, software engineering, and/or acquisition organizations, benefits realized by organizations implementing the CMMI, and data demonstrating its international acceptance.
BPM (Business Process Management) IntroductionIntegrify
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An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
The CMMI: Itâs So Much More Than Merely Improving Software ProcessesHenry Schneider
Â
The Software Engineering Institute (SEI) has been in the Capability Maturity Model (CMM) business since the late 80s. Resulting from the success of the Software CMM, in the 90s other CMMs began to proliferate. Rather than create and maintain a family of similar models, the SEI elected to combine several bodies of knowledge (Project Management, Systems Engineering, Software Engineering, Acquisition, Services, etc.) into one model framework, the Capability Maturity Model Integration (CMMI) released in December 2000. The CMMI describes best practices for the development and maintenance of products and services across the entire lifecycle. By integrating essential bodies of knowledge, the CMMI provides a single, comprehensive framework for organizations to assess their development and maintenance processes, implement improvements, and measure progress. This presentation provides a high level overview of the CMMI and its applicability to hardware development, systems engineering, software engineering, and/or acquisition organizations, benefits realized by organizations implementing the CMMI, and data demonstrating its international acceptance.
BPM (Business Process Management) IntroductionIntegrify
Â
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
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Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Business Process Management PowerPoint Presentation Slides SlideTeam
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If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
Structured Approach to Solution ArchitectureAlan McSweeney
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The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
How business process mapping saved an IT project.Garrett Hunter
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How do we help a project in jeopardy of delivering a solution that does not meet customer needs? During this session we will describe how we answered that question by applying business process mapping techniques. The project goal was to automate multiple manual processes that had been developed over time to fulfill marketing orders. The customer had successfully implemented these processes using a collection of desktop spreadsheet and email applications and were asking for help to modernize. We will analyze the initial approach used to gather requirements and how changing to a process centric approach to allowed us to better understand which requirements were missed. We will also review how we incorporated elements of the Business Process Model Notation specification into our overall approach. By using this approach we brought IT and the business together, speaking the same language, and provided a solution that met their needs.
An introduction to the different phases of the BPM life cycle: Analyze, Design, Implement, Measure, Improve.
Key Takeaways:
- Analysis Frameworks provide context
- Transactions perform work, Analytics manage work
- The diagram isnât everything
- Improve your capabilities in 3 areas:
-- Process Maturity
-- Process Management Maturity
-- Organizational Maturity
Presented by Michael zur Muehlen (Stevens Institute of Technology) at the Appian World 2012 Conference, April 16, 2012, in Reston VA.
ICEBERG: a different look at Software Project ManagementLuigi Buglione
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Every project â whatever the application field â should be managed taking into account at least four dimensions: Time, Cost, Quality and Risk. To manage these dimensions, a key tool for a Project Manager is to increase project visibility, defined as the amount of information about the project associated with its probability of occurrence. This paper uses the âicebergâ metaphor to introduce the ICEBERG (Improvement after Control and Evaluation-BasEd Rules and Guidelines) approach that can help Project Managers through the use of standard (de jure and de facto) ICT methods and techniques. This approach focuses not only on the management, and measurement, of resources, process and product, but also of the project and the organization itself. A list of candidate measures related to these 5 entities is suggested for a comprehensive software measurement plan in order to reduce project risk.
Keynote Presentation at CMMi and Scrum, Conference, Recife, 2008. The main message is that Scrum and CMMi are the same, but that they do have a different origin and require a different mindset.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Â
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Business Process Management PowerPoint Presentation Slides SlideTeam
Â
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
Structured Approach to Solution ArchitectureAlan McSweeney
Â
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
How business process mapping saved an IT project.Garrett Hunter
Â
How do we help a project in jeopardy of delivering a solution that does not meet customer needs? During this session we will describe how we answered that question by applying business process mapping techniques. The project goal was to automate multiple manual processes that had been developed over time to fulfill marketing orders. The customer had successfully implemented these processes using a collection of desktop spreadsheet and email applications and were asking for help to modernize. We will analyze the initial approach used to gather requirements and how changing to a process centric approach to allowed us to better understand which requirements were missed. We will also review how we incorporated elements of the Business Process Model Notation specification into our overall approach. By using this approach we brought IT and the business together, speaking the same language, and provided a solution that met their needs.
An introduction to the different phases of the BPM life cycle: Analyze, Design, Implement, Measure, Improve.
Key Takeaways:
- Analysis Frameworks provide context
- Transactions perform work, Analytics manage work
- The diagram isnât everything
- Improve your capabilities in 3 areas:
-- Process Maturity
-- Process Management Maturity
-- Organizational Maturity
Presented by Michael zur Muehlen (Stevens Institute of Technology) at the Appian World 2012 Conference, April 16, 2012, in Reston VA.
ICEBERG: a different look at Software Project ManagementLuigi Buglione
Â
Every project â whatever the application field â should be managed taking into account at least four dimensions: Time, Cost, Quality and Risk. To manage these dimensions, a key tool for a Project Manager is to increase project visibility, defined as the amount of information about the project associated with its probability of occurrence. This paper uses the âicebergâ metaphor to introduce the ICEBERG (Improvement after Control and Evaluation-BasEd Rules and Guidelines) approach that can help Project Managers through the use of standard (de jure and de facto) ICT methods and techniques. This approach focuses not only on the management, and measurement, of resources, process and product, but also of the project and the organization itself. A list of candidate measures related to these 5 entities is suggested for a comprehensive software measurement plan in order to reduce project risk.
Keynote Presentation at CMMi and Scrum, Conference, Recife, 2008. The main message is that Scrum and CMMi are the same, but that they do have a different origin and require a different mindset.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
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The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
Agile Certification Professional (PMI-ACP) Certification is the most coveted agile certification for project managers offered by the reputed PMI Institute. PMI-ACP certification is globally acknowledged and is valid across industries. Prepare for PMP exam with Simplilearn and make us a part of your success story. Simplilearn brings to you online PMI-ACP exam prep course that gives you the liberty to study at your pace and from your own place. This PMI-ACP presentation provides you a complete overview of basics of agile certification. Each slide covers PMI-ACP topics based on PMI-ACP exam syllabus and is prepared by our certified agile practitioners who have years of experience in agile environment. Get an understanding of PMI-ACP framework, agile methodologies, agile principles and its implementations in various projects. Cited examples and practice questions based on agile course and industry specific subjects provide better insights on each topic improving your confidence and knowledge towards attaining the agile certification goal.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Personally designed (content + graphics design), officially accredited AgilePMÂŽ V2 (Agile Project Management V2) Foundation courseware.
AgilePMÂŽ is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited AgilePMÂŽ (Agile Project Management) Foundation courseware.
AgilePMÂŽ is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
Similar to Project Management Foundations Series Course 104 - Agile Project Management Concepts (20)
JMeter webinar - integration with InfluxDB and GrafanaRTTS
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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 Overviewâ
-------------------------------------------
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
Dev Dives: Train smarter, not harder â active learning and UiPath LLMs for do...UiPathCommunity
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đĽ Speed, accuracy, and scaling â discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Miningâ˘:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing â with little to no training required
Get an exclusive demo of the new family of UiPath LLMs â GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
đ¨âđŤ Andras Palfi, Senior Product Manager, UiPath
đŠâđŤ Lenka Dulovicova, Product Program Manager, UiPath
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Â
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Â
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.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
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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 â USA
Expansion of bot farms â 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 â 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/
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
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In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Â
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/
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
Â
As AI technology is pushing into IT I was wondering myself, as an âinfrastructure container kubernetes guyâ, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefitâs both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
Â
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
Â
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.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
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The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
2. Target Student Audience
⢠Little to no experience with:
â Formal Project Management Concepts
â PMI Project Management Body of Knowledge
â Agile Project Management Concepts
â SCRUM Methodology
⢠Frustrated with:
â Poorly Organized Work Efforts
â Lack of Leadership in Project Efforts
â Applying âWaterfall-basedâ techniques to all
projects
â Project management approaches that have
excessive process and document requirements
3. Course 104 â Introduction to Agile Project Management Concepts
Course Syllabus:
Segment Introduction to Agile Project Management
One Concepts
Segment A Closer Look at SCRUM
Two
Segment
Applying Agile PM to Your Organization
Three
QUIZ Demonstrate What Youâve Learned!
5. What is Agile Project Management?
⢠Definition:
â âIterative method of determining requirements for engineering and
information technology development projects in a highly flexible and
interactive mannerâ1
⢠Agile is most effective on projects that are:
â Very complex for the end user or project sponsorship to technically
understand
â Difficult to fully define the full scope or set of requirements at the
beginning of the project
â Likely to have many changes or updates during the project lifecycle
http://en.wikipedia.org/wiki/Agile_management
6. Historical Influences and Chronology of
Agile Methodology
1950s & 1960s 1990s
⢠Plan-Do-Check-Act (PDCA) Cycles ⢠Crystal Methods
⢠Total Quality Management (TQM)
⢠Lean Software Development
⢠Rational Unified Process (RUP)
⢠Toyota Production System (TPS)
⢠Dynamic Software Development Method (DSDM)
1970s & 1980s ⢠Observe-Orient-Decide-Act Loop (OODA)
⢠Lean Manufacturing ⢠Feature Driven Development
⢠Six Sigma ⢠eXtreme Programming (XP)
⢠Theory of Constraints (ToC) ⢠Adaptive Software Development
⢠SCRUM Methodology
2000s:
⢠Software Development Life Cycle (SDLC)
⢠The Agile Manifesto
⢠http://www.agilemanifesto.org
7. The Agile Manifestoâs Statement of Values
Individuals and Interactions
Individuals and Interactions over Process and Tools
Process and Tools
Working Systems
Working Systems over Comprehensive Documentation
Comprehensive Documentation
Customer Collaboration
Customer Collaboration over Contract Negotiation
Contract Negotiation
Responding to Change
Responding to Change over Following a Plan
Following a Plan
While agile practitioners value the items on the left, they value the items on the right even more!
Source: www.agilemanifesto.org
8. The Twelve Principles of the Agile Manifesto
1. Customer satisfaction by rapid delivery of useful software
2. Welcome changing requirements, even late in development
3. Working software is delivered frequently (weeks rather than months)
4. Working software is the principal measure of progress
5. Sustainable development, able to maintain a constant pace
6. Close, daily cooperation between business people and developers
7. Face-to-face conversation is the best form of communication (co-location)
8. Projects are built around motivated individuals, who should be trusted
9. Continuous attention to technical excellence and good design
10. Simplicity is essential
11. Self-organizing teams
12. Regular adaptation to changing circumstances
9. Agile Principles in Action
Key Agile Principles: Delivering Customer Value with
Delivering Customer Value with
⢠Focus on Customer Value â Align project, Agile Project Management
Agile Project Management
product and team visions to deliver better
product quality â faster and cheaper. The right product, at the right time, for the
The right product, at the right time, for the
right price.
right price.
⢠Small Batches - Create a flow of value to
customers by âchunkingâ feature delivery into â˘Higher Quality: âDesigned-to-fitâ
â˘Higher Quality: âDesigned-to-fitâ
small increments.
product with flexibility to change.
product with flexibility to change.
⢠Small, Integrated Teams - Intense
collaboration via face-to-face communication, â˘Increased Throughput: Iterative and
â˘Increased Throughput: Iterative and
collocation, etc; diversified roles on integrated, incremental project and product âchunksâ
incremental project and product âchunksâ
self-organizing, self-disciplined teams. with earlier value delivery.
with earlier value delivery.
⢠Small, Continuous Improvements â Teams
reflect, learn and adapt to change; work informs â˘Reduced Waste: Lean, efficient processes
â˘Reduced Waste: Lean, efficient processes
the plan. with lower costs and higher productivity.
with lower costs and higher productivity.
10. How The Agile Lifecycle Works
Key Agile Practices:
⢠Release Planning
⢠Sprint Planning
⢠Daily Scrum/Standup
⢠Fixed-length sprints
⢠Sprint Review
⢠Sprint Retrospective
Identify top-priority items and deliver
Identify top-priority items and deliver
them rapidly using:
them rapidly using:
⢠Small batches
⢠Small batches
⢠Small integrated teams
⢠Small integrated teams
⢠Small, continuous improvements
⢠Small, continuous improvements
13. What is SCRUM?
⢠Definition:
â âSCRUM is an iterative and incremental development framework for
managing technology projects and product development. Its focus is on
a flexible, holistic product development strategy where a development
team works as a unit to reach a common goal as opposed to a
traditional, sequential (waterfall) approach.â
14. How Scrum Works
⢠Projects are made up of self-organizing teams
⢠Requirements are captured as a list of tasks placed on a
âproduct backlogâ chart
â These task items make up what is known as a âuser storyâ
⢠Product development is conducted along a series of month-
long âsprintsâ made up of a logical amount of tasks that can
delivered in that timeframe
⢠No specific design and development practices are prescribed
â The self-organizing teams determine the best way to successfully
complete the tasks within the sprint
15. What is a Sprint?
⢠Scrum projects make progress
in a series of âsprintsâ
⢠Typical duration of each sprint
is 30 days although anywhere
between 2-6 weeks is usually
acceptable
⢠The product outcome planned
for the sprint is completely
designed, built and tested
during the sprint ŠThe Code Project Open License (CPOL)
⢠Once a sprint is started, it is
allowed to finish without
modification
16. Scrum & Change Management
Before/After Sprint During Sprint
18. The Product Owner
⢠Represents the âVoice of the Customerâ
⢠States requirements of the product as a âUser Storyâ
⢠Defines the features of the product
⢠Decides on release date and content
⢠Is accountable for ensuring the product has a
business need and value
⢠Prioritizes features according to the defined business
need/value
⢠Adjusts features and priority every iteration (between
sprints)
⢠Accepts or rejects the work results both at the end of
each sprint and at the final product review
19. The ScrumMaster
⢠Represents management to the project
⢠Responsible for enacting Scrum values and
practices
⢠Removes impediments
⢠Ensure that the team is fully functional and
productive
⢠Enable close cooperation across all roles and
functions
⢠Shield the team from external interferences
20. The Scrum Team
⢠Typically limited to 5-9 people
⢠âIf the team can't be fed by two pizzas, then it's too
bigâ â Steve Bezos, CEO of Amazon
⢠Cross-functional skill sets
⢠Members should be dedicated full-time
⢠May be some exceptions for niche players
⢠Teams are self-organizing
⢠Membership should change only between
sprints
22. Establish The Product Backlog
⢠Completed and prioritized by
the Product Owner
⢠A list of all desired work on
the project
⢠A list of the âmust haveâsâ vs.
the ânice to havesââ
⢠Usually captured as a âuser
storyâ that describes the need,
value and use of the item
⢠Reprioritized at the start of
each sprint
23. A Sample Product Backlog
User Story Initial Estimate
As a salesperson, I would like to allow a prospect to email me
6
directly with questions
As a customer, I want to be able to order direct from the web 5
As a customer, I want to be able to cancel or change my order from
3
the web
As a warehouse manager, I want to be able to get an automated
8
âpick listâ of the customerâs order emailed to my team
Eliminate paper handling between sales and the warehouse 8
Integrate with financial management systems 30
Integrate with inventory management systems 50
24. Establishing the Sprint Backlog
⢠The Scrum Team selects items from the
product backlog they can commit to
completing within the planned sprint duration
⢠Sprint backlog is created based on the user
stories selected
⢠Tasks are identified and each is estimated for
time required
â 1 hour minimum to 40 hours maximum
⢠The ScrumMaster facilitates the discussion
but the SCRUM Team is responsible for
completion
⢠High-level design framework is considered to
As a salesperson, I would like ensure the end product
to allow a prospect to email
me directly with questions
⢠Design mailto: form and interface (2)
⢠Position interface on âContact Usâ Page (1)
⢠Configure mail routing protocols (2)
⢠Map mail routing and store in sprint design log
(1)
25. Managing The Sprint Backlog
⢠Individuals sign up for work tasks of their own choosing
ď Work is never assigned
⢠Estimated work remaining is updated daily
⢠Any work that canât be readily defined should be saved for the end of the
sprint and updated as more becomes known
⢠Once the Sprint Backlog is defined, it is LOCKED and no changes can be
made by those outside of the Scrum Team until the sprint is over
ď Any team member can add, delete or change the sprint backlog
26. A Sample Sprint Backlog
Tasks
Tasks Mon Tues Wed Thur
Mon Tues Wed Thur Fri
Fri
Design mailto: form and interface 2 1
Position interface on âContact Usâ
Page 1 1 1
Configure mail routing protocols 2 1
Map mail routing and store in sprint
design log 1 1 1 1
TOTAL EFFORT REMAINING ď 6 4 2 1 0
27. Sprint Execution
The Daily Scrum:
â˘Stand-up Meeting
â˘No longer than 20 minutes
â˘Anyone is welcome, but only Team
Members, ScrumMaster, and Product
Owner can talk
â˘Daily Scrum is NOT a problem
solving meeting
â˘Three questions are asked of each
Team Member:
1. What did you do yesterday?
⢠Not a status report but a list of tasks
The ScrumMaster will provide completed and started
general status updates, discuss issue 1. What are you working on today?
resolution plans and conduct Q&A in ⢠A commitment to the Team about what
you plan to accomplish
a separate meeting following the 1. What is getting in your way?
Daily Scrum
28. SCRUM Board
Not Started In Progress Verify / Test Done
Map Mail Routing Position Interface Check
and Store In Sprint on âContact Usâ Design mailto:
Infrastructure
Page Form and Interface
Design Log
Validated on
03/31
Meet with Product
Owner regarding
Configure Mail question on different Test Mail
Routing email addresses Routing
Protocols
29. âReal-Worldâ SCRUM Board Example
Thanks to our friends at the Visual Management Blog! http://www.xqa.com.ar/visualmanagement/
30. Sprint Tracking & Burndown Charting
Sprint 1 Backlog Daily Progress
5
4.5
4
Ideal Progress
3.5
Current Trend 3
2.5
2
1.5
1
Sort Sprint Tasks Update Task Slips
W
m
R
0.5
h
g
n
a
e
o
k
)
(
r
i
0
Sprint implementation days 5 Effort Remaining on implementation da
Trend calculated based on last 5 Days Totals 4 4 4 2 1
Task name Story ID Responsible Status Est. 1 2 3 4 5
Design mailto: form and interface 1 1 1
Position interface on âContact Usâ Page 1 1 1 1
Configure mail routing protocols 1 1 1
Map mail routing and store in sprint design log 1 1 1 1 1
31. The Sprint Review
⢠The Scrum Team presents the following:
⢠What was accomplished during the sprint
⢠What was not accomplished during the sprint
⢠Any issues encountered during the sprint
⢠Any changes needed during the sprint
⢠The Scrum Team will demo or showcase the product, feature or other
deliverable that was completed at the end of the sprint
⢠The Sprint Review is an informal meeting with the following rules:
⢠No more than two (2) hours to prepare
⢠No slidesâŚNo handouts
⢠Whole team participates
32. The Sprint Retrospective
⢠Conducted after every sprint
⢠Entire project stakeholder group should participate:
⢠ScrumMaster
⢠Product Owner
⢠Scrum Team
⢠Customers, End Users, Senior Leaders and Others
⢠Discuss how the last sprint went
⢠What is (and is not) working
⢠Issues encountered
⢠Changes needed
35. Making The Transition To Agile
Traditional Project Management Agile Project Management
Focus on plans and document artifacts Focus on customer satisfaction and interaction
Change controlled via formal request process Change is expected, planned and adapted as
needed
Resource-intensive up-front planning Progressive, iterative, rolling-wave planning
Sponsor dictated, scope-based delivery Product Owner prioritized, time-boxed delivery
Activity management via work breakdown Task planning and execution flow based on Team
structure Member commitment
Top-down control Collaboration of self-disciplined and self-
organizing teams
Rigid, formal management methods Minimal set of loose guidelines and best
practices
36. Tailoring Agile To Fit Your Organization
Adopt key features of the process
⢠Release and Iteration Planning
⢠Product and Iteration Backlogs
⢠Tracking via Burndown charts
⢠Team co-located in team rooms
⢠Core team dedicated to project
Define allowable actions
⢠Estimation done only by performers
⢠Prioritization done only by product owners
Prioritize work opportunities
⢠Priorities always decided in Sprint Planning Meetings
Establish and synchronize delivery pace
⢠4-Week Sprints as a default
Minimize sunk project costs
⢠Sprint Resets or Stops allowable only in extreme circumstances
37. Agile Project Management Best Practices
1. Daily SCRUM Stand-Up Meetings
o Follow the three (3) question format
o Enforce who is (and is not) allowed to speak at the meeting
1. Team Co-Location
o Common areas to collaborate and meet
o Private spaces for thinking and focused work
1. Planning Poker
o Fun, card-game based activity to develop work task effort/time estimates
1. Resource Pairing
o Team-based work assignments rather than solo efforts/tasks
1. Use a âScrum Boardâ
1. Great visual management tool!
⢠Small Release Cycles
o Keep sprints under six (6) weeks in length
o Thirty (30) days is preferred
39. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 1:
⢠The ______________ is
developed and
prioritized by the
Product Owner.
40. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 1: Answer:
⢠The ______________ is Product Backlog
developed and
prioritized by the
Product Owner.
41. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 2:
The Agile Manifesto states
that agile values individuals
and interactions over
________ and ________.
42. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 2: Answer:
The Agile Manifesto states Process and Tools
that agile values individuals
and interactions over
________ and ________.
43. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 3:
True or False.
The definition of Agile Project
Management is the Iterative
method of determining
requirements for engineering
and information technology
development projects in a
highly flexible and interactive
manner.
44. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 3: Answer:
True or False. True.
The definition of Agile Project
Management is the Iterative
method of determining
requirements for engineering
and information technology
development projects in a
highly flexible and interactive
manner.
45. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 4:
⢠What are the three
questions asked during
every Daily Scrum
Stand-Up Meeting?
46. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 4: Answer:
⢠What are the three 1. What did you accomplish yesterday?
questions asked during 2. What are you working on today?
every Daily Scrum 3. What is getting in your way?
Stand-Up Meeting?
47. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 5:
⢠One of the most
important methods for
communicating the
progress of the sprint is
the _______________.
48. Course 104 â Introduction to Agile Project Management Concepts
- QUIZ -
Question 5: Answer:
⢠One of the most Sprint Burn-Down Chart
important methods for
communicating the
progress of the sprint is
the _______________.
49. CONGRATULATIONS!
You have successfully completed:
Project Management Foundations
Course 103 â Project Stakeholder Management
PRESENTED BY:
Think For A Change, LLC.
50. For more information on best/next practices,
educational training, tools, techniques and
process models for:
⢠Project Management
⢠Innovation Management
⢠Product Management
⢠Leadership
Please visit: http://www.thinkforachange.com