The document provides an overview of agile principles and practices. It discusses what agile is, principles behind the agile manifesto like satisfying customers through early delivery, welcoming changing requirements, having business and developers work together daily, and using face-to-face conversation. It also covers agile practices like Scrum, Kanban, and product backlogs. Challenges of adopting agile like managing projects and contracting are addressed as well as common causes of failed agile projects like lack of management support and understanding of agile.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
This document provides an overview of Agile and Scrum concepts. It discusses the Shu-Ha-Ri learning model, which involves first following rules, then bending rules, and finally intuitively knowing what is right. It also covers topics like sprint backlogs, delegation levels, user stories, and the Agile manifesto principles. The goal is to help trainees understand and apply Agile frameworks.
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
The document is an introduction to the Scrum framework presented by Dominik Jungowski. The agenda covers what Scrum is, how it works, meetings/artifacts/roles, definition of done, bugs, deductions, and using Scrum at CHIP. Scrum is an agile project management framework that uses iterations called sprints to incrementally develop a product, inspecting and adapting each sprint. A Scrum team consists of stakeholders, a ScrumMaster, product owner, and cross-functional developers working together towards a shared product goal.
Scrum is an agile project management framework that focuses on iterative development, self-organizing teams, and frequent inspection points. The key aspects of Scrum include roles like the product owner, Scrum master, and self-organizing development team. Events in Scrum include sprint planning meetings, daily stand-ups, sprint reviews, and retrospectives. Artifacts include the product backlog, sprint backlog, and definition of done. Scrum aims to deliver working software frequently through short iterations called sprints.
The document provides information about a rapid release planning session and workshop led by V. Lee Henson. It discusses Henson's background and qualifications, which include founding an agile training company in 2007 and certifications in scrum, project management, lean, kanban and other frameworks. The document then covers topics that will be addressed in the workshop, including defining roles for release planning, writing effective user stories, estimating story size and prioritizing work.
The document provides an overview of Agile methodology and SCRUM framework. It discusses key aspects of SCRUM such as product backlog, sprint backlog, daily stand-ups, and burndown charts. It also covers Agile concepts like cross-functional teams, iterative development, and responding to change. The document aims to introduce readers to the basic principles and practices of Agile software development using SCRUM.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
This document provides an overview of Agile and Scrum concepts. It discusses the Shu-Ha-Ri learning model, which involves first following rules, then bending rules, and finally intuitively knowing what is right. It also covers topics like sprint backlogs, delegation levels, user stories, and the Agile manifesto principles. The goal is to help trainees understand and apply Agile frameworks.
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
The document is an introduction to the Scrum framework presented by Dominik Jungowski. The agenda covers what Scrum is, how it works, meetings/artifacts/roles, definition of done, bugs, deductions, and using Scrum at CHIP. Scrum is an agile project management framework that uses iterations called sprints to incrementally develop a product, inspecting and adapting each sprint. A Scrum team consists of stakeholders, a ScrumMaster, product owner, and cross-functional developers working together towards a shared product goal.
Scrum is an agile project management framework that focuses on iterative development, self-organizing teams, and frequent inspection points. The key aspects of Scrum include roles like the product owner, Scrum master, and self-organizing development team. Events in Scrum include sprint planning meetings, daily stand-ups, sprint reviews, and retrospectives. Artifacts include the product backlog, sprint backlog, and definition of done. Scrum aims to deliver working software frequently through short iterations called sprints.
The document provides information about a rapid release planning session and workshop led by V. Lee Henson. It discusses Henson's background and qualifications, which include founding an agile training company in 2007 and certifications in scrum, project management, lean, kanban and other frameworks. The document then covers topics that will be addressed in the workshop, including defining roles for release planning, writing effective user stories, estimating story size and prioritizing work.
The document provides an overview of Agile methodology and SCRUM framework. It discusses key aspects of SCRUM such as product backlog, sprint backlog, daily stand-ups, and burndown charts. It also covers Agile concepts like cross-functional teams, iterative development, and responding to change. The document aims to introduce readers to the basic principles and practices of Agile software development using SCRUM.
Facilitation Foundations - A Guide to Effective Agile MeetingsAgileDad
Facilitation Foundations is a presentation that has been given at multiple Agile Conferences. The focus of the presentation is improving the quality and effectiveness of Agile Meetings.
Many who have downloaded this deck have made it a standard for assisting organizations who are struggling with spending too much time and money on Agile Meetings.
The Empowering Agile Teams Presentation has been presented at numerous Agile Conferences and has been VERY well received. Many teams get frustrated due to the lack of understanding of what they are expected to deliver vs what has been perceived. Gone are the days of opacity. Teams are better equipped to handle the day to day workload and are less fearful of commitment in an environment where healthy team relationships are valued.
This document proposes a hybrid agile methodology to address process pain points like unclear requirements, siloed work structures, and production inefficiencies. It describes using 15-day sprints for different project types. Each sprint would include planning, development, testing, and a retrospective. Communication would be improved through tools like Jira, Google Docs, and scrums. Specific solutions are outlined like using PRD/wireframe sprints to resolve requirements issues early. The goals for Q1 are continued adoption of the sprint process, improved reporting on metrics, and better program phasing and planning.
This document provides an introduction to agile requirements and user stories. It discusses key concepts such as the agile manifesto, user roles, personas, and developing user stories using the INVEST criteria. The document also covers acceptance tests and how they are used to determine if a user story is complete. It emphasizes that agile requirements focus on interaction, conversation, and confirmation rather than documentation.
About Agile Programmer's skill sets
Ultimate Agilist Tokyo 2012
This presentation will be used tomorrow. after that session I have a plan to update this slide.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
The Business Analysts Role in Agile Software Developmentallan kelly
The document discusses the role of business analysts in agile software development. It argues that the product owner role is often filled by a business analyst. While business analysts take a backseat in early agile adoption, their role becomes more important as teams become more effective in delivering business needs. Specifically, business analysts are key to reducing unnecessary work through improved analysis and requirements. The document recommends a ratio of one business analyst for every 3-7 developers, depending on how stable the product is and how rapidly requirements change.
Developing and Delivering Products in an Agile World (.75 PMI PDU)DCsteve
Customers expect delivery of your new products quicker and easier than ever before. Whether your customers are internal or external, they expect you to develop new products with increased frequency and to put those products in their hands seamlessly and automatically.
Learn how you can take advantage of Agile development methods to develop and ship quicker while maintaining the project and financial management your business requires. And, learn ways to automate your product delivery to get these products to your customers immediately upon completion. Bring automation and Agile development together to deliver new products to your customers more often and easier than ever before.
All attendees are eligible for .75 PDU Credit from the Project Management Institute (PMI).
Get the Transformational Story of Going Agile @ http://digitalcelerity.com/Pages.aspx/Agile-PPM
This document describes an organization with 2 products, over 100 employees split across many teams and departments, and different processes. It has a C# team, VB.NET team, core team, integration team, and refactoring team working on .NET refactoring and IDE products.
Agile india2012 po role_can you hear me nowbelkisvasquez
The document discusses the product owner (PO) role and how it has helped former business analysts and project managers. It provides perspectives from POs who were previously business analysts and project managers. They discuss challenges they faced in their previous roles and how practices from those roles have helped them be better POs. It also discusses how the PO role has impacted their organization's success and how POs can further influence products at higher levels of the organization and product life cycle.
A presentation given for the PMI community in November 2008. The presentation shows the main difference between traditional and agile project management.
The document summarizes the journey of an organization toward adopting Agile practices. It describes how the manager attended an introductory Scrum seminar, enrolled in Scrum training, read books on Agile, and visited other organizations using Scrum. With the help of experts and resources, the organization is in the process of implementing Scrum through training and consulting. The transition has challenges but progress is being made through a careful, learning-based approach tailored to their needs.
This document provides an agenda for an event on Agile Requirements by Agile Analysts. The agenda covers topics such as an overview of Agile, where business analysts fit in Agile, IBM Rational and Agile tools, requirements elicitation using IBM Rational Requirements Composer, and market perspectives on Agile. The event will be held on July 19th in Sydney and July 21st in Melbourne, Australia.
This document provides an overview of leading agile product development. It discusses moving from traditional to agile approaches, continuously improving by eliminating waste, creating flow in the product development process, optimizing backlogs and planning releases and roadmaps. The key aspects covered are adopting best practices for agile, lean, and complexity-aware development as well as exploring one's own views on agile practices.
This document provides an introduction to leading agile product development. It discusses moving from a traditional to an agile approach, focusing on understanding problems rather than planned solutions, and embracing complexity. The document emphasizes that agile requires a combined top-down and bottom-out approach, with functions collaborating, transparency between teams, and an outward focus on customer value rather than internal control metrics. Management must renovate itself to enable rather than command teams in an agile organization structured for efficiency through regular delivery.
This document provides an overview of agile software development methods. It defines agile as developing software incrementally in rapid cycles with close customer collaboration. The agile manifesto values individuals, working software, customer collaboration, and responding to change. Popular agile methods described include scrum, extreme programming (XP), test-driven development (TDD), and lean. Scrum uses short iterations called sprints, with roles like product owner and scrum master. XP advocates frequent releases and pair programming. TDD involves writing tests before code. Lean aims to maximize value while minimizing waste. Agile frameworks help teams deliver faster with less risk by focusing on customer value.
The document discusses various agile methodologies including Agile Project Management (APM), Lean Software Development, Kanban, and Lean Kanban. It explains that APM introduced phases to align agile projects with traditional PMP phases. Lean Software Development adopts principles from Toyota Production System to address manufacturing issues. Kanban uses visual boards to manage workflow. Lean Kanban blends Kanban with lean principles and practices. The document also notes some controversy around agile approaches challenging traditional practices.
PMI-ACP Lesson 12 Knowledge and Skills Nugget 2Thanh Nguyen
This document provides an overview of key concepts for the PMI-ACP certification, including:
- Agile emphasizes face-to-face communication and provides tools like daily stand-ups and retrospectives to avoid mismatched expectations.
- Feedback techniques in Agile include prototypes, simulations, demonstrations, and evaluations.
- Incremental delivery allows for partial products to be deployed after iterations for early feedback and ROI.
- Agile promotes knowledge sharing through practices like daily stand-ups, pair programming, and retrospectives.
- Problems in Agile are examined at the process, quality, and team dynamics levels using techniques such as establishing a devil's advocate and probing questions.
- An Agile leader communicates
The document provides guidance on establishing a Software Engineering Process Group (SEPG) and starting Software Process Improvement (SPI) functions within an organization. It discusses forming a SEPG team composed of line practitioners to be the focal point for collaborative process improvement efforts. The SEPG establishes processes and works with managers and teams to plan, implement, evaluate and transition improvements. This includes assessing current practices, proposing and implementing changes, and continuously improving the process.
This document discusses principles and practices for scaling agile approaches in organizations. It begins by introducing Josef Scherer as an agile management consultant with experience helping large companies adopt scaled agile frameworks. It then poses questions to consider when scaling agile, such as goals, the type of scaling needed, and potential practices. The document outlines vertical and horizontal scaling and describes scaled roles, artifacts, and events in the Scaled Agile Framework. It also discusses scaling practices at Spotify, including feature teams and microservice architecture. Finally, it emphasizes that principles are more important than practices when scaling and should drive autonomy through purpose and motivation.
The document provides an introduction to agile methodologies and Scrum, outlining key concepts like iterative development, self-organizing teams, and delivering working software frequently. It also describes Scrum practices such as sprint planning, daily stand-ups, sprint reviews and retrospectives. The goal of the document is to educate people about agile and Scrum principles and processes through presentations and exercises.
Facilitation Foundations - A Guide to Effective Agile MeetingsAgileDad
Facilitation Foundations is a presentation that has been given at multiple Agile Conferences. The focus of the presentation is improving the quality and effectiveness of Agile Meetings.
Many who have downloaded this deck have made it a standard for assisting organizations who are struggling with spending too much time and money on Agile Meetings.
The Empowering Agile Teams Presentation has been presented at numerous Agile Conferences and has been VERY well received. Many teams get frustrated due to the lack of understanding of what they are expected to deliver vs what has been perceived. Gone are the days of opacity. Teams are better equipped to handle the day to day workload and are less fearful of commitment in an environment where healthy team relationships are valued.
This document proposes a hybrid agile methodology to address process pain points like unclear requirements, siloed work structures, and production inefficiencies. It describes using 15-day sprints for different project types. Each sprint would include planning, development, testing, and a retrospective. Communication would be improved through tools like Jira, Google Docs, and scrums. Specific solutions are outlined like using PRD/wireframe sprints to resolve requirements issues early. The goals for Q1 are continued adoption of the sprint process, improved reporting on metrics, and better program phasing and planning.
This document provides an introduction to agile requirements and user stories. It discusses key concepts such as the agile manifesto, user roles, personas, and developing user stories using the INVEST criteria. The document also covers acceptance tests and how they are used to determine if a user story is complete. It emphasizes that agile requirements focus on interaction, conversation, and confirmation rather than documentation.
About Agile Programmer's skill sets
Ultimate Agilist Tokyo 2012
This presentation will be used tomorrow. after that session I have a plan to update this slide.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
The Business Analysts Role in Agile Software Developmentallan kelly
The document discusses the role of business analysts in agile software development. It argues that the product owner role is often filled by a business analyst. While business analysts take a backseat in early agile adoption, their role becomes more important as teams become more effective in delivering business needs. Specifically, business analysts are key to reducing unnecessary work through improved analysis and requirements. The document recommends a ratio of one business analyst for every 3-7 developers, depending on how stable the product is and how rapidly requirements change.
Developing and Delivering Products in an Agile World (.75 PMI PDU)DCsteve
Customers expect delivery of your new products quicker and easier than ever before. Whether your customers are internal or external, they expect you to develop new products with increased frequency and to put those products in their hands seamlessly and automatically.
Learn how you can take advantage of Agile development methods to develop and ship quicker while maintaining the project and financial management your business requires. And, learn ways to automate your product delivery to get these products to your customers immediately upon completion. Bring automation and Agile development together to deliver new products to your customers more often and easier than ever before.
All attendees are eligible for .75 PDU Credit from the Project Management Institute (PMI).
Get the Transformational Story of Going Agile @ http://digitalcelerity.com/Pages.aspx/Agile-PPM
This document describes an organization with 2 products, over 100 employees split across many teams and departments, and different processes. It has a C# team, VB.NET team, core team, integration team, and refactoring team working on .NET refactoring and IDE products.
Agile india2012 po role_can you hear me nowbelkisvasquez
The document discusses the product owner (PO) role and how it has helped former business analysts and project managers. It provides perspectives from POs who were previously business analysts and project managers. They discuss challenges they faced in their previous roles and how practices from those roles have helped them be better POs. It also discusses how the PO role has impacted their organization's success and how POs can further influence products at higher levels of the organization and product life cycle.
A presentation given for the PMI community in November 2008. The presentation shows the main difference between traditional and agile project management.
The document summarizes the journey of an organization toward adopting Agile practices. It describes how the manager attended an introductory Scrum seminar, enrolled in Scrum training, read books on Agile, and visited other organizations using Scrum. With the help of experts and resources, the organization is in the process of implementing Scrum through training and consulting. The transition has challenges but progress is being made through a careful, learning-based approach tailored to their needs.
This document provides an agenda for an event on Agile Requirements by Agile Analysts. The agenda covers topics such as an overview of Agile, where business analysts fit in Agile, IBM Rational and Agile tools, requirements elicitation using IBM Rational Requirements Composer, and market perspectives on Agile. The event will be held on July 19th in Sydney and July 21st in Melbourne, Australia.
This document provides an overview of leading agile product development. It discusses moving from traditional to agile approaches, continuously improving by eliminating waste, creating flow in the product development process, optimizing backlogs and planning releases and roadmaps. The key aspects covered are adopting best practices for agile, lean, and complexity-aware development as well as exploring one's own views on agile practices.
This document provides an introduction to leading agile product development. It discusses moving from a traditional to an agile approach, focusing on understanding problems rather than planned solutions, and embracing complexity. The document emphasizes that agile requires a combined top-down and bottom-out approach, with functions collaborating, transparency between teams, and an outward focus on customer value rather than internal control metrics. Management must renovate itself to enable rather than command teams in an agile organization structured for efficiency through regular delivery.
This document provides an overview of agile software development methods. It defines agile as developing software incrementally in rapid cycles with close customer collaboration. The agile manifesto values individuals, working software, customer collaboration, and responding to change. Popular agile methods described include scrum, extreme programming (XP), test-driven development (TDD), and lean. Scrum uses short iterations called sprints, with roles like product owner and scrum master. XP advocates frequent releases and pair programming. TDD involves writing tests before code. Lean aims to maximize value while minimizing waste. Agile frameworks help teams deliver faster with less risk by focusing on customer value.
The document discusses various agile methodologies including Agile Project Management (APM), Lean Software Development, Kanban, and Lean Kanban. It explains that APM introduced phases to align agile projects with traditional PMP phases. Lean Software Development adopts principles from Toyota Production System to address manufacturing issues. Kanban uses visual boards to manage workflow. Lean Kanban blends Kanban with lean principles and practices. The document also notes some controversy around agile approaches challenging traditional practices.
PMI-ACP Lesson 12 Knowledge and Skills Nugget 2Thanh Nguyen
This document provides an overview of key concepts for the PMI-ACP certification, including:
- Agile emphasizes face-to-face communication and provides tools like daily stand-ups and retrospectives to avoid mismatched expectations.
- Feedback techniques in Agile include prototypes, simulations, demonstrations, and evaluations.
- Incremental delivery allows for partial products to be deployed after iterations for early feedback and ROI.
- Agile promotes knowledge sharing through practices like daily stand-ups, pair programming, and retrospectives.
- Problems in Agile are examined at the process, quality, and team dynamics levels using techniques such as establishing a devil's advocate and probing questions.
- An Agile leader communicates
The document provides guidance on establishing a Software Engineering Process Group (SEPG) and starting Software Process Improvement (SPI) functions within an organization. It discusses forming a SEPG team composed of line practitioners to be the focal point for collaborative process improvement efforts. The SEPG establishes processes and works with managers and teams to plan, implement, evaluate and transition improvements. This includes assessing current practices, proposing and implementing changes, and continuously improving the process.
This document discusses principles and practices for scaling agile approaches in organizations. It begins by introducing Josef Scherer as an agile management consultant with experience helping large companies adopt scaled agile frameworks. It then poses questions to consider when scaling agile, such as goals, the type of scaling needed, and potential practices. The document outlines vertical and horizontal scaling and describes scaled roles, artifacts, and events in the Scaled Agile Framework. It also discusses scaling practices at Spotify, including feature teams and microservice architecture. Finally, it emphasizes that principles are more important than practices when scaling and should drive autonomy through purpose and motivation.
The document provides an introduction to agile methodologies and Scrum, outlining key concepts like iterative development, self-organizing teams, and delivering working software frequently. It also describes Scrum practices such as sprint planning, daily stand-ups, sprint reviews and retrospectives. The goal of the document is to educate people about agile and Scrum principles and processes through presentations and exercises.
The BA role in Agile software developmentallan kelly
The document discusses the role of business analysts in agile software development. It argues that in traditional approaches, requirements are gathered at the start of a project by business analysts who then leave the project. However, in agile approaches, requirements gathering is an ongoing process and business analysts need to stay involved throughout to have a dialogue rather than just produce documents. The business analyst role evolves from an "order taker" to an internal consultant, facilitating discussions between business and development teams.
This document discusses principles for successful release management in large enterprises. It recommends: (1) defining an environment strategy upfront to plan testing sandboxes; (2) integrating code early through continuous integration; (3) building quality through techniques like regression testing; (4) measuring changes through metrics like bugs introduced; and (5) automating deployments through repeated processes. The goal is to reduce risk, increase stability, and improve throughput during the software release process.
The document discusses several Agile methodologies including Scrum, Extreme Programming (XP), Dynamic Systems Development Method (DSDM), Feature Driven Development (FDD), and Crystal methodologies. It provides details on their core principles, practices, roles, and processes. An example project is also described to illustrate the successful use of XP in developing image processing software within time and with almost no bugs.
PMI-ACP Lesson 01 Nugget 1 Introduction to AgileThanh Nguyen
The document provides an introduction to Agile project management. It defines Agile and explains its core principles and practices. Some key points covered include:
- Agile emphasizes face-to-face communication, collaboration between business and developers, and frequent demonstrations of working software.
- The Agile Manifesto, signed in 2001, established core values like responding to change over following a plan and valuing individuals and interactions.
- Agile avoids big upfront design and documentation, favors iterative development, and emphasizes collaboration and empowering motivated teams.
The document summarizes a session on using agile techniques in Microsoft's patterns and practices (p&p) division. The session objectives are to learn how p&p uses agile processes across multiple projects, understand why agile is important and p&p's perspective, and learn how p&p scales agile in distributed teams. Key takeaways include understanding what techniques have worked well and justification for using them. The document then outlines p&p's agile practices, including customer engagement, planning, team formation, quality processes, and challenges of distributed teams.
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
DevOps, SAFe and critical information bearers: A practical approach for plann...Bosnia Agile
A lot of enterprises have successfully adopted agile practices and are now challenged by the questions: How do we scale it? How will we know what is going on in development, product management and deployment? How do we know that we develop according to business priorities? How do we make the quicker development cycles lead to faster market response and more frequent releases? To answer these some companies have turned to a DevOps approach and use concepts like the Scaled Agile Framework (SAFe). Join us in this session to look at the critical information bearers in such a setup and how information from business planning, portfolio management, program management and release planning are connected.
The document discusses estimation in agile projects, noting that agile methods use iterative development with frequent delivery of working software to allow for emergence of requirements and capabilities. Agile estimation is done at both the iteration and release level, with developers re-estimating effort for upcoming iterations based on experience from previous iterations. Daily stand-up meetings, iteration planning meetings, and retrospectives help facilitate collaboration, adaptation, and continuous improvement in agile projects.
Fabien Pinckaers, the founder and CEO of OpenERP, outlines the company's vision and ambitions. The business vision is to become the number 1 open source player worldwide through a disruptive approach. The company vision is to maintain a challenging but fun work environment. The strategy vision is that being fully open source and open minded allows them to build better products. The presentation also provides details on OpenERP's growth, customer satisfaction, and priorities to reach more users through easier usability and configuration.
With an increasing number of organizations adopting Agile practices and the majority of them following SCRUM, Agile has gained mainstream recognition in the past couple of years. Today organizations are seeing the value in Agile ceremonies and have brought in the roles and practices that are instrumental in the success of SCRUM.
The Agile workshop has several benefits such as helping you understand the SCRUM process, providing the ability to prune product backlog, conduct release planning ceremony and much more.
This document provides an overview of Agile project management principles and practices compared to traditional Waterfall project management. It discusses key aspects of the Agile Manifesto such as valuing individuals, collaboration, and responding to change over comprehensive documentation and following a plan. Specific Agile frameworks like Scrum and Kanban are outlined, along with industry metrics showing higher success rates and productivity with Agile. Challenges with the Waterfall model and benefits of Agile approaches are also summarized.
CI (continuous integration) is fundamental for agile deployment and should be improved step-by-step. Issue tracking tools like JIRA, Redmine, and spreadsheets can manage requirements and tasks. Code review is an important part of the coding process and helps improve code quality and mentorship. Distributed version control systems like Git provide more flexible workflows than centralized ones and integrate well with code review tools like Gerrit.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
This document provides information about an offshore development company called Development Offshore Enterprise Solutions. It discusses the company's background, offerings, achievements, team members and certifications. It also describes how the company works with clients using agile methodologies like Scrum, and outlines its communication strategies and success factors. Examples of projects completed for clients like Aton bank and Cisco are also summarized.
Planon switched to the SCRUM development method in 2004 to address issues with their previous Prince2 method. This allowed for biannual releases with marketing versions in between, and made changes more affordable to implement. Under SCRUM, teams self-select tasks for one month sprints. Product quality is ensured through effective team composition, test automation, and test effort estimation per backlog item. The agile product management process at Planon starts by identifying business problems and acquiring stakeholder input to determine themes and functionality to implement, estimating costs and opportunities. Themes are broken into concepts and solution stories to define requirements assigned to SCRUM teams.
A Portfolio of Opportunities, Johan Oskarsson - KnowitKnowit_TM
The document discusses project portfolio management and governance. It argues that organizations currently lack synchronization across project decision points and releases. It proposes using Agile release trains to better synchronize projects through fixed cadences. This would help address problems of non-synchronized project decision points and releases. The document also discusses designing value streams and business models to better organize work and deliver value through cross-functional business teams that own end-to-end value flows.
Fredrik Wiiks presentation om sin roll som programledare hos kunden i ett utvecklings/leveransprojekt där agil arbetsmetodik framgångsrikt kombineras med fasta leveranspunkter och PROPS som projektstyrmodell. Kunden är ett av våra största företag och leverantören har utveckling både i Sverige och Vietnam. Fredrik kommer belysa ett antal kritiska framgångsfaktorer och beskriva hur man lagt upp arbetet för att optimera mot de leveransmål som satts upp och skapa en förutsägbarhet gentemot projektets intressenter. Fredrik är managementkonsult på Knowit Management och specialiserad mot skalad agil utveckling och innovation
Agila projekt skapar en ny logik i relationen mellan kund och leverantör och vi ser tyvärr ofta man har svårt att klara sina nya roller/ansvar. På detta seminarium delar vi med oss av våra erfarenheter, och tipsar om hur man kan undvika att misslyckas i agilt samarbete mellan kund och leverantör.
Hur ska man från kund och leverantör styra ett agilt projekt?
Hur ”konfigurerar” man projektet beroende på om det är fastpris eller löpande räkning?
This document outlines an agenda for demonstrating how to make project, program, and portfolio management more agile using the Unified Vision Framework. It includes goals of showing how to cascade vision and strategy, use the VSPT model and 4D model, and implement agile governance. The document provides examples and exercises for attendees to practice these concepts, including creating epics and user stories for a project backlog, discussing a case study, and planning a portfolio "walkabout" to identify dependencies between projects. Charts are presented showing how the Unified Vision Framework has helped organizations double their project velocity without increasing team size.
2 hour seminar @ Knowit
Management Workout is the working title of a new book with actionable management advice. Practical things that people can do next Monday morning in order to grow an organization that is fit and healthy. And not only managers, but everyone who is concerned about the management of an organization. - See more at: http://www.management30.com/workouts/
This document discusses program portfolio management according to the Scaled Agile Framework (SAFe). It describes the roles and responsibilities of program portfolio management, which include setting strategy and funding investments, governance, and assisting with program execution. The key responsibilities are to steward the portfolio vision, drive product and solution strategy, and manage investments. SAFe aims to "agilean" traditional project portfolio management with practices like decentralized decision-making, continuous value delivery, lightweight planning, and self-organizing Agile Release Trains. The goal is to foster lean and agile practices for improved business results.
SAFe portfolio management @ Knowit nov 28Knowit_TM
The document discusses program portfolio management in SAFe. It describes the roles and responsibilities of the program portfolio management team, which includes senior executives and managers. Their responsibilities include setting the portfolio vision and strategy, allocating funding to investment themes, and governing program execution. The portfolio management team aims to transform traditional portfolio management approaches to more "agilean" approaches through practices like decentralized decision-making, continuous value delivery, light-weight business cases, and self-organizing Agile Release Trains.
This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
This document discusses project management in agile organizations. It begins with an agenda for two days of training on managing projects and teams in an agile way. The document then covers how agile project management places a higher emphasis on leadership skills than traditional project management. It also discusses defining requirements in an agile manner by focusing on features and goals rather than traditional specifications. Finally, it proposes combining stage-gate and agile approaches by using multiple deliveries to reduce uncertainty and adapt to changing needs.
Project Management in Agile Organizations - Stage Gate and AgileKnowit_TM
This document discusses several approaches for scaling agile frameworks to manage multiple teams and projects. It describes the Spotify model which uses small cross-functional teams called Squads to develop features. It also outlines the Scaled Agile Framework which coordinates work at the portfolio, program, and team levels. Additionally, it examines how a company structured their program and project management to continuously deliver multiple interdependent projects through decoupling releases and streamlining development.
Project Management in Agile Organizations - Stage Gate and AgileKnowit_TM
The document discusses how stage gate processes and agile methods can be combined for project management. It describes the traditional stage gate model and compares it to agile software development principles. It then proposes a hybrid model that uses gates for risk assessment and architectural planning early on, with sprints and continuous delivery between gates for detailed development and feedback. This allows reducing uncertainty over time while still providing early deliverables to customers.
Project Management in Agile Organizations - Agile RequirementsKnowit_TM
This document discusses agile requirements processes and hierarchies. It describes how agile requirements are typically organized from high-level themes and epics down to user stories and tasks. User stories are presented as the primary way of capturing requirements in an agile process. They should describe functionality in terms of user needs and value rather than technical specifications. Non-functional requirements and constraints can also be captured as cards or stories. Hierarchies from different sources like Mike Cohn and Dean Leffingwell are shown and explained.
Project Management in Agile Organizations - The Project Managers RoleKnowit_TM
1. In agile project management, traditional project manager responsibilities are distributed among roles like the ScrumMaster, Product Owner, and development team, rather than a single project manager.
2. The Product Owner is responsible for deciding what work will be done and managing the product backlog to maximize value.
3. The ScrumMaster ensures that the Scrum team adheres to Scrum processes and helps optimize interactions with outside stakeholders.
4. There are four scenarios showing different organizational structures and the project manager's potential functions in relation to the Scrum team, Product Owner, and stakeholders.
2. 1700
50
20
4
Vi bidrar till framgång genom att i nära samarbete med
våra kunder kombinera
det stora företagets styrka med
det lilla företagets själ och
den enskilde konsultens engagemang.
8. Gör
• Det som behövs Customer
Just in Time
• När det behövs
• I den mängd som behövs
Pull (JIT)
1. Upptäck avvikelse (fel)
Jidoka 2.
3.
Stanna
Rätta felet.
Autonomation
Visualisering av problem 4. Hitta orsaken och korrigera processen
9. Fokusera på kundvärde!
Gör inte onödiga saker.
Lös problem!
Kontinuerlig förbättring!
Se helheten – visualisera!
Agilt Lean
Anpassa till Optimera flöde!
förändring!
10.
11.
12.
13. Principles behind the Agile manifesto
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
Welcome changing requirements, even late in development.
Business people and developers must work together daily
throughout the project.
The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The best architectures, requirements, and designs emerge from
self-organizing teams.
Agile Requirements, NFI 15/6 2012
14. Continuous Delivery, Fast TTM
Our highest priority is to satisfy the
customer through early and
continuous delivery of valuable
software.
Agile Requirements, NFI 15/6 2012
Source: www.informit.com
15. Besluta så sent som möjligt
Welcome changing requirements,
even late in development.
18. Best Teacher can transfer 30% of his knowledge
Allen Ward
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
42. Backlog is not enough, you must get
the big picture!
Source: www.agileproductdesign.com
Agile Requirements, NFI 15/6 2012
43. Transparent steering
Affärsledning
Produkt/Programle
dning
”Themes/Epics”
Vart är vi på väg
Team
Roadmap/Funktioner/
Regler
Vad ska göras?
Stories, Tasks
Hur ska det göras?
Agile Requirements, NFI 15/6 2012
44. The team must know the world to
adapt to.
Agile Requirements, NFI 15/6 2012
Source: www.agileproductdesign.com
48. Streamlined Development
Development
“Go” per
R n.1
Design
Decision R n.2
GO
Feature
implementation Integration & Automated Regression Test (with load)
decision
Verified “up and running” system version: 11 12 .... 15 16 17 18 19 20 21 ... 27
Decoupling of release projects
Release
TG0 TG5
Release preparation &
verification
Merge
Which features to include in a Release content PD2 Corrections
release, both developed, under decided R n.1
development and not yet started.
49. Managing Agile
A Pig is someone who has skin in the game.
Pig roles are considered core team members.
Performers. People who “do” work.
Get it?
A Chicken is someone who has something to gain
by the Pigs performing, but in the end, really do
not contribute day to day to “getting things done”.
50. The English verb “to manage” was
originally derived from the Italian
maneggiare, meaning to handle and
train horses. This original meaning
merged with the French term menage,
or household.
56. Agile transformation
•Set a goal for the change – what do you want to
achieve.
•Define the system to change!
•Define a core team.
•Launch a training program for key staff.
•Introduce system for continuous improvements.
57. Constant improvement
Move to higher maturity level Assess Plan
Identify size & type
of problems Improve
Identify strong & Select and Focus
weak areas Max 2 areas
Evaluate Do
Assess Plan
New baseline
Improve
Implement!
Evaluate Do Often via a
project s WoW
Baseline
59. Big projects – Small projects
Many projects – Few projects
Projects – Continuous delivery
60. Organisationer i samarbete och takt för
tjänstekvalitet
Trafikföretag
• Resenären – Gemensam kund
Operatör
• Kundfokus måste genomsyra
relationen med operatören
Trafikleverans
61. Part of the system or not?
Vendor
3 Vendor
1
Customer
Vendor
2
62. When part of the system
•Shared long-term goal
•Dedicated team for customer.
•Aligned processes customer – vendor (e.g. QA,
release)
•Agile process as if in-house
•Contractual model: T&M
65. Agila projekt – IT företagens standardavtal
Avtalsparametrar:
Kompetenta resurser Fackmanna
Antal resurser och timmar mässigt fel
fördelat på Tidsboxar
Timpris samt eventuell Risk- Samverkans
fel
och Vinstdelning
Antal Reservtidsboxar
Rättning utan
arvode.
Reserv
Tidsbox Tidsbox Rest Påtalas inom 6
tidsbox månader
Flyttat arbete Flyttat arbete Flyttat arbete
Reducering av
timarvode
Ursprungligt Uppdrag Ändrat Uppdrag
Source: Henrik Gavelli
67. Contractual models for agile steering
(outside of the system)
• Fixed cost – prioritized functions
• The customer prioritize functions together with vendor
from a product backlog list. Delivery in time with prioritized
functions.
• Fixed functions – T&M
• The customer prioritize functions together with vendor
from a product backlog list. Preliminar delivery schedule
agreed with sprint deliveries
• Fixed cost, time and functions
• No “agile steering” possible, but vendor may work agile
and make sprint deliveries.
68. Agile vendor not part of the system
•Contract can be fixed functions or fixed time/cost.
•Functions to be planned in sprints + one or two
“hardening” sprints (based on degree of uncertainty)
•Fixed time allows for greater flexibility.
•Burndown to be visible for customer
•Sprintbased delivery
•Retrospects
69. Fokus på avtal eller leverans ?
IDAG IMORGON
Kundeffekt Mät mot kundeffekt
Mät mot avtal
Styr leveransen
4. Korrigera snabbt
Leverans 3. Förutse leveranseffekter
2. Analysera mönster
1. Fånga signaler
Upphandling
Lägg grunden
&
Etablering
70. Fixed Price or T&M
Open Scope
T&M
Passive Active
FP
FP or
T&M
Fixed Scope