View the On-Demand Webcast! Planview.info/ScrumTeams
Learn the definitions of Sprint, Epic, User Story, and Task in scrum project management and about roles like Product Owner, Scrum Master, and Scrum Team.
Find out about the perfect beginner's tool for implementing agile scrum into your organization and how it can be used outside of software development in marketing, sales, event planning, and more!
View the On-Demand Webcast! Planview.info/ScrumTeams
Transforming Volvo: Creating a Single Source for the Enterprise PortfolioPlanview
View the On-Demand Webcast! Planview.info/Volvo
Learn from this case study on creating a single source for the enterprise portfolio, including:
-why a portfolio tool is needed
-what capabilities are important to implement
-how implementation should take place
-lessons learned
View the On-Demand Webcast! Planview.info/Volvo
The Engineer Webcast: Five Ways to Get More Engineering Time Out of Your Eng...Planview
View the On-Demand Webcast! Planview.info/Workcast
What keeps executives up at night?
"Are we working on the highest value products to meet our growth objectives and do we have the people to get it done?"
Learn about:
-resource management pain points
-capacity planning pain points
-the importance and difficulty of considering capacity in the planning process
-how to get more engineering time out of your engineers
-the top business risks of not addressing resource management and capacity planning with improved processes and tools
View the On-Demand Webcast! Planview.info/Workcast
Project Management with Kanban: from Basics to MetricsPlanview
View the On-Demand Webcast! Planview.info/Metrics
What is a kanban board? Learn how they can make a difference in your organization by enabling customer value through continuous delivery.
Find out how to capitalize on lean, agile project management techniques and avoid the dangers of multitasking.
View the On-Demand Webcast! Planview.info/Metrics
View the On-Demand Webcast! Planview.info/Kanban20
Are you using an assortment of emails, tickets, and spreadsheets to manage projects?
Are tickets lost, resulting in frustrated customers?
Does management suffer from a lack of visibility into your team's workflow?
Learn how Kanban boards can help your organization manage projects more efficiently!
View the On-Demand Webcast! Planview.info/Kanban20
Understanding the Priorities and tackling the Challenges of the PMOPlanview
View the On-Demand Webcast! Planview.info/PMOPrioritization
"Only 11% of managers believe that all their company's strategic priorities have the financial and human resources needed for success." -Harvard Business Review
Learn about IT organizations':
-top three strategic planning priorities
-top three strategic planning challenges
-whether or not continuous planning is the solution
-real challenges with annual planning
-the best solution for continuous planning
View the On-Demand Webcast! Planview.info/PMOPrioritization
Earned value management (EVM) provides visibility into a project's technical, cost, and schedule performance. It integrates cost, schedule, and technical data to evaluate progress and forecast completion costs. For a project to use EVM effectively, it must establish measurable work, develop a measurable plan and schedule, decide what work will be completed over time, track work accomplished, and verify costs. Taking action on variances is also important for managing performance.
The document discusses Joseph Conely's role as Creative Director of Multi-Media Communications for Siemens' Smart Grid project. It outlines achievements in video production, design, project management, and other areas that have increased output and efficiency. Examples of tutorial videos and graphics are presented. The presentation concludes by proposing initiatives to modernize video templates, expand the use of live footage, redesign the video portal, and potentially expand Joseph's role within the department.
How to Thrive in a Fast-Paced Environment - The Art of Quarterly Strategic Pl...Cprime
The document discusses Dan Teixeira's presentation on thriving in a fast-paced environment through quarterly strategic planning. It outlines an annual planning process that includes understanding current team run rates, business demands, delivery roadmaps, budget finalization, and preparing for the next year. The process aims to move from wishful thinking plans to demand-driven roadmaps and team-based funding. It also encourages checking progress quarterly and adjusting plans as needed.
Transforming Volvo: Creating a Single Source for the Enterprise PortfolioPlanview
View the On-Demand Webcast! Planview.info/Volvo
Learn from this case study on creating a single source for the enterprise portfolio, including:
-why a portfolio tool is needed
-what capabilities are important to implement
-how implementation should take place
-lessons learned
View the On-Demand Webcast! Planview.info/Volvo
The Engineer Webcast: Five Ways to Get More Engineering Time Out of Your Eng...Planview
View the On-Demand Webcast! Planview.info/Workcast
What keeps executives up at night?
"Are we working on the highest value products to meet our growth objectives and do we have the people to get it done?"
Learn about:
-resource management pain points
-capacity planning pain points
-the importance and difficulty of considering capacity in the planning process
-how to get more engineering time out of your engineers
-the top business risks of not addressing resource management and capacity planning with improved processes and tools
View the On-Demand Webcast! Planview.info/Workcast
Project Management with Kanban: from Basics to MetricsPlanview
View the On-Demand Webcast! Planview.info/Metrics
What is a kanban board? Learn how they can make a difference in your organization by enabling customer value through continuous delivery.
Find out how to capitalize on lean, agile project management techniques and avoid the dangers of multitasking.
View the On-Demand Webcast! Planview.info/Metrics
View the On-Demand Webcast! Planview.info/Kanban20
Are you using an assortment of emails, tickets, and spreadsheets to manage projects?
Are tickets lost, resulting in frustrated customers?
Does management suffer from a lack of visibility into your team's workflow?
Learn how Kanban boards can help your organization manage projects more efficiently!
View the On-Demand Webcast! Planview.info/Kanban20
Understanding the Priorities and tackling the Challenges of the PMOPlanview
View the On-Demand Webcast! Planview.info/PMOPrioritization
"Only 11% of managers believe that all their company's strategic priorities have the financial and human resources needed for success." -Harvard Business Review
Learn about IT organizations':
-top three strategic planning priorities
-top three strategic planning challenges
-whether or not continuous planning is the solution
-real challenges with annual planning
-the best solution for continuous planning
View the On-Demand Webcast! Planview.info/PMOPrioritization
Earned value management (EVM) provides visibility into a project's technical, cost, and schedule performance. It integrates cost, schedule, and technical data to evaluate progress and forecast completion costs. For a project to use EVM effectively, it must establish measurable work, develop a measurable plan and schedule, decide what work will be completed over time, track work accomplished, and verify costs. Taking action on variances is also important for managing performance.
The document discusses Joseph Conely's role as Creative Director of Multi-Media Communications for Siemens' Smart Grid project. It outlines achievements in video production, design, project management, and other areas that have increased output and efficiency. Examples of tutorial videos and graphics are presented. The presentation concludes by proposing initiatives to modernize video templates, expand the use of live footage, redesign the video portal, and potentially expand Joseph's role within the department.
How to Thrive in a Fast-Paced Environment - The Art of Quarterly Strategic Pl...Cprime
The document discusses Dan Teixeira's presentation on thriving in a fast-paced environment through quarterly strategic planning. It outlines an annual planning process that includes understanding current team run rates, business demands, delivery roadmaps, budget finalization, and preparing for the next year. The process aims to move from wishful thinking plans to demand-driven roadmaps and team-based funding. It also encourages checking progress quarterly and adjusting plans as needed.
Think Agility- Empowering Your Remote Workforce: A Cprime PanelCprime
Join Stedman Ng (SVP of Cloud Enablement), Ken France (VP of Scaled Agility), Anne Steiner (VP of Product Agility), Brandon Huff (VP of Technology), and Chris Knotts (Innovation Product Director of Training).
For many of us the world just flipped, all of a sudden, from in-person to remote. What hasn’t changed is the need to keep meeting and exceeding our business objectives. As a leader you’re asking yourself what you can do to minimize disruption and continue enabling your people to be successful.
In this presentation, we’ll discuss how Cprime is embracing and helping its clients embrace an attitude of:
*Don’t stop
*Keep going
*Agility matters more now than ever
*Technology solutions are your friend
*We will help
*You will emerge successful
These challenging times can bring about newly found resilience and incredible innovation. And it all boils down to your people and how well they work together.
Join Cprime leaders, agilists, and technical experts, to learn how Cprime is adapting to these new circumstances, the lessons we learned, and how we can help you adjust, adapt and thrive. This will be an opportunity to ask questions and engage directly with Cprime experts and thought leaders to get your questions answered.
Some of the issue and recommendations covered include:
*The 5 steps you can take right now (as a leader)
*Maintain some sense of calm
*Be proactive; balance planning and action
*View this as an opportunity to accelerate change / transformation
*Embrace opportunities for innovation
The document provides the final report for a project to improve the loading time of the SAP Enterprise Portal homepage. It summarizes the solution, which was to create a new iView to replace the Universal Worklist that reduced loading time. Loading time was reduced by approximately 70% from 16.46 seconds to 4.64 seconds. Benefits included faster loading for users and more layout space. Best practices would be shared with the SAP team through documentation and knowledge transfer.
ANI | Agile Kolkata | PI Planning in Action | Anand Pandey | 19th Oct 2019AgileNetwork
Abstract
The primary purpose of PI planning in SAFe is to gain alignment between business owners and program teams on a common, committed set of Program Objectives and Team Objectives for the next release (PI) time-box. This workshop is to experience PI planning in action.
Key Takeaways
1. Understanding of the importance of PI planning
2. Good practices for an effective PI planning
3. Preparatory work required for a PI planning
Enterprise Agility with Jira Align Part 1: Facing the Challenges Head OnCprime
High performance organizations compete and thrive by responding to market changes and emerging opportunities with innovative and modern business solutions. In order to achieve Enterprise Agility, data has to flow seamlessly, starting at the top with strategy and goals set by leadership, all the way through execution to the delivery of value. This journey, however, is fraught with business challenges.
Jira Align allows organizations to connect and align around common goals and objectives while providing actionable views and metrics to all stakeholders involved in the technology product lifecycle.
Download Part 1 of our 3-part webinar series on achieving Enterprise Agility with Jira Align. Jesse Pearlman and Alan Furlong will provide insights and best practices on how to face common enterprise agility challenges and pitfalls head on.
You will learn about:
- What a connected enterprise is and how that drives agility
- How businesses can refine product understanding, align corporate to product strategy, and optimize product roadmapping and planning
- How to communicate a strategic plan to positively impact delivery
As we are talking about a ‘Sprint Zero’ to frame a project before its implementation, I proposed to talk about a ‘Program Increment (PI) Zero’ to frame a Program
From dysfunction to cross function in 8,593 easy steps- team building at the cbcSam Lightowler
When it comes to scaling Agile, there is no one size fits all solution. Frameworks like Scrum and XP prescribe roles, events, artifacts, and rules that make it very clear how interaction should take place within a team. When we begin to add more teams to the mix, communication between teams becomes more complex. This complexity threatens to reduce our transparency and damage our culture. How can we share information, build our culture and work together, all while keeping with Agile values?
During this session Sam Lightowler and Jade Stephen will take an in depth look at the successes and failures of CBC Digital Operations when it comes to cross-team collaboration and information sharing. We will discuss what meetings and techniques have helped us build a one-team-one-product mindset, a sense of community, and a culture of Collaboration, Learning and Improvement. We will also discuss what we have tried in the past and how learning from those experiments helped us evolve into the agile-friendly and unified team that we are today.
Joint Release and Business Iteration Planning in a Large Scale Agile Project ...DmitriyViktorov
F-Secure, a cybersecurity company, conducted joint release and business iteration planning sessions for a large-scale agile project involving over 120 participants from 13 teams. The sessions aimed to align teams, share information, and deal with risks, dependencies, and impediments over a 90-day business iteration. Teams estimated stories, allocated capacity across iterations, and identified interdependencies to build a shared business iteration plan. The process provided visibility and control for management and helped evolve the company's agile planning methods.
Discover Jira Align - Realignment to the EnterpriseCprime
Atlassian Jira Align enables organizations to connect and align around common goals and objectives while providing actionable views and metrics to everyone touching the technology product lifecycle. With the ability to support a number of scaling frameworks, Jira Align helps navigate the complexity of large-scale technology initiatives by unifying and synchronizing the work happening across programs and portfolios for a clear executive-level view. At the same time, agile teams can continue to use their preferred tools, like Jira, to move quickly and deliver the best customer outcomes. With Jira Align, program managers, product managers, and release train engineers get the information they need to empower their teams to deliver the right things quickly and respond to market change.
Join us as we highlight critical features of Jira Align.
In this webinar, you'll learn how to:
- Define and track the work of teams as it relates to enterprise strategy
- Provide visibility and alignment across the entire enterprise
- Use the connectivity of work to measure outcomes and drive better value to your customers
Brian Wernham (Governance SIG) on ‘The Agile Portfolio’. Brian gave a non-stop ‘pecha-kucha’ presentation where there are 20 slides, and each automatically moves on every 20 seconds. A very demanding format that was great fun to rattle through – the big advantage is that you know that it will last no longer than 6 minutes and 40 seconds!
Estimating projects has always been an arduous task for organizations around the globe. Methods of estimations vary with different project management techniques.
The document provides guidance on selling the Quickstart methodology for implementing Odoo ERP software. It discusses targeting small and medium companies that are inexperienced with project management. The Quickstart approach focuses on keeping solutions standard, fast to deliver, and affordable. It emphasizes having a single point of contact, building a clear initial scope and phased project plan, managing expectations around an 80/20 approach, and focusing on testing and validation. The methodology is aimed at a quick implementation while avoiding unnecessary customization.
This document discusses PI planning for agile release trains. It begins by defining PI planning as a cadence-based, face-to-face event that aligns teams to a shared mission and vision. It notes when PI planning typically occurs and its goals of commitment, alignment, fast decision making, and cross-team collaboration. The document then examines why teams struggle with PI planning and what could be done differently, such as cultural awareness and clear communications. It outlines elements of preparation including logistics, organizational, and content readiness. Finally, it discusses setting SMART objectives, planning communication for business alignment, and takes questions.
Preparing for a fully remote PI Planning event for companies scaling Agile using the Scaled Agile Framework (SAFe) is different than planning for an in-person event. This deck supports a webinar Applied Frameworks hosted on April 9, 2020 when Kevin Rosengren and Kim Poremski talked with Laura Richardson about the role of the Product Owner and Product Manager in planning a successful fully remote PI Planning event. https://appliedframeworks.com/remote-pi-planning-techniques-that-work/
- The document compares Agile and waterfall methodologies, noting that Agile prioritizes individuals, collaboration, and responding to change over comprehensive documentation and following a strict plan.
- It provides best practices for Agile development like avoiding over-planning, utilizing acceptance criteria, and conducting retrospective meetings to improve.
- Tips are given for Spring-based product development like using Maven and best Java features while avoiding vendor lock-in, as well as for recovering investment costs through prioritizing features by business value and ROI.
The document is a presentation by Joseph Flahiff on agile project management. It discusses mapping agile methods to traditional project metrics like scope, schedule, and budget. It provides examples of using story points and burn down charts to track progress. Gantt charts are also shown to illustrate iterations and releases in agile projects. Contact information is given for Joseph Flahiff, who is the president of Whitewater Projects and an author and speaker on agile topics.
Integrating Agile and Traditional Projects in the EnterpriseTechWell
Is your organization using agile on some projects and classic waterfall on others? Are you concerned with integrating your agile projects into your current PMO, tool, and reporting structure? Are you afraid you might require two totally separate approaches? Steve Caseley believes you can support agile without having to introduce a new suite of tools. Project vision, release and sprint planning, product backlog management, and automated production of Scrum artifacts are all possible with your existing project management tools. Steve demonstrates how Microsoft Project and Project Online can provide full support for Scrum/agile projects. Having a framework based on existing tools is key, as it fully integrates your agile projects into established PMOs, ensuring consistency across your organization’s project portfolio independent of the delivery approach selected. Learn how to provide full support and manage all projects—both traditional and agile—in your portfolio in the same tool set.
Costs, expenses and complications are the words most often associated with IT on companies. Actually, IT adds a lot of value to the organization. A more organized company becomes more competitive, returning higher profits and getting better structured.
Companies that become agile can introduce products to market more quickly and with a higher level of customer satisfaction. The required changes to obtain all the rewards that being agile bring are hard to reach. It demands a lot not only from developers, but also from the rest of the company.
Product Management is Not Enough for ScaleUp CPOs - Introducing Responsive PPMBecky Flint
This document discusses how portfolio management is needed beyond traditional product management as companies scale up.
It begins by explaining when portfolio management becomes essential, such as when there are multiple teams, dependencies between initiatives, or competing goals. It then covers how to bring portfolio management to empowered product teams through defining goals, aligning initiatives, and implementing responsive re-allocation of resources.
The document concludes by discussing replacing roadmaps with a responsive portfolio that focuses on driving business outcomes through defining goals, planning for dependencies, and using allocation and responsive re-allocation to prioritize initiatives.
The document discusses blended agile, which combines agile practices with more traditional methods. Blended agile is useful when an organization cannot immediately switch to a full agile approach. It allows gradual introduction of agile practices while integrating existing traditional methods. Examples of blended agile include using iterative cycles but planning requirements far in advance, having teams work together for only part of the day, and applying agile practices to less critical modules before more critical ones. The document provides advice on setting up a blended agile process and addressing potential conflicts between agile and traditional methods.
Motivation through total reward rbs- haleem sadrey 2010guest9de12d
This document provides an agenda for a presentation on motivating employees through total reward at the Royal Bank of Scotland (RBS). It introduces RBS and discusses its performance management. It defines motivation and explains Maslow's hierarchy of human needs. It then discusses RBS's total reward package, which satisfies various needs, and concludes that RBS's motivational strategies help it attract and retain talented employees.
10 Proven Military Strategies for Breakthrough Resource ManagementPlanview
View the On-Demand Webcast! Planview.info/ProvenStrategies
Nowhere is there a richer source of strategies and tactics for how to apply limited human resources than in military history.
In this presentation, you will learn:
-how to gain speed and agility by limiting demand to a more manageable size and prioritizing better
-how to protect your resources from being over-booked, over-used, and burnt out
-why multitasking and "divide and conquer" often backfire
-what to do when business units are all clamoring for the same resources
View the On-Demand Webcast! Planview.info/ProvenStrategies
Think Agility- Empowering Your Remote Workforce: A Cprime PanelCprime
Join Stedman Ng (SVP of Cloud Enablement), Ken France (VP of Scaled Agility), Anne Steiner (VP of Product Agility), Brandon Huff (VP of Technology), and Chris Knotts (Innovation Product Director of Training).
For many of us the world just flipped, all of a sudden, from in-person to remote. What hasn’t changed is the need to keep meeting and exceeding our business objectives. As a leader you’re asking yourself what you can do to minimize disruption and continue enabling your people to be successful.
In this presentation, we’ll discuss how Cprime is embracing and helping its clients embrace an attitude of:
*Don’t stop
*Keep going
*Agility matters more now than ever
*Technology solutions are your friend
*We will help
*You will emerge successful
These challenging times can bring about newly found resilience and incredible innovation. And it all boils down to your people and how well they work together.
Join Cprime leaders, agilists, and technical experts, to learn how Cprime is adapting to these new circumstances, the lessons we learned, and how we can help you adjust, adapt and thrive. This will be an opportunity to ask questions and engage directly with Cprime experts and thought leaders to get your questions answered.
Some of the issue and recommendations covered include:
*The 5 steps you can take right now (as a leader)
*Maintain some sense of calm
*Be proactive; balance planning and action
*View this as an opportunity to accelerate change / transformation
*Embrace opportunities for innovation
The document provides the final report for a project to improve the loading time of the SAP Enterprise Portal homepage. It summarizes the solution, which was to create a new iView to replace the Universal Worklist that reduced loading time. Loading time was reduced by approximately 70% from 16.46 seconds to 4.64 seconds. Benefits included faster loading for users and more layout space. Best practices would be shared with the SAP team through documentation and knowledge transfer.
ANI | Agile Kolkata | PI Planning in Action | Anand Pandey | 19th Oct 2019AgileNetwork
Abstract
The primary purpose of PI planning in SAFe is to gain alignment between business owners and program teams on a common, committed set of Program Objectives and Team Objectives for the next release (PI) time-box. This workshop is to experience PI planning in action.
Key Takeaways
1. Understanding of the importance of PI planning
2. Good practices for an effective PI planning
3. Preparatory work required for a PI planning
Enterprise Agility with Jira Align Part 1: Facing the Challenges Head OnCprime
High performance organizations compete and thrive by responding to market changes and emerging opportunities with innovative and modern business solutions. In order to achieve Enterprise Agility, data has to flow seamlessly, starting at the top with strategy and goals set by leadership, all the way through execution to the delivery of value. This journey, however, is fraught with business challenges.
Jira Align allows organizations to connect and align around common goals and objectives while providing actionable views and metrics to all stakeholders involved in the technology product lifecycle.
Download Part 1 of our 3-part webinar series on achieving Enterprise Agility with Jira Align. Jesse Pearlman and Alan Furlong will provide insights and best practices on how to face common enterprise agility challenges and pitfalls head on.
You will learn about:
- What a connected enterprise is and how that drives agility
- How businesses can refine product understanding, align corporate to product strategy, and optimize product roadmapping and planning
- How to communicate a strategic plan to positively impact delivery
As we are talking about a ‘Sprint Zero’ to frame a project before its implementation, I proposed to talk about a ‘Program Increment (PI) Zero’ to frame a Program
From dysfunction to cross function in 8,593 easy steps- team building at the cbcSam Lightowler
When it comes to scaling Agile, there is no one size fits all solution. Frameworks like Scrum and XP prescribe roles, events, artifacts, and rules that make it very clear how interaction should take place within a team. When we begin to add more teams to the mix, communication between teams becomes more complex. This complexity threatens to reduce our transparency and damage our culture. How can we share information, build our culture and work together, all while keeping with Agile values?
During this session Sam Lightowler and Jade Stephen will take an in depth look at the successes and failures of CBC Digital Operations when it comes to cross-team collaboration and information sharing. We will discuss what meetings and techniques have helped us build a one-team-one-product mindset, a sense of community, and a culture of Collaboration, Learning and Improvement. We will also discuss what we have tried in the past and how learning from those experiments helped us evolve into the agile-friendly and unified team that we are today.
Joint Release and Business Iteration Planning in a Large Scale Agile Project ...DmitriyViktorov
F-Secure, a cybersecurity company, conducted joint release and business iteration planning sessions for a large-scale agile project involving over 120 participants from 13 teams. The sessions aimed to align teams, share information, and deal with risks, dependencies, and impediments over a 90-day business iteration. Teams estimated stories, allocated capacity across iterations, and identified interdependencies to build a shared business iteration plan. The process provided visibility and control for management and helped evolve the company's agile planning methods.
Discover Jira Align - Realignment to the EnterpriseCprime
Atlassian Jira Align enables organizations to connect and align around common goals and objectives while providing actionable views and metrics to everyone touching the technology product lifecycle. With the ability to support a number of scaling frameworks, Jira Align helps navigate the complexity of large-scale technology initiatives by unifying and synchronizing the work happening across programs and portfolios for a clear executive-level view. At the same time, agile teams can continue to use their preferred tools, like Jira, to move quickly and deliver the best customer outcomes. With Jira Align, program managers, product managers, and release train engineers get the information they need to empower their teams to deliver the right things quickly and respond to market change.
Join us as we highlight critical features of Jira Align.
In this webinar, you'll learn how to:
- Define and track the work of teams as it relates to enterprise strategy
- Provide visibility and alignment across the entire enterprise
- Use the connectivity of work to measure outcomes and drive better value to your customers
Brian Wernham (Governance SIG) on ‘The Agile Portfolio’. Brian gave a non-stop ‘pecha-kucha’ presentation where there are 20 slides, and each automatically moves on every 20 seconds. A very demanding format that was great fun to rattle through – the big advantage is that you know that it will last no longer than 6 minutes and 40 seconds!
Estimating projects has always been an arduous task for organizations around the globe. Methods of estimations vary with different project management techniques.
The document provides guidance on selling the Quickstart methodology for implementing Odoo ERP software. It discusses targeting small and medium companies that are inexperienced with project management. The Quickstart approach focuses on keeping solutions standard, fast to deliver, and affordable. It emphasizes having a single point of contact, building a clear initial scope and phased project plan, managing expectations around an 80/20 approach, and focusing on testing and validation. The methodology is aimed at a quick implementation while avoiding unnecessary customization.
This document discusses PI planning for agile release trains. It begins by defining PI planning as a cadence-based, face-to-face event that aligns teams to a shared mission and vision. It notes when PI planning typically occurs and its goals of commitment, alignment, fast decision making, and cross-team collaboration. The document then examines why teams struggle with PI planning and what could be done differently, such as cultural awareness and clear communications. It outlines elements of preparation including logistics, organizational, and content readiness. Finally, it discusses setting SMART objectives, planning communication for business alignment, and takes questions.
Preparing for a fully remote PI Planning event for companies scaling Agile using the Scaled Agile Framework (SAFe) is different than planning for an in-person event. This deck supports a webinar Applied Frameworks hosted on April 9, 2020 when Kevin Rosengren and Kim Poremski talked with Laura Richardson about the role of the Product Owner and Product Manager in planning a successful fully remote PI Planning event. https://appliedframeworks.com/remote-pi-planning-techniques-that-work/
- The document compares Agile and waterfall methodologies, noting that Agile prioritizes individuals, collaboration, and responding to change over comprehensive documentation and following a strict plan.
- It provides best practices for Agile development like avoiding over-planning, utilizing acceptance criteria, and conducting retrospective meetings to improve.
- Tips are given for Spring-based product development like using Maven and best Java features while avoiding vendor lock-in, as well as for recovering investment costs through prioritizing features by business value and ROI.
The document is a presentation by Joseph Flahiff on agile project management. It discusses mapping agile methods to traditional project metrics like scope, schedule, and budget. It provides examples of using story points and burn down charts to track progress. Gantt charts are also shown to illustrate iterations and releases in agile projects. Contact information is given for Joseph Flahiff, who is the president of Whitewater Projects and an author and speaker on agile topics.
Integrating Agile and Traditional Projects in the EnterpriseTechWell
Is your organization using agile on some projects and classic waterfall on others? Are you concerned with integrating your agile projects into your current PMO, tool, and reporting structure? Are you afraid you might require two totally separate approaches? Steve Caseley believes you can support agile without having to introduce a new suite of tools. Project vision, release and sprint planning, product backlog management, and automated production of Scrum artifacts are all possible with your existing project management tools. Steve demonstrates how Microsoft Project and Project Online can provide full support for Scrum/agile projects. Having a framework based on existing tools is key, as it fully integrates your agile projects into established PMOs, ensuring consistency across your organization’s project portfolio independent of the delivery approach selected. Learn how to provide full support and manage all projects—both traditional and agile—in your portfolio in the same tool set.
Costs, expenses and complications are the words most often associated with IT on companies. Actually, IT adds a lot of value to the organization. A more organized company becomes more competitive, returning higher profits and getting better structured.
Companies that become agile can introduce products to market more quickly and with a higher level of customer satisfaction. The required changes to obtain all the rewards that being agile bring are hard to reach. It demands a lot not only from developers, but also from the rest of the company.
Product Management is Not Enough for ScaleUp CPOs - Introducing Responsive PPMBecky Flint
This document discusses how portfolio management is needed beyond traditional product management as companies scale up.
It begins by explaining when portfolio management becomes essential, such as when there are multiple teams, dependencies between initiatives, or competing goals. It then covers how to bring portfolio management to empowered product teams through defining goals, aligning initiatives, and implementing responsive re-allocation of resources.
The document concludes by discussing replacing roadmaps with a responsive portfolio that focuses on driving business outcomes through defining goals, planning for dependencies, and using allocation and responsive re-allocation to prioritize initiatives.
The document discusses blended agile, which combines agile practices with more traditional methods. Blended agile is useful when an organization cannot immediately switch to a full agile approach. It allows gradual introduction of agile practices while integrating existing traditional methods. Examples of blended agile include using iterative cycles but planning requirements far in advance, having teams work together for only part of the day, and applying agile practices to less critical modules before more critical ones. The document provides advice on setting up a blended agile process and addressing potential conflicts between agile and traditional methods.
Motivation through total reward rbs- haleem sadrey 2010guest9de12d
This document provides an agenda for a presentation on motivating employees through total reward at the Royal Bank of Scotland (RBS). It introduces RBS and discusses its performance management. It defines motivation and explains Maslow's hierarchy of human needs. It then discusses RBS's total reward package, which satisfies various needs, and concludes that RBS's motivational strategies help it attract and retain talented employees.
10 Proven Military Strategies for Breakthrough Resource ManagementPlanview
View the On-Demand Webcast! Planview.info/ProvenStrategies
Nowhere is there a richer source of strategies and tactics for how to apply limited human resources than in military history.
In this presentation, you will learn:
-how to gain speed and agility by limiting demand to a more manageable size and prioritizing better
-how to protect your resources from being over-booked, over-used, and burnt out
-why multitasking and "divide and conquer" often backfire
-what to do when business units are all clamoring for the same resources
View the On-Demand Webcast! Planview.info/ProvenStrategies
Making the leap to Agile within Marketing: A practical success storyPlanview
View the On-Demand Webcast! Planview.info/Agile
Learn about
-the challenges one marketing department faced and why they sought a change in the status quo
-what options and approaches they considered to help steer this change
-what made Agile an attractive option for marketing teams
-how to sell Agile internally and gain support from the top with buy-in from the team
-how to adopt agile into the workflow
-what benefits the marketing saw as a result of this change
-adding capacity planning
View the On-Demand Webcast! Planview.info/Agile
Agile Stage-Gate: A New Idea-to-Launch ProcessPlanview
Why Agile Stage-Gate?
-the world is faster, less predictable, and tougher, with more competition, uncertainties, and risks
-there's a need for more innovations, not just renovations: Our methods are too linear and rigid to handle more innovative and dynamic projects
-need for speed and agility: One size should not fit all
See how leading firms are reinventing their stage-gate systems to be Agile, adaptive and responsive, and accelerated. Learn about key lessons from Agile and find out how Agile can be built into each stage of the Stage-Gate model.
Portfolio Management Software: Picking the Right ProductsPlanview
Did you know?
-without portfolio management software, an average of 10% of budget is allocated to lower-value projects
-there is an average cost reduction of 25% in report generation and manual processes with a central system of records for products
-with PPM software, project duration decreases on average by 10%
Henkel, a global leader in consumer and industrial businesses, discusses the strategy and business of the product lifecycle. Learn how to drive value into the product lifecycle by picking the right projects / products and making them work, and how PPM software provides ROI. Find out about Key Performance Indicators Henkel used and how Planview plays a connective role in their innovation strategy.
Project Management In The Age Of Web 2.0Peter Horsten
Project management is changing. We need to go from very strict and formal ways of managing projects to a more flexible, a more Agile approach, while keeping the knowledge we have today about project management. New, web based, tools enable a different approach.
Corporate Venture & External Innovation: How Startups Can Help You Bridge The...EconicTeam
Slides from Omaha Startup Week Corporate Innovation Track
Learn how to tap into startup communities, accelerators, and proprietary data sources to help you partner, invest, acquire or learn from startups aligned with your strategy and growth goals - no matter the size of your company.
Building bridges between Corporates and Start-uptswimdecraene
Presentation by @wimdecraene from Accenture Digital during Digital First 2015 about the need to change the nature of collaboration between Corporates and Start-ups.
Dokumen tersebut membahas tentang pendidikan khas untuk murid-murid bermasalah pembelajaran. Ia menjelaskan definisi masalah pembelajaran, klasifikasi kondisi yang termasuk dalam masalah pembelajaran seperti autisme, dan sebab-sebab umum masalah pembelajaran."
This document discusses the application of military strategy and leadership principles to project management. It provides an overview of various project management tools used in the military, including troop leading procedures (TLP), operations orders, risk assessments, the 11-minute drill for rapid planning, and after action reviews. Quotes from military strategists like Sun Tzu and principles from texts like the Art of War emphasize themes of effective planning, communication, risk analysis, flexibility, and reflection on lessons learned. The document argues that adopting a structured yet adaptable approach to projects can help ensure success.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly and effectively. Prerequisites: A working knowledge of Lean and Scrum NPD methods (stand-up meetings, user stories, backlog, sprints, burn-down charts, etc.)
We will cover the following topics in this webinar:
· Qualifying and monitoring distributed partners
· Planning an Agile project
· Project execution across time-zones and cultures
· Encouraging true Innovation and Collaboration
· Effective Internet tools
· Q&A
Concerto Cloud Services implemented ServiceNow to help manage the difficulties of onboarding new customers and the many moving parts of projects. They adopted agile SCRUM processes and built out their project management in ServiceNow for improved visibility, workflow automation, and reporting. Lessons included defining processes, ongoing training, and continuous improvements. Future plans include broader enterprise adoption and deeper integration and automation.
It seems easy to repeat what we have already known and done? But think about what you are missing out. Are you getting stuck in a rut doing repeated processes days after days.
Whether you are a newbie or an Agile/Scrum expert, this September Scrum Breakfast could help you find a creative way to refresh yourself and your Agile/Scrum practices.
From Project to Product: Don't You Dare Mess With PlanningCprime
If you work in tech, you probably have a love/hate relationship with project planning. We dislike it because to get it right, we need to accurately predict the future, a largely impossible task. On the other hand, we like it because it gives business leaders the "predictability" they long for in order to make sound decisions that drive business growth.
Some in the agile community have resisted the need for planning, while others have simply encouraged planning in shorter cycles. As the shift from project thinking to product thinking becomes mainstream, we need to reconsider the impact on planning.
Take a deep dive into planning and discusses how this changes for the better as we shift from project to product. We explore:
- The difference between project plans and product horizons
- Turning the Iron Triangle over: Time, Budget, Scope is still a "pick two"
- How to estimate in ranges
- Ways to create roadmaps and product horizons at the portfolio, product family, and product levels
- The reasons to steer the conversation from "When will you be done?" to "What are we investing in next?"
This presentation was provided by Kristine Sunda of UNC Greensboro, during the NISO event "Project Management for the Information Community: Managing and Communicating the Process, Session Five," held on Friday, March 22, 2019.
From Project to Product: “Big Rock” Constraints and How to Overcome ThemCprime
Project-based thinking and process is often the largest inhibitor of achieving agility. It explains why the notion of ‘Project to Product' has gained such popularity to the point of becoming a buzzword in recent years.
Despite the enthusiasm about becoming a product-driven organization, many companies still hang onto their old project-based ways due to some “big rock” constraints, including funding and separation of IT and business.
So, what can you do to make a successful shift?
Join Anne Steiner, Cprime’s VP of Product & Technology, to explore the challenges you may face in your product agility journey and how to overcome them. We’ll explore:
- Common constraints you may encounter when shifting from project to product and how to address them
- How to shift to product based funding models
- The role of the product manager
- Benefits you’ll experience with true product agility
This document summarizes a presentation about using Scrum for agile software development. It begins by describing problems with the traditional waterfall method. It then discusses the origins and principles of agile methodology and the Scrum framework. Key aspects of Scrum are explained, including roles, the product backlog, sprints, and ceremonies. The presentation concludes by providing examples of how the Wisconsin Department of Public Instruction has implemented Scrum successfully and offers advice for other organizations adopting Scrum.
This presentation looks at:
• Latest trends in user experience and design from across the digital landscape.
• What makes a great user experience and the important aspects to consider.
• The latest trends in user experience design.
• Tools and techniques you can use to create an excellent user experience.
This presentation looks at:
• Latest trends in user experience and design from across the digital landscape.
• What makes a great user experience and the important aspects to consider.
• The latest trends in user experience design.
• Tools and techniques you can use to create an excellent user experience.
This document provides an overview of implementing Scrum within an organization in 10 steps: 1) Get your product backlog in order, 2) Estimate your product backlog, 3) Conduct sprint planning for requirements, 4) Conduct sprint planning for design, 5) Create a collaborative workspace, 6) Conduct the sprint, 7) Hold daily stand-ups, 8) Track progress with a daily burn down chart, 9) Finish when you said you would with a sprint review and retrospective, 10) Repeat the process with review and reflection. Key concepts to embrace include active user involvement, empowering self-organizing teams, capturing requirements at a high level, and delivering working software frequently through iterations.
The document discusses Agile software development methodology. It describes Agile as an iterative approach that builds software incrementally from the start instead of delivering it all at once near the end. The key difference between Agile and Waterfall is that Agile uses empirical process control and allows for scope and priority to be reset every 2-4 weeks to ensure alignment with evolving business needs. It also outlines various Agile concepts like product backlog, sprint planning, daily stand-ups and retrospectives.
Scrum Framework: An Agile Solution for Drupal DevelopmentOpenSense Labs
Project management and continuous delivery are an integral part of business enterprises. Leveraging the best of Scrum framework and Drupal’s robust features, web development can be streamlined to a great extent.
If your company needs to submit a Website Designing Proposal Template PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/3fiAph2
SAP Screen Personas is a fast and easy way to obtain the Fiori user experience - or to simplify SAP GUI transactions and Web Dynpro applications. SAP Screen Personas delivers productivity by personalizing classic SAP ERP screens. With more intuitive SAP screens, organizations can enhance employee productivity, increase user satisfaction, minimize training time, and spend less money on screen modifications.
Project planning is simple. You plan the work and then work the plan, right? This presentation will take a look at some of the current trends in the scheduling world and provide insight into where the industry is headed.
Plan! Automotive is planning software for the automotive industry. The document describes Plan! Automotive and how it can help Truckworld, a fictional automotive company. Truckworld was facing challenges with their previous disjointed planning methods across multiple excel files and boards. They needed a centralized planning system. The document outlines Truckworld's structure and requirements. It then shows how Plan! Automotive meets Truckworld's needs by providing a global planning system, ability to manage their complex structure, accessibility for all users, multiple views, security, and easy implementation and use.
Rational Team Concert is a tool that allows development teams to plan projects, track work items and code changes, and collaborate in one integrated environment. It provides source control, work item tracking, build management, and dashboards. This helps teams work more efficiently through features like real-time planning, traceability between code and work items, continuous integration, and visibility into project status. The document discusses how Rational Team Concert supports agile project management practices like iteration planning, tracking progress through burndowns, and parallel development with source code management.
From Waterfall to Agile - Managing Disruptive Change Without Disrupting the B...ADVA
Find out about ADVA Optical Networking’s experience of introducing Agile development methodologies. This slide deck outlines how the company was able to preserve external business interfaces while internally changing to a more integrated way of working.
Zentao is a professional project management tool which covers the core process of the entire lifecycle of project management.
It’s an all-in-one tool to manage products, projects, tasks, bugs, tests, documents, resources and todos.
It can help enterprises reduce manual work by automatic reporting, balance and optimize resource allocation by easier
task delegation, have fact-based decision making by providing real-time visibility into project status, and have a reliable and
uniform platform for efficient team communication and collaboration.
Similar to Practical Project Collaboration for Product Owners and Scrum Teams (20)
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
My name is Jason Morio and I will be moderating today’s webcast.
Here’s what we have planned for today’s session:
First, I will go over a bit of housekeeping
Then we will move right into our Webinar on Scrum with Projectplace
At the end of today’s webcast we will host a brief question and answer session
Thanks for the intro, Jason!
As Jason said, welcome to our webinar on Scrum and Projectplace – for our organization it has really been a match made in heaven...
Hopefully we have people from all walks of life in the scrum/agile world joining us today...so, to start with, I’ll give a brief explanation of the origins of scrum and the vocabulary most closely related to the practice.
So, before we begin, I thought that it’d be valuable to give some background on the history of agile scrum.
It’s origins date back to the 1940’s within the Toyota Production System
Toyota introduced and refined the use of kanban to standardize the flow of parts on their line
They used kanban to signal stages in their manufacturing process and this became the source of truth for progress and status reporting.
Of course, this enabled teams to be more collaborative and transparent during the production process.
Hop in the time machine and join me in 1995, the middle of the .com boom, to Ron Jeffries, Ward Cunningham and Kent Beck inventing the concept of scrum. Defined as a flexible, holistic product development strategy where a development team works as a unit to reach a common goal
Then all the way through today, innovators have been iterating, combining and improving processes around software development. This includes the publication of the Agile Manifesto and the realization that Kan ban works nicely with scrum/agile principles.
Almost 80 years later, here we are. The problem is, though, how well are we following these principles in our day to day actions? How is stakeholder impact effecting the way we execute and communicate with our development teams? And most importantly, are we working as efficiently way we can as Project/Product managers, product owners, and scrummasters? For those beginners, we should define what these “scrum principles” I am referring to actually are.
I’ll hop through this rather quickly, but this is an overview of some scrum terminology – again, this is vocabulary that will directly relate back to the
A sprint is a time box for your team, whether it’s 1 week long or 4, this period of time will help your team make meaningful commitments, understand their capacity, and execute on releasable goals. The work included in a sprint is usually defined as the following two words, epics and user stories.
An epic is a very high-level description of an expected outcome. For example: As a user I want to navigate across different tools at any given time, so that it is easy for me to navigate in and out of tools.
As you can tell….this is pretty high level. What tools are we talking about? Where will they be?These epics, once written, are typically broken down into a more specific set of user stories.
Normally this epic description also includes the value it provides to the target audience.
A user story is a concrete description of a piece of the epic’s expected outcome.
For example, using the epic we just talked about:
As a user ( app. persona) I want to be able to navigate to the my overview screen from anywhere in the tools so that I can find all my work at one place.
As you can tell, this example was a bit more focused on a specific executable, the my overview screen.
Like epics, user stories are often broken down as well. This time into very specific individual tasks, this break down normally happens with the help of your scrum team.
Then a task, an individual work item required to finish a user story, these are the objects that your development team will execute on. They might be design tasks, or front end tasks, whatever ios needed to reach a definition of done for the user story.
Now where do these tasks go? Who executes on the plan filled with epics and user stories?
Just some quick background on my time with Projectplace and how we have operated as a development organization.
We employ 6 cross-functional dev teams, all of these teams is fully capable and equipped to work in any part of the code base.
There are normally 5-7 people per team
We normally employ 2 Front end developers, 2 backenders, an interaction designer and a visual designer.
Depending on the team and it’s function, these numbers can change
As an organization, we decided to move on from JIRA 3 years ago, in favor of our own product. This was an easy decision for us. It gave us the ability to hang out in our product everyday, act as end users – going through the same pains and successes as everyone else using Projectplace.
This move also gave us the unique functionality to tie our longterm roadmap (or plan) to tasks in our kanban boards, where our teams execute….but we will get to that a little later on.
Then finally, at Projectplace, we manage ALL of our development and product management work in one workspace – roadmap planning, sprint planning, and agile execution all take place here in various tools.
Everyone has a role to play on a scrum team, everyone just as important as the last –
The first is the Product owner – they are the voice of all stakeholders, whether they internal or external, team memebers or executives, prospects or current customers - it’s a part of the product owner’s job to identify and prioritize stakeholder needs and coherently communicate them to the team by way of epics and user stories.
Next, we have our scrum master – the SM is the voice of the team, helps to define the intake and execution processes that best fit the team’s needs, and acts as a coordinator for the priorities defined by the PO for the team.
Now we have the scrum team – Normally representing developers thatr make up a full stack – front end guys, some back enders and then (depending on the organization) a designer or two.
At PP my average scrum team is made up of 2 front end developers, 2 back end developers, an Interaction designer and a visual designer. So the count normally sits at around 6 people but can scale up and down.
Scrum and Baseball, not quite as different as you might think!
Since we are in the middle of baseball season, and nothing quite says summer like our national pastime, let’s compare some of our scrum roles with positions on a baseball field.
First we have our Product Owner, representing the coaching staff (Manager, first base coach, third base coach, etc.). It is up to the PO/Manager to make sure that the team is doing everything it can to accomplish their goal collective goal.
The Scrum master, I have plugged in the Catcher position. Mostly because they are the field general, they call the plays/pitches, constantly communicate with the manager on the game plan…etc.
The Scrum team makes up the rest of the diamond, position players in a cross functional environment, everyone has a specific strength and brings value to the unit as a whole.
Now, with all of these developers running around ion the field, we’ll probably want someone to take the lead. In this scenario, the role of the pitcher will be played by the team’s technical lead. This resource usually has a wealth of knowledge behind the complexity of the presented problems as well as knowledge around how to go about this issue. Often times, the Tech lead and the scrum master will work together to create the best gameplan for attacking the sprint backlog. Just like a pitcher can shake off a sign from the catcher, a tech lead can let the scrum master know that their current plan could be made better or more efficient. Again, it is working as a team (manager, catcher, pitcher, outfield) that is the most important and required if you want to work/play efficiently.
Now that the squad is set up, how can we best work together to stay transparent and collaborative? Having said that, I have one more piece of vocabulary to introduce….
Finally, a daily standup with your cross-functional scrum team that should last no more than 15-30 minutes. You can go around the room and state (for each team member) 3 things: What have I done since the last meeting, what will I do before the next meeting, and is there anything preventing me from getting my sprint work done efficiently. This allows teams to stay in lock step throughout a sprint that may be filled with many different moving parts and requirements.
For those of you that are already working with, in, or managing, scrum teams – sometimes, doesn’t it feel like your herding cats? With everything spread out, disorganized and just all together chaotic? With a myriad of stakeholders, requirements, deadlines, and execution styles, managing a scrum team can be overwhelming.
You’re not alone…BUT…it doesn’t have to be that way.
As a PM, PO, Scrummaster, Team lead, whatever you may be, Projectplace can help you tighten up, organize and start executing efficiently on your sprint and product goals. But how?
I bet that many of you have this problem on a daily basis. Your stakeholders want a nice, tight, waterfall project view with start/end dates, a gantt chart, and a pretty work breakdown structure.
However, we all know this IS NOT how team execution works in the day to day. If I were to show my team a WBS and Gantt chart, they’d say, “Great! But what are we supposed to do with this?”
Teams will take more kindly to a well organized list of tasks, or at least, giving them the ability to create a comprehensive list of tasks needed in order to complete the various deliverables in the waterfall plan.
The best part about Projectplace is that, as a PO, I can support both my stakeholders and teams with different features in the product!
Depending on the scope and duration of your initiative, there are two suggested approaches to your project set up.
The perpetual project is how we run our dev organization here at Planview and Projectplace. We like to keep a historical record of all the work we’ve done over time while also keeping an up to date plan for the coming 6 months of our roadmap.
Now, most of you, I hope, have worked with a work breakdown structure….it is basically just an outline for work that needs to be accomplished in a specific time frame. Think of it like an outline you did for a college research paper or a hierarchical list…that’s all it is, not scary at all.
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Step One
Create a level for your upcoming sprints. I like to organize my structure like this so I can easily navigate through it, when I know exactly what I am looking for.
Within your upcoming sprints activity, give it some children, for the sprints coming up in the next few weeks/months/years – how far you go is your prerogative. As you can see, each sprint is in a time box – for example our June sprint starts on May 23 and ends on June 24.
….Now, within each sprint…..
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I like to break out each one by team – so you can see, in our March sprint, I have created two activities for Team alpha and team beta.
Within those,
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In step 3….
I start to build out my high level epics and user stories. This is where I define the higher level priorities for my team for that particular sprint, based on roadmap and stakeholder requirements.
You’re probably wondering where we put epic and story data, how do I know what a story requires just by a name?
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Well, when we drill into one of our stories, you can see……
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All the metadata necessary to understand the story and further break it down with your team. The story is clearly defined in the description (read it) and it has a time box for the sprint that it belongs to. You can also, add cards also known as tasks to the story for execution as well as documents – these might be a specs or designs needed to accomplish the final goal of your story.
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Which brings us to sprint planning! Hooray!, everyone’s favorite activity. Sprint planning is the time where you go over all of the defined stories with your team and break them down into executable tasks – Normally, teams will estimate each story based on points which is just an indicator of complexity – commonly teams will use the Fibonacci sequence to define the point total. The end goal of sprint planning is to get a firm commitment from your team as to how much they can accomplish during your defined sprint. Depending on your teams, this isn’t always the easiest feat.
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So during sprint planning, it’s best to go over each story, in depth with your team. The team will normally like to know the who, what, when, and why of the story – but it’s important to let the team define the how.
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In the details pane in the plan – you can easily break down the story with your team into tasks or cards – making sprint planning pretty seamless, in my experience.
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Once you’ve broken everything down into cards – we break them out onto a kan ban board.
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Once we dig into a card, much like the details pane for the story/activity – we have a bunch of collaboration tools and metadata available to be as specific and squared up as possible.
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As work gets done, this is what the progress activity will look like on your board – but how does this picture of progress tie back to the plan? The plan and gantt chart are what my executive stakeholders want to see, something that will give them a solid idea of progress without having to translate a kan ban board…let me explain ->
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This is the concept of Gantt Reinvented… and it’s something unique to Projectplace
Gantt Reinvented is our unique combination of your classic Gantt chart in concert with kanban boards that lets you plan, track, manage and communicate the status of work in whichever way suits your purpose.
As a product owner, product manager, however you identify, you can craft the high level project plan with epics, user stories, milestones, dates, durations and dependencies as a Gantt chart
When it comes time to break down those activities to the actual “executable level”, you and your teams flip over to kanban and build out the boards and cards to track and manage the execution of those activities
Then, individual cards can be connected or associated back to the relevant activities on the Gantt chart, which creates an inline progress meter on that activity
And as connected cards are moved to the Done column, the inline progress meter on that activity automatically reflects this update, on and on until all cards are completed and the meter is full
This simple but elegant concept enables you to get the best of both worlds and creates that bridge that will keep both your teams and your management happy
It has been working for us, internally.
I’m sure some of you have more advanced needs in your scrum processes, like release planning and code check ins
Agile scrum is starting to bleed into other organizations outside of software development – our Marketing team here at Planview had tried Trello, Asana, and JIRA before finding the light and coming over to the Projectplace side…if you want to hear more about this, look out for our Director of Interactive Marketing’s webinar that’s coming in a couple of weeks!
And…with that, I’d like to thank everyone for their time and attention for the last half hour or so – I hope there was something in here for everyone to take home with them.
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