Process improvement scrum_agile_v2_by_david_mann
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The document is an agenda for a presentation on implementing agile processes for IT projects. It introduces the presenter and their theme of growing through change. It advocates adopting industry best practices and processes to increase sales, customer experience and staff loyalty. The value of having a simple, customizable process is discussed. Scrum is presented as an agile methodology involving short sprints and frequent customer involvement. Non-customer focused work, milestones, deliverables and the roles of a cross-functional team are reviewed as key process components. The presentation concludes with a recommended TED talk and time for questions.
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The document discusses agile software development methods. It begins by outlining qualities of great software such as being user-friendly, robust, adaptable, etc. It then contrasts traditional "waterfall" development with newer agile methods. The core of agile is outlined in the Agile Manifesto which values individuals, working software, customer collaboration, and responding to change over processes, documentation, contracts, and plans. Key agile principles are presented, focusing on satisfying customers, responding to change, frequent delivery, collaboration, motivated individuals, face-to-face communication, working software, sustainability, technical excellence, simplicity, and self-organizing teams. Specific agile frameworks like Scrum are introduced, covering concepts like backlogs
What do you want to improve? Being/doing/scaling Agile isn't the point
What do you want to improve? Being/doing/scaling Agile isn't the pointKillick Agile Consulting Services
Given a desire to improve our software development endeavours, we tend to apply models and frameworks like Scrum, Kanban, LeSS, SAFe, even a custom implementation of Agile itself, without really understanding what our current model is, or what we value.
This approach leads us to do things and reject things in an ad-hoc way; not knowing whether the change will actually result in improvements in the areas where we need it most.
At an organisational level, we often don’t even want or value “agility”. We default to notions of “making the organisation agile” or “scaling agile” without confirming if that is what is actually desired.
This talk will take the audience (minus an agenda) through three simple steps to improvement, by:
1) Understanding goals;
2) Understanding desired cultural values on key dichotomy scales; and
3) Synchronising in iterations.
At a small company/single product level, following these steps might result in a group of people synchronising to product goals as a Scrum team. At a larger company/multiple product level (aka “at scale”), it might result in teams across departments being synchronised to organisational goals via organisational sprints/iterations.
The audience will come away with practical steps to effecting team, multi-team or full organisational change, in the area of product development. Underpinning these steps will be the key message that Agile, Scrum, Kanban and Lean Principles can aid the improvement journey: but none of these things should be a goal in itself.Viewers also liked (20)
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TDWI STL 20140613 Agile - Paul Holway
The document provides an overview of agile and how it relates to business intelligence. It discusses why agile adoption is rising, with 70% of BI solutions failing to meet expectations due to lack of business involvement. It then covers the agile mindset of emphasizing business participation, empiricism, building working software frequently, small team sizes, and transparency. The rest of the document details components of a successful agile execution including defining processes, technology practices, organizational change management, and managing interfaces between agile and non-agile teams.
Agile metrics - Agile KC Meeting 9/26/13
The document discusses agile metrics and how they can be used to measure various aspects of agile processes and support continuous improvement. It begins by outlining purposes of metrics such as alignment, workflow improvement, quality, and trust. It then discusses what can and should be measured both quantitatively and qualitatively. Key aspects that can be measured include effort, time, components, tests, events, data, quality, perceptions, and attitudes. The document advocates measuring aspects that are most important and valuable to the organization. It provides examples of metrics for agile principles, processes, performance, value, and flow. Overall, the document promotes using metrics to increase visibility, alignment, quality, and improvement in agile systems.
Tackling the Fallacy of Agile
The document discusses agile fluency and its stages of development for teams. It describes the four stages of agile fluency - one-star, two-star, three-star, and four-star - and the benefits, investments, metrics, and time needed to achieve each stage. One-star focuses on team success and business value. Two-star is about delivering working software frequently. Three-star optimizes for delivering the most business value. Four-star aligns the team with organizational goals. The path through these stages of agile fluency allows teams to continuously improve.
R a ci & innovation
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
Agile ncr pramila hitachi consulting_future_coaching
This document discusses challenges in building a product organization within a services company and provides recommendations. It addresses issues like fixed-bid projects using agile methods, distributed teams, quantitative metrics, performance reviews, and tool selection. The key recommendations are to break projects into prioritized phases, focus on business value, improve collaboration, assess team behaviors, provide training and certifications, implement objective metrics tracking, tailor reviews to roles, and select tools that address technical debt. The overall message is that a mindset, process, and system transformation is needed to move from services to value engineering and deliver better outcomes through self-organizing teams.
Psp Tsp Agile 3 1 En
The document discusses how the Personal Software Process (PSP) and Team Software Process (TSP) can be used to implement aspects of both Agile development and the Capability Maturity Model Integration (CMMI). PSP focuses on individual skills and discipline, while TSP builds on PSP to develop efficient, self-organizing teams. TSP/PSP teams can adapt Agile practices like iterative development and value delivery while achieving CMMI goals like defined processes and continuous improvement. Case studies show TSP/PSP reducing defects, rework, and improving productivity, quality, and maturity levels.
Agile 101
Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
Lets get digital
There are many challenges that are faced by the business world today on how to manage your business goals and strategies in a market that is both dynamic and moves very quickly. Within both the technology and business sectors change is constant and the question that one asks is how do you manage this effectively. This presentation shows how a digital project may be managed
Applying Quality to the Project and Product Management Process
Quality Management is one of the nine knowledge areas of PMBOK, and also an important factor in IT project success. This discussion will be centered on practices in both project and product management that fully enable a technology team to deliver high quality software. In today’s fast paced technology field, often times quality is seen as a luxury item that can or will be built in as an afterthought. The discussion in this presentation is to show how an escalated attention to quality actually provides faster, more reliable and predictable results.
Yurii Chaika: Delivery Excellence in consulting model - importance, component...
Yurii Chaika: Delivery Excellence in consulting model - importance, components, enablement and committing over (UA)
Ukraine Online PMDay 2022 Autumn
Website - https://pmday.org/online
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/pmdayconference
Buy different - Outsourcing of strategic software development projects
This document discusses strategies for outsourcing a strategic software development project. It recommends taking an iterative approach focused on discovering business needs and generating value, rather than predefining requirements or budget. Specifically, it advises starting with a discovery phase to understand context before defining solutions, prioritizing small goals to get early feedback, and using agile methodologies like user testing and test-driven development.
Loughridge Transformations' Webinar: Process Model - Begin with Basics
Many organisations don't know where to start when introducing a process model. Most of us have read about or even experienced the benefits firsthand. However, understanding where and how to start is difficult. Determining a fit-for-purpose process model for your organisation and ensuring the critical elements are not overlooked can be even more challenging.
So, how do you do it? It is all about understanding and strategically deploying the right components.
In this webinar, you will learn:
- what are the seven must-do items in process model deployment
- why mindset is a gamechanger
- how to realise process model benefits as early as possible
Agile Introduction
This document provides an introduction to Agile methodology. It discusses how Agile addresses problems in software development like lack of predictability, transparency, and responsiveness to change. It then defines what Agile is from a mindset, values, and principles perspective. It also outlines some popular Agile flavors like Scrum, Kanban, SAFe, and XP. Finally, it walks through what a day or sprint looks like for a Scrum team, including roles, artifacts, meetings, and how stories are planned and tracked on a Scrum board. The overall document serves to introduce the core concepts and promise of Agile software development.
BSG tackling the fallacy of "Agile"
A view on Agile Development from a management, software development and business analysis perspective. Using the Fluency Model to understand what level your company needs to be at in order to be a truly Agile organisation.
Introduction à l'agilité - Martin Goyette
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Agile webinar pack (2)
This document discusses the differences between waterfall and agile development approaches for SAP projects. It notes that it is not an "either/or" debate, as both approaches have advantages and neither is suitable for all situations. The document outlines some of the benefits of each approach, such as shorter time to market with agile but more extensive testing and change management with waterfall. It then discusses five fundamentals for becoming more agile with SAP: creating an enabling environment, building an agile development model, using smart bundling strategies, automating processes and shifting testing left, and focusing on culture change.
FCB Partners Course Preview: Process Owners in Action
A Three-day Advanced Certification Class on Business Process Management (BPM)
The role of Process Owner is a challenging one, characterized by significant accountability with limited resources and authority. Because process ownership is relatively new to many organizations, people taking on the role have had little guidance, training, or opportunity to learn from peers. The purpose of this course is to illuminate the role, explore the challenges, offer practical approaches, and enable individuals to successfully navigate opportunities, constraints, and conflicting priorities. This is a course for Process Owners, Managers, and Leaders seeking to improve their effectiveness as well as the staff and consultants supporting them.
Agile dashboard
The document discusses various metrics that can be used to measure performance on Agile teams. It begins by explaining common metrics like velocity, running tested features, and bugs. It then covers metrics for each principle of the Agile manifesto, including customer satisfaction surveys to measure value, test coverage for quality, and burn up/down charts for delivery. Other metrics discussed include collaboration metrics like cumulative flow diagrams and team surveys, as well as continuous improvement metrics like team radar assessments. The document provides examples and references for further information.
Taller Technologies: Our experience with iso 9001 2008 and Agile
This document discusses Taller Technologies' experience with implementing an ISO 9001 quality management system while also adopting Agile practices. It describes Taller Technologies' focus on simplicity, flexibility, and continuous improvement in its quality system design. Key lessons included designing processes that allow each project to define how it will work, keeping processes and documentation simple, and conducting peer reviews instead of traditional audits.
Bizagi and Stone Coast Fund Services: How Centers of Excellence Speed Up Digi...
The Stone Coast Story – Digital Transformation Webinar Series
Right now digital leaders are using Centers of Excellence (CoEs) to speed up digital change in the enterprise. According to Gartner, “Centers of excellence accelerate the uptake of new technologies and optimize core capabilities with higher efficiency and lower costs.”
In this interactive session you’ll hear the story of hedge fund administration and consulting firm Stone Coast, currently building their CoE team to provide digital leadership, best practices and training in order to embed a culture of process digitization.
View this presentation to explore:
•When a CoE is the right strategy for accelerating progress
•Four practical steps in building your Center of Excellence
•Why Stone Coast Fund Services chose to build its CoE
•Your questions about how to create your own CoE
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Agile ncr pramila hitachi consulting_future_coaching
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Applying Quality to the Project and Product Management Process
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Yurii Chaika: Delivery Excellence in consulting model - importance, component...
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Loughridge Transformations' Webinar: Process Model - Begin with Basics
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FCB Partners Course Preview: Process Owners in Action
FCB Partners Course Preview: Process Owners in Action
Taller Technologies: Our experience with iso 9001 2008 and Agile
Taller Technologies: Our experience with iso 9001 2008 and Agile
Bizagi and Stone Coast Fund Services: How Centers of Excellence Speed Up Digi...
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More from Jim Sutter
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The document discusses establishing key IT governance processes for small and medium businesses. It covers establishing a CIO view of IT governance and frameworks for IT governance like COBIT, ITIL, COSO and CMMI. It discusses how IT governance processes evolve over time through various maturity levels from initial to optimized. It provides examples of workflows for IT governance and case studies of how large retailers have established IT governance processes to improve efficiency, effectiveness and enable transformation.
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This document summarizes key points from a presentation given by Keith Golden to the OC CIO Roundtable on the evolving role of the CIO. It discusses trends in demographics, technology, and skills needed for CIOs. The macro environment faces issues like an aging population, globalization, and debt. Emerging technologies include big data, cloud computing, social media, and the internet of things. The role of the CIO is shifting from focus on technology to business strategy and innovation. New skills are needed for CIOs to lead through transformation and influence areas outside of IT.
OC CIO Roundtable BYOD
This document summarizes a presentation on Bring Your Own Device (BYOD) policies and management. It discusses the growing trend of employees using personal devices for work purposes and the challenges this poses for security, support, and data ownership. It also outlines various BYOD management approaches and considerations for organizations in developing a BYOD program, including what devices and apps to allow, and establishing clear security policies for personal devices accessing company systems and data.
CIO Roundtable IOT
The document discusses the Internet of Things (IoT) and how it relates to uniquely identifiable objects and their virtual representations. It notes that the IoT concept was originally coined by MIT and refers to tagging objects using technologies like RFID, barcodes, and QR codes so that they can be managed by computers. It provides examples of how the IoT is expanding, with predictions of 50 billion connected objects by 2020. Specific applications discussed include supply chain monitoring, fleet management, smart metering, home automation, and boat monitoring. It also touches on how the IoT is driving big data and how real-time analysis of data streams could help identify patterns and problems earlier.
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The document discusses technology business management (TBM) and provides an overview of the key concepts. It describes TBM as a discipline for maximizing the value of IT investments through transparency and collaboration between technology leaders and business partners. The TBM framework focuses on optimizing spending on running the business versus changing the business. The document also outlines the five disciplines of the TBM framework and provides examples of how companies can use TBM approaches like service cataloging and costing to improve decision making.
IT Governance Overview
The document discusses IT governance and the challenges faced by SMB CIOs in managing IT. It summarizes that IT governance aims to ensure IT dollars are spent on the right projects at the right time. However, the tools and processes typically used by large enterprises are too expensive, complex, and specialized for SMBs. The document then introduces the concept of on-demand CIO services as a more cost-effective solution for SMBs to access expert guidance and management of their IT operations and projects.
IT Governance Overview
The document discusses IT governance and the challenges faced by SMB CIOs in managing IT. It summarizes that IT governance aims to ensure IT dollars are spent on the right projects at the right time. However, the tools and processes typically used by large enterprises are too expensive, complex, and specialized for SMBs. The document then introduces the concept of on-demand CIO services as a more cost-effective solution for SMBs to access expert guidance and management of their IT operations and projects.
CIO Roundtable 1012
This document summarizes key points from a CIO roundtable discussion on compensation trends:
1) Economic growth remains sluggish while unemployment rates are dropping slightly. Stock prices have recovered close to 12-month highs.
2) Hiring in life sciences and technology is selective, though more companies expect to grow versus decrease workforce. Voluntary turnover is increasing, especially in San Diego.
3) Salary increase budgets in life sciences typically run ahead of technology, averaging 3.8% for life sciences and 3.3% for technology in San Diego.
4) Nearly all companies expect to pay bonuses in 2012 at similar or larger sizes than last year, with 64-76% of employees
Cio breakfast roundtable 1012
This document summarizes a CIO roundtable discussion on compensation trends. Key points include:
1) The US economy is growing slowly while unemployment is dropping. Stock prices have recovered close to 12-month highs. Unemployment rates remain higher in California and San Diego than nationally.
2) Hiring remains selective with turnover increasing, especially in San Diego. Salary budgets average 3.6-3.8% with life sciences slightly higher than technology.
3) Cash incentives focus on company and individual performance. Equity grants emphasize restricted stock and vest over 4 years. Technology companies provide more compensation than general industry, and Southern California exceeds the Bay Area.
CIO Roundtable 1012
This document summarizes key points from a CIO roundtable discussion on compensation trends:
1) Economic growth remains sluggish in the US while unemployment rates are dropping slightly. Hiring and turnover rates vary by region and industry with life sciences seeing higher salaries on average than technology.
2) Stock prices have recovered close to 12-month highs while certain industries like cloud computing and mobile are adding more jobs in Silicon Valley. Voluntary turnover is increasing, especially in San Diego.
3) Salary increase budgets remain steady with life sciences slightly ahead of technology. Cash incentives focus on both company and individual performance with top performers receiving larger bonuses.
4) Technology companies use more restricted stock for equity
CIO Presentation Aug 2012
The document discusses how IT departments are often leading innovation within companies due to their use of structured processes to manage new projects. It outlines a typical 4-step innovation process used by IT - identify problems or opportunities, brainstorm ideas, prioritize projects, and implement solutions. While most companies recognize innovation is important for growth, few are satisfied with their level of innovation. The document suggests IT departments can influence other areas of the company by helping them focus on strategic goals, generating new ideas, evaluating ideas, and implementing projects successfully.
Cio presentation aug 2012
The document discusses how IT departments are often leading innovation within companies due to their use of structured processes to manage new projects. It outlines a typical 4-step innovation process used by IT - identify problems or opportunities, brainstorm ideas, prioritize projects, and implement solutions. While most companies recognize innovation is important for growth, few are satisfied with their level of innovation. The document suggests IT departments can influence other areas of the company by helping them focus on strategic goals, generating new ideas, evaluating ideas, and implementing projects successfully.
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
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The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
AI 101: An Introduction to the Basics and Impact of Artificial Intelligence
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
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Climate Impact of Software Testing at Nordic Testing Days
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
HCL Notes and Domino License Cost Reduction in the World of DLAU
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
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Process improvement scrum_agile_v2_by_david_mann
- 1. David Mann SVP & CIO (714) 606-9356 AgileChief@gmail.com © Copyright 2014
- 2. Agenda Introduction Value Proposition Process Commitment Dependency Constraints Non-Customer Focus Process Components SCRUM – Agile Process TED Talks Q&A
- 4. Introduction What is the definition of insanity? Doing the same thing over and over and expecting different results!
- 6. Value Proposition Technology as a Key Differentiator • • • • Sales Efficiency Enhance Customer Experience Increase Staff Loyalty Beat the Competition Accelerate Growth
- 7. Process The most important thing about Process is to have one FOCUS – Wildly Important Goals LEAD MEASURES SCOREBOARD CADENCE of ACCOUNTABILITY
- 8. Process Why a Process? • Time to Market • Productivity & Efficiency • Quality 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) Functionality Security Compliance Scalability Expandability Maintainability Availability Accessibility Visibility Intelligence
- 9. Process People DO NOT follow complex processes!
- 10. Process Essential Elements of A Process: Simple Industry Proven Practices Customizable Scalable Popular (think resources) FREE
- 11. Process SCRUM – Agile Process Methodology
- 12. Process What is Agile about? Agile is about change Agile is about customer involvement Agile is about focus Agile is about lead measures Agile is about scoreboard Agile is about accountability “The only constant in the universe is change” 12
- 13. Process What is Agile about? Plan QA/Stabilize Envision Build Deploy Agile has tracks not phases; teams dash to the finish-line without waiting for each other 13
- 14. Process Agile is not about rushing things; but if Agile is applied things gets delivered faster with higher quality. Why? • Short Sprints (iterations) - 2 to 4 weeks • Full Customer Involvement to adjust course • Frequent Releases & Check-Points • Multi tracks • Focusing on delivering software (not process) Agile does not mean chaos: • Agile has “change control“ after each sprint (but less formal) • Agile has meaningful short documents; prototypes clarify requirements and design; projectroom eliminates hefty documents and long meetings; the team focuses on delivering quality software and not documents 14
- 15. Commitment
- 17. Dependency Honey, Can we just add Sure Sweetheart, Let’s make baby! done and resources anda get it But it takes a lady 9 I wantin 1 by next months to make a baby! it month? month
- 18. Non-Customer Focus How athe consultant Matt, Zaven, and How thethedeveloper How IT Operations Whatthe architect How SME explained customer How business analyst Keith were billed programmed it really neededit documented describedit designed it it installed
- 20. Deliverables Process Components Production Release PDD UAT BRD Rollout Plan TDD Build Code Test Plan
- 21. Team • • • • • • Foster open communication Work toward a shared vision (focus on delivering business value) Empower team members Establish clear accountability Stay Agile and expect change Partner with customers Process Components Release Manager Business Analyst Sponsor Customer Architect Tester Developer
- 22. SCRUM – Agile Process Focus 1. 2. 3. What did you do yesterday? What will you do today? Do you have any road-blocks? Lead Measures Scoreboard Cadence Account -ability
- 23. SCRUM – Agile Process
- 24. TED Talks Bruce Feiler: Agile Programming for your family http://www.ted.com/talks/bruce_feiler_agile_programming_for_your_family.html
- 25. Q&A David Mann SVP & CIO (714) 606-9356 AgileChief@gmail.com © Copyright 2014