The Executive Report entitled “The Building Blocks of Agility as a Team’s Competence in Project Management” is a preliminary result and a synthesis of key findings of the PM Agility Global Survey 2014, a worldwide research program conducted at Massachusetts Institute of Technology (MIT), Consortium for Engineering Program Excellence (CEPE). The research program had collaboration from different institutions around the globe and also the partnership with researchers from University of São Paulo, São Carlos School of Engineering.
This Global Survey successfully collected experiences and insights from more than 800 highly experienced professionals from 76 countries. We are very thankful for all participants around the world that collaborated to this study. More information at http://econforto.mit.edu.
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Why is it that some companies which try to become agile fail to sustain their early success, while other companies not only grow their agility, but thrive in it?
Most agile adoptions are focused "Outside-In". That is, they start with a process like Scrum or Kanban, and expose the impediments within the organization. However, it is these embedded cultural impediments which often limit agility.
This presentation introduces a counter approach to agile adoption, from the "Inside-out", to align, grow and sustain agility - no matter the culture of your organization. It was first presented at RallyOn 2012 in Boulder, CO.
iSAQB Software Architecture Gathering 2022 - Do we still need architectsBert Jan Schrijver
Software architecture has changed significantly in the past 15 years with the rise of agile development, DevOps, microservices, and cloud computing. Where software was once large monolithic applications, it is now broken into smaller, independent services. This has blurred the lines of what an architect's role entails as development has become more collaborative and incremental. While some argue architects are no longer needed, others believe the strategic thinking they provide is still essential for navigating new technologies and ensuring organizations choose the right approaches for their needs.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
DevOps-as-a-Service: Towards Automating the AutomationKeith Pleas
DevOps-as-a-Service: Towards Automating the Automation
Accenture has a global DevOps practice with over 4,400 DevOps trained professionals and 1,700 experts. They provide DevOps services using their ADOP (Accenture DevOps Platform) which is an open source DevOps platform. They offer both dedicated ADOP instances and a managed ADOP service. The presentation discusses automating DevOps processes and tooling as well as the importance of people aspects like culture when adopting DevOps.
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Why is it that some companies which try to become agile fail to sustain their early success, while other companies not only grow their agility, but thrive in it?
Most agile adoptions are focused "Outside-In". That is, they start with a process like Scrum or Kanban, and expose the impediments within the organization. However, it is these embedded cultural impediments which often limit agility.
This presentation introduces a counter approach to agile adoption, from the "Inside-out", to align, grow and sustain agility - no matter the culture of your organization. It was first presented at RallyOn 2012 in Boulder, CO.
iSAQB Software Architecture Gathering 2022 - Do we still need architectsBert Jan Schrijver
Software architecture has changed significantly in the past 15 years with the rise of agile development, DevOps, microservices, and cloud computing. Where software was once large monolithic applications, it is now broken into smaller, independent services. This has blurred the lines of what an architect's role entails as development has become more collaborative and incremental. While some argue architects are no longer needed, others believe the strategic thinking they provide is still essential for navigating new technologies and ensuring organizations choose the right approaches for their needs.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
DevOps-as-a-Service: Towards Automating the AutomationKeith Pleas
DevOps-as-a-Service: Towards Automating the Automation
Accenture has a global DevOps practice with over 4,400 DevOps trained professionals and 1,700 experts. They provide DevOps services using their ADOP (Accenture DevOps Platform) which is an open source DevOps platform. They offer both dedicated ADOP instances and a managed ADOP service. The presentation discusses automating DevOps processes and tooling as well as the importance of people aspects like culture when adopting DevOps.
Hybrides Projektmanagement – Wie Sie agile und klassische Methoden verbindenAchim Schmidt-Sibeth
Gibt es die EINE richtige Methode für Projektmanagement? Sicher nicht. Ansätze für hybrides Projektmanagement sind daher oft eine passende Lösung. In diesem Video geht es nicht um klassisch ODER agil, sondern um klassisch UND agil.
Nach einer kurzen Gegenüberstellung der agilen und klassischen Welt sehen Sie Möglichkeiten, diese direkt zu verbinden. Weitere Themen sind: 1) die sinnvoll kombinierbaren Bausteine zum Nutzen der Vorteile beider Welten, 2) mögliche Projektstrukturen sowie Tipps zu Ressourcenmanagement und Reporting, 3) eine beispielhafte Live-Demo des Zusammenspiels von Microsoft Project Server und Jira durch deren Integration.
Ein Video für Entscheider, PMOs und Projektmanager auf der Suche nach passenden PM-Methoden.
This document discusses the concept of technical debt in software development. It defines technical debt as design or construction approaches that are expedient in the short term but increase costs in the long term. It provides examples of technical debt, such as skipping tests or violating coding standards to meet a deadline. The document outlines reasons for and against taking on technical debt. It also discusses tracking and paying down technical debt over time.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
As Agile become mainstream increasingly organizations are looking to double down on the role of the Product Owner encouraging them to manage the intersection between technology and the business. But Product Ownership is a difficult role as it tries to balance the needs of the business with the reality of software delivery. Also, for many organizations there is some ‘confusion’ with existing roles of business analyst, product manager or even project manager. What does the product owner do anyway?
In this talk Dave West, Product Owner and CEO Scrum.org, the home of Scrum and Professional Scrum Trainer with Prowareness Rob van Lanen describe the genesis of the Product Owner role and how many organizations are dealing with the challenges of slotting this key role into existing product, project and release roles. They will introduce some techniques such as user centric design, and hypophysis based development and describe how approaches such as Lean Startup and pragmatic marketing are providing product owners with a tool box to do their job.
Recorded Webinar can be found at :-https://www.scrum.org/resources/who-product-owner-anyway
A brief and visual introduction to the Agile.
Learn the Agile mindset and the big 3 (Extreme Programming, Scrum, and Kanban). Be able to whiteboard a simple view of how each one works to get things done and make things happen.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
The Five Phases of Agile Maturity (Part 1): Phase 1 and 2Cprime
The document discusses the five phases of agile maturity for organizations:
1) The Agile Team - Teams lack structure and alignment to value delivery with missed commitments.
2) Team of Agile Teams - Delivery groups begin planning together and normalizing processes but delivery is still disjointed.
3) The Scaling Agile Organization - Cross-team coordination improves and most commitments are met.
4) The Agile Enterprise - Agility is embedded across divisions with continuous improvement.
5) The Scaling Agile Enterprise - The organization operates with enterprise-wide agility and productivity.
Updated with latest version as presented at the Canberra Agile & Scrum meetup on July 20, 2017. Previously titled "Using Agile techniques to manage risk more effectively".
Given that the "Waterfall" process model has been dominant in the IT industry for many decades, how many IT and project management professionals are aware that it's inventor warned the world in 1970 that Waterfall is "risky and invites failure"?
From a risk management perspective, is waterfall ever an appropriate choice for complex IT initiatives given what we know now?
In this session we will outline how, as a risk management strategy, using the waterfall model for non-trivial systems development initiatives is systemically high risk as compared with the Iterative Incremental Development (IID) model that has been used in pockets of the IT industry since the late 1950's. Today, many organisations use the IID strategy under the umbrella term of 'Agile'. The majority of these employ Lean Product Development patterns that were first described in the Harvard Business Review in 1986 using a metaphor borrowed from the game of rugby i.e. 'Scrum'.
If you are not using a disciplined agile approach, are you facing more risk as you approach a high-stakes deadline than you need to?
The varied contexts that we work in come with varied types of risk. For a green fields date-driven release, the primary risk may be cost and schedule related. For teams designing a new product for an emerging market, the primary risks may be business risk. For teams doing innovative R&D, the primary risk may technical risk. For a young team in a new technical or business domain, the primary risk may be social risk. In this session, we will use real world examples of such varied challenges to illustrate how risk-tuned Agile helped us to manage risk effectively.
Whilst we will always have to deal with risk to create value, the good news is that there are now many powerful risk management techniques that can be overlaid on top of IID to tune your development process to the type of risk you face. The question is: which ones are most appropriate for the type of risk you are facing? In this workshop we outline a series of powerful risk management tools that tune an agile development process to effectively manage the type of risk that you face.
Ever wondered how Agile can be implemented in larger organisation/project. SAFe is the answer. In this session we will understand the core principles and values that is require to implement SAFe in larger organisation.
The document provides an overview of Agile concepts including roles, artifacts, meetings, and practices. It describes Scrum roles like the Scrum Team, Product Owner, and Scrum Master. It outlines artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It explains meetings in Scrum like Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. Finally, it touches on practices like estimating with story points, assigning business value, and tracking velocity.
Hands-on Agile: Agile Maturity—Fad, Trend or Holy Grail—Survey ResultsStefan Wolpers
The slide-deck summarizes the preliminary findings from a survey among agile practitioners what factors influence the maturity of an agile transition at an organizational and at a team level.
SURVEY INTRODUCTION 2017-10-19:
“This was the best sprint we have ever had. We are becoming (more) agile.” Somehow, a sense of progress always seems to be fuzzy notion when it comes to ‘agile.’ And the question at the heart of all of it is always the same: How do we find out that we are ‘agile’ and are not merely practicing a form of cargo cult version of it?
Providing a path to an ultimate state of being has been a core principle of many teachings in philosophy, sociology, politics, and religion: If you follow this code, if you accept the guidance of your life by the following rules everything will be fine. (And for everyone’s convenience, we provide you with a book, a guide, and probably even a checklist.)
To no one’s surprise, the agile world is not exempt from that. What started with the Manifesto for Agile Software Development — four values and twelve principles that fit on a single page —, was followed by the still light-weight Scrum Guide. Today, the caliber of teaching has changed — just have a look the big picture diagram of SAFe® — and even in the agile world, the path to the promised land seems to be meticulously laid out.
Help us to understand better what the goal of becoming ‘agile’ means for an organization by contributing to this short anonymous survey. It will not take more than five minutes of your valued time. Of course, the results of the survey will be shared at a later stage.
Program governance is the process of developing and implementing policies, procedures, roles, and processes to increase the likelihood of project success. It aims to align projects with business needs, provide predictable processes, enable efficient delivery, and support measurable improvement. Effective program governance provides decision-making structures, collaboration processes, and accountability to help connect issues to resolutions and deliver expected value from projects.
Lean and Agile methods like Scrum, XP, and Kanban are often used together. Scrum uses sprints, daily stand-ups, and backlogs. XP focuses on test-driven development and continuous integration. Kanban uses visual boards to manage workflow and limits work-in-progress. Both Scrum and Kanban aim to optimize flow and productivity but Scrum uses strict sprints while Kanban uses continuous flow.
Agile is gathering momentum but its not easy to switch to Agile especially in complex environments like banking or multinationals. Many companies can’t refuse Waterfall but understand the value of Agile and want to start applying it. How to combine Waterfall and Agile in one project, do it effectively and get value? In every standard Waterfall phase from initiation till closure Agile is able to help Project manager, team and stakeholders be more effective, adaptive, meet end user expectations better and have a fun. There are cases from CISCO Systems, NASA, US health care program to learn from.
I want to demonstrate that it is possible and often necessary to combine both Waterfall and Agile in one project. We will review challenges of big complex environments that have absorbed Waterfall and have strict procedures and guidelines but are willing to gradually move to Agile.
This document discusses chaos engineering, which involves deliberately inducing failures or errors in a system to test its resilience. It defines chaos engineering and provides an overview of its history and principles. Netflix is cited as pioneering chaos engineering in 2008 with tools like Chaos Monkey that randomly terminate instances. The document outlines the phases of chaos engineering experiments and provides an example using Chaos Monkey for Spring Boot applications. It also notes that while testing is important, chaos engineering generates new information about how systems respond under turbulent conditions.
The document provides an overview of an Agile Basics presentation. It includes an agenda that covers why Agile is used, popular Agile implementations like Scrum and Extreme Programming, and the landscape of Agile adoption. It also discusses benefits of Agile like releasing working software frequently and collaborating with customers, as well as common Agile practices.
This document provides an overview of agile methodology. It discusses agile principles from the Agile Manifesto including prioritizing individuals, working software, customer collaboration, and responding to change. Common agile methodologies like Scrum, XP, and FDD are described. The key processes in agile include requirement gathering, design, build, testing, and deployment in short iterative cycles. Advantages are rapid delivery and adaptation to change, while disadvantages include difficulty estimating effort and lack of documentation.
Foresight Methods and Practice: Lessons Learned from International Foresight ...Totti Könnölä
This document provides an overview of foresight methods and lessons learned from international foresight exercises. It discusses how foresight can contribute to the entire policy cycle from agenda setting to evaluation. It emphasizes that foresight designs must always be customized and that foresight tools should not be the first step, but should engage stakeholders. Key methods discussed include scenarios, roadmaps, and integrating different foresight techniques. Case studies from Chile and the IMS 2020 project are also summarized.
This session targets GFW’s private sector partners and those working with the private sector. The discussion will focus on the 2017 work plan for GFW Commodities and Finance, seeking input from partners to clarify major milestones, roles, and expectations for the initiative.
Hybrides Projektmanagement – Wie Sie agile und klassische Methoden verbindenAchim Schmidt-Sibeth
Gibt es die EINE richtige Methode für Projektmanagement? Sicher nicht. Ansätze für hybrides Projektmanagement sind daher oft eine passende Lösung. In diesem Video geht es nicht um klassisch ODER agil, sondern um klassisch UND agil.
Nach einer kurzen Gegenüberstellung der agilen und klassischen Welt sehen Sie Möglichkeiten, diese direkt zu verbinden. Weitere Themen sind: 1) die sinnvoll kombinierbaren Bausteine zum Nutzen der Vorteile beider Welten, 2) mögliche Projektstrukturen sowie Tipps zu Ressourcenmanagement und Reporting, 3) eine beispielhafte Live-Demo des Zusammenspiels von Microsoft Project Server und Jira durch deren Integration.
Ein Video für Entscheider, PMOs und Projektmanager auf der Suche nach passenden PM-Methoden.
This document discusses the concept of technical debt in software development. It defines technical debt as design or construction approaches that are expedient in the short term but increase costs in the long term. It provides examples of technical debt, such as skipping tests or violating coding standards to meet a deadline. The document outlines reasons for and against taking on technical debt. It also discusses tracking and paying down technical debt over time.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
As Agile become mainstream increasingly organizations are looking to double down on the role of the Product Owner encouraging them to manage the intersection between technology and the business. But Product Ownership is a difficult role as it tries to balance the needs of the business with the reality of software delivery. Also, for many organizations there is some ‘confusion’ with existing roles of business analyst, product manager or even project manager. What does the product owner do anyway?
In this talk Dave West, Product Owner and CEO Scrum.org, the home of Scrum and Professional Scrum Trainer with Prowareness Rob van Lanen describe the genesis of the Product Owner role and how many organizations are dealing with the challenges of slotting this key role into existing product, project and release roles. They will introduce some techniques such as user centric design, and hypophysis based development and describe how approaches such as Lean Startup and pragmatic marketing are providing product owners with a tool box to do their job.
Recorded Webinar can be found at :-https://www.scrum.org/resources/who-product-owner-anyway
A brief and visual introduction to the Agile.
Learn the Agile mindset and the big 3 (Extreme Programming, Scrum, and Kanban). Be able to whiteboard a simple view of how each one works to get things done and make things happen.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
The Five Phases of Agile Maturity (Part 1): Phase 1 and 2Cprime
The document discusses the five phases of agile maturity for organizations:
1) The Agile Team - Teams lack structure and alignment to value delivery with missed commitments.
2) Team of Agile Teams - Delivery groups begin planning together and normalizing processes but delivery is still disjointed.
3) The Scaling Agile Organization - Cross-team coordination improves and most commitments are met.
4) The Agile Enterprise - Agility is embedded across divisions with continuous improvement.
5) The Scaling Agile Enterprise - The organization operates with enterprise-wide agility and productivity.
Updated with latest version as presented at the Canberra Agile & Scrum meetup on July 20, 2017. Previously titled "Using Agile techniques to manage risk more effectively".
Given that the "Waterfall" process model has been dominant in the IT industry for many decades, how many IT and project management professionals are aware that it's inventor warned the world in 1970 that Waterfall is "risky and invites failure"?
From a risk management perspective, is waterfall ever an appropriate choice for complex IT initiatives given what we know now?
In this session we will outline how, as a risk management strategy, using the waterfall model for non-trivial systems development initiatives is systemically high risk as compared with the Iterative Incremental Development (IID) model that has been used in pockets of the IT industry since the late 1950's. Today, many organisations use the IID strategy under the umbrella term of 'Agile'. The majority of these employ Lean Product Development patterns that were first described in the Harvard Business Review in 1986 using a metaphor borrowed from the game of rugby i.e. 'Scrum'.
If you are not using a disciplined agile approach, are you facing more risk as you approach a high-stakes deadline than you need to?
The varied contexts that we work in come with varied types of risk. For a green fields date-driven release, the primary risk may be cost and schedule related. For teams designing a new product for an emerging market, the primary risks may be business risk. For teams doing innovative R&D, the primary risk may technical risk. For a young team in a new technical or business domain, the primary risk may be social risk. In this session, we will use real world examples of such varied challenges to illustrate how risk-tuned Agile helped us to manage risk effectively.
Whilst we will always have to deal with risk to create value, the good news is that there are now many powerful risk management techniques that can be overlaid on top of IID to tune your development process to the type of risk you face. The question is: which ones are most appropriate for the type of risk you are facing? In this workshop we outline a series of powerful risk management tools that tune an agile development process to effectively manage the type of risk that you face.
Ever wondered how Agile can be implemented in larger organisation/project. SAFe is the answer. In this session we will understand the core principles and values that is require to implement SAFe in larger organisation.
The document provides an overview of Agile concepts including roles, artifacts, meetings, and practices. It describes Scrum roles like the Scrum Team, Product Owner, and Scrum Master. It outlines artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It explains meetings in Scrum like Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. Finally, it touches on practices like estimating with story points, assigning business value, and tracking velocity.
Hands-on Agile: Agile Maturity—Fad, Trend or Holy Grail—Survey ResultsStefan Wolpers
The slide-deck summarizes the preliminary findings from a survey among agile practitioners what factors influence the maturity of an agile transition at an organizational and at a team level.
SURVEY INTRODUCTION 2017-10-19:
“This was the best sprint we have ever had. We are becoming (more) agile.” Somehow, a sense of progress always seems to be fuzzy notion when it comes to ‘agile.’ And the question at the heart of all of it is always the same: How do we find out that we are ‘agile’ and are not merely practicing a form of cargo cult version of it?
Providing a path to an ultimate state of being has been a core principle of many teachings in philosophy, sociology, politics, and religion: If you follow this code, if you accept the guidance of your life by the following rules everything will be fine. (And for everyone’s convenience, we provide you with a book, a guide, and probably even a checklist.)
To no one’s surprise, the agile world is not exempt from that. What started with the Manifesto for Agile Software Development — four values and twelve principles that fit on a single page —, was followed by the still light-weight Scrum Guide. Today, the caliber of teaching has changed — just have a look the big picture diagram of SAFe® — and even in the agile world, the path to the promised land seems to be meticulously laid out.
Help us to understand better what the goal of becoming ‘agile’ means for an organization by contributing to this short anonymous survey. It will not take more than five minutes of your valued time. Of course, the results of the survey will be shared at a later stage.
Program governance is the process of developing and implementing policies, procedures, roles, and processes to increase the likelihood of project success. It aims to align projects with business needs, provide predictable processes, enable efficient delivery, and support measurable improvement. Effective program governance provides decision-making structures, collaboration processes, and accountability to help connect issues to resolutions and deliver expected value from projects.
Lean and Agile methods like Scrum, XP, and Kanban are often used together. Scrum uses sprints, daily stand-ups, and backlogs. XP focuses on test-driven development and continuous integration. Kanban uses visual boards to manage workflow and limits work-in-progress. Both Scrum and Kanban aim to optimize flow and productivity but Scrum uses strict sprints while Kanban uses continuous flow.
Agile is gathering momentum but its not easy to switch to Agile especially in complex environments like banking or multinationals. Many companies can’t refuse Waterfall but understand the value of Agile and want to start applying it. How to combine Waterfall and Agile in one project, do it effectively and get value? In every standard Waterfall phase from initiation till closure Agile is able to help Project manager, team and stakeholders be more effective, adaptive, meet end user expectations better and have a fun. There are cases from CISCO Systems, NASA, US health care program to learn from.
I want to demonstrate that it is possible and often necessary to combine both Waterfall and Agile in one project. We will review challenges of big complex environments that have absorbed Waterfall and have strict procedures and guidelines but are willing to gradually move to Agile.
This document discusses chaos engineering, which involves deliberately inducing failures or errors in a system to test its resilience. It defines chaos engineering and provides an overview of its history and principles. Netflix is cited as pioneering chaos engineering in 2008 with tools like Chaos Monkey that randomly terminate instances. The document outlines the phases of chaos engineering experiments and provides an example using Chaos Monkey for Spring Boot applications. It also notes that while testing is important, chaos engineering generates new information about how systems respond under turbulent conditions.
The document provides an overview of an Agile Basics presentation. It includes an agenda that covers why Agile is used, popular Agile implementations like Scrum and Extreme Programming, and the landscape of Agile adoption. It also discusses benefits of Agile like releasing working software frequently and collaborating with customers, as well as common Agile practices.
This document provides an overview of agile methodology. It discusses agile principles from the Agile Manifesto including prioritizing individuals, working software, customer collaboration, and responding to change. Common agile methodologies like Scrum, XP, and FDD are described. The key processes in agile include requirement gathering, design, build, testing, and deployment in short iterative cycles. Advantages are rapid delivery and adaptation to change, while disadvantages include difficulty estimating effort and lack of documentation.
Foresight Methods and Practice: Lessons Learned from International Foresight ...Totti Könnölä
This document provides an overview of foresight methods and lessons learned from international foresight exercises. It discusses how foresight can contribute to the entire policy cycle from agenda setting to evaluation. It emphasizes that foresight designs must always be customized and that foresight tools should not be the first step, but should engage stakeholders. Key methods discussed include scenarios, roadmaps, and integrating different foresight techniques. Case studies from Chile and the IMS 2020 project are also summarized.
This session targets GFW’s private sector partners and those working with the private sector. The discussion will focus on the 2017 work plan for GFW Commodities and Finance, seeking input from partners to clarify major milestones, roles, and expectations for the initiative.
Executive summary of knowledge exchange processes in KEEN projects, funded by the European Regional Development Fund and managed by the University of Wolverhampton
Agile is software development technique in which the software is developed in a way that quality of software is good and the time required to development is less and the development takes place by parts, i.e. The software delivered to the user or customer by parts in a short period of time. The agile methodology introduced simple, easy to follow ideas that revolutionized how teams approach software delivery.
Ll from over 200 projects presentation fileKMIRC PolyU
The talk summarises the lessons learnt from nearly 200 cases of Knowledge Management journeys by Hong Kong and Asian enterprises. Much of the data is gained through the extensive number of student, consultancy and research projects carried out or supervised by KMIRC staff at private companies, non-profit social services organizations and government departments.
Agile Project Management A Systematic Literature Review Of Adoption Drivers ...Jeff Nelson
This document summarizes a literature review that investigated adoption drivers and critical success factors for Agile Project Management (APM). The review analyzed peer-reviewed articles between 2015-2020 from several academic databases. It identified 11 drivers for adopting APM and 13 critical success factors related to three project dimensions: project, team, and culture. The findings outline the current state of APM and are relevant for both practitioners and researchers in project management.
Liana M. Verba has over 4 years of experience providing strategic support and project management for executive teams. She has strong organization, communication, and technical skills. Her experience includes developing procedures, conducting research projects, and managing business initiatives. She holds a Master's in Business Administration and has experience across various industries including financial services, strategic planning, and business development.
This document is a project report for a Gas Inventory Management System created by four students at Jawahar Navodaya Vidyalaya Rajgarh in Madhya Pradesh, India. It includes an introduction to the project, objectives, proposed system description, phases of the system development life cycle used (initiation, concept development, requirements analysis, design, development, integration and testing, implementation, and operations/maintenance). It also includes sections on flowchart, source code, outputs, and hardware/software requirements. The project was created for a Computer Science class and guided by their teacher, Mr. Anil Kant.
The document discusses the Adoptability Tool (ADOPT) project which aims to develop a model-based tool to predict the rate and level of adoption of new farming practices. The tool is based on a conceptual framework that considers influences on adoption like an innovation's relative advantage, learnability, and trialability. Researchers from various organizations have been testing versions of the tool with industry groups. Feedback indicates the tool prompts thinking about adoption factors and has potential to inform project design and evaluation, though further refinement is still needed.
Strengths And Weaknesses Of Software DevelopmentBrianna Johnson
The document discusses an overview for a system development assignment. It outlines the system being developed, requirements, use cases, domain model, and an agile approach to development. The system aims to manage a company's projects and tasks. Key requirements include assigning tasks, tracking progress, and reporting. Example use cases include creating a new project and updating a task. The domain model diagrams the main entities and their relationships. An iterative agile method like Scrum or Kanban is proposed to allow for adaptive planning, early delivery, and incorporating feedback throughout development.
The document provides summaries of research conducted on Innovation Labs participants and teams' products from 2015-2018. It includes:
- An analysis of how teams described their products, finding focus areas like improving daily routines, interactions, and disrupting existing markets.
- A comparison of Innovation Labs participants to a control group of students, finding participants had more professional connections, endorsements, and roles in leadership.
- A survey of Innovation Labs participants finding most were students and employees, with more identifying as entrepreneurs at the final Demo Day. Locations varied in participants' previous experiences.
A Research Agenda For Highly Effective Human-Computer InteractionMonica Waters
This document outlines a proposed research agenda to improve human-computer interaction (HCI). It identifies three key areas of focus: useful interaction, usable interaction, and universal interaction. For each area, it discusses challenges and proposes research to address them. The overarching goal is to make technology more useful, usable, and accessible to all users through improved design, evaluation methods, predictive models, and support for diverse abilities and contexts of use. The proposed agenda calls for substantial increases in HCI research funding across scientific, design, and engineering disciplines.
This document discusses the importance of process evaluation in program evaluation. It defines program theory as consisting of a program's impact theory, service utilization plan, and organizational plan. Process evaluation assesses how well a program's theory is implemented in reality by examining what the program intends to deliver, what is actually delivered, and why gaps may exist. The document provides details on developing measurable program components, measuring implementation, and assessing factors that influence how a program is delivered.
Estimation of agile functionality in software developmentBashir Nasr Azadani
Estimation of Agile Functionality in Software Development - ISBN: 978-988-98671-8-8
Publication date: Mar 21, 2008 presented at International MultiConference of Engineers and Computer Scientists 2008 Vol I
A Survey On Empirical Requirements Engineering Research PracticesSharon Collins
This document summarizes the First International Workshop on Requirements Engineering for Sustainable Systems (RE4SuSy). The workshop aimed to define a research agenda for integrating sustainability into requirements engineering (RE). Participants discussed challenges of understanding sustainability and developing approaches, tools and techniques for eliciting sustainability requirements. The discussions resulted in proposed research directions, including understanding what sustainability means, scoping RE4SuSy, case studies in specific domains, quality models and metrics for sustainability, and cross-disciplinary future roadmapping. The organizers concluded the workshop was successful in advancing research on this topic and plan to continue collaborations initiated through the workshop.
Prerequisites for Continuous Software EngineeringTeemu Karvonen
The CRUSOE framework provides a holistic approach for analyzing the prerequisites for continuous software engineering (CSE) in software-intensive product development. The framework addresses seven key areas: strategy, architecture, organizing, and their interdependencies both internally and as part of an ecosystem. It was used to study CSE prerequisites in a case involving the development of a smartphone platform. Interview findings suggested prerequisites included customer education and motivation, ecosystem support, leadership commitment, processes for experimentation and quality assurance, and synchronizing development with strategic planning. The framework systematically categorized CSE prerequisites and helped clearly articulate them for the case study project.
The document provides an analysis of Mace Group Ltd, an international construction company. It discusses the company's history, sectors served, geographic reach, core values, and financial details as of 2013. Mace Group has over 4,000 employees serving private, public, and infrastructure clients in over 70 countries through five strategic hubs. The company focuses on client satisfaction and aims for safety, integrity, and continual improvement.
The Four Main Values Of The Agile Methodologies In...Erin Moore
The document discusses transitioning a business to use the Scrum agile methodology for software development projects. It notes that client organizations are increasingly looking to agile methods like Scrum to minimize risks. Scrum is an iterative development process where new working versions are released at the end of each "sprint." It enables daily face-to-face communication among cross-functional team members. The document will provide an outline of the Scrum methodology and how it facilitates communication and collaboration.
The document discusses Rapid Innovation (RI) as a methodology for running programs of work and innovation. It presents RI as embracing agile techniques at the program level rather than the project level. It outlines the strategic significance of RI and how to pragmatically implement an RI program, focusing on individuals, collaboration, responding to change, and delivering outputs over documentation. RI values solving immediate problems and skills over paperwork. It has supported hundreds of projects, events, and calls for similar programs internationally.
Similar to Project Management Agility Global Survey - M.I.T. (20)
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12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.