बिना सबुत के बनाया गया था इंडियन मुजाहिदीन का चीफ, अदालत ने किया बरी..........
देशभर में हर हफ्ते मारे जाते है 13 दलित- त्यागी.........
एड्स जैसी कोई बीमारी नहीं है, विश्व को बर्बाद कर रही है यह साजिश!
samayik Saraswati July September ank this is second issue of the magazine. Samayik Prakashan Magazine Editor Sharad Singh and Chief Editor Mahesh Bhardwaj
बिना सबुत के बनाया गया था इंडियन मुजाहिदीन का चीफ, अदालत ने किया बरी..........
देशभर में हर हफ्ते मारे जाते है 13 दलित- त्यागी.........
एड्स जैसी कोई बीमारी नहीं है, विश्व को बर्बाद कर रही है यह साजिश!
samayik Saraswati July September ank this is second issue of the magazine. Samayik Prakashan Magazine Editor Sharad Singh and Chief Editor Mahesh Bhardwaj
Here is the winning story of the week - The Law of Sacrifice - the file is e-book. Please press right bottom corner of the screen to view the full page view.
The document provides a synopsis for a proposed film about the 1971 Bangladesh Liberation War from India's perspective. It introduces the main character Kumar Das, a 21-year old Indian soldier inspired by the true story of 2nd Lieutenant Arun Khetarpal. The story would follow Kumar's experiences fighting in the war to aid Bangladesh and help them gain independence from Pakistan. It highlights Kumar's bravery, skills and sacrifice for his country and love of Rani, setting up an emotional story around the historic war.
Here is the winning story of the week - The Law of Sacrifice - the file is e-book. Please press right bottom corner of the screen to view the full page view.
The document provides a synopsis for a proposed film about the 1971 Bangladesh Liberation War from India's perspective. It introduces the main character Kumar Das, a 21-year old Indian soldier inspired by the true story of 2nd Lieutenant Arun Khetarpal. The story would follow Kumar's experiences fighting in the war to aid Bangladesh and help them gain independence from Pakistan. It highlights Kumar's bravery, skills and sacrifice for his country and love of Rani, setting up an emotional story around the historic war.
An agile coach helps teams improve performance through deliberate practices. A coaching conversation involves exploring the client's agenda, examining biases, and exploring topics through powerful questions. It aims to narrow down actions and have the client commit to specific actions, including what they will do, by when, and how progress will be determined. Effective coaching focuses on listening at different levels and considering different perspectives to gain insights.
The document outlines plans for the C.H.I.L.L. The Violence Music Festival, which stands for "Creating Hope I Love Life." The event aims to address gun violence in communities by buying back weapons in exchange for gift cards or cash to remove them from streets. Proceeds would also support safety initiatives like surveillance cameras and funding a police tactical unit. The festival hopes to bring awareness through music and speakers, while raising funds through sponsorships, merchandise, and vendor booths. The goal is to save lives by limiting access to weapons and increasing safety.
Is there an Indian Approach to Agile Transformation?Coffee Talk
These slides took the audience of Agile Coffee Talk Bangalore through Speaker Jeff Lopez's experience of Agile and agility in India. Jeff feels that India, with its history of adapting to various challenges and invasions over its thousands of years of existence, surely could teach the world about transformation.
This document provides frequently asked questions (FAQ) for the Jefferson Skate Club for the 2015-2016 year. It covers topics such as how to join the club, the organizations involved like the New Mexico Xtreme Sports group and Boy Scouts of America who provide insurance, what activities members can participate in like learning skateboarding skills and designing gear, safety concerns, and addressing that skateboarding is open to people of all genders.
This document discusses why the #NoProjects movement is trending in agile environments. It notes that projects are typically temporary endeavors with defined start and end dates, but questions whether this fits well for long-lived software applications that continuously evolve. The document outlines some indications that projects may be a misfit, such as frequent scope changes and continuous delivery. It advocates shifting to a product focus with sustainable teams, assessing teams based on outcomes rather than budgets or utilization, and focusing on reducing technical debt. Overall, the document questions the traditional project model for software development and proposes an alternative approach centered around products and teams.
The Value Innovation & Delivery in AgileCoffee Talk
The Design Thinking (DT) approach, once used primarily in product design, is now finding its place in Enterprises which are moving fast from products to services or physical to digital products offerings.
This is a first-person perspective of Agile transformation at scale. How one of the largest technology departments in BNY Mellon / iNautix was embarked on a journey towards improving flow and delivering value. Unlike a traditional transformation of realigning teams and rolling out Scrum as an Agile framework, they wanted to bring evolutionary change in small increments and hence adopted the Kanban principles to change the way of their work, including benefits to the teams as well as to the stakeholders.
Nexus is a framework that drives to the heart of scaling: cross-team dependencies and integration issues.
It is an exoskeleton that rests on top of multiple Scrum Teams who work together to create an Integrated Increment. It builds on the Scrum framework and values.
The slides demystify how can we scale Scrum seamlessly from one team to multiple teams in a more simplified and intuitive manner using the Nexus framework, without too many additional roles and practices or a complex approach to scaling.
Are you a Coach, a Consultant or a Mentor?Coffee Talk
This document discusses the differences between coaching, mentoring, and consulting. It begins by providing background on the author and their experience as a coach, consultant, and with various certifications. It then poses the question of what differentiates these roles. The rest of the document explores this question by discussing how the human brain works and how we can help others change their mindsets. It suggests that an agile transformation requires altering people's thinking patterns. An activity is presented to map typical coach responsibilities to different approaches and levels of support. Finally, it addresses how a coach's role may differ depending on what stage of development a team is in.
This document outlines four levels of an agile transformation journey and provides examples from PayPal's agile transformation. It begins by identifying common stumbling blocks in enterprise agile transformations. It then describes four levels of an agile transformation journey, with each level focusing on optimizing value delivery. Key aspects of PayPal's transformation are highlighted, including training over 2000 employees, forming over 300 agile teams, and increasing agility maturity from 18% to 76% within nine months by launching all teams onto agile at once. The document emphasizes that PayPal's transformation was successful by understanding pain points, emphasizing customer-driven innovation, and having self-managed cross-functional teams.
This document discusses active portfolio planning and management. It describes calculating team capacity based on the number of stories a team can complete per iteration. It also discusses prioritizing projects based on business value. The document then outlines an active planning process that involves optimizing project selection and sequencing on a quarterly basis to maximize value delivery given team capacity constraints. Various exercises are included to illustrate calculating capacity, prioritizing projects, and planning project schedules across teams and quarters.