In this webinar, Elad will cover the principles that the #LeSS framework has to offer in order to enable bug organisations to become agile.
View webinar recording - https://huddle.eurostarsoftwaretesting.com/resource/agile-testing/scaling-agile-less-large-scale-scrum/
Agile development works well in small teams. But we encounter problems when Scrum is applied to other teams and the rest of the organisation. Large Scale Scrum (LeSS) can help. This slide deck explains why.
More with LeSS - An Introduction to Large Scale Scrum by Tim AbbottAgile ME
While there are multiple Scrum Scaling Frameworks, Large Scale Scrum is the leading framework for Scrum Scaling that truly drives success. More than just a prescription, we'll discuss the thinking and organizational tools as well as some of the practices that make LeSS truly unique.
Agile development works well in small teams. But we encounter problems when Scrum is applied to other teams and the rest of the organisation. Large Scale Scrum (LeSS) can help. This slide deck explains why.
More with LeSS - An Introduction to Large Scale Scrum by Tim AbbottAgile ME
While there are multiple Scrum Scaling Frameworks, Large Scale Scrum is the leading framework for Scrum Scaling that truly drives success. More than just a prescription, we'll discuss the thinking and organizational tools as well as some of the practices that make LeSS truly unique.
Leading Large Scale Product Development with Large-Scale Scrum (LeSS)Kamlesh Ravlani
Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk. On the other hand, organizations are actively identifying ways to reduce hierarchies and reducing layers of middle management to become adaptive and agile.
Leaders leading large scale product development initiatives are seeking structure and process clarity to fail-proof their undertaking. Plethora of (Scrum) scaling frameworks and methodologies are trying to address these challenges. Some organically and others in more prescriptive way. In this session Kamlesh Ravlani discusses Large-Scale Scrum (LeSS) framework and how leaders can apply it to re-design and descale their organization to scale the value delivery.
Large-Scale Scrum is Scrum applied to many teams working on one product. Scrum is almost linearly scalable, hence LeSS framework elements are essentially the same as one team Scrum. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. From my practical experience working on and leading multiple large scale product development initiatives, and LeSS framework, I'll share elements and practices useful for leaders to re-design the organizations and to enhance the focus on customer value.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Xp2015 Scaling Agility explored - LeSS SAFe comparisonGosei Oy
What is the problem that Scaling Agile is solving? How does it look from the perspectives of coordination, organizational control by William G Ouchi, batching and queues, and business. How are LeSS and SAFe addressing the real root causes?
More Agile and LeSS dysfunction - may 2015Rowan Bunning
Whilst becoming proficient at single-team Agile is not easy, scaling to many teams and possibly many sites adds many additional challenges.
Often these challenges include...
1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
Sharing how we build Agile teams at Agile Organization Development (https://agile-od.com). Now you know why the Agile teams we coach are built to last and sticky!
Scrum Master & Agile Project Manager: A Tale of Two RolesTommy Norman
Many people equate the role of Scrum Master to that of a traditional Project Manager, but there are both subtle and significant differences between them. So what is the difference and why do we care?
This presentation will explore the differences between these two roles and the underlying implications to your company’s Agile adoption. We will discuss the concept of little “a” agile (mostly iterative development and some Agile-like mechanics) versus big “A” Agile (more of a true shift in culture and focus on teams/value) and when we would choose one or the other.
So if you are confused about what a Scrum Master does, what the heck an Agile PM is, or are sick and tired of your team telling you that you’re not adopting Agile correctly, this presentation is or you!
Testing is simple. You understand what is important, you test it, then, if possible, you automate it.
We want to deliver a great and stable experience to all of the users every time!
Why?
We affect a lot of users and we care about them.
Leading Large Scale Product Development with Large-Scale Scrum (LeSS)Kamlesh Ravlani
Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk. On the other hand, organizations are actively identifying ways to reduce hierarchies and reducing layers of middle management to become adaptive and agile.
Leaders leading large scale product development initiatives are seeking structure and process clarity to fail-proof their undertaking. Plethora of (Scrum) scaling frameworks and methodologies are trying to address these challenges. Some organically and others in more prescriptive way. In this session Kamlesh Ravlani discusses Large-Scale Scrum (LeSS) framework and how leaders can apply it to re-design and descale their organization to scale the value delivery.
Large-Scale Scrum is Scrum applied to many teams working on one product. Scrum is almost linearly scalable, hence LeSS framework elements are essentially the same as one team Scrum. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. From my practical experience working on and leading multiple large scale product development initiatives, and LeSS framework, I'll share elements and practices useful for leaders to re-design the organizations and to enhance the focus on customer value.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Xp2015 Scaling Agility explored - LeSS SAFe comparisonGosei Oy
What is the problem that Scaling Agile is solving? How does it look from the perspectives of coordination, organizational control by William G Ouchi, batching and queues, and business. How are LeSS and SAFe addressing the real root causes?
More Agile and LeSS dysfunction - may 2015Rowan Bunning
Whilst becoming proficient at single-team Agile is not easy, scaling to many teams and possibly many sites adds many additional challenges.
Often these challenges include...
1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
Sharing how we build Agile teams at Agile Organization Development (https://agile-od.com). Now you know why the Agile teams we coach are built to last and sticky!
Scrum Master & Agile Project Manager: A Tale of Two RolesTommy Norman
Many people equate the role of Scrum Master to that of a traditional Project Manager, but there are both subtle and significant differences between them. So what is the difference and why do we care?
This presentation will explore the differences between these two roles and the underlying implications to your company’s Agile adoption. We will discuss the concept of little “a” agile (mostly iterative development and some Agile-like mechanics) versus big “A” Agile (more of a true shift in culture and focus on teams/value) and when we would choose one or the other.
So if you are confused about what a Scrum Master does, what the heck an Agile PM is, or are sick and tired of your team telling you that you’re not adopting Agile correctly, this presentation is or you!
Testing is simple. You understand what is important, you test it, then, if possible, you automate it.
We want to deliver a great and stable experience to all of the users every time!
Why?
We affect a lot of users and we care about them.
Mohinder Kohsla Design thinking A complimentary approach to agileAgileCymru
With so many projects not meeting their projected goals, either through over delivery of functionality to not fit for purpose or not meeting market needs due to our inability to accurately capture customer requirements. Developers are looking at new ways of product development such as design thinking that is user-centred in its ability to capture not only the functional, but also the emotional unmet needs of the customer
Expanding an Agile Culture in organisations with Design thinkingAngel Diaz-Maroto
This workshop is about how to use a design thinking process an techniques to better understand organisation's culture and minimize resistance to change in the creation of an Agile culture. The strategy is to combine empathy for the context, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. This solutions are aimed to create reasons for people in the organisation to embrace Agile.
You'll also learn some useful design thinking techniques that you can use in your retrospectives!!
Description:
Design Thinking refers to the methods and processes to investigate complex problems in highly uncertain systems, acquiring information, analysing knowledge, and positing solutions. This workshop is about the usage of this process to better understand organisation's culture and minimise resistance to change in the creation of an Agile culture. The strategy is to combine empathy for the context, creativity in the generation of insights and solutions, and rationality to analyse and fit solutions to the context. This solutions are aimed to create reasons for people in the organisation to embrace Agile.
This iterative process of observation, ideation and implementation can be integrated within your retrospectives and also applied outside IT to create a continuous improvement engine for organisational culture in organisations.
Design Thinking and Agile Development in a Nutshell at Cebit 2014Tobias Schimmer
A few slides I created to enable 100+ international students in Hannover, Germany, to develop their ideas from a Design Thinking iteration as software prototypes on SAP technology.
Scaling Agile is easily misunderstood. Scaling is the term we often hear used to describe using Agile methods with large enterprises. Larger enterprises often deal with bigger and more complex problems than small ones. They have more employees, subcontracting companies, different business units, more processes and a strong culture that defines how things are done. At the same time, they need to be able to deliver results in an ever-changing business environment. They need to be Agile but the bigger the company, the bigger the challenges are for scaling Agile.
Scaling frameworks available in the market today are maturing quickly and provide a variety of choices. Like the Agile Manifesto, these frameworks are based on principles, and they vary widely in the specificity of the recommended approach.
In this session, we will compare how two scaling frameworks, LeSS and SAFe, address the challenges of agility at scale. We will talk about how these two frameworks align, coordinate, and manage dependencies across multiple teams to maintain consistency and agility at scale.
Many people think of lean, agile, and lean startup as separate processes. In this presentation we'll talk about how they actually evolved from each other, share the same mindset, and can be combined to be more powerful.
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
LeSS in the big bank a five-year journeyDenis Tuchin
We will trace the history of LeSS in a large bank from underground to the preferred framework from the perspective of 16 LeSS-like cases.
I will tell how I grew LeSS and got a profit in the hostile organizational structure.
I will share how I sold the LeSS framework to business people who hadn’t heard anything about Agile before and wanted to save their subordinate managers.
How I helped middle managers understand their roles in the new LeSS context and how many of them were fired.
In the end, I will explain 5 years of struggle between the corporate bonus system and the LeSS principle of a single goal for all teams of one product.
Principles of ManagementPrinciples of ManagementPrinciples of Manageme.docxharrym15
Principles of ManagementPrinciples of Management
Principles of ManagementPrinciples of Management
[AUTHORS REMOVED AT REQUEST OF ORIGINAL
PUBLISHER]
UNIVERSITY OF MINNESOTA LIBRARIES PUBLISHING EDITION, 2015. THIS EDITION ADAPTED FROM A WORK ORIGINALLY PRODUCED IN 2010 BY A PUBLISHER WHO HAS REQUESTED THAT IT NOT RECEIVE
ATTRIBUTION. MINNEAPOLIS, MN
Principles of Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.
Contents
Publisher Information x
Chapter 1: Introduction to Principles of Management
1.1 Introduction to Principles of Management 2 1.2 Case in Point: Doing Good as a Core Business Strategy 5 1.3 Who Are Managers? 8 1.4 Leadership, Entrepreneurship, and Strategy 13 1.5 Planning, Organizing, Leading, and Controlling 20 1.6 Economic, Social, and Environmental Performance 25 1.7 Performance of Individuals and Groups 31 1.8 Your Principles of Management Survivor’s Guide 36
Chapter 2: Personality, Attitudes, and Work Behaviors
2.1 Chapter Introduction 48 2.2 Case in Point: SAS Institute Invests in Employees 50 2.3 Personality and Values 52 2.4 Perception 70 2.5 Work Attitudes 78 2.6 The Interactionist Perspective: The Role of Fit 84 2.7 Work Behaviors 87 2.8 Developing Your Positive Attitude Skills 100
Chapter 3: History, Globalization, and Values-Based Leadership
3.1 History, Globalization, and Values-Based Leadership 104 3.2 Case in Point: Hanna Andersson Corporation Changes for Good 106 3.3 Ancient History: Management Through the 1990s 109 3.4 Contemporary Principles of Management 116 3.5 Global Trends 122
3.6 Globalization and Principles of Management 130 3.7 Developing Your Values-Based Leadership Skills 136
Chapter 4: Developing Mission, Vision, and Values
4.1 Developing Mission, Vision, and Values 143 4.2 Case in Point: Xerox Motivates Employees for Success 145 4.3 The Roles of Mission, Vision, and Values 148 4.4 Mission and Vision in the P-O-L-C Framework 153 4.5 Creativity and Passion 160 4.6 Stakeholders 169 4.7 Crafting Mission and Vision Statements 175 4.8 Developing Your Personal Mission and Vision 182
Chapter 5: Strategizing
5.1 Strategizing 191 5.2 Case in Point: Unnamed Publisher Transforms Textbook Industry 193 5.3 Strategic Management in the P-O-L-C Framework 196 5.4 How Do Strategies Emerge? 204 5.5 Strategy as Trade-Offs, Discipline, and Focus 209 5.6 Developing Strategy Through Internal Analysis 219 5.7 Developing Strategy Through External Analysis 231 5.8 Formulating Organizational and Personal Strategy With the Strategy Diamond 242
Chapter 6: Goals and Objectives
6.1 Goals and Objectives 251 6.2 Case in Point: Nucor Aligns Company Goals With Employee Goals 253 6.3 The Nature of Goals and Objectives 255 6.4 From Management by Objectives to the Balanced Scorecard 260 6.5 Characteristics of Effective Goals and Objectives 269 6.6 Using Goals and Objectives in Employee Performance Evaluation 275 6.7 Int.
This is my presentation at the Agile Scrum International Summit 2012 in Bengaluru, India. In this, I reflect on current role of line managers and traditional practice heads. I suggest how this role needs to transform to be relevant in an Agile setting. I have taken a stab at what I think the transformed role would look like. I also share my insights based on working with line managers who have started their Agile journey - how to make this transition.
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Check out the webinar slides to learn more about how XfilesPro transforms Salesforce document management by leveraging its world-class applications. For more details, please connect with sales@xfilespro.com
If you want to watch the on-demand webinar, please click here: https://www.xfilespro.com/webinars/salesforce-document-management-2-0-smarter-faster-better/
Exploring Innovations in Data Repository Solutions - Insights from the U.S. G...Globus
The U.S. Geological Survey (USGS) has made substantial investments in meeting evolving scientific, technical, and policy driven demands on storing, managing, and delivering data. As these demands continue to grow in complexity and scale, the USGS must continue to explore innovative solutions to improve its management, curation, sharing, delivering, and preservation approaches for large-scale research data. Supporting these needs, the USGS has partnered with the University of Chicago-Globus to research and develop advanced repository components and workflows leveraging its current investment in Globus. The primary outcome of this partnership includes the development of a prototype enterprise repository, driven by USGS Data Release requirements, through exploration and implementation of the entire suite of the Globus platform offerings, including Globus Flow, Globus Auth, Globus Transfer, and Globus Search. This presentation will provide insights into this research partnership, introduce the unique requirements and challenges being addressed and provide relevant project progress.
Understanding Globus Data Transfers with NetSageGlobus
NetSage is an open privacy-aware network measurement, analysis, and visualization service designed to help end-users visualize and reason about large data transfers. NetSage traditionally has used a combination of passive measurements, including SNMP and flow data, as well as active measurements, mainly perfSONAR, to provide longitudinal network performance data visualization. It has been deployed by dozens of networks world wide, and is supported domestically by the Engagement and Performance Operations Center (EPOC), NSF #2328479. We have recently expanded the NetSage data sources to include logs for Globus data transfers, following the same privacy-preserving approach as for Flow data. Using the logs for the Texas Advanced Computing Center (TACC) as an example, this talk will walk through several different example use cases that NetSage can answer, including: Who is using Globus to share data with my institution, and what kind of performance are they able to achieve? How many transfers has Globus supported for us? Which sites are we sharing the most data with, and how is that changing over time? How is my site using Globus to move data internally, and what kind of performance do we see for those transfers? What percentage of data transfers at my institution used Globus, and how did the overall data transfer performance compare to the Globus users?
Modern design is crucial in today's digital environment, and this is especially true for SharePoint intranets. The design of these digital hubs is critical to user engagement and productivity enhancement. They are the cornerstone of internal collaboration and interaction within enterprises.
How to Position Your Globus Data Portal for Success Ten Good PracticesGlobus
Science gateways allow science and engineering communities to access shared data, software, computing services, and instruments. Science gateways have gained a lot of traction in the last twenty years, as evidenced by projects such as the Science Gateways Community Institute (SGCI) and the Center of Excellence on Science Gateways (SGX3) in the US, The Australian Research Data Commons (ARDC) and its platforms in Australia, and the projects around Virtual Research Environments in Europe. A few mature frameworks have evolved with their different strengths and foci and have been taken up by a larger community such as the Globus Data Portal, Hubzero, Tapis, and Galaxy. However, even when gateways are built on successful frameworks, they continue to face the challenges of ongoing maintenance costs and how to meet the ever-expanding needs of the community they serve with enhanced features. It is not uncommon that gateways with compelling use cases are nonetheless unable to get past the prototype phase and become a full production service, or if they do, they don't survive more than a couple of years. While there is no guaranteed pathway to success, it seems likely that for any gateway there is a need for a strong community and/or solid funding streams to create and sustain its success. With over twenty years of examples to draw from, this presentation goes into detail for ten factors common to successful and enduring gateways that effectively serve as best practices for any new or developing gateway.
Large Language Models and the End of ProgrammingMatt Welsh
Talk by Matt Welsh at Craft Conference 2024 on the impact that Large Language Models will have on the future of software development. In this talk, I discuss the ways in which LLMs will impact the software industry, from replacing human software developers with AI, to replacing conventional software with models that perform reasoning, computation, and problem-solving.
In 2015, I used to write extensions for Joomla, WordPress, phpBB3, etc and I ...Juraj Vysvader
In 2015, I used to write extensions for Joomla, WordPress, phpBB3, etc and I didn't get rich from it but it did have 63K downloads (powered possible tens of thousands of websites).
Prosigns: Transforming Business with Tailored Technology SolutionsProsigns
Unlocking Business Potential: Tailored Technology Solutions by Prosigns
Discover how Prosigns, a leading technology solutions provider, partners with businesses to drive innovation and success. Our presentation showcases our comprehensive range of services, including custom software development, web and mobile app development, AI & ML solutions, blockchain integration, DevOps services, and Microsoft Dynamics 365 support.
Custom Software Development: Prosigns specializes in creating bespoke software solutions that cater to your unique business needs. Our team of experts works closely with you to understand your requirements and deliver tailor-made software that enhances efficiency and drives growth.
Web and Mobile App Development: From responsive websites to intuitive mobile applications, Prosigns develops cutting-edge solutions that engage users and deliver seamless experiences across devices.
AI & ML Solutions: Harnessing the power of Artificial Intelligence and Machine Learning, Prosigns provides smart solutions that automate processes, provide valuable insights, and drive informed decision-making.
Blockchain Integration: Prosigns offers comprehensive blockchain solutions, including development, integration, and consulting services, enabling businesses to leverage blockchain technology for enhanced security, transparency, and efficiency.
DevOps Services: Prosigns' DevOps services streamline development and operations processes, ensuring faster and more reliable software delivery through automation and continuous integration.
Microsoft Dynamics 365 Support: Prosigns provides comprehensive support and maintenance services for Microsoft Dynamics 365, ensuring your system is always up-to-date, secure, and running smoothly.
Learn how our collaborative approach and dedication to excellence help businesses achieve their goals and stay ahead in today's digital landscape. From concept to deployment, Prosigns is your trusted partner for transforming ideas into reality and unlocking the full potential of your business.
Join us on a journey of innovation and growth. Let's partner for success with Prosigns.
Designing for Privacy in Amazon Web ServicesKrzysztofKkol1
Data privacy is one of the most critical issues that businesses face. This presentation shares insights on the principles and best practices for ensuring the resilience and security of your workload.
Drawing on a real-life project from the HR industry, the various challenges will be demonstrated: data protection, self-healing, business continuity, security, and transparency of data processing. This systematized approach allowed to create a secure AWS cloud infrastructure that not only met strict compliance rules but also exceeded the client's expectations.
Listen to the keynote address and hear about the latest developments from Rachana Ananthakrishnan and Ian Foster who review the updates to the Globus Platform and Service, and the relevance of Globus to the scientific community as an automation platform to accelerate scientific discovery.
5. The sad truth
• Succeeding with one-team-Scrum is
difficult enough.
• You organization is probably bigger
than it needs to be.
• LeSS is not going to help you with
scaling your organization.
8. and…
There are no best practices.
Only good practices within a
specific context
The basic assumptions
Over complexity hurts agility
9. Larman's Laws of Organizational Behavior
1. Organizations are implicitly optimized to avoid changing
the status quo of middle- and first-level manager and
“specialist” positions & power structures.
2. As a corollary to (1), any change initiative will be
reduced to redefining or overloading the new
terminology to mean basically the same as status quo.
3. As a corollary to (1), any change initiative will be derided
as “purist”, “theoretical”, “revolutionary”, "religion", and
“needing pragmatic customization for local concerns” --
which deflects from addressing weaknesses and
manager/specialist status quo.
4. Culture follows structure.
17. 2016
Table of contents
1.More with LeSS
2.LeSS
LeSS Structure
3.Adoption
4.Organise by
Customer Value
5.Managers
6.ScrumMasters
LeSS Product
7.Product Owner
8.Product Backlog
9.Definition of Done
10.Initial PBR
LeSS Sprint
11.Sprint Planning
12.Sprint
Coordination and
Integration
13.Product Backlog
Refinement
14.Sprint Review
15.Sprint
RetrospectiveMore or LeSS
16.More or LeSS;
Architecture, DevOps
22. Scrum recommends that
the backlog is refined for
~2 sprints ahead
Items per spint per team: 3-4
For 8 teams: at any given moment
~100 backlog items.
25. Upcoming Certified LeSS
Practitioner courses
• April 19, 2017 - Riga, Latvia
• May 10, 2017 - Chicago, United States
• June 19, 2017 - Dublin, Ireland
• July 12, 2017 - Zurich, Switzerland
• August 1, 2017 - Hamburg, Germany
• Learn more at http://less.works