- Scrum is well-suited for projects during times of crisis as it avoids waste, allows for frequent changes, delivers value early, and maintains open communication between stakeholders.
- Traditional "waterfall" methods result in large amounts of documentation waste and deliver value only at the end of long projects, while Scrum focuses only on necessary documentation and delivers working software frequently.
- Scrum's ability to adapt to changing priorities and deliver working increments regularly makes it a lower-risk option during uncertain times.
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
How to Modify the Marketing Mix by Acuity Advisor PM ConsultantProduct School
Main takeaways:
- How do you modify the marketing mix, typically used in linear business models, for platform/marketplace business models
- How is marketing modified for the “sharing economy” and the “zero-marginal cost society”
- How do you market “experiences” and not just “commodities,” “products,” “services”
by Louis Taborda
This session describes a simple, self-organizing release management framework that addresses the integration and synchronization of interdependent user stories or the product components of multiple Scrum teams. Tracking these dependencies can be a problem especially when multiple teams contribute to an epic, There can be a temptation to revert to traditional, top-down release management, however this session describes how dependencies can be tracked bottom-up, using a shared construct we call the Collaboration Matrix, which helps multiple teams have visibility of their contribution to the epic allowing them to prioritize and coordinate their releases for optimal value.
We start by reviewing the horizontal vs vertical cake slicing analogy and use simple scenario to illustrate the challenges faced in delivering business epics that span multiple teams. Dependencies resulting from functional (horizontal) teams can make tracking progress across different sprints and releases a multi-dimensional problem – i.e. too difficult. Value delivery requires teams with different velocities and capacities to synch their component releases so the desired workable software/ solution is delivered. This challenge is evident in all Agile scaling efforts and simple, team-based prioritization and release management is shown to have limitations that can result in sub-optimal prioritization of team backlogs – or plain, old bottlenecks. The Collaboration Matrix is introduced as a configuration management pattern resulting from research into a generalized approach to coordinate the release and integration of multi-component solutions. Its use as a self-organizing tool results from the visibility provided to each component team of the dependencies and blockers to the readiness of an epic or solution release train. The matrix, with its visual (Kanban style) representation, can be used in conjunction with other scaling frameworks, including Scrum of Scrums, LeSS and SAFe, to improve value delivery even where value is obscured by dependencies.
by Marcio Sete
Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream.
The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work.
The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time.
The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s rouge!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements.
By identifying and shifting 25% of the average lead time from waiting time to value-added time, and organisation is literally, in one year, getting back the equivalent of three months of capacity from their entire team.
What would you do if you had an extra three months of capacity from your team every year, just by tweaking the way of working?
This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.
This document discusses technical debt and provides examples of how it can arise. It defines technical debt as borrowing time against future work by taking shortcuts now. This can occur when requirements change and code needs to be refactored, or when non-core functionality is developed in-house rather than using existing third party tools. The document provides formulas to quantify technical debt and outlines strategies to reduce it such as refactoring, writing less fragile tests, and buying in components rather than recreating functionality.
by Robert Boyd
Scrum/Agile Product over Project
Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. We’ll look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. We’ll look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer..
Delivery: Product over Project
We’ll look at how having a project delivery focus can reduce understanding the customer. We’ll look at how having a product focus helps drive more frequent deliveries. We’ll also take about the winners and losers when we have the project focus driving our delivery rhythms. We’ll also provide some tips on to make your product & customer central to your delivery strategy.
Team: Product over Project
We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.
Evidence Based Management - Measuring value to enable improvement and agilityScrum Australia Pty Ltd
This document discusses evidenced based management (EBM) for business agility. It discusses how traditional measures of activity and output are not sufficient, and that organizations should instead focus on measuring outcomes and value delivered to customers. It introduces several key value areas (KVAs) that organizations can measure to guide improvements, including current value, unrealized value, time to market, ability to innovate, and others. Specific metrics are provided that can be used to measure each KVA. The document advocates for an EBM approach of continuously measuring value, selecting areas for improvement, experimenting to improve value, and evaluating results.
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
How to Modify the Marketing Mix by Acuity Advisor PM ConsultantProduct School
Main takeaways:
- How do you modify the marketing mix, typically used in linear business models, for platform/marketplace business models
- How is marketing modified for the “sharing economy” and the “zero-marginal cost society”
- How do you market “experiences” and not just “commodities,” “products,” “services”
by Louis Taborda
This session describes a simple, self-organizing release management framework that addresses the integration and synchronization of interdependent user stories or the product components of multiple Scrum teams. Tracking these dependencies can be a problem especially when multiple teams contribute to an epic, There can be a temptation to revert to traditional, top-down release management, however this session describes how dependencies can be tracked bottom-up, using a shared construct we call the Collaboration Matrix, which helps multiple teams have visibility of their contribution to the epic allowing them to prioritize and coordinate their releases for optimal value.
We start by reviewing the horizontal vs vertical cake slicing analogy and use simple scenario to illustrate the challenges faced in delivering business epics that span multiple teams. Dependencies resulting from functional (horizontal) teams can make tracking progress across different sprints and releases a multi-dimensional problem – i.e. too difficult. Value delivery requires teams with different velocities and capacities to synch their component releases so the desired workable software/ solution is delivered. This challenge is evident in all Agile scaling efforts and simple, team-based prioritization and release management is shown to have limitations that can result in sub-optimal prioritization of team backlogs – or plain, old bottlenecks. The Collaboration Matrix is introduced as a configuration management pattern resulting from research into a generalized approach to coordinate the release and integration of multi-component solutions. Its use as a self-organizing tool results from the visibility provided to each component team of the dependencies and blockers to the readiness of an epic or solution release train. The matrix, with its visual (Kanban style) representation, can be used in conjunction with other scaling frameworks, including Scrum of Scrums, LeSS and SAFe, to improve value delivery even where value is obscured by dependencies.
by Marcio Sete
Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream.
The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work.
The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time.
The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s rouge!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements.
By identifying and shifting 25% of the average lead time from waiting time to value-added time, and organisation is literally, in one year, getting back the equivalent of three months of capacity from their entire team.
What would you do if you had an extra three months of capacity from your team every year, just by tweaking the way of working?
This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.
This document discusses technical debt and provides examples of how it can arise. It defines technical debt as borrowing time against future work by taking shortcuts now. This can occur when requirements change and code needs to be refactored, or when non-core functionality is developed in-house rather than using existing third party tools. The document provides formulas to quantify technical debt and outlines strategies to reduce it such as refactoring, writing less fragile tests, and buying in components rather than recreating functionality.
by Robert Boyd
Scrum/Agile Product over Project
Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. We’ll look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. We’ll look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer..
Delivery: Product over Project
We’ll look at how having a project delivery focus can reduce understanding the customer. We’ll look at how having a product focus helps drive more frequent deliveries. We’ll also take about the winners and losers when we have the project focus driving our delivery rhythms. We’ll also provide some tips on to make your product & customer central to your delivery strategy.
Team: Product over Project
We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.
Evidence Based Management - Measuring value to enable improvement and agilityScrum Australia Pty Ltd
This document discusses evidenced based management (EBM) for business agility. It discusses how traditional measures of activity and output are not sufficient, and that organizations should instead focus on measuring outcomes and value delivered to customers. It introduces several key value areas (KVAs) that organizations can measure to guide improvements, including current value, unrealized value, time to market, ability to innovate, and others. Specific metrics are provided that can be used to measure each KVA. The document advocates for an EBM approach of continuously measuring value, selecting areas for improvement, experimenting to improve value, and evaluating results.
The document discusses key aspects of agile software development methods including:
- The agile manifesto values individuals, interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan.
- Scrum is an agile framework that uses product backlogs, sprints, daily standups, sprint reviews, and retrospectives. The product owner prioritizes a backlog, the team pulls items for a sprint and works to complete them, and the work is reviewed at the end of each sprint.
- Kanban uses a visual board to help identify and address bottlenecks in the development process by limiting work-in-progress for each step
Ambition PMO Focus Group
Sandra Arps, Agile PMO & Agile Transformation Consultant provides a step by step guide for evaluating and implementing a new Project & Portfolio Management Tool.
the PointZERO vision introduction (includes Quality Supervision overview)Rik Marselis
PointZERO is a vision aimed at increasing business success by parallel and step-by-step improvement across the application lifecycle, to shorten time to market, avoid and reduce cost, eliminate risk, and reach fit for purpose quality.
This vision was created by a team of Sogeti and Capgemini people and is still evolving. The books were published in 2012.
Rishi Chaddha introduces lean software development principles. He discusses the origins of lean from the Toyota Production System and its focus on eliminating waste. The presentation then covers the seven principles of lean software development which include eliminating waste, building quality in, deferring commitment, delivering fast, respecting people, and optimizing the whole. Kanban and various agile practices are presented as tools that can be mixed and matched to implement lean ideas.
More than five years ago, Frequentis introduced agile development methods in the department of air traffic management to coordinate projects and product development of safety-critical applications out of dispersed and distributed teams in two countries.
This talk presents the approach used, questions that arose, decisions taken, the observed results, impact on team motivation, and lessons learned throughout the process.
Since then, agile methodologies have rolled out across the company into all departments, and into dispersed and distributed teams in several countries. Agility as a core value is dispersing throughout the company – from team level to corporate overview.
Witness the transformation of a waterfall-driven business into an increasingly agile organization!
Root Cause Analysis, The 5 Why’s, and The Fishbone DiagramInvensis Learning
Processes across industry sectors often face problems due to non-conforming parts, which eventually lead to process failure, productivity, and even rework. Even when organizations have the best of frameworks or quality controls at place, problems still persist. So, it is highly imperative to ensure problems do not reoccur and get to the root cause of the same. This is where Root Cause Analysis (RCA) comes into the picture that uses a collection of problem solving methods to get to the actual root cause of the problem.
This document provides an overview of Scrum, an agile project management framework. Some key points:
- Scrum uses iterative "Sprints" typically lasting 2-4 weeks to develop software in short cycles. A product backlog is prioritized and tasks are broken down for each Sprint.
- Self-organizing Scrum teams of 5-9 people work to complete the Sprint goals. Daily stand-up meetings provide status updates and help remove impediments.
- At the end of each Sprint, working software is demonstrated and the product owner evaluates progress before prioritizing tasks for the next Sprint.
- Scrum aims to improve productivity, adaptability and creativity compared to
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
How to efficiently build great products in a startupRoger Dudler
There are many ways to build a software product, but it’s quite hard to find the balance between a sustainable technical foundation, product innovation, implementation speed and prioritization of features. While having thousands of customers in a SaaS market, a start-up might soon have enterprise customers with special needs to take care of. This involves a lot of potential challenges – a tough journey.
In this workshop, you’ll learn about Frontify’s tactics on software product management, pitfalls and learnings as well as practical advice on tools, recruiting and more. Your business-related and technical questions will be answered by the Founder & CTO of Frontify, a fast-growing St. Gallen-based start-up.
The document advertises an interactive business simulation called TARfighter that models a shutdown/turnaround project at a production site. It provides information on the following:
- Dates and locations for TARfighter seminars in Dubai, Birmingham, Amsterdam, and Kuala Lumpur.
- TARfighter simulates realistic turnaround scenarios and teaches strategies for managing all phases of a shutdown project.
- Participants will gain skills in optimizing scope, managing risks, and handling contractors to ensure successful turnaround projects.
- The simulation covers intervention, scoping, planning, execution, and evaluation of a turnaround project.
Critical 5 to succeed as agile product manager using scrumBimlesh Gundurao
This document discusses agile product management using SCRUM. It identifies 5 critical factors for success: 1) Understanding how agile product management differs from traditional approaches, 2) Distinguishing the roles of product owner and product manager, 3) Implementing agile practices at an enterprise scale, 4) Avoiding common pitfalls, and 5) Focusing on critical success factors like prioritization, communication, and progress measurement. The document provides details on each of these factors, with examples of how to structure product management organizations, prioritize backlogs, scale agile across teams, and common challenges to avoid.
This document provides an overview of Scrum, an agile methodology. It discusses key aspects of Scrum including roles, processes, artifacts, and meetings. The main roles in Scrum are the Product Owner, Scrum Master, and Development Team. Scrum uses a series of short iterations called sprints to incrementally deliver working software. Teams use planning, daily stand-ups, demonstrations, and retrospectives within each sprint.
Six Sigma Process Analysis And Approach Complete PowerPoint Deck With Slides SlideTeam
This document provides an overview of Six Sigma and its methodologies for process improvement. It begins with defining Six Sigma as a quality management system focused on eliminating defects through a data-driven methodology. The document then outlines the DMAIC process for process improvement, which includes the phases of Define, Measure, Analyze, Improve and Control. It provides examples of tools that can be used at each phase, such as process mapping, value stream mapping, stakeholder analysis and process capability analysis. The overall goal of Six Sigma is to minimize errors and reduce costs through systematic process analysis and improvement.
Scrum has garnered increasing popularity in the agile software development community due to its simplicity, proven productivity, and ability to act as a wrapper for various engineering practices promoted by other agile methodologies.
A.Kamran's Scrum MVP: Best Practices in Defining the Minimum Viable ProductArman Kamran
Gaining agreement between Designers and Developers on the Scrum Team on the definition of MVP (Minimum Viable Product) for a Product is a critical success factor in design, implementation and deployment of the committed deliverable.
This would allow for a more efficient and productive relationship between your envisioning side of the team and materialization side towards an accurate delivery of "What" the Product Owner has brought to the team.
A. Kamran's Best Practices in Scrum's Sprint RetrospectivesArman Kamran
The document discusses best practices for conducting productive and engaging sprint retrospectives in Scrum. It provides an overview of the sprint retrospective process, including the roles and goals. Key aspects covered include starting with a personal check-in, reviewing the steps, identifying what went well and challenges, finding root causes of issues, and brainstorming solutions to address them in future sprints. The presentation aims to help teams continuously improve their processes and productivity.
The document provides an overview of a workshop on managing software debt. It discusses various types of software debt including technical debt, quality debt, configuration management debt, design debt, and platform experience debt. It emphasizes the importance of focusing on quality and design through activities like refactoring, test automation, and defining a done approach to prevent further accumulation of software debt over time. The workshop agenda covers topics like continuous integration, quality dashboards, release management, and wrapping up with a discussion of software debt management strategies.
A.Kamran Comprehensive Review of Agile and ScrumArman Kamran
Agile and Scrum, the evolution and history behind them, their core values, concepts, events, roles and more!
This is a 2 hr presentation, good for a half-day presentation to your Scrum teams to level set their understanding of Agile and Scrum and give them a bit of insights on why Agile (and Scrum as its most popular framework) has evolved out of the ashes of the traditional frameworks into what they are today.
Cybermail Marketing LLC provides an easy to use email marketing service that allows users to create and send professional looking emails from their own office or anywhere with internet access. The web-based program has templates and tracking features to help users design emails, manage contact lists, and monitor campaign results without needing HTML skills. Cybermail Marketing offers demonstrations and free trials of their email marketing package.
The document discusses key aspects of agile software development methods including:
- The agile manifesto values individuals, interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan.
- Scrum is an agile framework that uses product backlogs, sprints, daily standups, sprint reviews, and retrospectives. The product owner prioritizes a backlog, the team pulls items for a sprint and works to complete them, and the work is reviewed at the end of each sprint.
- Kanban uses a visual board to help identify and address bottlenecks in the development process by limiting work-in-progress for each step
Ambition PMO Focus Group
Sandra Arps, Agile PMO & Agile Transformation Consultant provides a step by step guide for evaluating and implementing a new Project & Portfolio Management Tool.
the PointZERO vision introduction (includes Quality Supervision overview)Rik Marselis
PointZERO is a vision aimed at increasing business success by parallel and step-by-step improvement across the application lifecycle, to shorten time to market, avoid and reduce cost, eliminate risk, and reach fit for purpose quality.
This vision was created by a team of Sogeti and Capgemini people and is still evolving. The books were published in 2012.
Rishi Chaddha introduces lean software development principles. He discusses the origins of lean from the Toyota Production System and its focus on eliminating waste. The presentation then covers the seven principles of lean software development which include eliminating waste, building quality in, deferring commitment, delivering fast, respecting people, and optimizing the whole. Kanban and various agile practices are presented as tools that can be mixed and matched to implement lean ideas.
More than five years ago, Frequentis introduced agile development methods in the department of air traffic management to coordinate projects and product development of safety-critical applications out of dispersed and distributed teams in two countries.
This talk presents the approach used, questions that arose, decisions taken, the observed results, impact on team motivation, and lessons learned throughout the process.
Since then, agile methodologies have rolled out across the company into all departments, and into dispersed and distributed teams in several countries. Agility as a core value is dispersing throughout the company – from team level to corporate overview.
Witness the transformation of a waterfall-driven business into an increasingly agile organization!
Root Cause Analysis, The 5 Why’s, and The Fishbone DiagramInvensis Learning
Processes across industry sectors often face problems due to non-conforming parts, which eventually lead to process failure, productivity, and even rework. Even when organizations have the best of frameworks or quality controls at place, problems still persist. So, it is highly imperative to ensure problems do not reoccur and get to the root cause of the same. This is where Root Cause Analysis (RCA) comes into the picture that uses a collection of problem solving methods to get to the actual root cause of the problem.
This document provides an overview of Scrum, an agile project management framework. Some key points:
- Scrum uses iterative "Sprints" typically lasting 2-4 weeks to develop software in short cycles. A product backlog is prioritized and tasks are broken down for each Sprint.
- Self-organizing Scrum teams of 5-9 people work to complete the Sprint goals. Daily stand-up meetings provide status updates and help remove impediments.
- At the end of each Sprint, working software is demonstrated and the product owner evaluates progress before prioritizing tasks for the next Sprint.
- Scrum aims to improve productivity, adaptability and creativity compared to
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
How to efficiently build great products in a startupRoger Dudler
There are many ways to build a software product, but it’s quite hard to find the balance between a sustainable technical foundation, product innovation, implementation speed and prioritization of features. While having thousands of customers in a SaaS market, a start-up might soon have enterprise customers with special needs to take care of. This involves a lot of potential challenges – a tough journey.
In this workshop, you’ll learn about Frontify’s tactics on software product management, pitfalls and learnings as well as practical advice on tools, recruiting and more. Your business-related and technical questions will be answered by the Founder & CTO of Frontify, a fast-growing St. Gallen-based start-up.
The document advertises an interactive business simulation called TARfighter that models a shutdown/turnaround project at a production site. It provides information on the following:
- Dates and locations for TARfighter seminars in Dubai, Birmingham, Amsterdam, and Kuala Lumpur.
- TARfighter simulates realistic turnaround scenarios and teaches strategies for managing all phases of a shutdown project.
- Participants will gain skills in optimizing scope, managing risks, and handling contractors to ensure successful turnaround projects.
- The simulation covers intervention, scoping, planning, execution, and evaluation of a turnaround project.
Critical 5 to succeed as agile product manager using scrumBimlesh Gundurao
This document discusses agile product management using SCRUM. It identifies 5 critical factors for success: 1) Understanding how agile product management differs from traditional approaches, 2) Distinguishing the roles of product owner and product manager, 3) Implementing agile practices at an enterprise scale, 4) Avoiding common pitfalls, and 5) Focusing on critical success factors like prioritization, communication, and progress measurement. The document provides details on each of these factors, with examples of how to structure product management organizations, prioritize backlogs, scale agile across teams, and common challenges to avoid.
This document provides an overview of Scrum, an agile methodology. It discusses key aspects of Scrum including roles, processes, artifacts, and meetings. The main roles in Scrum are the Product Owner, Scrum Master, and Development Team. Scrum uses a series of short iterations called sprints to incrementally deliver working software. Teams use planning, daily stand-ups, demonstrations, and retrospectives within each sprint.
Six Sigma Process Analysis And Approach Complete PowerPoint Deck With Slides SlideTeam
This document provides an overview of Six Sigma and its methodologies for process improvement. It begins with defining Six Sigma as a quality management system focused on eliminating defects through a data-driven methodology. The document then outlines the DMAIC process for process improvement, which includes the phases of Define, Measure, Analyze, Improve and Control. It provides examples of tools that can be used at each phase, such as process mapping, value stream mapping, stakeholder analysis and process capability analysis. The overall goal of Six Sigma is to minimize errors and reduce costs through systematic process analysis and improvement.
Scrum has garnered increasing popularity in the agile software development community due to its simplicity, proven productivity, and ability to act as a wrapper for various engineering practices promoted by other agile methodologies.
A.Kamran's Scrum MVP: Best Practices in Defining the Minimum Viable ProductArman Kamran
Gaining agreement between Designers and Developers on the Scrum Team on the definition of MVP (Minimum Viable Product) for a Product is a critical success factor in design, implementation and deployment of the committed deliverable.
This would allow for a more efficient and productive relationship between your envisioning side of the team and materialization side towards an accurate delivery of "What" the Product Owner has brought to the team.
A. Kamran's Best Practices in Scrum's Sprint RetrospectivesArman Kamran
The document discusses best practices for conducting productive and engaging sprint retrospectives in Scrum. It provides an overview of the sprint retrospective process, including the roles and goals. Key aspects covered include starting with a personal check-in, reviewing the steps, identifying what went well and challenges, finding root causes of issues, and brainstorming solutions to address them in future sprints. The presentation aims to help teams continuously improve their processes and productivity.
The document provides an overview of a workshop on managing software debt. It discusses various types of software debt including technical debt, quality debt, configuration management debt, design debt, and platform experience debt. It emphasizes the importance of focusing on quality and design through activities like refactoring, test automation, and defining a done approach to prevent further accumulation of software debt over time. The workshop agenda covers topics like continuous integration, quality dashboards, release management, and wrapping up with a discussion of software debt management strategies.
A.Kamran Comprehensive Review of Agile and ScrumArman Kamran
Agile and Scrum, the evolution and history behind them, their core values, concepts, events, roles and more!
This is a 2 hr presentation, good for a half-day presentation to your Scrum teams to level set their understanding of Agile and Scrum and give them a bit of insights on why Agile (and Scrum as its most popular framework) has evolved out of the ashes of the traditional frameworks into what they are today.
Cybermail Marketing LLC provides an easy to use email marketing service that allows users to create and send professional looking emails from their own office or anywhere with internet access. The web-based program has templates and tracking features to help users design emails, manage contact lists, and monitor campaign results without needing HTML skills. Cybermail Marketing offers demonstrations and free trials of their email marketing package.
Happiness depends on love from friends and family. Dogs can provide companionship and affection to their owners. Overall, strong relationships with other living beings, whether human or animal, contribute greatly to personal well-being and satisfaction in life.
This document discusses why Scrum is the best approach for projects during times of crisis. It argues that Scrum avoids waste, allows for frequent delivery of value to clients, and facilitates adaptability to changes. Traditional "waterfall" approaches are ill-suited for volatile environments because they involve extensive upfront documentation and planning with little flexibility. Scrum prioritizes delivering working software frequently through a backlog prioritized by business value.
This document provides an introduction and overview of Six Sigma. It begins with a brief history of Six Sigma, noting its origins at Motorola in 1981 in response to Japanese competition. It then discusses some key Six Sigma concepts, including that it is a highly disciplined process to develop near-perfect products and services, it aims for 3.4 defects per million opportunities, and that it is a philosophy, statistical measurement, business strategy, and project management framework. The document then covers some differences between Six Sigma and traditional business excellence approaches. It also provides definitions of some common Six Sigma terms. Finally, it discusses the Define, Measure, Analyze, Improve, and Control project framework and causes and effects analysis tools used in Six Sigma
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in Lean Six Sigma. It includes all the Frameworks, Best Practices & Templates required to adopt and implement Lean 6 Sigma within your organization using the world-class DMAIC approach. Build success stories such as Motorola who saved over $16 billion in costs and increased customer satisfaction by 15% using Lean 6 Sigma.
This Toolkit in PowerPoint and Excel includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
Professional Project Manager Should Be Proficient in AgileNitor
This document discusses the benefits of being proficient in Agile project management. It begins with an introduction of the presenter and their experience in IT projects. It then contrasts the Waterfall and Agile approaches. Waterfall involves detailed upfront planning while Agile values adaptability and frequent delivery of working software. The document emphasizes that due to global competition, it is not enough to simply complete a project but to exceed expectations and adapt quickly. It provides examples of how companies like Nitor have seen success through Agile methods and discusses key Agile principles like small batch sizes and effective communication.
Presenting this set of slides with name - Product Lifecycle Management Powerpoint Presentation Slides. This deck consists of total of twenty four slides. It has PPT slides highlighting important topics of Product Lifecycle Management Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
The document discusses budgeting approaches for SCRUM projects. It notes that budget overruns are common in both SCRUM and waterfall projects. For SCRUM projects, overruns occur at the sprint level and are easier to control. The document provides several budgeting approaches for SCRUM projects, including estimating costs, completing initial sprints before full budgeting, and deploying an MVP after 50-75% of the estimated time. It also discusses using planning poker and measuring team velocity to help with estimates.
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
How Does a Tech PM Differ From a Non-Tech PM by fmr Renault PMProduct School
- In organisations, Product Managers are there to “join the dots”.
- The tasks and skills required significantly differ between tech and non-tech.
- Process and methods are key in tech versus commercial acumen makes or breaks a non tech Product Manager
Application Lifecycle Management and Microsoftguestb9112
Microsoft Gulf DPE presenting slides from TechEd and beyond on Application Lifecycle Management, the Security Development Lifecycle and Visual Studio Team System.
The document discusses transitioning to an agile approach. It covers traditional project relationships versus agile, why organizations need to be agile, engineering capabilities to support agility like automation, an agile contract model, and steps for transforming an organization. It also discusses scaling agility through autonomous Scrum studios and having the Scrum Master act as the agility leader to help the transformation. The overall message is that adopting an agile mindset focused on delivering value helps organizations better adapt to changing needs.
The document discusses key aspects of project management using an Agile approach. It defines what projects are and aren't, and describes different common project approaches like Waterfall and Agile. It outlines the Scrum process used in Agile, including sprints, product and sprint backlogs, and roles like the Scrum Master and Product Owner. It emphasizes values like commitment, openness, focus and courage needed to implement Agile successfully in a business.
The document discusses Scrum, an agile framework for managing projects. Some key points:
- Scrum is the most popular agile framework, designed to deliver value quickly through iterative development in sprints.
- Scrum uses cross-functional, self-organizing teams who work in short sprints to deliver working software frequently.
- Scrum benefits include adaptability, transparency, continuous improvement, and early delivery of high-value features.
- Scrum is used across industries like IT, finance, healthcare, and is applied to companies of all sizes.
The product backlog is a prioritized list of features, stories, or tasks that need to be completed for a product. It is created and maintained by the product owner. Items in the backlog are estimated by the team and assigned a business value by the product owner. The backlog is a living document that evolves over time based on changes to requirements, new ideas, or technical challenges. Effective product backlog definition requires collaboration between multiple roles through iterative and incremental processes.
The document discusses product lifecycle management (PLM) and how it relates to acquiring funding for new product development. PLM provides a framework for mapping out activities and requirements throughout a product's lifecycle. This helps identify funding needs at different stages and potential sources of funding. Most new product launches and startups fail due to running out of cash at critical times. PLM can help avoid this by planning funding needs in advance. Early-stage funding sources include bootstrapping, crowdfunding, microloans and angel investors. Venture capital becomes more important later in development when larger funds are required. Understanding the appropriate funding options for each stage of development is key to a product's success.
Introduction to Agility from Saint Louis Day of Dot Net session:
History, Definition, Comparison to Waterfall, Agile methodologies, Myths & Misconceptions, Common failure, & Advanced discussion points.
This document summarizes a presentation about designing products for logistics efficiency. It discusses how design significantly impacts a company's ability to deliver products on time. Key aspects of design for logistics (DFL) include reducing product variability, designing products for multi-applications to minimize variety, and using a time-to-market design strategy with focused resources. The document provides an example of a consumer electronics company that designed an excellent product that was a failure due to logistical inefficiencies, and recommends developing design architectures that incorporate logistics considerations.
Scenario 1 (length as needed)You are considering auctioning a L.docxkenjordan97598
Scenario 1 (length: as needed)
You are considering auctioning a Leonardo Da Vinci original sketch. You entice four bidders to come to your auction. The bidders’ valuations of the sketch in decreasing order are $3.0, $2.2, $2.0, and $1.5 (in millions).
· If you used a second-price sealed bid auction, who would win and what would the winning price be?
· If you used a first-price sealed bid auction and the optimal strategy for the participants was to shade their bid by 20% and the participants used this strategy, who would win and what would the winning price be?
· Which auction should you choose to maximize your profit?
Answer the above questions if the valuations of the sketch are $3.0, $2.7, $2.0 and $1.5.
Scenario 2 (length: 0.5 page)
In the auction described above, suppose that you could entice additional bidders to attend your auction. However, none of the new bidders would have a valuation greater than $3.0 million. Despite that fact, you expect the amount that the winning bidder must pay to increase regardless of the type of auction you use (first- or second-price sealed bid). For each auction, explain why you would expect the auction price to increase. If you want, you may assume the valuations of the original four participants are $3.0, $2.2, $2.0 and $1.5 million.
Scenario 3 (length: 0.5 page)
Some recent Super Bowl advertisements have spent very little time mentioning anything about their product--or even the name of the company. In particular, the two-minute long Ram Trucks "Farmer" commercial had only a few brief and almost unidentifiable views of their product until the last ten seconds of the commercial. Further, the name of the company was only mentioned in the last five seconds of that commercial. Explain why this commercial demonstrated the concept of signaling described in the textbook. In other words, why should consumers be convinced that a Ram truck is of high quality because of the airing of that commercial?
Scenario 4 (length: as needed)
Suppose there are two types of people who need health insurance; high-risk and low-risk consumers. High-risk consumers have a relatively high probability of needing expensive medical care and on average incur $2,000 of medical expenses per year. The high-risk consumers would be willing to pay up to $2,500 for insurance that covers all their medical bills. Low-risk consumers would be willing to pay up to $1,500 for full-coverage insurance and on average would incur on average $1,200 in medical bills. Assume 1/3 of all consumers are high-risk and the remaining 2/3 of consumers are low-risk. Consumers know whether they are high-risk or low-risk. The insurance company knows 2/3 of all consumers are low-risk but cannot identify which consumers are low-risk.
1. If all consumers bought insurance, what price must the insurance company charge to break even in expectation? That is, what price must the insurance company charge so that the expected payments equals the premium?
2. Which consumers w.
An educational presentation on PMO and implementation. APM Midlands branch event onsuccessful pmo tool implementation.
You will learn,
Real case studies
PMO tool implementation lifecycle
Practical next steps
Key lessons learned
Six Sigma is a data-driven methodology for process improvement that focuses on reducing defects. It aims for near perfection by striving for no more than 3.4 defects per million opportunities. The document discusses the key principles and tools of Six Sigma including defining critical customer requirements, measuring processes and quality, analyzing data to identify sources of variation, improving processes by addressing key causes of defects, and controlling processes to sustain improvements. It also explains the DMAIC methodology for improving existing processes and DMADV for designing new processes.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
4. The world faces a crisis... USA banks cut credit, despite of help ADDICTED TO RISK
5.
6. ...and the crisis is severe! Who believes the worst of the crisis is gone? … and who believes the worst is still to come?
7.
8. And technlogy area suffers... US$ 2.5bi losses 3.9 thousand job cuts 10% jobs cut Stocks plunge 90% profit drop 3,000 job cuts 80% drop in sales
9. And technlogy area suffers... US$ 2.5bi losses 3.9 thousand job cuts 10% jobs cut Stocks plunge 90% profit drop 3,000 job cuts 80% drop in sales Dismissal and profit drop
10. ...as investment diminishes. Global technology spending to drop nearly 4% in 2009 According to Gartner, worldwide companies are cutting their budget. Investment in hardware will drop 15%, while investment in software will increase 0.5%, as software may help companies save money. Associated Press, 04/01/2009 Forrester: worldwide technology spending to drop 3% this year According to Forrester, worldwide spending in IT products and services may drop 3% compared to 2008. Investment in software may remain stable, while expenses with communication equipment, hardware and IT services will drop this year. IDG News Service/EUA, 01.14.2009 remain stable, while expenses with communication equipment, hardware and IT services will drop this year .
20. NO waste ! Non-agile methodologies defend that a big amount of documents must be generated so that a project may succeed Project Charter Preliminary Scope Statement Project Management Plan Change Requests Progress Report Performance Report Acceptance Report Project Closure Report Detailed Schedule Earned Value Analysis Lessons Learned Document Sequence Diagrams Components Diagram Collaboration Diagram State Diagrams Use Cases Diagram Packages Diagram Activities Diagram ...what else?
21. NO waste ! Non-agile methodologies defend that a big amount of documents must be generated so that a project may succeed Project Charter Preliminary Scope Statement Project Management Plan Change Requests Progress Report Performance Report Acceptance Report Project Closure Report Detailed Schedule Earned Value Analysis Lessons Learned Document Sequence Diagrams Components Diagram Collaboration Diagram State Diagrams Use Cases Diagram Packages Diagram Activities Diagram ...what else? Do the cost of production and maintenance of those documents pays? How many of those documents will be kept current and how many will be really useful for the project development?
22. NO waste ! About 50% of the time is spent on requisites, architecture and specifications on typical projects Requirement Analysis Implementation Tests Maintenance all that is done before building any functionality ! Specification / Architecture
23.
24. NO waste ! In times of crisis , is such waste of time and effort acceptable?
25. NO waste ! After all, the objective of a project is the product - not the documentation! With Scrum, only the documentation strictly sufficient and necessary must be utilized for the project That is, adopt only what will be used.
26. NO waste ! On Scrum, the Product Backlog is dynamic , for it must keep up with the client’s needs, and those change on the course of the project . Then, whatever is delivered, will be used by the client. The functionalities that will be made are the ones of most importance for the client before the beginning of every sprint.
27. What if the project gets suspended ? Requirement Analysis Specification / Architecture Implementation Tests Maintenance In a non-agile project, what will the client get if the project gets suspended... ...here? Inception Elaboration Construction Transition
28. What if the project gets suspended ? Requirement Analysis Specification / Architecture Implementation Tests Maintenance In a non-agile project, what will the client get if the project gets suspended... ...or here? Inception Elaboration Construction Transition
29. What if the project gets suspended ? Requirement Analysis Specification / Architecture Implementation Tests Maintenance In a non-agile project, what will the client get if the project gets suspended... ...or even here? Inception Elaboration Construction Transition
30. What if the project gets suspended ? A project with Scrum works differently... VALUE is delivered in every iteration!
31. What if the project gets suspended ? A project with Scrum always produces an increment on the product which is potentially deliverable at the end of every sprint. As such, if the project gets suspended at any moment, the client may utilize what has been generated on previous sprints, minimizing his risks . In a non-agile project, chances are the client won’t be getting any return whatsoever on the investments made .
32. What if the project gets suspended ? On an environment of uncertainties , minimizing the client’s risks becomes an important competitive advantage .
33. Better value first! With non-agile methodologies he only gets value at the end of the project . Source: IBM website Release
34. Better value first! With Scrum , the Product Owner must always update and reorder the Product Backlog , prioritizing the items with better value for the client. Therefore, Scrum assures the items with better value gets delivered first, gerarating ROI frequently for the client.
35.
36. May changes come! Big and frequent transformations happen at times of crisis Changes in legislation and regulation Changes in business rules New business opportunities Important players leave the market Losses and unavailability of budget Fusions/aquisitions and governmental interventions
37. May changes come! How do traditional methodologies deal with changes ? Change is undesirable! Change is risky! Change is expensive! Change must be negotiated! As almost all the planning is made at the beginning of the project, there’s very little room for changes !
38. May changes come! How do traditional methodologies deal with changes ? The limited scope contract will protect us! The client will want to change it all! Every change must be negotiated with the client! Its impact must be quantified! Every change must be revised , approved , planned , documented and managed !
39. May changes come! Change Management is a source of stress on projects that use non-agile methodologies. Stress on the long-term relationship with the client . Daily stress for the develompemt team.
40. May changes come! How Scrum deals with change ? Scrum faces change as a natural part of the development process Agile manifesto: “ respond to changes over following a plan” The Product Backlog is constantly updated by the Product Owner
41. May changes come! How Scrum deals with change ? Changes can be introduced on the product by the following sprint ! Such quick response to change becomes a great competitive advantage … ... making it possible to turn a crisis into opportunities !
42. Those who don’t communicate ... On a typical waterfall project, when is the client encouraged to participate? Requirement Analysis Specification / Architecture Implementation Maintenance Tests
43. Those who don’t communicate ... Tests The client perceives the project as a big black box , which content will be revealed solely by the end of the process On a typical waterfall project, when is the client encouraged to participate? Acceptance Tests Specification / Architecture Implementation Maintenance Requirement Analysis
44. Those who don’t communicate ... Therefore, once the project is finished, the result will hardly fulfill the client’s needs at that moment !
45. Those who don’t communicate ... How Scrum deals with communication ? The Product Owner is always in touch with client to identify his needs… … and keep the Product Backlog constantly updated and prioritized ...
46. Those who don’t communicate ... How Scrum deals with communication ? The client frequently gets new versions … ... and can give feedback more quickly to the team through the Product Owner .
47. Those who don’t communicate ... How Scrum deals with communication ? That way, the client feels involved with the whole process ... ... sharing the responsibility over the project with the team ... ... increasingly trusting the team and the process itself .
48. Those who don’t communicate ... The relationship with the client stops being merely commercial to become : Partnership Complicity Satisfaction Fidelity A long term relationship is then developed with the client, which can often overcome strong periods of crisis .
49. Those who don’t communicate ... Progress Report Project Closure Report Lessons Learned Document Sequence Diagrams Component Diagram Collaboration Diagram Change Requests Detailed Schedule With non-agile methodologies, how is project’s visibility promoted its stakeholders? State Diagrams Mainly through documentation , which.. ... takes a lot of work to be made ... is not efficient ...is hard to update ...ends up being dismissed Project Charter Prelminary Scope Statement Project Management Plan Acceptance Report Earned Value Analysis Package Diagram Performance Reports Activity Diagrams Use Cases Diagram
50. Those who don’t communicate ... With Scrum , project’s visibility is constantly promoted ! Daily meetings Kanban Working at the same environment Client’s involvement Burndown charts Frequent releases Review meeting Retros- pective ...are some examples.
51. Those who don’t communicate ... Keeping communications open between the project’s stakeholders is the best way to assure that everyone knows what needs to be done and what’s being done . That generates increase of productivity , which is essential to surviving the crisis.
52. Making the investment count Unlike other methodologies, Scrum explicitly prioritizes the client’s return on investment ( ROI ). One of the Product Owner’s main roles is to guarantee the client’s ROI , always aiming to maximize it by constantly updating the Product Backlog and prioritizing items with better value.
53. What if you have to cut down the team? With waterfall , roles inside the projects are very well defined What happens in waterfall projects? On an IT project, for example, the programmer programs, the tester tests… The crisis hit the organiztion and it’s necessary to dismiss or realocate members of the team!
54. What if you have to cut down the team? If the designer leaves the project… ... new windows will have no graphic design ! If the tester leaves the project... ... it will go untested! If the DBA leaves the project... ...who would take care of the database? If the project manager leaves the project... ... it will go ungoverned!
55. What if you have to cut down the team? If the designer leaves the project… ... new windows will have no graphic design ! If the tester leaves the project... ... it will go untested! If the DBA leaves the project... ...who would take care of the database? Therefore, the whole project’s success is menaced ! If the project manager leaves the project... ... it will go ungoverned!
56. What if you have to cut down the team? With Scrum , responsibility over delivery belongs to the whole team, no matter the roles And what happens in projects with Scrum ? Although there is a natural specialization, people are stimulated to develop and utilize their secondary abilities ... ... and, in general, will do their best to compensate the lack of team members
57. What if you have to cut down the team? With Scrum , responsibility over delivery belongs to the whole team, no matter the roles And what happens in projects with Scrum ? Although there is a natural specialization, people are stimulated to develop and utilize their secondary abilities ... ... and, in general, will do their best to compensate the lack of team members So, even with less capacity, the team can keep delivering
58. What if you have to cut down the team? Alert : dismissing team members must never be the first alternative Shortening the team also diminishes its capacity to deliver value Consequently, the client will be less pleased and will search for other suppliers ... ... making the organization’s situation worse, creating a lose-lose vicious circle
60. Conclusions On this presentation, we showed that Scrum is the best choice for projects in times of crisis
61. Conclusions We offer several arguments so that people can induce others or decide to opt for Scrum in their organizations
62. Conclusions Once the crisis is overcome , organizations that adopted Scrum will be closer to its clients , focused on results , more compact , objective and transparent.
63. Conclusions To these organizations, the crisis will have worked like a propelling spring , so that when it’s time for the market to recover, these organizations will launch first.