Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
This one weird trick will fix all your Agile problemsAnthony Marter
In this presentation I cover the importance of a well functioning Product Management practice to following the 12 Agile principles. Often we focus just on the process parts of Scrum, and here I cover why this misses half of the principles.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
Gustav Olsson - Agile - Common Sense with a New Name Tag revisedTEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Agile - Common Sense with a New Name Tag revised by Gustav Olsson. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Three steps to transform from a waterfall to an Agile orgElad Sofer
A long long time ago, in a galaxy far far away... before the LeSS framework existed as a clearly defined framework, a few chosen Agile coaches were trying to restore agility to the galaxy by introducing the organization to the concepts that were later named as the LeSS framework.
This is a story about one Agile coach trying to help a product group in a security company to improve their business success by optimizing the whole rather than parts, by eliminating silos and getting rid of the fore waterfall forces of the dark side
Part of the webinar hosted by practical agile about "Descaling Agile" and "Getting rid of Scrum masters"
The webinar recording can be viewed here :
https://zoom.us/webinar/register/rec/WN_hEwO7nsrQP2ee8R6K2kLxQ?meetingId=6e9u1chzyN3c_tiGxtYwe6nrKtZqvraH5N2b9eP9aJ-wIumekTziMw&playId=
Infrastructure code in Agile software developmentElad Sofer
This presentation i gave in an ILTAM group meeting discusses common problems with Infrastructure code development and how Agile helps to deal with them
Introduction to Agile & scrum, but a bit from an HR perspective.
This presentation was given at "JobInfo" as some background material for a better understanding of recruitment in an agile world.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
De-mystifying Zero to One: Design Informed Techniques for Greenfield Innovati...
Scrum master basics
1. SCRUM MASTER
BASICS
Like us:
Visit:
Follow me:
Tweet:
CONSTANT
HIGHER
MORE
LEARNING
QUALITY
FUN
www.facebook.com/PracticalAgile
www.practical-agile.com
@Linkedin
@PracticalAgile1
2. SCRUM MASTER
ROLE
Like us:
Visit:
Follow me:
Tweet:
CONSTANT
HIGHER
MORE
LEARNING
QUALITY
FUN
www.facebook.com/PracticalAgile
www.practical-agile.com
@Linkedin
@PracticalAgile1
3. ABOUT ME - @ELADSOF
Software developer
Agile coach
LeSS certified trainer
Father and husband
Depeche Mode fan
Amateur DJ
8. “It ain’t what you don’t know
that gets you into troubles.
It’s what you know for sure
that just ain’t so”
Mark Twain
WHAT WE THOUGHT VS. WHAT WE KNOW
11. WINSTON W. ROYCE 1970
"I believe in this
concept, but the
implementation
described above is
risky and invites
failure"
12. 01
WHAT WE
KNOW
The harder we plan and
analyze in the beginning,
the less there’s change in
the project and the more
successful the project
WHAT WE
THOUGHT
13. WHAT WE
THOUGHT
01
WHAT WE
KNOW
There is change always
and responding to it is vital.
Uncertainty is best reduced
by learning from actual
implementation
14. 02
WHAT WE
KNOW
Division of work to
specialized roles and
teams (specification, design
and testing) is efficient
WHAT WE
THOUGHT
22. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
23. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2.Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage
24. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks
to a couple of months, with a preference to a shorter timescale
25. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to a shorter timescale
4. Business people and developers must work together daily
throughout the project
26. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
27. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying
information to and within development team is face-to-face
conversation
28. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying information
to and within development team is face-to-face conversation
7. Working software is the primary measure for progress
29. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done
6. The most efficient and effective method of conveying information to
and within development team is face-to-face conversation
7. Working software is the primary measure for progress
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely
30. Agile Principle 9-12
9. Continuous attention to technical excellence and good
design enhances agility
31. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not
done – is essential
32. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams
33. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams
12.At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly
36. WHAT IS SCRUM?
"Scrum is a team of eight individuals in Rugby.
Everyone in the pack acts together with everyone
else to move the ball down the field in small
incremental steps. Teams work as tight,
integrated units with whole team focusing on a
single goal."
37. THE ORIGIN OF
SCRUM
• Toyota lean concept
• The new, new software
development game
[Takeuchi & Nonaka, 1986]
• Iterative & incremental
development
• Jeff Sutherland
• Ken Schwaber
38. • Understanding that we
cannot predict the future
• One size does not fit all
• Constant improvement
• Transparency & Visibility
• Team work
• Deliver business value fast
(max. 30 days)
• Prioritizing
• Empirical approach
• Fun !!!
SCRUM MAIN IDEAS
42. When not to use Scrum?
• When the organization is not willing to change its structure.
• When the organization is not interested in changing its culture.
• When the iterations are a constraint and not and enabler
• When the organization is lacking the patience needed to go
through the learning process.
• When the organization is lacking the needed budget to go
through the learning process.
• When you don't have an automatic build system.
46. The English verb “to manage” was originally derived
from the Italian “maneggiare", meaning to handle and
train horses
The SM has no authority over the team
47. SCRUM MASTER (SM)
• Scrum - A framework for
managing the development
lifecycle of software products
• Master - A skilled practitioner of
a particular art or activity
• A Scrum master - the leader of
the Scrum process (& team)
52. EXERCISE - KNOW YOUR TEAM
WHAT DO I NEED TO KNOW ABOUT MY TEAM?
WHERE CAN FIND THIS INFORMATION
53. SCRUM TEAM
INFORMATION
• Team maturity
• Preferences and feelings
• Skills and knowledge
• Goals
• Boundaries
• Challenges / Impediments
• Progress & transparency
• Quality of communication
• Job satisfaction
58. UNDERSTANDING BOUNDARIES WITH DELEGATION LEVELS
These cards are part of the
Management 3.0 materials. They
represent the 7 delegation levels
for empowering organizations.
You can find a description of
their use at:
www.management30.com/
delegation-poker
65. EXERCISE - KNOW YOUR PO
WHAT DO I NEED TO KNOW ABOUT MY PO?
WHERE CAN FIND THIS INFORMATION
66. PRODUCT OWNER
INFORMATION
• How is my backlog:
• Backlog items are properly sized,
independent and valuable.
• Are there enough items in the
backlog
• Prioritization of backlog
• Relationship of PO and the team
• Relationship with customers
• Team<—>Custumers relationship
• Understanding of technical debt
• PO understands inspect and adapt.
69. ARE ITEMS PRIORITIZED PROPERLY
Priority should be using MVP and MMF
concepts.
It need to be easy for everyone to
repeat the reasoning behind the
priority.
Models such as Kano, MoSCoW and
ROI can be helpful
86. ORGANIZATIONAL
INFORMATION
• Are you financially successful?
• How is Inter-team communication
and collaboration?
• Are teams able to deliver value that
is outside their boundaries?
• Are we agile enough? What is the
cost of change?
• Is higher management involved?
• Are you a learning organization?
• Is your org a good place to work
for?
90. EXERCISE - KNOW YOUR ENGINEERING PRACTICES
WHAT DO I NEED TO KNOW ABOUT MY
ENGINEERING PRACTICES?
WHERE CAN FIND THIS INFORMATION
91. ENG. PRACTICES
INFORMATION
• Has the DoD expanded?
• How much time from commit to
deploy?
• Are we familiar and are using ideas
from the field of modern eng.
practices?
• What are latest ideas in the area?
• When is the last time we learned
and tried something new?
• How much budget do we have for
that?
95. LATEST ENGINEERING CONCEPTS
Like all professionals, team
members need to stay up to date
by attending trainings &
conferences, reading books,
subscribing to blogs and
software websites.
98. ORGANIZATIONAL
INFORMATION
• Are you financially successful?
• How is Inter-team communication
and collaboration?
• Are teams able to deliver value that
is outside their boundaries?
• Are we agile enough? What is the
cost of change?
• Is higher management involved?
• Are you a learning organization?
• Is your org a good place to work
for?