The document provides information about an Agile consultant named Anuj M Ojha. It includes details of his certifications and experience in Agile coaching and training over 13 years. It also lists some of the organizations he has worked with to help them implement Agile practices and deliver value through continuous improvement.
Organizational agility has been defined as the capability of a company to rapidly change or adapt in response to changes in the market so that it can thrive as an organization. In this session, we will focus on the role of the leader in shaping, promoting and sustaining an Agile organization. We will describe the Agile Mindset, discuss the key elements of an Agile Transformation and reveal the ideal characteristics of an Agile Leader. This interactive session will provide examples from successful Agile organizations and will reveal techniques that participants can use to effectively plan, scale and flow valuable work throughout their own organizations.
Organizational agility has been defined as the capability of a company to rapidly change or adapt in response to changes in the market so that it can thrive as an organization. In this session, we will focus on the role of the leader in shaping, promoting and sustaining an Agile organization. We will describe the Agile Mindset, discuss the key elements of an Agile Transformation and reveal the ideal characteristics of an Agile Leader. This interactive session will provide examples from successful Agile organizations and will reveal techniques that participants can use to effectively plan, scale and flow valuable work throughout their own organizations.
We all know, given the right mindset, that Agile approaches are a great way to get results and for people to go home feeling that they have contributed.
But no one really asks why. Why does it work?
This presentation, given at the Agile Business Conference in London in 2013 provides a collection of Agile-independant thoughts and ideas to make people think.
Above all, it provides some take aways to help judge if the team has a solid understanding of purpose and if the team is just well, how can on say, "dysfunctional".
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.
Troubled projects have been part of the IT environment since the beginning. When a project is big enough to require a formal project turnaround rather than just jumping in to fix things, it is critical to recognize that the work to recover the troubled project is itself a project. Transparency is required to understand what is wrong and decisions must be made based on the certain knowledge of what has been completed. Once the project has been re-defined, re-estimated and re-planned, the project must then be focused on the newly agreed upon work to ensure that the new expectations are met. Combining Agile management and testing techniques have proven to be a powerful method for addressing troubled projects by providing the intimacy and transparency that siloed techniques generally cannot.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
The power to Say NO - Using Scrum in a BAU TeamMia Horrigan
Using Scrum to empower your team during BAU (business as usual) development and maintenance. presentation at the #LAST Conference Melbourne 27 Jul 2012
#LAST (Lean, Agile, Systems Thinking)
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
Growing pains scaling agile in service delivery LAST Conf 2014Mia Horrigan
The team I was working with had a “great problem” – more work than we could deliver. However this success brought mixed blessings as the strain of growing so quickly was starting to show. We had a backlog of work, process issues, resourcing and quality issues and a lot of knowledge residing with one or two of the original start-up team who were now single points of failure.
The innovative, "can do" attitude of the start-up company was still there but we were having growing pains. We knew that what we were experiencing in our market (Australia) would eventually be seen in our USA market if we didn’t find a solution to our growing pains.
We looked to Lean and Agile as a multidisciplinary approach to achieving an effective product strategy, development and delivery capability that could be scaled to the whole organization.
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
We all know, given the right mindset, that Agile approaches are a great way to get results and for people to go home feeling that they have contributed.
But no one really asks why. Why does it work?
This presentation, given at the Agile Business Conference in London in 2013 provides a collection of Agile-independant thoughts and ideas to make people think.
Above all, it provides some take aways to help judge if the team has a solid understanding of purpose and if the team is just well, how can on say, "dysfunctional".
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.
Troubled projects have been part of the IT environment since the beginning. When a project is big enough to require a formal project turnaround rather than just jumping in to fix things, it is critical to recognize that the work to recover the troubled project is itself a project. Transparency is required to understand what is wrong and decisions must be made based on the certain knowledge of what has been completed. Once the project has been re-defined, re-estimated and re-planned, the project must then be focused on the newly agreed upon work to ensure that the new expectations are met. Combining Agile management and testing techniques have proven to be a powerful method for addressing troubled projects by providing the intimacy and transparency that siloed techniques generally cannot.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
The power to Say NO - Using Scrum in a BAU TeamMia Horrigan
Using Scrum to empower your team during BAU (business as usual) development and maintenance. presentation at the #LAST Conference Melbourne 27 Jul 2012
#LAST (Lean, Agile, Systems Thinking)
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
Growing pains scaling agile in service delivery LAST Conf 2014Mia Horrigan
The team I was working with had a “great problem” – more work than we could deliver. However this success brought mixed blessings as the strain of growing so quickly was starting to show. We had a backlog of work, process issues, resourcing and quality issues and a lot of knowledge residing with one or two of the original start-up team who were now single points of failure.
The innovative, "can do" attitude of the start-up company was still there but we were having growing pains. We knew that what we were experiencing in our market (Australia) would eventually be seen in our USA market if we didn’t find a solution to our growing pains.
We looked to Lean and Agile as a multidisciplinary approach to achieving an effective product strategy, development and delivery capability that could be scaled to the whole organization.
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
- Agile values and manifesto
- Scrum in details
- Themes, epics, and user stories
- Combining and splitting user stories.
- What could go wrong in Scrum and why?
- Overview in Other Agile methodologies:
- XP Agile Methodology
- KanBan Agile Methodology.
How to Manage Marketing Projects and People (Without Going Insane)LeadMD
Marketing departments face the perfect storm of issues: too-small budgets leading to too-few people with huge financial return expectations. To keep shifting priorities in check, marketers need to adopt an agile framework, like Scrum, to bring visibility -- and productivity -- to the forefront.
How to Jumpstart Enterprise Agile AdoptionTechWell
Want to get a jumpstart on agile adoption in your organization? Begin by leveraging a roadmap that Intuit has used for rolling out enterprise agile to its business units. While there is no single way to bring enterprise agile into your organization, Alan Padula describes a model that has worked repeatedly. The important first step is to create a vision of what full agile adoption looks like. Once a rich vision is created describing what people will be doing and how they will be doing it, create a roadmap, a time-sequenced plan with milestones. Each milestone has a description of everyone’s job responsibilities, the measurements to take along the way, the personal and business benefit, and the set of activities planned in order to achieve each succeeding milestone. Key transition activities include training, infrastructure, change leadership, planning, and governance. Join Alan for the jumpstart you need to successfully adopt agile in your organization.
Contact: experts@techdesti.com. Visit: https://www.techdesti.com/
This slide talks about Agile Methodologies, Scrum, Kanban, Agile Principles, Agile Values, and all agile related concepts. This slide is for the purpose of Agile Training
Agile vision in IT and Software devlopmentJitander Kapil
This is Agile vision sharing presentation prepared by me some time ago, To share my viwes in terms of entry-level people having thoughts, agile misconceptions, and transformation challenges.
Any suggestions feedback well appreciated.
Thanks
jitander kapil
A small presentation by Ashley-Christian Hardy on the basics of Scrum methodology, covering the basics of roles & responsibilities, events & ceremonies and scrum artefacts.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2. Agile Consultant
Anuj M Ojha
A Certified Agile practitioner and transformation consultant who helps organizations deliver value to customers and businesses,
through team coaching and mentoring, effective collaboration, facilitation and continuous improvement practices
Certifications
Experience
13+ years of experience with relevant agile experience of
11+ years and have trained 12000+ participants &
coached 125+ teams on agile practices & implementation
techniques. Have been to various geographies to deliver
consulting services.
My special area of interest has been bringing in business
agility, appropriate mindset & enriching Culture. It all
starts from no process to some process which helps teams
& companies in being their own better version by healing
their broken processes and other aspects.
Educational Experience_
• Bachelor of Engineering - Computer Science
Areas of Expertise
Business Agility, Agile Coaching (Leadership,
Business Stakeholders, Product Owners, Scrum
Masters, Development Team members, Agile in
Distributed Teams & at Scale, Agile Engineering
Practices (Pair Programming, TDD, BDD, ATDD & CI)
Organisations I have worked with_
ServiceNow, McKinsey, Verifone, Honeywell, Fidelity,
SAP Labs, Sourcebits, Dell, Dell EMC, Nets Norway,
Maersk, NEC Technologies, Tesco, Reliance JIO,
Reliance ADA, Ericsson, Orange, L&T Infotech,
Gemalto and many more.
4. Topics to cover Starting with.. Done!
What is Agile?
Scrum Key concepts
Scrum Framework - Roles,
events, artifacts, metric
Next steps
Learning board
5. Topics to cover Starting with.. Done!
What is Agile?
Scrum Key concepts
Scrum Framework - Roles,
events, artifacts, metric
Next steps
Learning board
6. Fundamentals
● Change Constant
● React Vs Respond
● Not all changes are good
● Agile is Responding to Change
● It’s inversely proportional to Inertia
● Fail or Succeed faster
7. 7
Traditional Approach
Sequential – series of steps
End Result Completed after months, if not years
CONCEPTION
INITATION
ANALYSIS
DESIGN
CONSTRUCTION
TESTING
DEPLOYMENT
10. 10
An Umbrella of Approaches & its Practices
An approach
where typically
requirements &
solutions evolve
through
collaboration
of cross
functional teams.
Agile is NOT a
standard….
It’s collection of
practices which
are
• Upheld by Values
• Guided by
Principles
• People Centric
• Self Organizing
• Value Driven
• Collaborative
• Servant
Leadership
An umbrella term
for several
iterative and
incremental
software
development
methodologies.
11. Year Incidence Who’s Who?
80 years ago IIDD - Iterative and
Incremental Design and
Development
Developed by Dr. W. Edwards Deming
Early adopters : DoD, NASA, US Airforce
Late 1940s Lean & Kanban Founded by Toyota & Kanban is articulated in software development environment by
David J. Anderson in 2005 with other colleagues
Lean s/w development by Mary & Tom Poppendieck
1976 Time for movement in agile Tom Gilb argued evolutionary development of adaptive development iterations that
provided rapid results & more frequently visible benefits. Mentioned in his book
Software Metrics
1980s-90s • Spiral Model
• Rapid prototyping,
• RAD (Rapid App.
Development),
• RUP (Rational Unified
Process)
Developed in response to traditional methods like Structured Systems Analysis and
Design Method and other Waterfall models
Spiral Model developed by - Barry Boehm
RAD developed by – James Martin
RUP developed by – Rational S/w Corp.
1995 Scrum (formally introduced) Initial idea by Hirotaka Takeuchi and Ikujiro Nonaka
Formally introduced by – Ken Schwaber, Jeff Sutherland & others
1996 XP – Extreme Programming Developed by Kent Beck at Chrysler corp.
1997 FDD – Feature Driven
Development
Developed by Jeff De Luca at United Overseas Bank, Singapore
2001 Agile Manifesto 17 developers met to develop 4 essential values & 12 principles
12. Topics to cover Starting with.. Done!
What is Agile?
Scrum Key concepts
Scrum Framework - Roles,
events, artifacts, metric
Next steps
Learning board
13. Feature I
Feature H
Feature G
Feature F
Feature C
Feature B
Project Progress in SCRUM
13
Project Start Project End
Sprint
Feature H
Feature G
Feature F
Feature E
Feature D
Feature C
Feature B
Feature A Feature A
Sprint
Feature E
Feature D
Feature C
Feature B
Feature A Feature A
Sprint Sprint
Feature E
Feature D
Feature C
Feature B
Feature A
Sprint Sprint
Feature I
Feature H
Feature G
Feature F
Feature E
Feature D
Feature C
Feature B
Feature A
“Definition of Done” is the key
Pre Release
Sprint
17. ● Sole responsible for What, Why & When aspect
● Defines & expresses the Product Backlog Items (PBI) & timely consult with
development team
● Prioritising the work in the order of priority
● Identify & optimise the value of the work
● Ensures backlog transparency, always, for all
● Ensures the understanding of the backlog items
● Only PO can make a change in the PBI’s priority
● No one should bypass the PO’s decision & ask Development team to do
different work
Product Owner
18. ● Responsible to deliver the potentially shippable increment (DONE items) at the
end of each sprint
● Self-organizing: structure & organise their work to create increment
themselves
● Cross-functional - has all skill as a team
● No titles & No sub-teams
● May individuals have specialised skill but accountability is with all
● 3-9 development team members
Development Team
19. ● Servant leader
● Problem solver
● Protects team from outside distractions
● Value-focused coaching
● Serves PO - in creating awareness, effective backlog mgmt, clarity of PBIs,
empiricism in product planning, prioritising backlog, facilitating events as
requested or needed
● Serves DT - in being self-organizing, create high value products, removes
blockers/ impediments, facilitating scrum events, coaching individuals
● Serves organization - in scrum implementation, productivity focused, partner with
other scrum-masters
Scrum Master
20. ● Time-boxed event
● At the start of it we do just enough planning & at the end we are supposed to deliver a
potentially shippable increment
● 1-4 weeks
● Has following - the sprint planning, daily scrums, the development work, backlog refinement,
the review & the retrospective
● No changes in sprint dynamics & if changed then it will hamper the sprint goals
● Quality goals are not compromised
● Scope may get re-negotiated between PO & Dev Team
● Each sprint may be considered as a project
● A sprint can be cancelled if it no longer makes sense
Sprint
22. Sprint Timeline - ACTION PLAN (an instance of housekeeping as Inspiration)
23. This is how a Product Roadmap Plan looks like
& the way we execute
Sprint
0
Sprint
1
Sprint
2
Sprint
3
Sprint
4
Sprint
5
Sprint
6
Sprint
7
Sprint
8
Pre-
Release
Release
R
E
A
D
I
N
E
S
S
H
A
R
D
E
N
I
N
G
M
O
V
E
TO
P
R
O
D
FEATURE 1
FEATURE 2
Planned work
item
Defects/
Incidences
New Changes
23
24. ● 2 primary elements
○ What could be delivered as in increment by the sprint ends?
○ How are we going to achieve the work needed to deliver?
● 4 key inputs to sprint planning
○ The latest increment, team’s sprint capacity, velocity and PBIs
● Bring anyone who can help the development team to decompose the work
● 3 parts
○ Part 1 - ‘What?’
■ PO explains the sprint objectives
■ All discusses the PBIs needed to achieve them
■ Entire scrum team collaborates to understand ‘WHAT’
■ Velocity (past performance) guides development team to commit (& ONLY THEY CAN COMMIT)
Sprint Planning
25. ● Part 2 - How?
○ Development team decides how could they deliver the increment to meet
goals
○ Decomposes the work into smaller pieces of effort - one day or less
○ If capacity is full then it needs to trade-off or renegotiate on other work items
which are more important
● Part 3 - Explain
○ Finally, the Development team explains how could they work as a
self-organizing team to achieve the sprint goal & aspired increment
Sprint Planning
29. Step 5 - And everything should have a meaning like...
Team name, Sprint#, Start date &
End date of sprint
Color codes like post-it color
signifies its a story or task or
kind of task and also
distinguishes different goals. Each
post it also has estimates like
stories have story points and
tasks have hours
We keep our primary focus towards
achieving the sprint goals over
finishing only specific tasks
Definition of Done helps us in knowing all the
necessities that confirms the quality and
shared understanding towards work
COMPLETION
29
30. ● For the development team
● Happens every day at the same time & place to reduce complexity
● Purpose is to inspect the progress towards sprint goal & forecast the next work to achieve the
sprint goal
● Format is set by the development team & can be conducted in different ways - purpose is to
focus on progress towards the sprint goal..
● Usually 3 questions helps:
○ What did I do yesterday?
○ What will I do today?
○ Do I see any impediments & blockers from meeting the sprint goals?
● After scrum, team often meets for detailed discussion or replan sprint work..
Daily Scrum
31. ● Scrum Master teaches Development team effective ways
● Its an internal meeting for the development team
● Scrum Master avoids disrupts from others who are present
Daily Scrum
33. ● Happens at the end of the sprint
● Scrum & stakeholders collaborates to check the sprint goals delivered, Increment
maturity and changes the backlog to create value in future increment
● SM ensures the purpose of the meeting is known to attendees
● PO explains what is DONE & NOT-DONE
● Dev Team explains their experience while achieving sprint goals
● PO discusses timeline, delivery date, state of Product backlog & maturity of
increment
● Review of marketplace experience & next valuable thing to deliver
● At offset, we have a revised backlog based on feedbacks
Sprint Review
34. ● Scrum team inspects itself & identifies action plan for improvement during the
next sprint
● Last meeting of the sprint
● It should be positive & productive
● Check the improvements that we were supposed to make during the sprint..
● Identify what went well & what needs to be improved & how can we make those
improvements
● Qualitative & DONE outcomes are always considered
Sprint Retrospective
35. ● Specific to scrum team
● Team must have a shared understanding
● It is used to assess when the work is complete
● It guides the development team in making the commitments
● The Sprint Increment should be potentially shippable hence DOD is important
● Means - qualitative, usable, no risk, thoroughly tested, just enough documentation
● It should be considered as STANDARD of any work
Definition of DONE
36. Topics to cover Starting with.. Done!
What is Agile?
Scrum Key concepts
Scrum Framework - Roles,
events, artifacts, metric
Next steps
Learning board
37. Agile Journey
APPRISE
Business Agility
Organization Goals & Market demand
Here all the functions have to run hand in hand and response continuously to
changing business demands and delivering on time so as to sustain and overcome
competition
ARISE
Scaling Agility to Program/ Portfolio/ Product
Coaching at Program/ Portfolio level
When you want to bring in the agility at a broader layer where the strategies are
decided and the success is based on outcomes by multiple teams, technologies and
process groups.
ASCEND
Create High Performing Teams
Coaching at Team level
When you need to know how to practice, bringing expertise in setting up the agile
culture and to harbour the agile mindset in few projects so as to create success
stories to cross pollinate.
Workshop & Agility Health Assessments
AWAKE
Awareness & Assessment When you know your problem, then we help you by delivering specific workshops to
overcome them. When you do not know your problem, then we can help you by
assessing your existing process and recommend the growth plan for your agile
transformation journey