The document discusses Scrum and agile methodologies. It begins with an introduction to Scrum and agile concepts. It then provides definitions of agile and discusses the agile manifesto. It contrasts agile and waterfall approaches. It also discusses agile leadership styles compared to traditional leadership. Finally, it provides an example of applying agile concepts through a "play ball" exercise.
Dev up 2016 Demystifying the scaled agile frameworkAngela Dugan
Just when companies seems to be warming up to agile, here comes SCALED agile. But how is SAFe really different than agile? Does using the SAFe framework undermine the scrum teams? Isn’t SAFe just a glorified version of waterfall that companies adopt when they can’t handle “real” agile? I decided the best solution was to go through the training and spend some time practicing it in the field. What I found was that SAFe leverages the best of Lean, Kanban, and scrum. SAFe is intended for large, enterprise customers delivering extremely complex and interdependent systems, but that doesn’t mean it offers nothing to smaller teams. Since becoming a Safe program consultant, I have coached a number of my smaller customers on improving their software development and delivery processes leveraging techniques from SAFe. In this interactive session, I plan to quickly walk through the tenets of SAFe, share some of my learnings with you, and help you to understand when and how SAFe can benefit your team!
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role.This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different as Agile is a Value and Culture driven Project Management Methodology.
I try to address some of the misunderstandings of the Scrum Master Role
You can see some of Scrum Master internal training videos that I did in past.
https://www.youtube.com/my_videos?o=U
How to Become an Indispensable Scrum Master
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
Dev up 2016 Demystifying the scaled agile frameworkAngela Dugan
Just when companies seems to be warming up to agile, here comes SCALED agile. But how is SAFe really different than agile? Does using the SAFe framework undermine the scrum teams? Isn’t SAFe just a glorified version of waterfall that companies adopt when they can’t handle “real” agile? I decided the best solution was to go through the training and spend some time practicing it in the field. What I found was that SAFe leverages the best of Lean, Kanban, and scrum. SAFe is intended for large, enterprise customers delivering extremely complex and interdependent systems, but that doesn’t mean it offers nothing to smaller teams. Since becoming a Safe program consultant, I have coached a number of my smaller customers on improving their software development and delivery processes leveraging techniques from SAFe. In this interactive session, I plan to quickly walk through the tenets of SAFe, share some of my learnings with you, and help you to understand when and how SAFe can benefit your team!
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role.This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different as Agile is a Value and Culture driven Project Management Methodology.
I try to address some of the misunderstandings of the Scrum Master Role
You can see some of Scrum Master internal training videos that I did in past.
https://www.youtube.com/my_videos?o=U
How to Become an Indispensable Scrum Master
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
In this presentation, we summarize the most important content of the Scrum Guide.
The material can be used to share knowledge and have a common understanding among Scrum Team Members.
It is also a great summary for those preparing for the Professional Scrum Master I (PSM I) test
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
This is a presentation to a webinar The Agile Team Facilitator Mindset. It covers one learning objective of ICP Agile Team Facilitation training by ICAgile.
The talk belonging to this slide deck is basically a "sequel" of the "Patterns of resilience" talk. It briefly repeats a few core statements of the previous talk and then starts to complete the picture.
First, it creates a more complete pattern taxonomy and locates the taxonomy of the previous talk in it. Then, it repeats a few of the patterns of the first talk concerning core architectural patterns and error detection patterns, enriching them with some additional information.
After that the core part of this talk starts: The error recovery and error mitigation patterns. The talk presents several well known and not so well known patterns from those two domains, partially augmented with code examples. Then after, briefly touching fault treatment patterns, some more patterns of the error prevention domain are presented.
The talk concludes with a small guideline, how to identify the appropriate pattern set for a concrete situation.
As always, the voice track and therefore a lot of information is missing in this slide deck. Yet, I hope that it provides a few helpful pointers.
Come funziona Scrum? Quali sono i suoi mattoni base? Questa presentazione è il primo tassello della collana divulgativa di Agile Reloaded su Agile e Lean Software Development. Lasciate i vostri commenti, li utilizzeremo per il cartone animato!
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
YouTube Link: https://youtu.be/DbCvs-60ytM
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "What is Scrum" will give you a brief and crisp introduction to Scrum - an Agile Project Management Framework. You will get an overview of the principles and practices that make Scrum effective at managing projects. The topics discussed in this scrum tutorial are listed below:
Agile Methodology
What is Scrum
History of Scrum
Scrum Roles
Scrum Artifacts
How Scrum Works?
Scrum Board
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
This slide deck shares my thoughts on the product owner role. It discusses what it means to own a product, and how the product owner role can be scaled.
Many times people are mistakenly took away wrong conclusion about Agile when introduced, one might wonder, why do people asked whether they can speed up their development by doing Agile? Of all question and take away points they could come up with, why do they choose this?
In this presentation, we summarize the most important content of the Scrum Guide.
The material can be used to share knowledge and have a common understanding among Scrum Team Members.
It is also a great summary for those preparing for the Professional Scrum Master I (PSM I) test
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
This is a presentation to a webinar The Agile Team Facilitator Mindset. It covers one learning objective of ICP Agile Team Facilitation training by ICAgile.
The talk belonging to this slide deck is basically a "sequel" of the "Patterns of resilience" talk. It briefly repeats a few core statements of the previous talk and then starts to complete the picture.
First, it creates a more complete pattern taxonomy and locates the taxonomy of the previous talk in it. Then, it repeats a few of the patterns of the first talk concerning core architectural patterns and error detection patterns, enriching them with some additional information.
After that the core part of this talk starts: The error recovery and error mitigation patterns. The talk presents several well known and not so well known patterns from those two domains, partially augmented with code examples. Then after, briefly touching fault treatment patterns, some more patterns of the error prevention domain are presented.
The talk concludes with a small guideline, how to identify the appropriate pattern set for a concrete situation.
As always, the voice track and therefore a lot of information is missing in this slide deck. Yet, I hope that it provides a few helpful pointers.
Come funziona Scrum? Quali sono i suoi mattoni base? Questa presentazione è il primo tassello della collana divulgativa di Agile Reloaded su Agile e Lean Software Development. Lasciate i vostri commenti, li utilizzeremo per il cartone animato!
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
YouTube Link: https://youtu.be/DbCvs-60ytM
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "What is Scrum" will give you a brief and crisp introduction to Scrum - an Agile Project Management Framework. You will get an overview of the principles and practices that make Scrum effective at managing projects. The topics discussed in this scrum tutorial are listed below:
Agile Methodology
What is Scrum
History of Scrum
Scrum Roles
Scrum Artifacts
How Scrum Works?
Scrum Board
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
This slide deck shares my thoughts on the product owner role. It discusses what it means to own a product, and how the product owner role can be scaled.
Many times people are mistakenly took away wrong conclusion about Agile when introduced, one might wonder, why do people asked whether they can speed up their development by doing Agile? Of all question and take away points they could come up with, why do they choose this?
Gamified business simulation will enable learners to examine their own strategic thought and ideas, and sharpen their business and financial acumen with challenging / real life market scenarios.
Defining the value of change managementTim Creasey
This is a webinar presentation on defining the value of change management. Agenda: the foundation of change management, selling principles, and five perspectives for making a compelling case for change management (CMROI, SUP, Costs/Risks, Language, Probability). This deck includes real-time poll inputs collected during the session. Webinar originally delivered July 19 & 20, 2017. Enjoy.
Denodo DataFest 2017: Company Leadership from Data LeadershipDenodo
Watch the live session on-demand here: https://goo.gl/Sc6JNG
An increase in data leadership correlates to an increase in business success.
Every single item on a company mission statement relates to data at some level. It is from the position of data expertise that the mission will be executed and company leadership will emerge. The data professional is absolutely sitting on the performance of the company in this information economy and has an obligation to demonstrate the possibilities and originate the architecture, data and projects that will deliver. After all, no matter what business you’re in, you’re in the business of information.
The data leader will anticipate the need -- the voracious need -- for data. If the need does not seem to exist, that is where to start. Commit to growing the data science at your organization. It's simply not enough to be responsive to urgent requests and be the data leader that companies need.
The speaker will share from experience some of the hallmarks of mature, leading data environments that leaders will be guiding their data environments towards in the next few years, with the goal of helping true data leadership emerge.
Are we Agile or Fragile? Agile Africa 2017 - Reflections from the IQbusiness ...IQ Business - agility@IQ
IQbusiness and agility@IQbusiness conducted an inaugural State of Agile research report. The attached presentation presents our findings through both quantitative and qualitative research
Enterprise Scrum as a Language of Choices - Scrum Event London December 2017Agile Centre
There are many frameworks available to bring agility to software at scale. However, they tend to bring a single answer rather than the possibilities open to an organisation. Only with experience and experimentation will any team understand whether they chose correctly and how to modify any given approach.
At the heart of Enterprise Scrum is a language for defining the instance we create. This language gives us options across many different aspects and a way of expressing how we are managing the transition from a traditional operating model to a more fluid model that is resilient to the modern business climate.
Software Engineering is a profession that a lot of people call themselves without applying the principles and best practices that differentiate them from a Developer. This presentation is about differences between a Developer and a Software Engineer and why it is crucial.
A 16 minute video of this talk is available on the Strongly Sustainable Business Model Group's youTube Channel: http://youTube.com/ssBusinessModelTV at
http://youtu.be/INRDUHOVGSA
In these slides Antony Upward, Sustainability Business Architect, introduces the ideas of sustainability and design and then discusses how design is the critical processes for created better, strongly sustainable, businesses.
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
If you'd like to stay in touch with our work on Strongly Sustainable Business Models then please
- Watch our ~3 minute introduction - http://about.SSBMG.com
- Watch our other videos - http://youTube.com/ssBusinessModelTV
- Like our facebook page - https://www.facebook.com/StronglySustainableBusinessModels
- Join the linkedin group: http://forum.SSBMG.com
- Give us your ideas via our survey (http://survey.SSBMG.com) or just sign-up for email updates (http://signup.SSBMG.com)
- Visit our website: http://www.SSBMG.com
CEO / CXO Architecture - The missing piece in your BI&A architectureCorporater
Most CEOs and CXOs are not happy with the BI&A initiatives. There is an apparent gap between what insights/information the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what a BI&A architecture should contain in order to close this gap.
This presentation will help you understand the specific core building blocks needed to reach business outcomes, and how the BI&A architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
Learn what it takes to have a comprehensive resource plan (and why that's not as easy as it sounds)
- How project managers and resource managers can work together for a resource plan that works
- The benefits of a successful resource plan
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
29. 29
2001
FBI came under severe criticism
after several legal processes went
to turmoil. Investigation shown
the root of the problem was
combination of old computer
system and manual processes. Virtual Case File system (VCF)
VCF project was introduced to
overcome the problem, it was a
massive waterfall contract of
$379m. Grand design being
drawn up before work would start
on the development. Testing
would be carried out at the end,
and the whole system would go
live at once
FBI Sentinel Project
source: Agile Project Management for Government Case study: The Success of the FBI Sentinel Project
31. 31
9/11
Growing pressure to release the
project faster. Additional $78m
investment was forked to speed
up delivery by 6 months with
expected deployment at
December 2002.
Mid 2002
The classic symptoms of waterfall
project failure started to reveal
themselves. Project plans were
found to be unrealistic, and the
oversight of project spend was
inadequate.Post 2002
Work continued, and each year
the deadline was put back by
another 12 months. Every year a
new project executive was
appointed
Project Cancelled
In 2005 Project was finally
canceled.
source: Agile Project Management for Government Case study: The Success of the FBI Sentinel Project
33. 33
Sentinel
Pursued the line of thought that if
more detail had been planned
upfront, with a more strict set of
waterfall processes, then failure
would not have occurred.
2006
Lockheed Martin was appointed
to take Sentinel project to be
completed by 2009, With total
$425m budget this time, over
$120m was allocated for the FBI
to oversight the work.Problem Arise
Phase one was a failure, 2 months
late, 57 critical features not
delivered, the system is practically
unusable. Despite this Lockheed
Martin still getting paid 100% for
the phase one. Along with it, the
Audit reports somehow
continued to be optimistic.
Dec 2008
Chad Fulgham was appointed as
the new CIO. He now planned for
outputs every 3-6 months. He
sees that it is very risky if phase
two was to be delivered next
year.
source: Agile Project Management for Government Case study: The Success of the FBI Sentinel Project
34. 34
Phase Two Slipped
The planned end-date of phase
two slipped, the cost increased by
$18m. Then the new system
needed faster network, that is
another $39m need to be forked.
Inexperience PM
The $120m budget was spent on
inexperience PM with general
administrative backgrounds that
has no background of technology
development. Their reports are
detailed and full of statistics, but
never report a problem even
when the project was out of
control.
Dec 2009
As late as December 2009 the
FBI was still “expecting to provide
capabilities to users sooner than
originally planned”. However, the
more difficult tasks were left to
the end. Important tasks such as
the migration processes, were left
until the final segment. Migration
was known to be a key problem.
and when delivered in 2010, they
were still not adequate.
Phase Two Stopped
On March 3 FBI decide to reject
all deliverables of final segment of
phase two. Lockheed Martin was
ordered to stopped the
development until the problem
resolved. By July 2010 FBI issued
complete stop-work order.
source: Agile Project Management for Government Case study: The Success of the FBI Sentinel Project
36. 36
Agile To The Rescue
In September 2010 FBI announce
that it would take direct
management of the development
of Sentinel using Agile project
approach. Trimming The Unnecessary
The existing requirements were
analyzed, prioritized, and
sequenced to focus on the most
valuable requirements. The team
also reduced from 125 to a team
of 55. The original, monolithic
requirements document was
modularized into 670 separate
user stories. The team prioritized
each user story in a product
backlog.
Scrum Framework
21 sprints were planned to
develop all the user stories. The
10-day sprints kept the danger of
uncontrolled changes to what the
FBI called “just 9 days of risk”.
Previously, arguments over
change control and scope creep
took up much more time and
effort than that. At the end of
every sprint, all testing had to be
complete. The software had to be
demonstrated to project
stakeholders.
Thriving
By the end of 2011, only 52% of
the $32.6m budget had been
spent to build 88% of the system.
source: Agile Project Management for Government Case study: The Success of the FBI Sentinel Project
38. 38
June 2012
revised technical targets had
been met, and two releases had
been achieved. Agents were now
using the system on real cases.
13,268 agents created 623
documents and made 92,546
searches in the first quarter 2012.
Operational Capability was
achieved in May 2012.
2013
Final user of ACS logs off.
source: Agile Project Management for Government Case study: The Success of the FBI Sentinel Project