Razorfish Scrum for Teams and Organizations Software Architect Conference 2013. If you’ve ever worked on a software project, this question should sound familiar. You’ve spent time rewriting schedules, cutting features and explaining The Mythical; Man-Month, the widely cited 1975 software bible. Its central principle is the slightly counterintuitive idea that adding manpower to a software project slows delivery. This may make you wonder what will speed up projects. Consider examining your tools and processes to see if there’s a faster way of getting things done. In this talk I will propose a cross-disciplinary process of applying scrum on your projects.
Organizational Design for Effective Software DevelopmentDev9Com
A Presentation by Faith Cooley on Organizational Design for Effective Software development. Check out this deck to see some of the leading changes we've seen in companies that need to get their software to market faster and more efficiently. Org Design and Agile/Continuous Delivery work hand in hand to tune your process effectively.
Sharing how we build Agile teams at Agile Organization Development (https://agile-od.com). Now you know why the Agile teams we coach are built to last and sticky!
Building Great Software Engineering TeamsBrian Link
Being an effective software engineering manager is a tricky job. Whether you’re hiring the engineering manager, are already one or report to one, in this session you’ll learn what makes the best engineering managers and how to build, participate in and manage great engineering teams. I provide tips and advice in five areas of focus: people, process, technology, product and execution.
Topics include: hiring, building a team to complement your strengths, management style, effective communication, mentoring, virtual teams, career guidance, technical leadership, team size/structure, agile development, strategic roadmap building and delivering on-time.
Services-Oriented Architecture (SOA) provides principles for designing software applications as suites of independently deployable services with a bare minimum of centralized management of these services. Benefits of SOA include the ability to learn/combine/grow/deliver these services to please customers, anticipating failures and handling change.
If your organization struggles to deliver fast across multiple teams, fails to anticipate failure or handle rapid change, the 14 principles behind Services Oriented Architecture (SOA) applied to organizations offer a solution. We call this Service Oriented Teams (SOT).
In this session we will learn the benefits of modeling your organization in Services Oriented Teams (SOT). This includes improved information flow, ability to expose internal functionality, organizational flexibility, service re-use, lower development and management costs, configuration flexibility. We will do this by applying SOA principles and methods to Agile teams in an all-hands-on-deck workshop, using LEGO®’s as team modeling tools, and SOA methods as teams’ interfaces.
Learning Outcomes:
In this hands-on workshop, you’ll learn:
- an introduction to Services Oriented Architecture and how applying this to organizational design helps to promote high performing, learning and highly effective teams
- how SOTs operate as self-orchestrated ecosystems of teams that are, in fact, Complex Adaptive Systems (CAS)
the benefits of modeling organizational structure to influence the architectural direction of your product (Conway’s law)
- why SOA principles are as relevant for teams as they are for software architecture
- how to design organizations to maximize flow of product - with fewer handoffs and better communication
- why change management is no longer needed with teams’ ability to adapt “baked in” to the organization
- how to define smart team interfaces to accelerate independent delivery
- how SOT teams can configure/reconfigure so that other teams are not impacted
- how to build teams to promote knowledge, knowledge reuse, and growth
- how to focus on the bare minimum of centralized management of SOT.
- how investing, nurturing, developing high performing teams is mandatory
- when standard patterns for org design should be broken to remove bottlenecks
- the benefit of avoiding Conway law silos by organizing teams in service oriented teams responsible for development and delivery
Organizational Design for Effective Software DevelopmentDev9Com
A Presentation by Faith Cooley on Organizational Design for Effective Software development. Check out this deck to see some of the leading changes we've seen in companies that need to get their software to market faster and more efficiently. Org Design and Agile/Continuous Delivery work hand in hand to tune your process effectively.
Sharing how we build Agile teams at Agile Organization Development (https://agile-od.com). Now you know why the Agile teams we coach are built to last and sticky!
Building Great Software Engineering TeamsBrian Link
Being an effective software engineering manager is a tricky job. Whether you’re hiring the engineering manager, are already one or report to one, in this session you’ll learn what makes the best engineering managers and how to build, participate in and manage great engineering teams. I provide tips and advice in five areas of focus: people, process, technology, product and execution.
Topics include: hiring, building a team to complement your strengths, management style, effective communication, mentoring, virtual teams, career guidance, technical leadership, team size/structure, agile development, strategic roadmap building and delivering on-time.
Services-Oriented Architecture (SOA) provides principles for designing software applications as suites of independently deployable services with a bare minimum of centralized management of these services. Benefits of SOA include the ability to learn/combine/grow/deliver these services to please customers, anticipating failures and handling change.
If your organization struggles to deliver fast across multiple teams, fails to anticipate failure or handle rapid change, the 14 principles behind Services Oriented Architecture (SOA) applied to organizations offer a solution. We call this Service Oriented Teams (SOT).
In this session we will learn the benefits of modeling your organization in Services Oriented Teams (SOT). This includes improved information flow, ability to expose internal functionality, organizational flexibility, service re-use, lower development and management costs, configuration flexibility. We will do this by applying SOA principles and methods to Agile teams in an all-hands-on-deck workshop, using LEGO®’s as team modeling tools, and SOA methods as teams’ interfaces.
Learning Outcomes:
In this hands-on workshop, you’ll learn:
- an introduction to Services Oriented Architecture and how applying this to organizational design helps to promote high performing, learning and highly effective teams
- how SOTs operate as self-orchestrated ecosystems of teams that are, in fact, Complex Adaptive Systems (CAS)
the benefits of modeling organizational structure to influence the architectural direction of your product (Conway’s law)
- why SOA principles are as relevant for teams as they are for software architecture
- how to design organizations to maximize flow of product - with fewer handoffs and better communication
- why change management is no longer needed with teams’ ability to adapt “baked in” to the organization
- how to define smart team interfaces to accelerate independent delivery
- how SOT teams can configure/reconfigure so that other teams are not impacted
- how to build teams to promote knowledge, knowledge reuse, and growth
- how to focus on the bare minimum of centralized management of SOT.
- how investing, nurturing, developing high performing teams is mandatory
- when standard patterns for org design should be broken to remove bottlenecks
- the benefit of avoiding Conway law silos by organizing teams in service oriented teams responsible for development and delivery
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?James Coplien
講演概要: デンマークには「アジリティ」という、訓練された犬によって行われるスポーツがある。その訓練と血統に関する研究論文には、アジャイルソフトウェア開発と似通った点がいくつかある。「日々行われる優れた実践行動(プラクティス)は、トレーナーによって行われているというよりも、チームとして行われている」。現在のアジャイル普及への道は、アジャイルの理念(イデオロギー)を習得したことを認定することに重きが置かれていたり、いくつかの理念をより上位の理念の傘の下にまとめただけで、緊急に軌道修正が必要だ。本講演では、(トヨタの)カイゼンに根ざしたアプローチで、スクラムや一般的なプロセス改善について考えていく。そして、アジャイルの認定において事実や知識をベースとした計測方法から、よりアジャイルな認定方法に移行するとはどういうことかを説明する。そして最後に、ゲームを使った内観的かつ実験的な取り組みについて紹介する。そして、認定やテスト重視のアジャイルに対する事実と知識をベースにした学習方法から、ゲームをベースとした内観的かつ試行的な取り組みへの移行についても紹介する。
"Agility" in Danish is a performance sport done by trained dogs. While training and pedigree papers have certainly found a place in agile's software namesake, good agile practice should be more in the hands of the Team than the Trainer. The current agile journey that focuses on certification around some ideology, or on aligning several ideologies under an uber-ideological umbrella, urgently needs a mid-course correction. This keynote renews the vision of a Kaizen-based approach to Scrum in particular and process improvement in general, and a shift in focus from what is a facts-and-knowledge-based approach to agile based on certification and scored surveys to an introspective and experiential approach based on games.
Scrum and Patterns share a heritage that goes back centuries. The common foundations of the two — local adaptation, incremental growth, focus on "value," and the central human element — make patterns a particularly viable vehicle for rolling out Scrum. These notes give a short definitive summary of patterns (by example) and pattern languages. Next, they introduce basic Scrum patterns that the Scrum PLoP® effort has gathered over the past five years. After that we look at the "Scrum secrets" — Scrum fundamentals that most practitioners either aren't aware of or which usually go unheeded. Patterns help tease out the tradeoffs ("forces") for these forms in a way that makes them memorable. Last, we give a glimpse of how to use these patterns as a powerful way to evolve your own Scrum implementation to excellence.
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.
Scrum Master & Agile Project Manager: A Tale of Two RolesTommy Norman
Many people equate the role of Scrum Master to that of a traditional Project Manager, but there are both subtle and significant differences between them. So what is the difference and why do we care?
This presentation will explore the differences between these two roles and the underlying implications to your company’s Agile adoption. We will discuss the concept of little “a” agile (mostly iterative development and some Agile-like mechanics) versus big “A” Agile (more of a true shift in culture and focus on teams/value) and when we would choose one or the other.
So if you are confused about what a Scrum Master does, what the heck an Agile PM is, or are sick and tired of your team telling you that you’re not adopting Agile correctly, this presentation is or you!
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.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
2013 Scrum Gathering Keynote: Buy or build — where did your agile come from?James Coplien
講演概要: デンマークには「アジリティ」という、訓練された犬によって行われるスポーツがある。その訓練と血統に関する研究論文には、アジャイルソフトウェア開発と似通った点がいくつかある。「日々行われる優れた実践行動(プラクティス)は、トレーナーによって行われているというよりも、チームとして行われている」。現在のアジャイル普及への道は、アジャイルの理念(イデオロギー)を習得したことを認定することに重きが置かれていたり、いくつかの理念をより上位の理念の傘の下にまとめただけで、緊急に軌道修正が必要だ。本講演では、(トヨタの)カイゼンに根ざしたアプローチで、スクラムや一般的なプロセス改善について考えていく。そして、アジャイルの認定において事実や知識をベースとした計測方法から、よりアジャイルな認定方法に移行するとはどういうことかを説明する。そして最後に、ゲームを使った内観的かつ実験的な取り組みについて紹介する。そして、認定やテスト重視のアジャイルに対する事実と知識をベースにした学習方法から、ゲームをベースとした内観的かつ試行的な取り組みへの移行についても紹介する。
"Agility" in Danish is a performance sport done by trained dogs. While training and pedigree papers have certainly found a place in agile's software namesake, good agile practice should be more in the hands of the Team than the Trainer. The current agile journey that focuses on certification around some ideology, or on aligning several ideologies under an uber-ideological umbrella, urgently needs a mid-course correction. This keynote renews the vision of a Kaizen-based approach to Scrum in particular and process improvement in general, and a shift in focus from what is a facts-and-knowledge-based approach to agile based on certification and scored surveys to an introspective and experiential approach based on games.
Scrum and Patterns share a heritage that goes back centuries. The common foundations of the two — local adaptation, incremental growth, focus on "value," and the central human element — make patterns a particularly viable vehicle for rolling out Scrum. These notes give a short definitive summary of patterns (by example) and pattern languages. Next, they introduce basic Scrum patterns that the Scrum PLoP® effort has gathered over the past five years. After that we look at the "Scrum secrets" — Scrum fundamentals that most practitioners either aren't aware of or which usually go unheeded. Patterns help tease out the tradeoffs ("forces") for these forms in a way that makes them memorable. Last, we give a glimpse of how to use these patterns as a powerful way to evolve your own Scrum implementation to excellence.
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.
Scrum Master & Agile Project Manager: A Tale of Two RolesTommy Norman
Many people equate the role of Scrum Master to that of a traditional Project Manager, but there are both subtle and significant differences between them. So what is the difference and why do we care?
This presentation will explore the differences between these two roles and the underlying implications to your company’s Agile adoption. We will discuss the concept of little “a” agile (mostly iterative development and some Agile-like mechanics) versus big “A” Agile (more of a true shift in culture and focus on teams/value) and when we would choose one or the other.
So if you are confused about what a Scrum Master does, what the heck an Agile PM is, or are sick and tired of your team telling you that you’re not adopting Agile correctly, this presentation is or you!
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.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Project Manager Success Summit - The Mythical Man-MonthMichael Charles
Presentation and interview with Peter de Jager at the Project Manager Success Summit about the Mythical Man-Month. Great lesson for PMs, Program Managers and team leaders. Host: Michael Charles, PMP of the PM Leadership Coach (www.pmleadershipcoach.com, http://www.projectmanagersuccesssummit.com)
To listen to the interview sign up free of charge at http://www.projectmanagersuccesssummit.com.
091015 felix holacracy _ permanent future lab 1 jaarFelix Lepoutre
Holacracy bij meetberlage, wat is het, hoe werkt het, wat is het lastigste en waar moet je op letten?
silde 19 video: https://www.youtube.com/watch?v=MUHfVoQUj54
Met heel veel dank aan Spark Optimus - Koen Veltman, ik heb de slides van hem en enkel een eigen structuur gegeven:)
Collocation in Distributed Scrum Teams - Lessons LearnedFabian Kiss
In the case of a Distributed Scrum setup where your development locations are within close proximity, it is recommended that your distributed Scrum team is occasionally collocated. Though, it comes with the risk that team members misleadingly perceive their distributed team as a collocated team with occasional remote work by certain team members. In this context, YMC AG could gather some helpful Lessons Learned.
Lee Bryant - Grow your own organizational structure: New forms made possible ...OpenKnowledge srl
This talk will look at way social technology opens up new possibilities for organisational design and structure within mature companies, and how we can learn from new models and new management thinking to create more agile, autonomous organisations that are more innovative but cheaper to run
Applying design thinking and complexity theory in agile organizations AgileSparks
"Applying design thinking and complexity theory in Agile organizations"
By Jean Tabaka @ Agile Israel 2012
http://agilesparks.com/DesignThinking-JeanTabaka
Brilliant People Management in an Agile SettingMeri Williams
Agile people management is two things -- applying agile principles to managing people, and also figuring out how to manage people working with agile approaches. Traditional once-a-year reviews with annual targets are hardly very agile (or useful). How do we create space for our people to be awesome? Do we even need managers at all in agile?
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
Self-management with Holacracy: Structured flexibility for learning organisat...RubZie
My presentation about how we at Springest practice self-management with Holacracy. Focussing on how this enables a learning organisation, with practical take-aways for HR and L&D professionals.
Structuring the right team for DevOps without Re-Organization. I presented this at DevOps Fusion 2015. Tips include rapid feedback loop, value stream analysis, etc.
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
JMeter Online Training
CodedUI Online Training
QTP Online Training
Manual Testing Online Training
ISTQB Certification Training
Scrum Master Training
Website : http://globalsqa.com/onlineTrainings.html
Email : contact@globalsqa.com
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
Scaling Agile: Remembering Tolstoy’s Unhappy Family AnalogyTechWell
While Agile has become mainstream at the team level with much research and practical experience, scaling agile to the enterprise is a topic of increasing interest and practice—with some successes and some spectacular failures. As Tolstoy wrote, “Happy families are all alike; each unhappy family is unhappy in its own way.” Mariya Breyter shares anti-patterns for scaling agile that you need to recognize quickly and change right away. Most agile scaling frameworks address agile processes and organizational structures. However, Mariya thinks it is time to look at agile scaling from the perspective of individual team members: developers, architects, testers, or any member of a cross-functional agile team. Using examples from multiple companies that she transitioned to agile at scale, Mariya describes how you can enhance your agile implementation at the enterprise level and avoid the pitfalls that can sink an enterprise agile program.
Large Scale Agile Transformation in an On-Demand WorldSteve Greene
White Paper from Chris Fry and Steve Greene of salesforce.com. This white pager describes the large scale agile transformation of the salesforce.com R&D organization.
Scrum with value streams - Can you finally get rid of waterfall thinking?Tasktop
Increasingly, DevOps is encouraging organizations to think holistically about the value streams of delivery. Make work visible and look to reduce waste. But agile and Scrum has taught us that complex problems require teams to self-organize, to 'scrum' to make progress. Does that mean that the value streams are continually changing? Does that mean that when you introduce value streams you remove the ability of the Scrum team to self-organize?
In this talk, Dave West Product Owner and CEO of Scrum.org and Mik Kersten CEO of Tasktop discuss the challenges of introducing value streams to a Scrum world and how you can balance flexibility with the structure to enable better flow and deliver more value to customers. They will discuss how to avoid Value-Waterfall-Stream to make sure your stream doesn't become a waterfall and provide a list of potential warning signs for when the process of value streams has become a way of re-introducing traditional waterfall thinking to your product delivery process.
This is a version of the presentationI delivered last year to the MIH Tech Conference in Prague.
About 2 years after the introduction of Scrum to 24.com I take a look at some of the things we've learned, in particular how to manage innovation in a Scrum environment, and how to use Scrum techniques in non-Scrum teams
Slide deck for presentation I gave at the 2014 Association of Theological Schools (ATS) CFO/TTEG conference on Agile/Scrum software development and the use of Agile outside of SW dev.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
Similar to Razorfish Scrum for Teams and Organizations Software Architect Conference 2013 (20)
Shane shares how in the Internet of Everything (IoE), devices, systems and services connect in simple, transparent ways and interact seamlessly among devices across brands and sectors. He will discuss AllJoyn™, the open source project which was initially developed by Qualcomm Innovation Center, Inc. and is now hosted by the AllSeen Alliance, a nonprofit consortium including some of the world’s leading, consumer electronics manufacturers, home appliances manufacturers.
Razorfish 2014 Tech Summit - GVP, Social Media, at Razorfish Chris BowlerRazorfish
Chris discusses how Razorfish monitor trending topics via Razorfish Wave. Check out what’s being said around our Tech Summit and the tech industry in real-time.
Razorfish 2014 Tech Summit - Director, Social Technologies at Razorfish Rafi ...Razorfish
Building for Social in a Post-API World. The social app as we knew it is dying. Moving forward, it's about data driven experiences in real time with smart publishing, smart content, and rapid responses. We’ll look at the Razorfish #usemeleaveme bikes, as an example of next generation social experiences in the world of the Internet of Things.
Razorfish 2014 Tech Summit - Senior Principal Scientist at Adobe Roy Fielding Razorfish
Roy Fielding, one of the principal authors of the HTTP specification and
Senior Principal Scientist at Adobe, discusses the future and past of managing content and services in this new era of devices and experiences.
Near Field Communication (NFC) technology makes life easier and more convenient for consumers around the world by making it simpler to make transactions, exchange digital content, and connect electronic devices with a touch.
Rahul Roy Chowdhury, Product Manager at Google, provides a keynote address at the 2011 Razorfish Technology Summit. He discusses the proliferation of apps and the future of the web.
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.
"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
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/
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
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/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
4. 4
creating experiences
that build business
Named in Top 5
Most Innovative
Digital Agencies
Business Transformer
(Highest Tier)
Leader & Visionary
#1 digital agency
2 years running
12. 12
Razorfish Scrum for Teams
How can I
“experience”
the Scrum
Process?
What does it feel
like to go through a
Sprint?
How can I
remember all the
things I learned in
the pre-work?
13. 13
Ecommerce implementation services:
Razorfish delivering globally
People over process - Nearshore similar time
zone offshoring
Our teams get more done, in less time, with less
rework utilizing fewer people
Our teams respond to business change in real-
time, critical given the iterative Agile nature of
defining personalization and targeting scenarios
Process Debt
High
Low
LowHigh Hourly Rate
Local Teams
8+ Timezones
Nearshore
No Value
Ideal
Mix
Chart source: http://blog.velocitypartners.net/wp-
content/uploads/2010/10/Distributed-Technology-Teams-A-Pragmatic-
Guide-med-res.pdf
14. 14
Building Experiences, Not Documents
• The longer the duration between designing and building an experience, the
higher the risk of releasing without the most current high value features.
– Business Requirements Change – What is desired at the onset of a project is
rarely what is desired at launch.
– Conditions Change – Opportunities for differentiation change constantly.
• Value often isn‟t measurable until it‟s functional.
– Clients may not know what they really need until a product is useable.
– User input is more beneficial the more functional the experience becomes.
• Documentation is extremely useful when it is a means to an end, but much
less useful as an end itself.
15. 15
Essential for Offshore
• Using Scrum ensures a baseline understanding for a project‟s approach
from Day 1.
• Communication, which is critically important when working on a distributed
team, is “built in” to the methodology:
– Daily Standups
– Sprint Planning
– Sprint Reviews
• Approaches that support integrated yet distributed teams must have the
flexibility to adapt to the needs of the team. Sprint Retrospectives ensure
that the process is reviewed and incremental improvements are
implemented.
17. 17
Razorfish Adoption Index
4. Backlog Defines Product Evolution:
Design completed incrementally from simplest
functional form to more complex to ensure that
only areas of high value are included.
3. Backlog Defines Development Scope:
Scope is strictly based on team velocity and
time, de-prioritized functionality that is not built
is excluded from scope.
2. Upfront, Yet Flexible Product Parameters:
Scope is committed to but with the expectation
that scope will be exchanged over time as high
priority stories supplant lower priority stories.
1. Scope is Rigidly Defined at Onset: Scrum
tactics are used to maintain daily
communication and continuous
improvement, but not for change management.
Product Owner Involvement:
The level of commitment, time, and
effort by the Product Owner grows
significantly as a project climbs up
the scale. This effort supports
critical processes such as backlog
grooming.
Adherence to the Methodology:
As the team moves up the
index, strict adherence to the rules
of Scrum become essential. The
more that the backlog defines the
scope of the engagement, the more
important effectively managing the
backlog becomes.
18. 18
Why agile adoption fails
52%Inability to change
culture
39%General resistance to
change
34%Lack of manager
support
Source: VersionOne 6th Annual State of Agile Survey
21. 21
1. Keep teams small and scale
2. Test and test
3. Behold the power of small batches
4. Eliminate queues
5. Embrace the future – the Cloud and Devops
25. 25
The mythical man month
Scaling is hard
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
26. 26
The mythical man month
Scaling is hard
2 People
1 Connection
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
27. 27
The mythical man month
Scaling is hard
3 People
3 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
28. 28
The mythical man month
Scaling is hard
4 People
6 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
29. 29
The mythical man month
Scaling is hard
5 People
10 Connection
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
30. 30
The mythical man month
Scaling is hard
6 People
15 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
31. 31
The mythical man month
Scaling is hard
7 People
21 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
32. 32
The mythical man month
Scaling is hard
8 People
28 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
33. 33
The mythical man month
Scaling is hard
9 People
36 Connection
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
34. 34
The mythical man month
Scaling is hard
10 People
45 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
35. 35
The mythical man month
Scaling is hard
11 People
55 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
36. 36
The mythical man month
Agile needs to enable us to scale more independently
PRODUCT MANAGEMENT
SPRINT TEAM 1 SPRINT TEAM 1 CREATIVE Experience
CREATIVE AND
EXPERIENCE LEAD
37. 37
Typical Project
So what‟s Missing from the
Scrumalliance Training?
Product
manager
Scrum
Master
Technology
Creative
User
Experience
38. 38
Integrated Process Across Skills
Design and Development
Upfront Development
Planning and Exploration
SOW Phase
1-4 Weeks
Strategy and
Visioning
Phase
6-12 Weeks
Foundation
Sprint N : UX Sprint N : UX Sprint N : UX
Sprint N : Dev Sprint N : Dev
Maintenance
49. 49
Which is faster?
One Piece Flow
Source: *https://www.youtube.com/watch?v=Bi9R1Hqr8dI#t=65
50. 50
Still don‟t believe me?
So, over 10
repetitions, the lean
method got a total of
10+10+10=30 seconds of
advantage from the
shorter time to
fold, stuff, and seal.
1
1
3
8
1
2
4
9
Average time to stuff
Average time to seal
Average time to stuff
Average time to fold
Batch
Lean
Seconds
Source: *http://lssacademy.com/2008/03/24/a-response-to-the-video-skeptics/
62. 62
Little bit weird
Sits closer to the boss
Thinks too hard
Pulls levers & turns knobs
Easily excited
Yells a lot in emergencies
Source: *http://www.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-
flickr
63. 63
Physical Architecture
Cloud Hosting Enablers
• Self healing and auto scaling
• Efficiency and infrastructure „hardening‟
• Development and operations coming together
• Drive better cost alignment over time
• Future proof innovation
64. 64
Physical Architecture
Software Enabled Infrastructure
• Security Group with 80
and 443 Enabled
• Chef client
• Yum
• build-essential
• Nginx
• CQ5
Chef Pulls
„Recipes‟ from
Chef Repository
Chef installs and
configures
Creates a Cloud
Instance
(AMI)
CLOUD INSTANCE
(AMI)
CHEF RECIPES FOR
NEW CLOUD
INSTANCES
CLOUDFORMATION
SCRIPT
• ohai
• Runit
• apt
• Chef client
65. 65
The Dev Ops Movement
Using Agile to bring Spock and Scotty together
Ship code 30x faster
and complete those deployments 8,000 times faster than their peers.
Have 50% fewer failures
and restore service 12 times faster than their peers.
Source: *2013 State of DevOps Report by Puppet Labs & IT Revolution Press
66. 66
1. Keep teams small and scale
2. Test and test
3. Behold the power of small batches
4. Eliminate queues
5. Embrace the future – the Cloud and Devops
67. 67
Find your evangelist
Source: *http://www.cloudave.com/22977/sorry-but-your-start-ups-team-isnt-actually-any-more-
agile-than-the-big-guys-why-you-really-still-can-win/
69. 69
From the folks who created the internet
http://hbr.org/2013/10/special-forces-
innovation-how-darpa-attacks-
problems/ar/
Source: *http://hbr.org/2013/10/special-forces-innovation-how-darpa-attacks-problems/ar/
71. Ray Velez | Global CTO
Twitter: @rvelez
Email: Ray.velez@razorfish.com
Book: www.convergebook.com
Editor's Notes
"scrum is really taking over the way of working, not online in IT, but it's starting to spread outside of IT."
Never a mention of a creative, experience, etc/
Is your project more complex than amazon? Really?
By Fred Brooks
This is an animation from a great deck from Justin Searls, making the challenge around scaling very obvious.
Never a mention of a creative, experience, etc/
Good for one product owner and up to 10 teams. When the product owner can no longer support the teams and backlog for x # of teams then you need a new grouping.Stagger Stand UP meeting times to enable a ‘chicken’ to attend multiple meetings and drive coordinationRock solid continuous integration is even more important with multiple teams
This builds on the previous structure, but adds a couple of new roles. Like area product owner, product owner team, and area backlog. Area backlogs are a view into the product backlog for one area. Each area can contain up to 10 teams.
The power of small batches‘from the book Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, by James P. Womack (Author) , Daniel T. Jones (Author)
http://www.wikihow.com/Make-an-Envelope
https://www.youtube.com/watch?v=Bi9R1Hqr8dI#t=65
Yes, there is an exciting video that proves the power of small batches https://www.youtube.com/watch?v=Bi9R1Hqr8dI#t=65
And the analytists Source: *http://lssacademy.com/2008/03/24/a-response-to-the-video-skeptics/Average time to fold:Batch: 9 sLean: 8 sAverage time to stuff:Batch: 4 sLean: 3 sAverage time to seal:Batch: 2 sLean: 1 sAverage time to stuff:Batch: 1 sLean: 1 s
Engineer skills can be broadThe biggest impediment is not cross training, thinking only certain people can make changes
Projects are delayed because only one person can make a change
The biggest impediment is not cross training, thinking only certain people can make changes
Extend your skills and the definition of your job.
“T-shaped employees have always been the heart of our company.” –Tom Kelley, IDEO Extending means re-thinking your job function. Before increased specialization was an option for career advancement. Strong brand management led to CMO. Financial acumen to CFO. Technologists were always the technical ones. Today, individually we each need a combination of depth and breadth to add value. We are looking for T shaped people.
Ability to prioritize technology debt and customer needs