This document summarizes case studies of three companies - Screwfix, Fitch Ratings, and Hotels.com - that used distributed agile development with EPAM. It discusses the challenges they faced, how EPAM helped implement agile processes across locations, and the tools and techniques used to facilitate collaboration. Key factors for success included building trust, frequent travel between teams, and giving all locations equal voice.
The document discusses nearshore distributed agile teams provided by Velocity Partners. It outlines an agenda to discuss customer needs, Velocity's nearshore solution, and next steps. Key points include that Velocity has development centers in South America, offers superior agile processes and quality management, and can help teams with low risk startups through initial team configurations and sprint zero planning. The document promotes the benefits of Velocity's nearshore model for improved collaboration, productivity and cost savings over traditional offshore models.
The document discusses Nearshore Distributed Agile Teams provided by Velocity Partners. It outlines an agenda to discuss customer needs, the Velocity solution, and next steps. Key points include that Velocity has development centers in South America, offers superior agile processes and quality management, and can help teams overcome barriers to delivering quality software through a nearshore model with higher productivity compared to offshore or farshore models.
This document provides an overview of Agile and Scrum concepts. It discusses the Shu-Ha-Ri learning model, which involves first following rules, then bending rules, and finally intuitively knowing what is right. It also covers topics like sprint backlogs, delegation levels, user stories, and the Agile manifesto principles. The goal is to help trainees understand and apply Agile frameworks.
The document summarizes the agile transformation of Cisco Video Business. It describes how the business prepared for the transformation by restructuring the organization and execution models to be more agile-aligned. Key steps included establishing agile values and culture, clarifying roles, and training leadership and rolling out transformation in batches over multiple sprints with coaching support. The transformation aimed to improve ability to adapt to fast market changes and enhance predictability of complex feature delivery.
IIT Academy: Agile. We’ve all seen it – “W-agile” teams, “Fr-agile” teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors – anyone responsible for deciding who goes into a team.
The document discusses agile program and portfolio management. It begins by stating that adopting agile practices requires organizational transformation, not just overlaying processes. It then covers topics like agile competencies across different levels (team, program, portfolio, enterprise), managing work across time horizons (continuous, daily, iteration, release, strategic), and using story maps to decompose work from epics to features to user stories. Finally, it discusses key aspects of agile such as sprinting, velocity, and prioritizing minimally marketable features.
Agile lean workshop for managers & exec leadershipRavi Tadwalkar
This document summarizes an agile workshop for managers and executive leadership at Cisco. The workshop covers several topics:
- Defining the role of an agile functional manager and transitioning existing managers to this role.
- Discussing whether the concept of "servant leadership" is too idealistic and assessing different leadership styles.
- Explaining the value of having a dedicated team room to facilitate transparency, collaboration and trust within agile teams.
The workshop provides guidance to leadership on adopting an inside-out approach to cultural change, emphasizing assessing organizational culture before implementing new processes or structures. Overall, the document outlines an agenda to help management explore how to effectively lead teams using agile and lean
The document discusses the Agile development methodology and Scrum framework, describing Waterfall and its limitations, the core principles of Agile which value collaboration and working software over documentation, and how Scrum is implemented at W3i through user stories, estimating, daily standups, burndowns, sprint reviews and retrospectives.
The document discusses nearshore distributed agile teams provided by Velocity Partners. It outlines an agenda to discuss customer needs, Velocity's nearshore solution, and next steps. Key points include that Velocity has development centers in South America, offers superior agile processes and quality management, and can help teams with low risk startups through initial team configurations and sprint zero planning. The document promotes the benefits of Velocity's nearshore model for improved collaboration, productivity and cost savings over traditional offshore models.
The document discusses Nearshore Distributed Agile Teams provided by Velocity Partners. It outlines an agenda to discuss customer needs, the Velocity solution, and next steps. Key points include that Velocity has development centers in South America, offers superior agile processes and quality management, and can help teams overcome barriers to delivering quality software through a nearshore model with higher productivity compared to offshore or farshore models.
This document provides an overview of Agile and Scrum concepts. It discusses the Shu-Ha-Ri learning model, which involves first following rules, then bending rules, and finally intuitively knowing what is right. It also covers topics like sprint backlogs, delegation levels, user stories, and the Agile manifesto principles. The goal is to help trainees understand and apply Agile frameworks.
The document summarizes the agile transformation of Cisco Video Business. It describes how the business prepared for the transformation by restructuring the organization and execution models to be more agile-aligned. Key steps included establishing agile values and culture, clarifying roles, and training leadership and rolling out transformation in batches over multiple sprints with coaching support. The transformation aimed to improve ability to adapt to fast market changes and enhance predictability of complex feature delivery.
IIT Academy: Agile. We’ve all seen it – “W-agile” teams, “Fr-agile” teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors – anyone responsible for deciding who goes into a team.
The document discusses agile program and portfolio management. It begins by stating that adopting agile practices requires organizational transformation, not just overlaying processes. It then covers topics like agile competencies across different levels (team, program, portfolio, enterprise), managing work across time horizons (continuous, daily, iteration, release, strategic), and using story maps to decompose work from epics to features to user stories. Finally, it discusses key aspects of agile such as sprinting, velocity, and prioritizing minimally marketable features.
Agile lean workshop for managers & exec leadershipRavi Tadwalkar
This document summarizes an agile workshop for managers and executive leadership at Cisco. The workshop covers several topics:
- Defining the role of an agile functional manager and transitioning existing managers to this role.
- Discussing whether the concept of "servant leadership" is too idealistic and assessing different leadership styles.
- Explaining the value of having a dedicated team room to facilitate transparency, collaboration and trust within agile teams.
The workshop provides guidance to leadership on adopting an inside-out approach to cultural change, emphasizing assessing organizational culture before implementing new processes or structures. Overall, the document outlines an agenda to help management explore how to effectively lead teams using agile and lean
The document discusses the Agile development methodology and Scrum framework, describing Waterfall and its limitations, the core principles of Agile which value collaboration and working software over documentation, and how Scrum is implemented at W3i through user stories, estimating, daily standups, burndowns, sprint reviews and retrospectives.
LKIN2018: leveraging Lean and Kanban to implement continuous improvementRavi Tadwalkar
Here are the key steps in the improvement plan:
1. Understand the direction and challenges facing Operations through initiatives like the Tech Refresh program. The focus is on hardware onboarding/offboarding bottlenecks.
2. Assess the current condition through value stream mapping to identify operational inefficiencies and document the "as is" state.
3. Define the next feasible target condition by documenting the desired "to-be" state value stream map.
The plan involves understanding the challenges, assessing the current process inefficiencies, and defining an improved future state to guide continuous improvements in Operations.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
Life Has Not Been That Rosy With Agile : Rahul SudameoGuild .
In my experience, Agile adoption started in some of the organizations with lot of hype and inflated expectations. And in such cases, if Agile transformation is not handled properly, it can result in multiple challenges rather than providing the expected benefits.
This practical experience sharing session would cover some such problems I faced while applying Agile in different environments. The audience practicing Agile can relate some of these challenges with their own environment as well. The attendees who are on their path to Agile transformation can learn from the lessons and mistakes shared by the speaker.
The session would cover challenges observed due to nature of the project, customer-vendor engagement model, application of processes, attitude of people rolling out agile, unrealistic expectations, conflict in roles and responsibilities. It would also highlight challenges introduced to some of the roles (like Project/QA Manager/Manual Tester etc.) in Agile environment and impact on billing / project contracts / SOW etc.
IIT Academy: Agile. Understand and use today's most popular agile approach. For Delivery Managers, Architects, Developers, BAs, Testers, UX and DevOps. This is a must-attend for anyone in or starting in a scrum team.
The document discusses using Kanban principles and lean thinking to improve operations beyond just using a Kanban board. It provides examples of how a telecommunications company improved customer communication, delivery times, work hours and motivation by applying Kanban and lean principles. Additional benefits included identifying deficiencies, improving contractor services, increasing consultant skills and gaining new customers and projects. The conclusion emphasizes thinking holistically about workflow, constraints and culture when using Kanban for continuous improvement.
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
The document outlines an agenda for a Lean-Agile leadership workshop for executives. It will begin with comparing waterfall vs Lean-Agile methodology, focusing on adopting a value-driven mindset by looking at culture first. It will then cover Agile product management, discussing topics like limiting work in progress, prioritization using journey maps and story maps, and the product owner role. Executives will also have a Q&A about Agile transformation journeys and be provided with self-learning aids.
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
Communicating agile project status to executive managersAgileDad
The document discusses communicating agile project status to executive managers. It provides tips for establishing trust between management and agile teams. It also outlines appropriate roles for executives, managers, and teams in an agile environment. The document recommends focusing reporting on working software demonstrations and metrics like burn down charts and velocity, rather than intensive intra-sprint reporting.
Scrum Bangalore 14th MeetUp 05 September 2015 - Scaling Agile - Saikat Das - ...Scrum Bangalore
This document summarizes an approach to scaling Agile in a mid-size enterprise eCommerce company. It discusses the motivation to scale Agile, provides an overview of common scaling frameworks, and describes the company's journey to scaling Agile across multiple teams and locations. Key aspects of the scaling model include establishing a cadence of sprints and releases, implementing feature-driven teams, adopting Scrum of Scrums, and establishing communities of practice. Outcomes of scaling included improved team performance, increased customer satisfaction, reduced delivery cycle times, and lower costs. Challenges included coordinating distributed teams and maintaining synchronization across teams.
The document discusses sustainable software development practices that allow teams to respond to changing requirements over time with low cost of change. Key aspects of sustainable development include having a working product at all times, emphasizing defect prevention through rigorous testing, continual refinement of the product and development practices, and focusing on design to support flexibility and change. Sustainable practices help teams balance short-term needs with long-term maintainability through iterative development and continual learning and improvement.
In Agile Development, Testing is meant to be a part of the development process, right along with coding, but many “Agile Teams” are missing this vital component and experiencing degregated quality. In this presentation, we will discuss how to integrate Agile Testing in Kanban processes by discussing the following:
• Introduction to Agile and Lean
• How testers add value to cross-functional Agile Development Teams
• How testers participate in Agile ceremonies
• How to test in an Agile Environment
• The Four Environments (Dev, Test, Stage, Production)
• The types of testing that occurs in each environmen
How to own a really big complex product v3Mike Cottmeyer
The document discusses how to effectively manage the role of a product owner for large, complex products developed by multiple teams. It describes how the product owner role expands beyond a single person to encompass business analysis, engineering, and leadership capabilities across teams, projects, and the overall product portfolio. Different expressions of product ownership are explored, including scrum of scrums, product owner teams, integration teams, and lean/kanban approaches.
Continuous Deployment - Case Study at WIXAgileSparks
This document discusses Continuous Delivery (CD) practices at Wix, an Israeli web development company. It provides details on Wix's scale, including over 22 million users and 25,000 new websites created daily. The document outlines Wix's deployment capabilities and emphasis on backward/forward compatibility. Key aspects of Wix's CD approach are empowering developers, embracing risk and failure, frequent small releases, and extensive automation and monitoring. Challenges of scaling CD with Wix's growth are also examined.
Scaled agile framework (SAFe) is a framework for scaling agile development within large organizations. It includes principles and tools to implement agile at multiple levels - portfolio, value stream, program, and team. At the portfolio level, SAFe addresses budget, strategy, and governance. The program level works in larger teams called Agile Release Trains of 50-125 people to achieve Program Increment objectives over 5 iterations. Teams within programs work similarly to scrum teams in 2-week iterations. Epics are broken down into features, user stories, and tasks as they move from portfolio to program to team levels. SAFe provides a structure for implementing agile principles across multiple teams in a large organization.
Training House provides corporate training and consulting services. It has experienced industry practitioners as faculty who use real-life examples. It offers a wide range of topics including project management, IT service management, technology, and soft skills. Training House engages with clients through customized training programs and aims to help participants apply their learning.
Webinar on Distributed Agile Development - what works and why Impetus Technologies
This document summarizes a webinar on distributed agile. It introduces the speakers and covers topics like taking the decision to distribute agile work, planning and executing with distributed teams, engineering and organizational challenges, the role of tools, patterns and anti-patterns for distributed agile. It provides references for further reading on agile concepts and practices. The webinar aims to discuss what works in distributed agile environments and why, based on the experiences of the speakers.
Distributed Development is becoming more popular nowadays. Developers with different locations, time zones, languages and cultures collaborate to achieve a single goal. In this presentation, I share some lessons learned from a extremely distributed project so people can achieve success in such a challenging environment like this.
LKIN2018: leveraging Lean and Kanban to implement continuous improvementRavi Tadwalkar
Here are the key steps in the improvement plan:
1. Understand the direction and challenges facing Operations through initiatives like the Tech Refresh program. The focus is on hardware onboarding/offboarding bottlenecks.
2. Assess the current condition through value stream mapping to identify operational inefficiencies and document the "as is" state.
3. Define the next feasible target condition by documenting the desired "to-be" state value stream map.
The plan involves understanding the challenges, assessing the current process inefficiencies, and defining an improved future state to guide continuous improvements in Operations.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
Life Has Not Been That Rosy With Agile : Rahul SudameoGuild .
In my experience, Agile adoption started in some of the organizations with lot of hype and inflated expectations. And in such cases, if Agile transformation is not handled properly, it can result in multiple challenges rather than providing the expected benefits.
This practical experience sharing session would cover some such problems I faced while applying Agile in different environments. The audience practicing Agile can relate some of these challenges with their own environment as well. The attendees who are on their path to Agile transformation can learn from the lessons and mistakes shared by the speaker.
The session would cover challenges observed due to nature of the project, customer-vendor engagement model, application of processes, attitude of people rolling out agile, unrealistic expectations, conflict in roles and responsibilities. It would also highlight challenges introduced to some of the roles (like Project/QA Manager/Manual Tester etc.) in Agile environment and impact on billing / project contracts / SOW etc.
IIT Academy: Agile. Understand and use today's most popular agile approach. For Delivery Managers, Architects, Developers, BAs, Testers, UX and DevOps. This is a must-attend for anyone in or starting in a scrum team.
The document discusses using Kanban principles and lean thinking to improve operations beyond just using a Kanban board. It provides examples of how a telecommunications company improved customer communication, delivery times, work hours and motivation by applying Kanban and lean principles. Additional benefits included identifying deficiencies, improving contractor services, increasing consultant skills and gaining new customers and projects. The conclusion emphasizes thinking holistically about workflow, constraints and culture when using Kanban for continuous improvement.
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
The document outlines an agenda for a Lean-Agile leadership workshop for executives. It will begin with comparing waterfall vs Lean-Agile methodology, focusing on adopting a value-driven mindset by looking at culture first. It will then cover Agile product management, discussing topics like limiting work in progress, prioritization using journey maps and story maps, and the product owner role. Executives will also have a Q&A about Agile transformation journeys and be provided with self-learning aids.
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
Communicating agile project status to executive managersAgileDad
The document discusses communicating agile project status to executive managers. It provides tips for establishing trust between management and agile teams. It also outlines appropriate roles for executives, managers, and teams in an agile environment. The document recommends focusing reporting on working software demonstrations and metrics like burn down charts and velocity, rather than intensive intra-sprint reporting.
Scrum Bangalore 14th MeetUp 05 September 2015 - Scaling Agile - Saikat Das - ...Scrum Bangalore
This document summarizes an approach to scaling Agile in a mid-size enterprise eCommerce company. It discusses the motivation to scale Agile, provides an overview of common scaling frameworks, and describes the company's journey to scaling Agile across multiple teams and locations. Key aspects of the scaling model include establishing a cadence of sprints and releases, implementing feature-driven teams, adopting Scrum of Scrums, and establishing communities of practice. Outcomes of scaling included improved team performance, increased customer satisfaction, reduced delivery cycle times, and lower costs. Challenges included coordinating distributed teams and maintaining synchronization across teams.
The document discusses sustainable software development practices that allow teams to respond to changing requirements over time with low cost of change. Key aspects of sustainable development include having a working product at all times, emphasizing defect prevention through rigorous testing, continual refinement of the product and development practices, and focusing on design to support flexibility and change. Sustainable practices help teams balance short-term needs with long-term maintainability through iterative development and continual learning and improvement.
In Agile Development, Testing is meant to be a part of the development process, right along with coding, but many “Agile Teams” are missing this vital component and experiencing degregated quality. In this presentation, we will discuss how to integrate Agile Testing in Kanban processes by discussing the following:
• Introduction to Agile and Lean
• How testers add value to cross-functional Agile Development Teams
• How testers participate in Agile ceremonies
• How to test in an Agile Environment
• The Four Environments (Dev, Test, Stage, Production)
• The types of testing that occurs in each environmen
How to own a really big complex product v3Mike Cottmeyer
The document discusses how to effectively manage the role of a product owner for large, complex products developed by multiple teams. It describes how the product owner role expands beyond a single person to encompass business analysis, engineering, and leadership capabilities across teams, projects, and the overall product portfolio. Different expressions of product ownership are explored, including scrum of scrums, product owner teams, integration teams, and lean/kanban approaches.
Continuous Deployment - Case Study at WIXAgileSparks
This document discusses Continuous Delivery (CD) practices at Wix, an Israeli web development company. It provides details on Wix's scale, including over 22 million users and 25,000 new websites created daily. The document outlines Wix's deployment capabilities and emphasis on backward/forward compatibility. Key aspects of Wix's CD approach are empowering developers, embracing risk and failure, frequent small releases, and extensive automation and monitoring. Challenges of scaling CD with Wix's growth are also examined.
Scaled agile framework (SAFe) is a framework for scaling agile development within large organizations. It includes principles and tools to implement agile at multiple levels - portfolio, value stream, program, and team. At the portfolio level, SAFe addresses budget, strategy, and governance. The program level works in larger teams called Agile Release Trains of 50-125 people to achieve Program Increment objectives over 5 iterations. Teams within programs work similarly to scrum teams in 2-week iterations. Epics are broken down into features, user stories, and tasks as they move from portfolio to program to team levels. SAFe provides a structure for implementing agile principles across multiple teams in a large organization.
Training House provides corporate training and consulting services. It has experienced industry practitioners as faculty who use real-life examples. It offers a wide range of topics including project management, IT service management, technology, and soft skills. Training House engages with clients through customized training programs and aims to help participants apply their learning.
Webinar on Distributed Agile Development - what works and why Impetus Technologies
This document summarizes a webinar on distributed agile. It introduces the speakers and covers topics like taking the decision to distribute agile work, planning and executing with distributed teams, engineering and organizational challenges, the role of tools, patterns and anti-patterns for distributed agile. It provides references for further reading on agile concepts and practices. The webinar aims to discuss what works in distributed agile environments and why, based on the experiences of the speakers.
Distributed Development is becoming more popular nowadays. Developers with different locations, time zones, languages and cultures collaborate to achieve a single goal. In this presentation, I share some lessons learned from a extremely distributed project so people can achieve success in such a challenging environment like this.
At Least Five Tips to Improve Your Geographically Distributed Agile TeamJohanna Rothman
Geographically distributed agile teams are here to stay. How do we make the most of our teams and keep our hair? In this interactive talk, I outlined more than five tips for teams to consider.
Lessons learned from managing a distributed agile teamAgileDenver
The document discusses lessons learned from managing a distributed agile team. It summarizes that distributed agile teams face additional complications like different time zones and a lack of in-person collaboration, but these challenges can be overcome. Key lessons are that everyone must follow the same processes, artifacts must be accessible remotely, strong scrum masters and business analysts are needed, and in-person meetings are still valuable when possible. Remote agile is difficult but not impossible with the right team and practices.
The document introduces Agile software development methods. It discusses the challenges of traditional waterfall methods and outlines Agile values like frequent inspection and adaptation. It then describes the Scrum framework as an example Agile method, including roles, ceremonies, and artifacts. Finally, it provides a case study of how Scrum was successfully adopted by a department at France Telecom.
ServiceNow Event 15.11.2012 / Beispiele aus Kundenprojekten von AspediensRené Haeberlin
This document discusses Aspediens, a European partner of ServiceNow since 2007. It provides an overview of Aspediens' offices, certified professionals, customers, services, and projects. Key points include:
- Aspediens has offices in Zurich, Nyon, Paris, and Böblingen with over 30 ITIL certified professionals.
- They have over 40 customers, including international companies, and have completed over 75 successful projects integrating ServiceNow with other systems.
- Services include implementation, training, support, and developing their own Agile implementation methodology.
Demiana B. Anis has over 6 years of experience as a Quality Control Engineer. She has worked on projects in healthcare, ALM, and other industries for clients in Canada, the US, Egypt, and other countries. Her responsibilities include requirements analysis, test planning, test case development, defect tracking, and report preparation. She is proficient in testing methodologies, tools like QTP and Microsoft Test Manager, and software development processes.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
[DSBW Spring 2009] Unit 03: WebEng Process ModelsCarles Farré
The document discusses various process models and business models for web application development and electronic commerce. It provides an overview of the Rational Unified Process (RUP) as a process model, describing its key aspects, phases, artifacts, and workflows. It also discusses agile methods and eXtreme Programming (XP) as alternative process models. For business models, it describes categories such as business-to-consumer, business-to-business, and emerging models like consumer-to-consumer and mobile commerce.
Achieving DevOps using Open Source Tools in the EnterpriseCollabNet
Join Tech Mahindra and CollabNet to learn how you can deliver business value more quickly with higher quality using Tech Mahindra ADOPT (Agile DevOps Process Transformation), an offering for enterprise software development teams built and delivered on the CollabNet TeamForge framework for open source tools.
The document provides an overview of the HandSimDroid project. It includes an agenda for a meeting covering the project overview, process, requirements, risk management, system architecture, next steps, and accomplishments. The team used the Team Software Process and developed requirements, risk management plans, architectural diagrams, and plans to move forward with additional training, prototyping, and formalizing the project scope. They discussed accomplishments from the first part of the project and took questions.
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
Agile is an umbrella term for a collection of values, principles and practices originating from eXtreme Programming, Scrum, Lean and other methodologies.
When combined with effective governance, Agile and Lean provide benefits that include increased business value, reduced risk, greater flexibility and improved transparency.
An Introduction to Software Performance EngineeringCorrelsense
Software performance engineering is becoming increasingly important to businesses as they look to improve the non-functional performance of applications and get more out of IT investments. By leveraging performance engineering techniques, IT professionals can be indispensable in building and optimizing scalable systems. This
introductory course will teach you the essentials of software
performance engineering including :
• The performance challenges faced by Enterprise IT today
• What is software performance engineering (SPE)?
• Best practices for building scalable software systems
• The approaches to integrating SPE into IT project lifecycles
• Common frameworks for measuring application performance and service levels
• The impact of SPE on software developers, testers, capacity planes,
and other IT professionals
• Case studies from the finance, retail, and insurance industries
Instructor: Walter Kuketz, SVP and CTO, Collaborative Consulting
This training is sponsored by Correlsense, Collaborative Consulting,
and New Horizons
The document discusses approaches to software deployments, noting that traditional organizations deploy software 4 times per year while newer organizations deploy software 15 times per day. It advocates automating the entire software delivery pipeline including deployments to reduce risks and costs, by applying the principle of "if it hurts, do it often" through continuous integration, delivery, and deployment.
IBM Rational - Från skriptbaserad ALM till "ALM as a Service" och ALM i Cloud...IBM Sverige
Vi diskuterar erfarenheter och fördelar med implementerandet av C-ALM och agila utvecklingsmiljöer. Vi går igenom både implementationer av skriptbaserade ALM-integrationer i befintliga utvecklingsmiljöer, migreringen till Jazz-baserade utvecklingsmiljöer samt lösningar för Jazz-baserade "ALM as a Service"; DPaaS. Talare: Per Engman, Tieto. Denna presentation hölls vid ett seminariepass för Rational på IBM Software Day 2010.
This document introduces Transpacific Software Pvt Ltd, an ecommerce solutions provider established in 2006. It offers services including ecommerce web development using platforms like Magento and OpenCart, and has over 100 clients globally. The document outlines Transpacific's technology expertise, process delivery model, and positive testimonials from satisfied clients praising its quality of work.
Microsoft Application Lifecycle Management (ALM) integrates governance, development, and operations from idea to retirement. Microsoft's ALM platform focuses on implementing process with minimal overhead, planning and managing projects, and aligning roles across the lifecycle. It allows reporting across project boundaries. The platform provides process templates, tools for planning and visibility, and ensures user comfort by allowing work in familiar tools. It aims to create happy teams and enable success throughout the application lifecycle.
This document provides an overview of a BPO project to provide back office and middle office support for the fixed income and equity derivatives trading floors of a large European investment bank. The services include trade capture, trade confirmations, trade settlement, trade reconciliation, and MIS reporting across United States, United Kingdom, Asia Pacific, China, and other regions. The project started as a pilot in 2008 and ramped up over time, with the Shanghai facility now supporting over 120 FTEs across the trade lifecycle including requirements gathering, planning, execution, transition, and steady state operations.
Mobi hub - Mobile Application Development Practice @ Kahuna Systemskahunasystems
MobiHub is the mobile application development division of Kahuna Systems that has developed frameworks for adding mobility to customer products and solutions. It provides services for iOS, Android, HTML5, and cloud-based application development and has worked with over 17 customers globally on 27 projects involving mobile technologies, cloud computing, embedded systems, and analytics. MobiHub's value proposition includes in-house technology frameworks, application-centric services, quality assurance expertise, and dedicated domain teams.
The document outlines an iterative methodology for deploying Aras Innovator. It discusses dividing projects into manageable phases like inception, elaboration, construction, and transition. Each phase has objectives and milestones. The methodology emphasizes iterative design, managing requirements, continuous verification, and controlling changes. It provides tips for implementation like using visual prototypes, breaking work into components, and ensuring quality through user testing.
Kundan Singh is a Technical Lead with over 7 years of experience in information technology. He specializes in large project delivery and software development using agile methodologies. Some of his responsibilities include release management, application maintenance, build and deployment, and providing support. He has worked on several projects for MetLife involving claims processing and document automation.
The document summarizes the Ames Project Excellence (APEX) development program, a 1-year program to improve project management and systems engineering skills. It discusses that 20 participants were selected across two pathways and spend 25% of their time on APEX. The program focuses on technical and leadership development using online tools and workshops. It aims to demonstrate an increase in capabilities across core competencies by establishing baseline capabilities, creating individual development plans, and reassessing to achieve higher capability levels by graduation.
This document provides an overview of the vMix live video production software. It discusses the different editions of vMix and their pricing structures. It then covers installing vMix and becoming familiar with the main interface elements like the preview and output windows, input area, and transition bar. It also provides guidance on adding camera and other media sources as inputs and adjusting their settings.
This document provides a service manual for the MCS-8M Multi Format Compact Switcher. It includes sections on installation, location of main parts, replacement of parts, periodic checks, troubleshooting messages, software updates, circuit descriptions, spare parts lists, block diagrams, and schematic diagrams. The manual is intended for use by service engineers and provides the necessary information for servicing and repairing the unit at the board level.
YouTube, Facebook, Вконтакте, Одноклассники, Twitter, Instagram, Vimeo. Характеристики трансляций, варианты по оборудованию. Трансляции с мобильного телефона, вебкамеры, подключение карт захвата
Обсуждаем возможности facebook в деле организации онлайн-трансляций. Особенности и ограничения платформы. Также дополнительные материалы для индивидуального изучения
The ultimate guide to facebook live for your eventТранслируем.бел
This document provides guidance on using Facebook Live video to promote events. It recommends telling rich, intimate stories through live video, such as giving behind-the-scenes access, spotlighting event attendees, and broadcasting performances live. It also outlines best practices for live video production, including planning, scheduling broadcasts, tapping largest audiences, and encouraging participation. More advanced tactics are presented, like using "Live With" to add attendees' perspectives or going live from external cameras.
This document provides a guide to using Facebook Live for brands and marketers. It discusses why Facebook Live is a good option, how to get started, different types of content to create (such as behind-the-scenes, interviews, podcasts), tips for filming live videos, and how to broadcast a live video. The guide emphasizes that Facebook Live allows leveraging Facebook's social features and algorithms in real time to engage audiences.
Что сделать, чтобы сто раз все не переделыватьТранслируем.бел
Катя Немкович
PRODUCT MANAGER @ CAPTIV8.IO
Мне отлично знакомо чувство паники, которое возникает, когда не понимаешь, как подступиться к документации. Что делать в первую очередь? На что нет смысла тратить время? Как поддерживать все это потом?
Я расскажу о своем чеклисте, абсолютном минимуме того, что стоит делать, чтобы избежать ошеломляющих открытий в самый разгар проекта.
Когда сказать «нет»
Арсений Кравченко
MARKETING ENGINEER @ YANDEX
Проектам свойственно разрастаться. При планировании первой версии продукта или фичи есть соблазн добавить побольше всякого, закрывая глаза на сроки реализации. Мы поговорим, как бороться с этим соблазном, что нужно смело выкидывать, а на чем экономить не следует.
Презентация по классическому маркетингу для интернет-маркетологов от генерального директора портала TUT.by Александра Чекана.
Видеоверсия лекции для студентов института журналистики: https://youtu.be/-T31XPd_o5Y
32. Thanks
for Your Attention
EPAM Systems — Distributed Agile Development
By
István Margetin
Senior Project Manager
Budapest office, Budapest, Hungary
EPAM Systems
41 University Drive, Suite 202 | Newtown, PA 18940
p: +1 267 759 9000 | f: +1 +1 267 759 8989 | e: info@epam.com | w: www.epam.com