This document provides an overview of agile versus traditional project management approaches. It begins with a visual depicting rafters needing either fast maneuverability based on immediate conditions or a pre-planned design. It then discusses the iterative model versus waterfall model and asks whether the reader prefers a collaborative or directive manager. Key differences in the agile manifesto are outlined, such as valuing individuals/interactions over processes. The document notes configuration management is easier with agile due to focusing work and discusses advantages even if other documents need maintained. It provides examples of project types better suited to each approach and emphasizes that resistance to change can occur even after studies prove certain steps don't improve quality.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
Overview and explanation of the 12 Principles contained in the Agile Manifesto.
For more - and a complete implementation of Agile for $1.90 - go to Agile201.com.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
Overview and explanation of the 12 Principles contained in the Agile Manifesto.
For more - and a complete implementation of Agile for $1.90 - go to Agile201.com.
Products and Value: An Agile Perspective BY Matt Nudelmann (GUEST PRESENTER)Samuel Chin, PMP, CSM
You may have heard of Agile methodology before, especially in the context of web development ... but can we apply Agile principles to our study of process?
In this session, guest presenter Matt Nudelman explains how to understand some core elements of process, Product and Value, from an Agile point of view. He covers a range of topics including: the difference between a product and a project, Agile project management, the 80/20 rule, what an MVP is, and defining value using the Agile framework.
We also discussed how these principles apply to the process work we've been doing, and what we can take away for practical application.
----
Matt Nudelman, Scrum Master and Project Manager, began working in digital sometime before the last Dot Com boom, and has seen the rise of development methodologies coincide with his interest in efficient work practices. He has managed projects for Morgan Stanley, the New York Times, advertising agencies, and lots of companies you never heard of. Currently, Matt works with teams at Viacom to produce great software and to maximize their Agile effectiveness.
Applying Lean Startup Principles to Agile ProjectsTechWell
Warning! You can still build the wrong product using agile. In Eric Ries’ book The Lean Startup, he poses the question: What if we found ourselves building something that nobody wanted? In that case, what would it matter if we did it on time and on budget? We often assume the Product Owner is smart enough to define the right product. But what if we are wrong? Michael Hall shares lean startup principles and how they can be applied to ensure that the product we are building is righteous. Learn new agile concepts such as hypothesis-driven project vision, knowledge broker personas, learning maps, minimum learning product, experiment backlogs, experiment test iterations, validated learning, and pivot/persevere decisions. Case studies and Michael’s first-hand product experience emphasize the learning points. New and mature agilistas alike will leave the session armed with Lean Startup agile techniques that can be applied immediately on their agile projects.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...Agile ME
Agile Adoption is a big organization transition project. A big bang approach to Agile Adoption involves real risks and may lead to failure. Instead, small, continuous, and valuable improvements are more viable for most organizations. In this interactive session, we will start with an overview of the Agile mindset, values and principles, and will highlight the major differences between Agile and traditional approaches to managing software projects. Then, we will explain our approach for adopting agile which is incremental and iterative in nature. Finally, we will present some case studies and will share some interesting observations and conclusions collected through working with more than 40 companies during the last 6 years.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
Products and Value: An Agile Perspective BY Matt Nudelmann (GUEST PRESENTER)Samuel Chin, PMP, CSM
You may have heard of Agile methodology before, especially in the context of web development ... but can we apply Agile principles to our study of process?
In this session, guest presenter Matt Nudelman explains how to understand some core elements of process, Product and Value, from an Agile point of view. He covers a range of topics including: the difference between a product and a project, Agile project management, the 80/20 rule, what an MVP is, and defining value using the Agile framework.
We also discussed how these principles apply to the process work we've been doing, and what we can take away for practical application.
----
Matt Nudelman, Scrum Master and Project Manager, began working in digital sometime before the last Dot Com boom, and has seen the rise of development methodologies coincide with his interest in efficient work practices. He has managed projects for Morgan Stanley, the New York Times, advertising agencies, and lots of companies you never heard of. Currently, Matt works with teams at Viacom to produce great software and to maximize their Agile effectiveness.
Applying Lean Startup Principles to Agile ProjectsTechWell
Warning! You can still build the wrong product using agile. In Eric Ries’ book The Lean Startup, he poses the question: What if we found ourselves building something that nobody wanted? In that case, what would it matter if we did it on time and on budget? We often assume the Product Owner is smart enough to define the right product. But what if we are wrong? Michael Hall shares lean startup principles and how they can be applied to ensure that the product we are building is righteous. Learn new agile concepts such as hypothesis-driven project vision, knowledge broker personas, learning maps, minimum learning product, experiment backlogs, experiment test iterations, validated learning, and pivot/persevere decisions. Case studies and Michael’s first-hand product experience emphasize the learning points. New and mature agilistas alike will leave the session armed with Lean Startup agile techniques that can be applied immediately on their agile projects.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
A Practical Approach to Agile Adoption - Case Studies from Egypt by Amr Noama...Agile ME
Agile Adoption is a big organization transition project. A big bang approach to Agile Adoption involves real risks and may lead to failure. Instead, small, continuous, and valuable improvements are more viable for most organizations. In this interactive session, we will start with an overview of the Agile mindset, values and principles, and will highlight the major differences between Agile and traditional approaches to managing software projects. Then, we will explain our approach for adopting agile which is incremental and iterative in nature. Finally, we will present some case studies and will share some interesting observations and conclusions collected through working with more than 40 companies during the last 6 years.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
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Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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For more information, visit-www.vavaclasses.com
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
1. 1
The Agile/Non-Agile Divide --
A first taste!
Right – The debate in
one picture: Do these
rafters need to be able
to maneuver fast
based on what they
see immediately
ahead? Or, do they
need a correct plan of
the river and a design
for how to accomplish
each stage?
CSSE 579
Week 1
Slide set 3
4. 4
Who would you like to manage you?
• A collaborator who spends a lot of time
getting your input, and blends that at the time
with what the customer wants to do? Or,
• A technical / managerial leader who knows
what to tell you to do next, based on a plan?
What are you used to?
5. 5
A personal version of the story thus far
1975 1995 1999
How would the nature of the work relate to the advice?
Mainframe vendor IBM,
building basic software
for the world.
Large software projects
for the US military.
Small teams who need
to get custom software
out fast for one client.
6. 6
“Old School” is not…
• Non-iterative
• Requirements never change
• Process is always good
Focus on the differences described in the Agile manifesto
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
Is the customer collaboration essential to Agile?
7. 7
Visibility
• What is Philips saying?
• Is he right?
How does it relate to:
• Individuals and interactions over processes and
tools
• Working software over comprehensive
documentation
• Customer collaboration over contract negotiation
What if the project lasts 20 years, like Adobe Acrobat?
8. 8
What is CM?
• Software Configuration Management, but let
me say slightly more than just that:
– It’s managing all the artifacts that add value to the
project (for you or for the customer).
– That especially includes managing the code.
– It also includes managing other artifacts key to
success of the product, like design, tests,
requirements.
Why is configuration management easier with Agile development?
9. 9
Configuration Management
• Relates to: Responding to change, over
following a plan.
• Also relates to: Doing development like OO
software is supposed to be designed:
– Work on one set of related things at a time.
– Things that “mean something” to you and to the
customer.
Is this an advantage, even if you have to maintain other documents besides the code?
10. 10
Phillips’ CM Scheme
• “Configuration Control Boards” (CCB’s) agree
on “baselines” at each project stage.
• Everyone works off those artifacts as “what
we should be doing.”
• Perfecting and preserving the documents has
high value.
The other meaning of CCB is “Change Control Board.” How would that differ?
11. 11
What do the agile and old school
methods agree on?
• We need to deliver a product with value for
the customer(s).
– In a competitive situation, more value, sooner.
• That delivery is (usually) part of a larger
marketing strategy.
– To keep a stable group of customers happy, and
– To attract new customers in some market niche.
12. 12
12 Agile Principles
• Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
• Welcome changing requirements, even late
in development. Agile processes harness
change for the customer's competitive
advantage.
• Deliver working software frequently, from a
couple of weeks to a couple of months, with
a preference to the shorter timescale.
• Business people and developers must work
together daily throughout the project.
• Build projects around motivated individuals.
Give them the environment and support
they need, and trust them to get the job
done.
• At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly.
• The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.
• Working software is the primary measure of
progress.
• Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.
• Continuous attention to technical excellence
and good design enhances agility.
• Simplicity--the art of maximizing the amount
of work not done--is essential.
• The best architectures, requirements, and
designs emerge from self-organizing teams.
What does “self-organizing” mean?
13. 13
Where each is stronger – my list
Agile:
• Building off close collaboration
with one customer.
• Getting a product with
significant value out faster.
• Building with a small team
working closely together.
• Iterative delivery by a single
organization who come to have
the knowledge in their heads.
• What’s important can only be
discovered incrementally.
• What’s a “perfect example” of
an Agile-friendly project?
Old school:
• Building a general product to
address a wide customer base.
• Building off standards and
consistent design principles.
• Managing a large project with
lots of interdependent pieces.
• Product releases over a long
period of time, by rotating staff
who rely on documentation.
• Goals and rules well known at
the start.
• What’s a “perfect example” of
an Old-school-friendly project?
Do it when the cost of rework is low.
Dealing with things “ad hoc” mostly
works. We call it “refactoring.”
Do it when the cost of rework is high.
Big surprises would be awful. We’d be
starting over.
15. 15
What I want you to take away
• Agile and non-agile approaches have some of the
same goals and techniques
• And they also have some really key disconnects:
– The extent to which design and documentation is
prized over face to face communication OR code
– The amount of control/review that’s deemed
important in the process
• Scaling and difficulty is a big question here: How
far can an ad hoc process take you?
16. 16
And… This isn’t just about
Agile vs Old School
• Every software organization you will ever work in
thinks their entire software process is “right,” or
“right for what we do.”
• At Lucent, we did a large study, discovering that,
for us, creating a detailed design before coding
didn’t improve the quality of the product.
– So, after decades, we finally stopped doing that step.
– It saved a lot of time on each project.
Even after the study, was there resistance to that change?
17. 17
Homework and Reading Reminders
• Think about a term project / presentation – See course
web site!
• Let’s vote on Week 3!
• Four readings for next week –
– See Moodle for the readings and their quizzes
• Goal will be to compare theories and actual practices!
• Please add to the “last questions” on each quiz – what
would be most valuable for you to talk about!
• The following set of slides here is an intro…
This is a “Week 1” thing, to put this info in a slide deck!
Normally – See the schedule on the course web site.
18. 18
Our learning outcomes
1. Key principles of agile project management
2. Agile software life cycle processes
3. Agile software project estimation
4. Software risk planning and management
5. Agile software project planning
6. Managing software projects to a plan
7. Forming and managing project teams
8. Progress, Program/Portfolio Management
9. Adv. Topics: Earned Value, Critical Chain
Re-repeated
This week &
Next week
What for
Week 3?
Editor's Notes
Image from http://epam-systems.blogspot.com/2012/05/introduction-to-agile-epam-systems.html./
It is all in how you slice it…
From a 2005 Communications of the ACM article, http://cacm.acm.org/magazines/2005/5/6219-challenges-of-migrating-to-agile-methodologies/abstract.
Cat from http://www.indiandownunder.com.au/2011/08/superstitions/.