SME Breakfast Seminar - The Agile Approach
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The document compares waterfall and agile approaches to business intelligence (BI) projects. Waterfall aims to prevent scope changes but can result in long timelines to delivery, while agile embraces scope changes to focus on quick delivery of business value. Agile BI allows for iterative development and prototyping for user feedback, fast time to value, and flexibility to changing requirements compared to deterministic data warehousing. The implications of adopting agile BI over waterfall BI include more frequent releases, less documentation, and an emphasis on immediate feedback. The document recommends using agile for situations where requirements are unknown or changing rapidly.
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This document discusses implementing QlikView projects in an agile environment. It begins with an overview of agile concepts like Scrum and the agile manifesto. It then discusses challenges in applying agile to QlikView work, including reusing data files and the cultural shift required. The document recommends empowering decentralized business intelligence teams while maintaining central governance. It also notes common concerns in agile adoption and emphasizes business engagement and adaptability.
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Are you struggling with poor user adoption and ROI on your BI investment. These 10 lessons learnt comes from over a decade of experience working for BI teams certain to give you clear tips on how to counter these roadblocks.
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Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
How has Agile PPM (bimodal IT) impacted the PMO?
How are Agile PPM (bimodal IT) application projects different than traditional projects?
How should project management methods, strategies and techniques change to support digital PMO in bimodal IT organizations?
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Agile webinar pack (2)
This document discusses the differences between waterfall and agile development approaches for SAP projects. It notes that it is not an "either/or" debate, as both approaches have advantages and neither is suitable for all situations. The document outlines some of the benefits of each approach, such as shorter time to market with agile but more extensive testing and change management with waterfall. It then discusses five fundamentals for becoming more agile with SAP: creating an enabling environment, building an agile development model, using smart bundling strategies, automating processes and shifting testing left, and focusing on culture change.
HanoiScrum: Agile co-exists with Waterfall
This document discusses the differences between Agile and Waterfall project management methodologies and whether they can be combined for large projects. It provides definitions and core principles of Agile, including an emphasis on adaptability, frequent delivery of working software, and collaboration between business and development teams. The document also outlines the traditional phases of the Waterfall model. It considers whether Agile and Waterfall can be mixed, with Agile used for scoping and design and Waterfall for implementation. Experts' opinions are presented that argue a hybrid approach can work if the proper criteria are used to determine when each methodology is applied.
Blended Agile
The document discusses blended agile, which combines agile practices with more traditional methods. Blended agile is useful when an organization cannot immediately switch to a full agile approach. It allows gradual introduction of agile practices while integrating existing traditional methods. Examples of blended agile include using iterative cycles but planning requirements far in advance, having teams work together for only part of the day, and applying agile practices to less critical modules before more critical ones. The document provides advice on setting up a blended agile process and addressing potential conflicts between agile and traditional methods.
Robert Mc Geachy Common Pitfalls Agile
The document discusses common pitfalls organizations face when adopting agile processes. It notes that without discipline, agile approaches may fail due to lack of closure on work items and endless scope changes. It also highlights challenges with testing, changes in team roles and responsibilities, and difficulties adjusting working styles to more collaborative ways of working. Critical success factors include training, experience adopting agile, and support from experienced practitioners.
Deloitte lean agile state of the nation
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
Agile 101
Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
Using Agile Methods In Financial Sservices
The document discusses how adopting Agile methods can help financial services organizations overcome challenges they face with traditional waterfall approaches. It provides an overview of Agile principles and values and argues that Agile allows for earlier delivery of value, adaptability to changing needs, and reduced risk. Three case studies describe how specific financial organizations successfully applied Agile approaches to support transformation, post-trade consolidation, and finance transformation initiatives.
Taking the first step to agile digital services
The Government’s Digital by Default agenda has changed the way IT and digital services are created, tested
and deployed. While the quality, usability and security will always be vital, agility is everything. And this is
exactly what the Government’s Digital by Default agenda requires.
Transforming your business by introducing new digital services can seem a daunting process. Not to mention
delivering these services based on an ‘agile’ methodology.
But do you know what agile is? And why do you
need to adopt this approach? Importantly, how do you put together an agile project team and where do you find the right suppliers? The questions no doubt seem endless. But the main problem can often be the misconceptions about agile itself. Only when you get to grips with this, can you start to think about putting a plan in place. But before we can do that, we need to be clear about what agile actually is …
Agile adoption julen c. mohanty
The document discusses agile adoption and whether it leads to success or failure. It defines agile and compares it to the waterfall model, noting problems with waterfall like lack of flexibility. It also discusses reasons why agile projects may fail, such as not having the right tools, culture, or collaboration. The document provides a case study example and ways to measure agility of a team.
Michigan Agile Presentation
This document provides an overview of an Agile summit held by the Michigan Digital Government. It introduces Agile concepts and frameworks like Scrum. Key benefits of Agile cited include accelerated time to market, improved ability to manage changing priorities, and enhanced software quality. The summit objectives were to introduce Agile, discuss how it differs from traditional approaches, consider its application in the public sector, and allow for discussion. Agile principles like early delivery of working software, self-organizing teams, and responding to change are outlined. The document also discusses scaling Agile to multiple teams, risks, and contracting approaches to support Agile projects.
Tackling the Fallacy of Agile
The document discusses agile fluency and its stages of development for teams. It describes the four stages of agile fluency - one-star, two-star, three-star, and four-star - and the benefits, investments, metrics, and time needed to achieve each stage. One-star focuses on team success and business value. Two-star is about delivering working software frequently. Three-star optimizes for delivering the most business value. Four-star aligns the team with organizational goals. The path through these stages of agile fluency allows teams to continuously improve.
Agile project management PMI-ACP
EVOLVE for Instructors Materials; PMP, PMI-ACP, PMI-RMP, Soft Skills, Prince2
https://evolvetrainingmaterials.com/
TDWI STL 20140613 Agile - Paul Holway
The document provides an overview of agile and how it relates to business intelligence. It discusses why agile adoption is rising, with 70% of BI solutions failing to meet expectations due to lack of business involvement. It then covers the agile mindset of emphasizing business participation, empiricism, building working software frequently, small team sizes, and transparency. The rest of the document details components of a successful agile execution including defining processes, technology practices, organizational change management, and managing interfaces between agile and non-agile teams.
Tdwi march 2015 presentation
This document summarizes a TDWI (The Data Warehouse Institute) meeting in Sydney, Australia in March 2015. The meeting agenda included a presentation on "Business Intelligence - A Self-Service Future?" by Patrick Spedding from Rocket Software. The presentation discussed the shift toward self-service business intelligence driven by factors such as mobility, analytics, and empowering individual users. It outlined how self-service BI is changing roles and organizations and what elements are imperative for self-service offerings. The document provided an overview and background of the meeting host, presenter, and topics discussed.
Why agile project management is better than waterfall
Agile project management is increasingly preferred over Waterfall today. However, agile project management is advisable for the small teams and startups with less number of people involved in projects. http://blog.orangescrum.com/
You keep using the word agile, i do not think it means what you think it means
Slides for the talk about what people think agile is, what agile is about and how you can get back to the idea of agile.
A recording of the talk from NDC London 2016 should be available here https://vimeo.com/158164783
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Why agile project management is better than waterfall
Why agile project management is better than waterfall
You keep using the word agile, i do not think it means what you think it means
You keep using the word agile, i do not think it means what you think it means
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SME Breakfast Seminar - The Agile Approach
- 1. The Agile BI Solution Copyright © Nathean Technologies Ltd 2013 Agile BI vs Waterfall BI John Pugh, CTO April 2013 www.nathean.com
- 2. Waterfall vs Agile Scope Schedule Cost Fix Constraints Estimate Waterfall Scope Schedule Cost Agile
- 3. Waterfall works hard to prevent changes in scope Waterfall vs Agile Agile expects and embraces scope change and focuses on delivering business value quickly instead. Core project management best practices still very relevant and necessary even on an agile project
- 4. Do IT projects take too long to deliver? Is there a tendency to throw requirements and deliverables over the fence to the next phase? Does the project fail to deliver on expected business value? Questions over Waterfall “Agile projects are successful 3 times more often than non-agile projects…”
- 5. Fast time to value Cost-effective solutions which embrace change Intuitive BI for everyone Why Agile BI Works?
- 6. No need for a complete Data Warehouse design before starting Instead an iterative and incremental development Fast prototyping encourages user feedback => fine tune requirements Agile BI - Time to Value
- 7. BI requirements change on a monthly basis Deterministic Data Warehousing not aligned to ever changing environment Agile is better suited to change Agile BI characterised by a low Total Cost of Change Agile BI - Embrace Change
- 8. Business users require access to answers today not next week Cannot rely upon IT or report writers to deliver quickly The tools must support the business user to satisfy their own requirements Agile BI - Intuitive BI
- 9. More frequent delivery to production Less documentation, more meetings and verbal communications Less pretence on long term strategy Immediate QA Multiple leaders, more teamwork Implications of moving to Agile BI from Waterfall BI
- 10. Use Waterfall … When the end state is well known, and requirements are clearly defined and documented When the organisation process and business is stable Use Agile … When the end state is unknown or changing rapidly. Start-up or business in change Which approach to use?
- 11. Thank You Email info@nathean.com Call us on + 353 1 685 3001 Copyright © Nathean Technologies Ltd 2013 All rights reserved.www.nathean.com