Agile Requirements Agile Philly HandoutsDoniel Wilson
Agile Requirements Management is about mitigating risk and considering trade-offs that can be made early in the planning process.
While Agile improves many components of software delivery, one constant struggle for development is being able to accurately discern what the customer wants. This discussion will address common pitfalls in the requirements management cycle.
Don will highlight risks and present several strategies to mitigate these risks to improve the ability to deliver the desired results and the value an agile team brings to the organization.
As the Managing Director of Revolutionary Performance Management, Inc., Don Wilson has analyzed, planned, and implemented technology strategies for top tier companies such as Sprint, Marriott, AARP, and most recently the American Chemical Society. He is a Certified Project Management Professional, a Certified Scrum Product Owner and a Certified Scrum Master. He has a reputation for reviving “troubled” projects, achieving successful outcomes, and exceeding expectations. He is known as the “project-whisperer” for his ability to navigate effortlessly between business and technical groups to identify unspoken requirements.
Read more about Don Wilson on the Agile Philly website for this event at: http://www.agilephilly.com/events/2014-agile-requirements or www.thinkrpm.com
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people – all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
BA and a PO: Where do they meet and where do they conflctCherifa Mansoura
The role of a Product Owner has diverse responsibilities and often are mistaken with the ones a Business analyst has. This presentation with help you understand where they meet and where they conflict.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
Agile Requirements Agile Philly HandoutsDoniel Wilson
Agile Requirements Management is about mitigating risk and considering trade-offs that can be made early in the planning process.
While Agile improves many components of software delivery, one constant struggle for development is being able to accurately discern what the customer wants. This discussion will address common pitfalls in the requirements management cycle.
Don will highlight risks and present several strategies to mitigate these risks to improve the ability to deliver the desired results and the value an agile team brings to the organization.
As the Managing Director of Revolutionary Performance Management, Inc., Don Wilson has analyzed, planned, and implemented technology strategies for top tier companies such as Sprint, Marriott, AARP, and most recently the American Chemical Society. He is a Certified Project Management Professional, a Certified Scrum Product Owner and a Certified Scrum Master. He has a reputation for reviving “troubled” projects, achieving successful outcomes, and exceeding expectations. He is known as the “project-whisperer” for his ability to navigate effortlessly between business and technical groups to identify unspoken requirements.
Read more about Don Wilson on the Agile Philly website for this event at: http://www.agilephilly.com/events/2014-agile-requirements or www.thinkrpm.com
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people – all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
BA and a PO: Where do they meet and where do they conflctCherifa Mansoura
The role of a Product Owner has diverse responsibilities and often are mistaken with the ones a Business analyst has. This presentation with help you understand where they meet and where they conflict.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
Business Case for Agile - Time for ROI CheckTathagat Varma
When we talk of agility, we often refer to number of user stories or story points delivered, or burn down charts or velocity, etc. I call them 'lower-order agility' and howsomuch interesting they are, they make no sense to the 'higher-order agility' at business level. Why is that outrageous claims of performance, productivity and quality improvements at lower-order agility don't translate to commensurate higher-order agility? In this talk, I explore some of these issues. I also propose some ideas on how the whole notion of portfolio planning should be seen in the context of higher-order agility.
I delivered this talk on 19 July 2012 at the launch of Agile Leadership Network, Bangalore chapter, hosed by Valtech at their office.
This is the second upload of the book "The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models". We are seeking help to find mistakes and perfect the book.
Introduction to Agility from Saint Louis Day of Dot Net session:
History, Definition, Comparison to Waterfall, Agile methodologies, Myths & Misconceptions, Common failure, & Advanced discussion points.
Who says that if you are a developer, you stay a developer for the rest of your work life?
Who says that if you are a Senior developer, you have all the skills to become a Project Manager?
The aim of my Master Thesis is giving a general overview about the Project Management and how the profession of Project Manager should not be undervalued in a Team especially if we speak about Virtual Context like distributed teams or remote working.
I will discuss the nowadays state of the art technique, trying to understand which one best meets the requirements of an IT project.
I will also try to expose the limitation of Traditional Management but also the limitation of brand new technique like Agile.
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
Managing the Stakeholder Challenges of Agile TransformationsThomas Luke Jarocki
Upload of the August 19th presentation by Thomas Luke Jarocki of Emergence One International to the Silicon Valley Agile Trends and Leadership Event at the Visa Auditorium.
The Business Analyst: The Pivotal Role Of The FutureTom Humbarger
This presentation was originally made at the Silicon Valley IIBA Chapter meeting in June 2008 by Kathleen (Kitty) Hass from Management Concepts (www.managementconcepts.com). Kitty is also a new board member at-large for the IIBA.
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
An overview of the Agile Manifesto and the principles and practices that define Agile software development. A comparison of Agile Development methodologies and an organisational culture that supports them
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
CSUN 2011: How to Eat an Elephant: Tackling Web Accessibility in a Large Corp...Elle Waters
Wednesday, March 16, 2011, San Diego
Humana's Accessibility team relays the challenges they faced instituting web accessibility across a Fortune 100 company. The team will share successes and lessons learned.
Lisa Barnett
Humana
Wes Dillon
Deque Systems
Preety Kumar
Deque Systems, Inc
Sharron Rush
Knowbility, Inc.
Elle Waters
Humana
Business Case for Agile - Time for ROI CheckTathagat Varma
When we talk of agility, we often refer to number of user stories or story points delivered, or burn down charts or velocity, etc. I call them 'lower-order agility' and howsomuch interesting they are, they make no sense to the 'higher-order agility' at business level. Why is that outrageous claims of performance, productivity and quality improvements at lower-order agility don't translate to commensurate higher-order agility? In this talk, I explore some of these issues. I also propose some ideas on how the whole notion of portfolio planning should be seen in the context of higher-order agility.
I delivered this talk on 19 July 2012 at the launch of Agile Leadership Network, Bangalore chapter, hosed by Valtech at their office.
This is the second upload of the book "The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models". We are seeking help to find mistakes and perfect the book.
Introduction to Agility from Saint Louis Day of Dot Net session:
History, Definition, Comparison to Waterfall, Agile methodologies, Myths & Misconceptions, Common failure, & Advanced discussion points.
Who says that if you are a developer, you stay a developer for the rest of your work life?
Who says that if you are a Senior developer, you have all the skills to become a Project Manager?
The aim of my Master Thesis is giving a general overview about the Project Management and how the profession of Project Manager should not be undervalued in a Team especially if we speak about Virtual Context like distributed teams or remote working.
I will discuss the nowadays state of the art technique, trying to understand which one best meets the requirements of an IT project.
I will also try to expose the limitation of Traditional Management but also the limitation of brand new technique like Agile.
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
Managing the Stakeholder Challenges of Agile TransformationsThomas Luke Jarocki
Upload of the August 19th presentation by Thomas Luke Jarocki of Emergence One International to the Silicon Valley Agile Trends and Leadership Event at the Visa Auditorium.
The Business Analyst: The Pivotal Role Of The FutureTom Humbarger
This presentation was originally made at the Silicon Valley IIBA Chapter meeting in June 2008 by Kathleen (Kitty) Hass from Management Concepts (www.managementconcepts.com). Kitty is also a new board member at-large for the IIBA.
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
An overview of the Agile Manifesto and the principles and practices that define Agile software development. A comparison of Agile Development methodologies and an organisational culture that supports them
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
CSUN 2011: How to Eat an Elephant: Tackling Web Accessibility in a Large Corp...Elle Waters
Wednesday, March 16, 2011, San Diego
Humana's Accessibility team relays the challenges they faced instituting web accessibility across a Fortune 100 company. The team will share successes and lessons learned.
Lisa Barnett
Humana
Wes Dillon
Deque Systems
Preety Kumar
Deque Systems, Inc
Sharron Rush
Knowbility, Inc.
Elle Waters
Humana
Overview and update of the PRIME2 Advisory Committee from the Atmospheric Modeling and Meteorology (APM) Technical Committee of the Air and Waste Management Association (A&WMA). Presentation delivered at the 2016 EPA RSL Modelers’ Workshop in New Orleans, LA. Update relates to downwash improvements being done to the current Plume Rise Enhancements Model (PRIME) in AERMOD.
La Municipalidad de Asunción a través de la Dirección de Emergencias y Desastres Municipal (COMUEDA), se encuentra abocada a la asistencia de las familias en situación de riesgo, a raíz de la crecida del Rio Paraguay, que a la fecha a alcanzado una altura de 4.66 mts, la Dirección del Comueda está trabajando en forma continua para dar respuesta inmediata a las necesidades de las familias afectadas.Total de familias asistidas en situación de RIESGO: 1.276.
Enterprise Wide IT Projects are Complex and strategic importance to organizations to sustain competitive advantage in the market place.
High percentage of strategic initiatives fail due to poor project performance.
This presentation highlights importance of leading Enterprise Wide Projects, instead just focusing on managing projects. The author discusses enterprise wide project relevance to PMI Knowledge Areas and essential leadership skills required to manage enterprise wide projects.
The author also presents two project planning models organizations can use to improve enterprise wide project success.
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
Yonix presents: It’s all about stakeholder communicationyonix
It’s all about stakeholder communication: The role of business analysis in determining the success of projects.
As business analysts, it's our job to encourage collaboration and communication between technical and non-technical stakeholders. We represent the requirements of business stakeholders and translate this to our technical team members, and vice versa. We are the in essence, conduits of information.
A large majority of project failures are attributed to the requirements and analysis phases. Are we really doing what is required to meet business and stakeholder expectations?
During this session, Jody Bullen, CEO of Yonix will present some findings from a recent New Zealand survey, highlighting common business analysis problems faced in software development.
Successful Processes for Selecting a Content Management System: How to Become...Scott Abel
Presented at DocTrain East 2007 by Mary Laplante and Geoff Bock, The Gilbane Group -- A critical skill set for any content management professional relates to the successful acquisition of technology that solves business problems. If your currentor futureחresponsibilities include identifying the right solutions for your company or client, this is a dont-miss session for you.
A content management solution that delivers business value starts with choosing the right technology. Even with consolidation, the CMS market continues to grow, presenting buyers with an overwhelming number of options from which to choose. Mary Laplante and a panel of senior content management analysts and consultants provide you with insight and advice on acquisition processes that will help you map a path to success, set mile markers to guide your way, and reach your goal of choosing the right content technologies for your organization.
Topics to be covered include:
* Making the business case for investment in content technologies: cost savings PLUS revenues equal the big picture for executives.
* Distilling the key requirements: how to focus the technology investigation and avoid distraction.
* Developing an acquisition strategy: tools such as RFIs, RFPs, vendor-supported discovery processes, benchmarking peer organizations, conference-room pilots, and proof-of-concepts can help or hinder your acquisition process.
* Funneling vendors from short list to partner: what you need to know about the last mile to vendor-of-choice.
* Understanding technology delivery options: how software-as-service offers should be evaluated in the technology acquisition process.
DocTrain attendees will have a unique opportunity to shape the content delivered in the session. Prior to DocTrain East, the session moderator and panelists will host discussions and surveys related to technology acquisition processes on http://cmprofessionals.org and http://gilbane.com. You will have a chance to pose your questions in advance and to participate in surveys on key challenges you face in bringing content technologies into the enterprise.
This session will have something for everyone. For the person new to Agile Development, this will provide a basic knowledge to distinguish Agile development from traditional Waterfall development. For those that have some knowledge, this will provide some practical examples and stories about what is happening in the “real world”.
We are in tough financial times, and are being ask to do more than ever with less people. Faster, better, and cheaper is the new mantra for organizations. Companies that will survive and endure for the long haul are looking for different and better ways to deliver software and are discovering Agile development as a possible answer. How do you get started with Agile practices? What are some lessons learned that I can watch out for as we get started? What will Agile fix
and what will it expose? In this session, these questions and others will be answered.
We will also explore how Agile development came to be and provide a foundational knowledge of the common practices including the Scrum framework and Extreme Programming (XP).
Agile Software Design and Development Process.pptxibrahim0623
Agile software development refers to software development methodologies centred around the idea of iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Future in Project Management
1. For discussion Purposes only Confidential
Page 1
Surviving the Shift
Agile and Its Impact on Your Future in Project Management
Speaker: Don Wilson PMP, CSM, CSPO,
Managing Director
Revolutionary Performance Management, Inc.
2. For discussion Purposes only Confidential
Page 2
About the speaker:
Don Wilson earned his Bachelors degree in Computer
Science from North Carolina A&T State University and
immediately jumped into solving business problems using
technology. He spent the early part of his career with
Ernst & Young, and later with Deloitte, planning and
implementing multimillion dollar software packages for
Fortune 500 companies. He translated his strategic,
process and technical knowledge into success as an
architect and project manager for software
development and implementation projects. While
making progress possible with software is a passion for
Don, his spare time is spent on the sidelines of his sons’
soccer games, on the aisle of his daughter’s ballet and
violin recitals, or at a blogging event for his wife. He
spends his remaining time, if there is any, golfing fishing or
watching football.
3. For discussion Purposes only Confidential
Page 3
Where did it begin
Rapid Application Development (RAD)Agile origins can
be traced back to Rapid application design
techniques posed in Barry Boehm and James Martin's
1991 "Rapid Application Development" book. From
Boehm's gradual move away from rigid requirements
specification recognizing the natural preference to
react over creating requirements.
Dynamic Systems Development Method DSDM
followed in 1994 with its initial consortium convening to
establish a standard RAD framework. This ultimately
resulted in several versions of the DSDM Framework
being published and revised from 1995-1997.
Early incarnations of RUP in 1994, Scrum in 1995, XP in
1996 and FDD in 1997 lead to the Agile Manifesto in
2001
4. For discussion Purposes only Confidential
Page 4
Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Kent Beck
Mike Beedle
Arie van Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
5. For discussion Purposes only Confidential
Page 5
Agile Manifesto Principles
We follow these principles:
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive
advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout
the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
6. The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
6. For discussion Purposes only Confidential
Page 6
Agile Manifesto Principles
We follow these principles:
7. Working software IS the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence and good design
enhances agility.
10.Simplicity--the art of maximizing the amount of work not done--is
essential.
11.The best architectures, requirements, and designs emerge from self-
organizing teams.
12.At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
7. For discussion Purposes only Confidential
Page 7
Agile Success
According to the 2012 CHAOS report, Agile succeeds
three times more often than waterfall.
8. For discussion Purposes only Confidential
Page 8
Why Scrum
Source: 7th State of Agile Development Survey by VersionOne
9. For discussion Purposes only Confidential
Page 9
Understanding the Process
Source: ScrumAlliance.org
10. For discussion Purposes only Confidential
Page 10
Make the role shift
Scrum Master Product Owner
Focus: The product
Maximizing value
Minimizing Waste
Constantly
Prioritizing the backlog
Assessing story value/effort
Negotiating proposed
upcoming features, short &
long term with customers
Analyzing empirical data to
improve the product
Focus: The process
Maximizing efficiency
Maximizing Transparency
Constantly
Educating Others on the
process and ways to
improve
Communicating results
Capturing empirical data
and implementing to adapt
the process
11. For discussion Purposes only Confidential
Page 11
Initiate Core Scrum Concepts
Value
Team Size
Scrum Meeting Cadence
Self Organizing Team
Colocation
Sushi not Sashimi
Chickens & Pigs
Spikes
Prototypes
Burn down
Empirical
Information Radiator
Scrum Board
Backlog
Stories
Epics
Story Points
Conditions of Satisfaction
Done Done
Shippable unit
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Establish the elements
Artifacts
Working Code
Prototypes
Backlog
Retrospective Notes
Scrum Board (or app)
Burn down Charts
(sprint, Epic, Product)
Roadmap
Release Schedule
Budgets and Forecasts
Meetings
Daily Standup
Sprint Planning
Sprint Demo
Sprint Retrospective
Grooming
Estimation
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Execute and Deliver Value
Source: Jim Johnson. The Standish Group International Inc. 2002.
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Scrum Failure Points
Story Points vs Hours Failing to make the leap
Lack of Education/Understanding
Location (distance (physical and mental) )between client and team
Alternative methodology Comparison Traps
Isolation (Weirdo's on team x)
Lack of understanding (Management, Team, Customer,
Lack of support from customer
Lack of Management support
Lack of participation from all team members
Inadequate or Infrequent inspections and communications with
management
NO ROADMAP
Mounting Technical Debt
Mid Sprint Scope Changes
Defining Done
Lack of Focus/Context Switching
Breaking the Iron Triangle
Testing Not embedded in the process
52% of companies state the the
biggest barrier to Agile adoption is the
inability to change organizational
culture.
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PMO’s Aren’t Safe either
Source: http://www.keyedin.com/project-success-blog/article/why-pmos-fail-5-shocking-pmo-statistics
50% of project
management offices
close within 3 years
Source: Association for Project Mgmt.
Since 2008, the correlated
PMO implementation failure
rate is over 50%
(Gartner Project Manager 2014)
68% of stakeholders
perceive their PMOs to
be bureaucratic
(2013 Gartner PPM Summit)
Only 40% of projects met
schedule, budget and quality
goals (IBM Change Management
Survey of 1500 execs)
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Keys to surviving the shift
Understand and Educate
Absorb the concepts and Understand it for yourself
Think about the needs and concerns of your four target groups: Customer,
Team, Management, Others.
Educate your four targets: Team, Customer, Management, Others
Initiate and Communicate
Initiate the process
Understand the value and concerns for each group
Communicate profusely with each target group with the right tools and
channels
Execute & Adapt
Make mistakes, Own them, Adjust, Continually improve
Focus on value, identify what adds value and eliminate everything else (don’t
gold plate the app get it on the road and see what would add the most value
once it works)
Think big to Deliver Value
Look at the trends among barriers to execution
Adapt what you’ve learned to larger entities. Look beyond the initial
implementation to enterprise adoption
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Strategic IT services
Does your organization have a clear vision for its use of Information technology? Is your
organization using the right technologies to enable your business to execute its vision?
Does your organization have the right team to execute its vision? Is your organization
using the right tactics to execute the vision?
Target: Vision Direction Progress
• Business/Technology Portfolio Assessments
• Business Data Profiling Mapping
• Product road mapping,
• Support process definition
• Product Business Analytics
• Change Management
Tools: Defining the right Technology Stack
• Technology Assessment
• Technology Roadmap
• Technology Selection
Tactics: Optimizing Execution
• Process Improvement
• Process Assessment,
• Process Definition
• Process Metric Definition,
• Process Analytics
• Project Execution
• PMO Assessment,
• Agile Adoption Planning
• Agile coaching and training (Scrum, LEAN),
• Project Management Team augmentation
• Project Tools Implementation,
• Project Execution Analytics
Team: Talent Acquisition and Development
• Evaluation/Assessment
• Strategic Staff Augmentation
• Coaching
• Training
• Leadership development
• Succession planning
Contact us
Revolutionary Performance Management Inc.
www.thinkrpm.com
202-360-4932