Scaling Agile in the Enterprise
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The document discusses scaling agile practices in large enterprises. It begins by outlining the origins of agile in 2001 as an alternative to documentation-heavy processes. It then discusses challenges that enterprises face in scaling agile, including process/documentation cultures, underestimating planning efforts, and complex infrastructure. The document proposes a 3-step approach: setting up an agile implementation team, having IT management lead by example, and continuously solving impediments. It recommends using tools like JIRA and SAFe to plan at the portfolio, program, and team levels to help scale agile practices across large organizations.
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This document discusses scaling agile frameworks like Scrum to larger organizations and projects. It introduces the Scaled Agile Framework (SAFE) as an approach to scale agile beyond the team level. SAFE incorporates lean principles and establishes an Agile Release Train (ART) model with cadence-based planning. The document outlines how IBM's collaborative lifecycle management (CLM) tool supports SAFE by enabling requirements management, tracking, planning, testing and other activities across programs and multiple teams.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...
This document provides an overview of applying agile project management practices to hardware and systems development. It begins with biographies of the authors and case studies where agile methods improved software development. It then discusses challenges applying agile to hardware with long lead times. Key practices discussed include using short intervals with feedback, translating user stories and burn-downs to hardware, and managing projects with boundary conditions and out of bounds processes. The document provides examples and outlines adapting scrum practices like sprints, planning and retrospectives for hardware development.
Agile: Not Just for Sofware
This document discusses applying agile methods to product development beyond just software. It argues that agile can accelerate tangible product development by nesting sprints within milestone frameworks and establishing high-performance cross-functional teams. However, functional managers often resist ceding control and collaboration, posing the biggest challenge to success. Case studies show that focusing agile adoption on planning, demos, and facilitation can lead to improved schedule adherence, decision-making, and overall project accuracy despite higher prototyping costs.
Projects FAIL if We do not Consider 5 DIMENSIONS!
This presentation was given at Hyderabad Software Enterprises Association (HYSEA). This presentation highlights about 360 Degree Project Management which has 5 DIMENSIONS. Enjoy Reading... VSR
@vsr111
ADDO_2020-Driving-Digital-Transformation-through-CloudOps-and-SRE.pdf
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Migrating Your Apps to the Cloud: How to do it and What to Avoid
This document discusses strategies for migrating applications to the cloud. It outlines several service offerings from Pivotal Application Transformation (AppTx) focused on re-hosting, re-platforming, re-factoring, or re-building applications. Common problems encountered include lack of ownership, commitment, readiness, and cultures unsuited for extreme programming. However, many issues like inexperience can be mitigated. The document emphasizes doing the right thing, what works, and being kind.
Agile IT Operatinos - Getting to Daily Releases
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Migrating from Instantis 8.0 to EnterpriseTrack 8.7 - A Customer Story
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
BBCN recently completed a migration from Instantis 8.0 to EnterpriseTrack 8.7. This session steps through the process from the initial decision to upgrade to the planning, configuration and ultimate roll out. We will discuss the factors behind the decision to upgrade to Instantis EnterpriseTrack 8.7 and, once selected, the features and settings to implement. We'll outline the process used to perform the migration and provide lessons learned that can save you time and eliminate frustration.
Leaflet14 1
Visual Paradigm - Innovation & Technology for Challenging Projects (Enterprise Architecture, Project Management, TOGAF, PMBOK, Agile Scrum) All-in-one platform
Visual paradigm-leaflet
Visual Paradigm is a leading and globally recognized provider for Business and IT Transformation software solutions. It enables organizations to improve business and IT agility and foster innovation through popular open standards. Our award-winning products are trusted by over 230,000 users in companies ranging from small business, consultants, to blue chip organizations, universities and government units across the globe.
Resume - Anil Kumar Krishna
This document provides a summary of Anil Kumar Krishna's professional experience and qualifications. Over 20 years, he has managed diverse projects across multiple technologies. Currently, he is exploring senior management roles. He has significant experience in application development, maintenance, and product engineering.
Discover Jira Align - Realignment to the Enterprise
Atlassian Jira Align enables organizations to connect and align around common goals and objectives while providing actionable views and metrics to everyone touching the technology product lifecycle. With the ability to support a number of scaling frameworks, Jira Align helps navigate the complexity of large-scale technology initiatives by unifying and synchronizing the work happening across programs and portfolios for a clear executive-level view. At the same time, agile teams can continue to use their preferred tools, like Jira, to move quickly and deliver the best customer outcomes. With Jira Align, program managers, product managers, and release train engineers get the information they need to empower their teams to deliver the right things quickly and respond to market change.
Join us as we highlight critical features of Jira Align.
In this webinar, you'll learn how to:
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This presentation was used to start a conversation with the Atlanta DevOps community around patterns for introducing DevOps in large organizations. During the session, I presented findings from coaches around the US.
Agile Gurugram 2016 | Conference | Scaling Agile to Enterprises : Experience ...
The document describes VMware's transformation to scale agile practices across its organization. It outlines the goals of migrating platforms and providing a unified customer experience. Challenges included silos between teams and a lack of visibility into overall objectives. VMware introduced the Scaled Agile Framework (SAFe) starting in 2013, establishing roles, processes, and tools to improve integration, visibility and alignment across teams. Key successes included improved throughput, continuous delivery, and happier self-organizing teams with a common understanding of agile practices.
Re-Architecting with Agile Delivery featuring Forrester's Randy Heffner
**Watch the live recording of this presentation at http://headspring.com/re-agile **
Software has become critical to business change but as platforms grow obsolete, internal and external customer needs more complex, and multifaceted reporting an expectation, implementing software changes without considering implications to re-architecture initiatives will only lead to costly rebuilds.
In this presentation, guest presenter, Randy Heffner, Vice President and Principal Analyst of Forrester Research, walks through his latest research on how application delivery (as opposed to business change delivery) kills business responsiveness. He focuses on how leading IT organizations combine digital business design models, agile delivery, and architecture governance to drive continuous business transformation.
Following Randy, Headspring’s Executive Vice President of Operations, Glenn Burnside, details three business enterprise case studies in which the “business transformation catalyst” delivery model has taken theory into practice.
Migrating from ClearCase
Practical experience in migration from the leading experts at CollabNet.
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Resume
The resume summarizes S. Vinod Kumar's professional experience as a Delivery Manager with over 17 years of experience in ERP implementations. He has managed projects involving Microsoft Dynamics implementations for various companies in multiple countries. Some of the key projects listed include Navision implementations for Trelleborg Sealing Solutions subsidiaries in Croatia, Bulgaria, Hungary and Turkey. He is currently working as a Delivery Manager for Trelleborg Sealing Solutions in Bangalore, India.
Wake Up – It’s Time to Upgrade Your S/4HANA System!
While many organizations are still running their ERP on SAP’s veteran platform – ECC, many others already completed their move to the newer S/4HANA platform.
Having said that, for those who were early adopters and implemented the first major S/4HANA versions between 2015 to 2017, it’s time to upgrade.
As SAP officially supports each S/4HANA version 5 years, these early versions (1511 to 1709) are already in end of life (EOL) mode.
This imposes significant risks to organizations, as well as preventing them adopt newer SAP solutions and innovations introduced in the further S/4HANA versions.
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Overview
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Key Topics Covered
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- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
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Scaling Agile in the Enterprise
- 2. Scaling Agile in the Enterprise ...with Atlassian tools SANDER BRIENEN • AVISI • @AVISI_ATLASSIAN • S.J.P.BRIENEN@AVISI.NL
- 3. Outline
- 4. Scaling agile to the enterprise How it began
- 8. February 2001: “ Define an alternative to a documentation driven, heavyweight software development process SOURCE: AGILEMANIFESTO.ORG ”
- 12. But what happens at scale?
- 13. Some figures 2,000 300 employees IT people 10 agile teams Project management Business alignment Operations department Architecture department Test department
- 14. Enterprise Challenges • Process and documentation culture • Underestimation of planning effort in agile • Complicated infrastructure
- 15. 3 step approach 1. Setup a team to implement Agile 2. As IT Management, set the example 3. Solve impediments to agile, continuously
- 16. Implementing Agile • Takes time • Requires change • Needs persistence
- 18. Scaled Agile Framework by Dean Leffingwell http:// scaledagileframework.com
- 19. Scaled Agile Framework by Dean Leffingwell http:// scaledagileframework.com
- 20. P O R E P F CO L I O T I S realized by 1 1..* P F EO T U R EA M R A G R S realized by 1 1..* STE RIES T O A M
- 21. T E P IM E S HE CS realized by 1 1..* F E E P IU R E S AT CS realized by 1 1..* STORIES
- 23. Tools
- 24. Enterprise Challenges P R O C ES S A ND D O C U MENT A T IO N C U LT U R E U ND ER ES T IMA T IO N O F P LA NNING EF F O R T IN A GILE C O MP LIC A TED INF RA S TRU C TU RE
- 25. Challenge #1 P R O C ES S A ND D O C U MENT A T IO N C U LT U R E U ND ER ES T IMA T IO N O F P LA NNING EF F O R T IN A GILE C O MP LIC A TED INF RA S TRU C TU RE Central, easy to access, documentation is key
- 27. Link documentation to JIRA
- 28. Create content with blueprints
- 29. Risk management with Blueprints
- 30. Challenge #2 P R O C ES S A ND D O C U MENT A T IO N C U LT U R E U ND ER ES T IMA T IO N O F P LA NNING EF F O R T IN A GILE C O MP LIC A TED INF RA S TRU C TU RE Agile is all planning about just-in-time
- 31. Project structure in JIRA Portfolio planning Portfolio Program Backlog Application A THEMES Backlog Application B EPICS + STORIES
- 32. Team level • Define/Build/Test • Agile Teams • Developers • Testers • Product owners
- 33. Team level • Issue types: • User Story • Bug • Refactor task • Design task
- 34. Team level • Important Fields: • Story Point • Rank • Measure: • Velocity
- 35. Sprint planning in JIRA Agile
- 36. Program level • Program managers • Project managers • Release Management • Quality Assurance
- 37. Program level • Issue Types: • Business Epic • Architectural Epic • Bug • Task • Important Fields: • Business value
- 38. Cost vs Business Value Agile FIXED Features Time Time Budget Features FLEXIBLE Traditional Budget
- 39. Use Kanban to track progress
- 40. Manage the release train
- 41. Portfolio level • Portfolio Management • Enterprise architects • Portfolio managers
- 42. Portfolio level • Issue types: • Business Theme • Architectural Theme • Important fields: • Business value
- 43. Use Kanban to track progress
- 44. Create a long-term roadmap
- 45. Use FOLIO to manage budget
- 46. Track KPI’s on wallboards
- 47. Challenge #3 P R O C ES S A ND D O C U MENT A T IO N C U LT U R E U ND ER ES T IMA T IO N O F P LA NNING EF F O R T IN A GILE C O MP LIC A TED INF RA S TRU C TU RE One Backlog to Kill them All
- 48. over 70 applications Front-office Back-office Enterprise service bus Service oriented architecture SAP Document management Mobile XML Gateway Web
- 49. Portfolio planning Portfolio THEMES Program EPICS + STORIES Backlog Application A Team Backlog Application B TASKS Planboard Feature Team X Planboard Component Team Y Planboard Component Team Z
- 50. Traceability
- 51. To sum it up Does agile scale?
- 52. Success factors Setup Agile Implementation Team Create 3 levels of planning and JIRA project for portfolio planning and roadmap JIRA project structure that follows architecture Scrum boards per team to manage backlogs
- 53. “Big Design Up Front” vs. “Just Enough Specification”
- 56. vs.
- 58. Rate this Talk Scaling Agile in the Enterprise Text code below to 22333 or visit http://bit.ly/15C9dzf MEH = 2U NO T BA D = 2V P R ET T Y GO O D = 2W A WES O ME = 2X To join this session, send text 136888 to