The document discusses barriers to agile adoption and common causes of failed agile projects. It finds that organizational culture at odds with agile values and lack of support for cultural transition are among the top barriers. At the initiative level, inability to change culture and lack of agile experience in personnel are cited as the biggest barriers. The document also examines the Scrum process and provides an overview of the Scaled Agile Framework.
Optimize your Agile rituals to increase productivityGautham Pallapa
In this session, I talk about what it entails to embark on a digital transformation, focusing on Lean and Agile cultures. We explore how we can enhance common Agile rituals and gamify them to increase productivity and innovation. We then conduct some experiments and demonstrate the power of gamification.
Increase Productivity and Innovation Using Agility and Gamification Gautham Pallapa
In this session, we will look at the common rituals that Agile teams participate in, and learn how to increase productivity, throughput, and accountability in these rituals. We will also run a couple of experiments and games on quick backlog prioritization techniques, formulating experiments, and using agility to your benefit.
You will learn:
* How to gamify your meetings and get more throughput out of them
* Quick prioritization techniques for refining the backlog with product owners and stakeholders
* Running continuous experiments, optimizing demos and retros
Continuous Feedback: The New Paradigm by Jared RichardsonTEST Huddle
In these slides Jared discusses creating intentional feedback in several forms, but then we’ll focus on continuous integration and continuous testing/continuous deployment.
Available on testhuddle.com
What I Learned From Burning Down My HouseYves Hanoulle
This presentation is about what I learned from when my house burned down.
The presentation is elling the story of a sense of urgency, but targeted at (agile) software development
Agile Transformations, the Good, the Bad and the UglyRally Software
The good, the bad and the ugly side of real life agile transformations. Wanda will share with you common challenges experienced by organisations during their agile journeys and provide you with key learnings that you can adopt within your own company.
Optimize your Agile rituals to increase productivityGautham Pallapa
In this session, I talk about what it entails to embark on a digital transformation, focusing on Lean and Agile cultures. We explore how we can enhance common Agile rituals and gamify them to increase productivity and innovation. We then conduct some experiments and demonstrate the power of gamification.
Increase Productivity and Innovation Using Agility and Gamification Gautham Pallapa
In this session, we will look at the common rituals that Agile teams participate in, and learn how to increase productivity, throughput, and accountability in these rituals. We will also run a couple of experiments and games on quick backlog prioritization techniques, formulating experiments, and using agility to your benefit.
You will learn:
* How to gamify your meetings and get more throughput out of them
* Quick prioritization techniques for refining the backlog with product owners and stakeholders
* Running continuous experiments, optimizing demos and retros
Continuous Feedback: The New Paradigm by Jared RichardsonTEST Huddle
In these slides Jared discusses creating intentional feedback in several forms, but then we’ll focus on continuous integration and continuous testing/continuous deployment.
Available on testhuddle.com
What I Learned From Burning Down My HouseYves Hanoulle
This presentation is about what I learned from when my house burned down.
The presentation is elling the story of a sense of urgency, but targeted at (agile) software development
Agile Transformations, the Good, the Bad and the UglyRally Software
The good, the bad and the ugly side of real life agile transformations. Wanda will share with you common challenges experienced by organisations during their agile journeys and provide you with key learnings that you can adopt within your own company.
Introduction into testing in large and distributed organizations that are practicing agile methods. Ideas, practices and tools to help develop open communication, deal with cultural differences both within an organization and across continents specifically related to testing activities.
20 min sponsored talk presentation on Agile PT 2011 conference (http://2011.agilept.org/program/talk-tiago-pascoal).
Some slides are less than legible since they have animations. Apologies for that
Remote Agility and Distributed Agile Team StructureKaty Slemon
Agile teams are self-managing & work best when your team works remotely. Discover the functioning of a remote agile teams as COVID forced strict rules on social distancing.
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles.
This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
When scaling Agile, an effective Scrum of Scrums is fundamental to success. This presentation covers common patterns for Scrum of Scrums, with varied purpose and format. Successful practices, learned experience, potential anti-patterns, and alternatives to Scrum of Scrums are included.
Presented at Agile New England as an ANE 101 session on 4 February 2021.
Seoul Test Conference - Agile in Europe, The way its done.Derk-Jan de Grood
• Last week I visited South Korea and gave a presentation on the SSTC. I was asked to give a overview of the way that we do Agile in Europe. Since Agile is not an out of the box approach, it is hard to explain how we do Agile in Europe. There is not such as one way. But In this presentation I combine my experience, the information I gather whilst visiting various European Conference with Benchmark research. I believe the presentation gives a nice overview of the things we are struggling with and the agile test challenge.
Agile Mindset : The Paradigm Shift..! - Agile Tour Algiers 2017Taoufik Fekhar
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
Agile testing for distributed teams and large orgsJanet Gregory
Some of the challenges and ideas for improving communication, testing practices that can help, and suggestions for adapting to the changes necessary to be successful in an agile world.
Epic Champions - Better Software Through Empowered EngineersAtlassian
How often has your engineering team been given an Epic to work on complete with user stories specifying grandeur designs and technical solutions? More often than not, engineers need to rip this apart to make it technically feasible. As an engineering leader at Hootsuite, Tyler Brown recognized this problem and responded by creating a concept called "Epic Champions". Epic Champions enables engineers to own an Epic from initial ideation through delivery and work with product and design to make the feature hit the mark every time. In this session Tyler will walk you through the Epic Champions concept and teach you how to trust and empower engineers to ultimately build higher quality software that truly meets customers needs.
My slide deck for the Lean Kanban North America conference (LKNA 2013).
http://SystemAgility.com/
https://twitter.com/ken_power
http://www.linkedin.com/in/kenpower
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?John Carter
This thought-leading presentation discusses applying Agile to any organization. It makes a research-based case that Agile is spreading and that change is inevitable. It then discusses the barriers to change and how to overcome them. It next presents the idea of “Intelligent Agile” – an Agile scaled to your organization and its needs. It then presents the “next practices” required to make a sea change in Agile PD. Along the way, the presentation features best practices to overcome barriers, develop “Intelligent Agile, and continue to grow.
A presentation focusing on the core ideas of Scrum and elaborating them. Also some thought on transitioning to Scrum. More about the principles and why it works, rather than what needs to be done.
Introduction into testing in large and distributed organizations that are practicing agile methods. Ideas, practices and tools to help develop open communication, deal with cultural differences both within an organization and across continents specifically related to testing activities.
20 min sponsored talk presentation on Agile PT 2011 conference (http://2011.agilept.org/program/talk-tiago-pascoal).
Some slides are less than legible since they have animations. Apologies for that
Remote Agility and Distributed Agile Team StructureKaty Slemon
Agile teams are self-managing & work best when your team works remotely. Discover the functioning of a remote agile teams as COVID forced strict rules on social distancing.
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles.
This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
When scaling Agile, an effective Scrum of Scrums is fundamental to success. This presentation covers common patterns for Scrum of Scrums, with varied purpose and format. Successful practices, learned experience, potential anti-patterns, and alternatives to Scrum of Scrums are included.
Presented at Agile New England as an ANE 101 session on 4 February 2021.
Seoul Test Conference - Agile in Europe, The way its done.Derk-Jan de Grood
• Last week I visited South Korea and gave a presentation on the SSTC. I was asked to give a overview of the way that we do Agile in Europe. Since Agile is not an out of the box approach, it is hard to explain how we do Agile in Europe. There is not such as one way. But In this presentation I combine my experience, the information I gather whilst visiting various European Conference with Benchmark research. I believe the presentation gives a nice overview of the things we are struggling with and the agile test challenge.
Agile Mindset : The Paradigm Shift..! - Agile Tour Algiers 2017Taoufik Fekhar
Agile is about mindset, this mindset is established through 4 values, grounded by 12 principles, and manifested through many different practices. Agile is a transformation from “fixed mindset” to “growth mindset”. Agile is a shift of thinking for the way of how we run a knowledge work from “defined process” to “empirical process”, Agile is a paradigm shift of how we manage work (specially knowledge work) from “coordination & control” to “inspect & adapt”. So, Agile is all about mindset, and it’s very important to understand this mindset in order to succeed the transformation to Agility that allows us to deal with complexity and uncertainty by established set of attitudes and habits toward a work like: failing early, learning through discovery, welcoming change, continuous delivery and continuous improvement, self-organizing team, collaboration and communication, build in feedback loops...etc, and when we really understand the Agile mindset we can use the Agile practices and tools as “Shu” level of instructions and guidance in the journey from “Doing Agile” to “Being Agile”, this journey that requires a lot of education and learning.
Agile testing for distributed teams and large orgsJanet Gregory
Some of the challenges and ideas for improving communication, testing practices that can help, and suggestions for adapting to the changes necessary to be successful in an agile world.
Epic Champions - Better Software Through Empowered EngineersAtlassian
How often has your engineering team been given an Epic to work on complete with user stories specifying grandeur designs and technical solutions? More often than not, engineers need to rip this apart to make it technically feasible. As an engineering leader at Hootsuite, Tyler Brown recognized this problem and responded by creating a concept called "Epic Champions". Epic Champions enables engineers to own an Epic from initial ideation through delivery and work with product and design to make the feature hit the mark every time. In this session Tyler will walk you through the Epic Champions concept and teach you how to trust and empower engineers to ultimately build higher quality software that truly meets customers needs.
My slide deck for the Lean Kanban North America conference (LKNA 2013).
http://SystemAgility.com/
https://twitter.com/ken_power
http://www.linkedin.com/in/kenpower
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?John Carter
This thought-leading presentation discusses applying Agile to any organization. It makes a research-based case that Agile is spreading and that change is inevitable. It then discusses the barriers to change and how to overcome them. It next presents the idea of “Intelligent Agile” – an Agile scaled to your organization and its needs. It then presents the “next practices” required to make a sea change in Agile PD. Along the way, the presentation features best practices to overcome barriers, develop “Intelligent Agile, and continue to grow.
A presentation focusing on the core ideas of Scrum and elaborating them. Also some thought on transitioning to Scrum. More about the principles and why it works, rather than what needs to be done.
'My Case for Agile Methods & Tranformation' : Presented by Saikat Das oGuild .
This paper describes Saikat's experiences with Agile values, tranforamtion and my implementation of them. He describes the circumstances that have led him to believe passionately that Agile Frameworks will best assure the success of his projects.
Competency models for the team and how to choose specific practices against the model.
He describes what has worked for him and why, and he describes what hasn’t worked and why.
Highlights:
A different Approach to look into Agile practices and Transformation.
The difference between Agile Adoption and Agile Transformation.
The real goal of Agile change initiatives.
Adapting Practices in Agile.
10 Safe Essential Elements to Achieve the Benefits of SAFeCprime
This presentation explores what could happen as the Agile Release Train progresses with each later Program Increment. You will learn how to keep the train on the tracks with 10 essentials of SAFe, so you can achieve the full benefits of SAFe.
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
Scrum, Kanban, or Scrumban: Which Is Right for You?TechWell
Agile is on everyone’s minds today, as more and more organizations are eager to reap the benefits of rapid iterations using customer-centric approaches. Organizations tend to run to Scrum first because it is the most recognized agile framework. But is Scrum always the right answer for a team and a business? Heidi Araya discusses the types of scenarios and projects in which Scrum may not be a good fit. She shares other frameworks—including Kanban and Scrumban—as potential alternatives to consider to ensure teams and projects select the right fit and can deliver great software efficiently. Some considerations include organizational culture, size of teams, team composition, types of work, industry requirements, overall project size, and type of project. Go back to your organizations and confidently select the right frameworks for your current and future roles and projects—and explain to management why the framework chosen is appropriate.
JDD2014: Agile transformation - how to change minds, deliver amazing results ...PROIDEA
Transitioning an organization from Waterfall to Agile can be difficult much like any change management tends to be. For most people involved, it ends up being an ordeal. But, there is a better way. With the right strategy and tools, this can be a rather rewarding and unifying experience instead. In this talk, we will discuss one such transition and the elements that contributed to its success.
Can We Do Agile? Barriers to Agile AdoptionTechWell
“Can we do agile?” is a question often asked by individuals enviously looking at the impressive results reported by other organizations that adopted agile practices. What they are usually concerned about are the commonly perceived barriers to agile adoption: large scale, legacy architecture and tools; and demanding governance and compliance practices. Yet, despite these perceived barriers, many organizations with these challenges do agile. Others wonder why, after all their training and shiny new tools, they can’t do agile. What they’re not seeing are the real barriers to agile adoption—the social barriers that impede fast decision cycles. Steve Adolph introduces a fast decision cycle model, explains why social factors are the dominant determinant of agile success, and provides a configuration guide to help participants identify and evaluate these social impediments. Using a case study of a “high ceremony” organization, you and Steve work together to find ways to resolve impediments to doing agile.
Similar to The good the bad and the ugly of agile (20)
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
4. *Respondents were able to make multiple selections.
*Respondents were able to make multiple selections.
6%
Not applicable/
Don’t know
38%
Lack of
management
support
33%
Unwillingness of
team to follow
agile
30%
Insufficient
training
33%
A broader
organizational or
communications
problem
36%
Lack of support
for cultural
transition
37%
External pressure
to follow traditional
waterfall processes
42%
Company philosophy
or culture at odds
with core agile
values
44%
Lack of
experience with
agile methods
philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%.
BARRIERS TO FURTHER AGILE ADOPTION
At the agile initiative level, respondents cited organizational culture or a general resistance to change as their
biggest barriers to further agile adoption, followed by not having the right skill set.
44%
Ability to
change
organizational
culture
35%
Not enough
personnel with
the necessary
agile experience
34%
General
organizational
resistance to
change
32%
Pre-existing
rigid/waterfall
framework
29%
Management
support
24%
Management
concerns about
lack of upfront
planning
23%
Business/user/
customer
availability
22%
Concerns
about a loss of
16%
No barriers
15%
Confidence in
methods for
14%
Concerns
about the
13%
Development
team support
12%
Perceived time
and cost to
11%
Regulatory
compliance
Leading causes of failed agile projects
*Respondents were able to make multiple selections.
6%
Not applicable/
Don’t know
38%
Lack of
management
support
33%
Unwillingness of
team to follow
agile
30%
Insufficient
training
33%
A broader
organizational or
communications
problem
36%
Lack of support
for cultural
transition
37%
External pressure
to follow traditional
waterfall processes
42%
Company philosophy
or culture at odds
with core agile
values
44%
Lack of
experience with
agile methods
BARRIERS TO FURTHER AGILE ADOPTION
At the agile initiative level, respondents cited organizational culture or a general resistance to change as their
biggest barriers to further agile adoption, followed by not having the right skill set.
44%
Ability to
change
organizational
culture
35%
Not enough
personnel with
the necessary
agile experience
34%
General
organizational
resistance to
change
32%
Pre-existing
rigid/waterfall
framework
29%
Management
support
24%
Management
concerns about
lack of upfront
planning
23%
Business/user/
customer
availability
22%
Concerns
about a loss of
management
control
16%
No barriers
15%
Confidence in
methods for
scaling agile
14%
Concerns
about the
ability to scale
agile
13%
Development
team support
12%
Perceived time
and cost to
make the
transition
11%
Regulatory
compliance
Barriers to Further Agile Adoption
9. Scrum
Process
1
–
4
weeks
24hrs
Product
Backlog
S
P
R
I
N
T
Poten7ally
Deployable
Increment
Daily
Scrum
Done
since
yesterday?
Plan
for
today?
Barriers?
Sprint
Review
Demo
completed
features
to
all
stakeholders
Sprint
Planning
Review
Product
Backlog
Build
Sprint
Backlog
Commit
to
selected
scope
Product
Backlog
Priori6sed
features
desired
by
customer
Sprint
Retrospec7ve
How
did
we
do?
What
can
we
improve?
Vision
Vision
Aim
of
the
project
With
a
business
owner
Sprint
Backlog
Product
/Project
Roadmap
Release
Planning
10.
11. “Everybody
is
a
genius.
But
if
you
judge
a
fish
by
its
capability
to
climb
a
tree,
it
will
live
its
whole
life
believing
it
is
stupid”
Albert
Einstein
12.
13. I
felt
a
great
disturbance
in
the
force.
As
if
a
million
voices
suddenly
cried
out
in
terror
where
are
the
tests
14. Agile
Should
Give
Us
Feedback
Inputs OutputsSystem
Time
Before After
16. Nega6ve
Feedback
is
Needed!
Situa6on
at
the
start
Explosion
Blocking
No
Goals
t
Posi6ve
Feedback
Situa6on
at
the
start
Goal
t
Nega6ve
Feedback
Situa6on
at
the
start
How Prince2, MSP MoR, RUP, SaFe, Scrum and Enterprise Scrum are implemented by people in organisations.
All of these are models. There are two things I can remember from my modelling lectures
Transition: The new model to what they do.
Transition what they do to the new model.
“Give me an agile QMS”
Ivar Jacobson was giving a key note a few years back. He said he brought RUP into the world. And was proud of the child. But like a lot of children it had grown up into a hooligan. What happens to these frameworks?
Leo Tolstoy “The most difficult subjects can be explained to the most slow-witted man if he has not formed any idea of them already; but the
simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already, without a shadow of doubt, what is laid before him.”
Part of the issue is our Human Nature – we tend not to listen properly to others and we certainly assume what people are going to say to us before we start. We are also conditioned in education – there is a right or wrong answer. The answer is whatever gets me the marks for the exam not what is most appropriate for this particular situation – our education systems are successfully training in particular fields but are failing to create thinking individuals. We need people to advance thinking and take us forward into alternative ways of doing things.
It gets worse we even take words and concepts and change their meaning.
E.g. User Stories become requirements statements and before we know where we are we have a 70 page User Story document that has been transposed from an existing statement of requirements.
Scrum of Scrums as a governance and prioritisation forum. (Even as an management role)
We have Daily Stand Up meetings turning into daily progress reporting meetings
We have face to face communication and colocation turning into a control of people and a desire to have bums on particular seats for 7.5 hours a day.
An estimate turning into a guarantee!
Processes trumping people and their interactions.
The destruction of trust
The same is true for me as an agile change agent as it is for the leaders and the individuals within an organisation. Be wary of it and truly actively listen to what others are communicating and understand what they mean by the words they choose to use. Just because someone discusses Work Package Agreements does not mean that they are in favour of a complete implementation of Prince II and therefore to be side-lined. It means they have Prince II training and are using to express what they think needs to be done. The consequence is that we as agile people need to be familiar with different models understanding the language and concepts within them. I have more success encouraging Prince II trained folk to create a WBS that looks like a Story Map than I do in creating a Story Map based on User Stories.
How to solve
Start small and simple.
I can get my arms around an acorn. Once an acorn has grown to a full oak tree it’s a little more difficult!!!
What if you already have an oak tree – Then it’s a power game. (Power is about creating a sufficient political coalition to challenge the blocking managers) Challenge as a singleton will result in failure
Don’t start here!!!! Unless you have to!!!!!!
Training but no mentoring / coaching
Coaching but no training
Cross functional teams
Selection processes
Building teams so that people bring and use their best qualities.
We’re all rubbish at something!
“I don’t blame anybody! I only blame those who deserve it.”
“Come on people, you have to have the guts to speak up when things aren’t right”
“I have worked hard to stamp out the bullying culture!”
“I understand what your doing, I think your doing a good job” - > I haven’t a clue about what your suggesting and you’re on your own.
“I know it’s a difficult situation – but you haven’t used the latest template!”
Does not mean you always have great people
Johnny two weeks
PMO
The political player looking says your doing the right thing and then pushes you in the hole you’ve been digging
Projects that do not use or advance best engineering practice.
Can’t invest in the environments for CI,BDD – costs too much!
20K a year for an environment is 4 days effort at £500 a day per developer!!
According to Version One State of Agile Survey.
Velocity (points Delivered) is the most common way to measure success of an Agile Project!!!
Release burn down is at 39%
Business Value 19%
Governor from a steam engine.
What happens to a steam engine without a governor?
It will go faster and faster. There is no control, the pressure increases and the boiler explodes with devastating effects.
Or the fireman will not notice the pressure decreasing in time to build the fire so the temperature decreases the pressure decreases and the engine stalls!
Have you ever been on a project like that? The pressure increases and increases as the deadline looms and the team explodes in glorious technicolourful language!
Or we fail to notice that no value is being delivered and carry on burning money until eventually the project grinds to a halt having delivered nothing but spent a fortune!
Juggling example.
Agile projects often fail to give us the feedback.
One key team member to facilitate this feedback is the Product Owner – without an available PO no feedback loop for the team.
As we scale the number of teams working on a system. Care and attention has to be applied to the way feedback is generated. Team’s can become silos
System Feedback is noticeable by its absence!
I was doing a talk to a Programme Management community a few years back.
The slide I used then was a waterfall slide and like/unlike you they reacted by saying there was lots of feedback in waterfall.
Check the Specification against the requirements.
Check the design against specification
Check code against design – peer reviews etc etc.
They described all the Verification techniques that we have used over the years.
Question - who understands the difference between Validation and Verification? The two words have been used together to represent the full range of QA activities for as long as I can remember.
According to CMMI
Verification: The process of evaluating software to determine whether the products of a given development phase satisfy the conditions imposed at the start of that phase. [IEEE-STD-610].
Validation: The process of evaluating software during or at the end of the development process to determine whether it satisfies specified requirements. [IEEE-STD-610]
According to CMMI neither are about feedback. Validation during the process possibly is about feedback depending what is being done. Validation at the end of development is too late for feedback that’s simply recognising we have an explosion or a dead engine!
My PM friends are right. There is feedback in waterfall in control terms it’s positive feedback re-enforcing the systems desire to explode or stop. In system control theory for a system to be in control it needs –ve feedback to bring it towards a goal. E.g. A thermostat within a heating system.
Agile through Deming’s cycle and incremental goals that create business value that can be owned by business applied holistically gives us that negative feedback.
However some agile implementations do not have that negative feedback. Why, because its hard!!! Product Owner within Scrum is the potential provider of that feedback. All too often they are the wrong person, they are not empowered, they’re an IT supplier provided BA who does not fully understand the business needs or are not empowered, there is no feedback link.
This has to be holistic – anything less than Business need as the input to our delivery system will break this and bring us back to the world of +ve feedback.
Ruins of the Tower of Babel in Iraq – at least some architects believe it to be.
I have a problem with language we use to describe agile.
The reason is because I have to explain what we mean by terms!
Add Stand Up – is it appropriate for people with disabilities?
Speed I accept, but the ‘given direction’ piece takes effort to achieve.
I often see high velocities but little progress towards goals. The speed is good, but the direction of that effort isn’t. Velocity implies we are doing the right work to move towards the goal and that, unfortunately, isn’t always the case.
Backlog An accumulation of uncompleted work or matters needing to be dealt with.
Great! Let’s start off with a concept of perceived debt. Straight away it looks like we are behind schedule and we haven’t even started yet! It’s a pretty negative term in my opinion.
Sprint- Run at full speed over a short distance
Are we trying to do this? No we are not. We require sustainability. We don’t want an Usain Bolt who can create fantastic results for 10 seconds then collapse in lactic shock. We want a Seb Coe who can run on and on. Sustainability is key, and you don’t get that when you try to run as fast as you can.
Show and Tell –My 4 year old son does this at school!
Wikipedia says that this is common in early elementary education supporting my initial reaction. It’s a very important element of the feedback loop mechanism we value, but the term sounds so childish. I do know there are alternative phrases used such as demonstration or review, but I still hear Show and Tell used all the time.
Scrum Master – Well I am not going to even bother with the dictionary here. Everyone expects Scrum Master to wear his or her pants on the outside and sport a flapping red cape. It’s even worse than a Six Sigma Black Belt and that’s saying something!
Is it a sexist term – certainly not inclusive. “Master” Google for images on the term Scrum Master – what is the ratio of the sexes.
Extreme Programming – ‘Extreme’ isn’t a word usually associated with confidence. For example, Wikipedia describes Extreme sports as ‘a popular term for certain activities perceived as having a high level of inherent danger’. It inspires utter fear in people.
Planning Poker – I love this tool. A great collaborative and educational mechanism for getting inexpensive informed estimates. Great stuff. But it isn’t Texas Hold’em! OK so we use cards but to imply it is gambling doesn’t inspire confidence in my opinion.
Yeah – I want some –ve feedback in my delivery system.
Lots of firms have undertaken massive transformation projects to obtain -ve feedback
Most firms admit to using Agile techniques yet there still seems to be a disconnect between the needs of the business and the delivery of IT.
I will tell you a story of the sower 1st told over 2000 years ago – I think it will give us some insight.
This parable is about change and I would like to use it as a metaphor to see what happens during an Agile Transformation.
Dealing with geographical distribution - though it strikes me that this is a generational problem that will disappear as the 'old fogeys' leave the industry. My 14-year-old son has no difficulty in collaborating with team-mates in multiple locations on tasks that require close collaboration, teamwork, communication and adaptability to changing circumstances. He does this through using a mix of voice communication, instant messaging, use of tools that provide a shared viewpoint of a situation, etc. Of course, his objectives are primarily about killing hoards of zombies or capturing an enemy encampment, etc. but to say "we can only work effectively together if we are sitting in the same room" is an age-related phenomenon with a limited lifespan.
Working with outsourcing partners - especially if the only advantage at present is availability of low-cost resources.
Agile and 'Governance' - accepting that some governance, be it architectural, financial, etc. is required at the enterprise level - I know that there are presentations on this topic at the conference and I am sure you have seen previous ones.
Business acumen so that we can engage our business colleagues as partners and collaboratively face the coming disruption. Engineering expertise on its own will no longer cut it.
Organisational change – Agile should be the biggest business transformation undertaken it therefore needs a change management approach. Using Scrum as the change vehicle will only get you so far in a large organisation try Kotter
Management Practices – Management 3.0 Jurgen Appelo - avoid it as an excuse for no accountability.
Education – time to start teaching system thinking examples of BTEC advisory and Andrew’s can only test when the product is complete!
Contracts – measuring value developing trust between supply and demand.