This document discusses Kanban, an agile project management method. It mentions that Kanban focuses on limiting work-in-progress to avoid bottlenecks and encourage continuous flow. The document also provides a visual example of a Kanban board with columns for backlog, development, testing, and deployment stages of a project.
World Bank course on the functions and features of parliamentary committees. In this course, my research paper was titled, "The role of parliamentary committees to investigate matters on behalf of the Japanese Diet."
Slides used in Agile Testing Conference hosted by KnowledgeHut in Pune, India in March 2017.
The slides talk about the Testing Challenge posed by Machine Learning applications and some suggested approaches to point us in the right direction
"Configure once, deploy anywhere" is one of the most sought-after enterprise operations requirements. Large-scale IT shops want to keep the flexibility of using on-premises and cloud environments simultaneously while maintaining the monolithic custom, complex deployment workflows and operations. This session brings together several hybrid enterprise requirements and compares orchestration and deployment models in depth without a vendor pitch or a bias. This session outlines several key factors to consider from the point of view of a large-scale real IT shop executive. Since each IT shop is unique, this session compares strengths, weaknesses, opportunities, and the risks of each model and then helps participants create new hybrid orchestration and deployment options for the hybrid enterprise environments.
Orchestration & Deployment Options for Hybrid Enterprise Environments (ARC310...Amazon Web Services
Configure once, deploy anywhere is one of the most sought-after enterprise operations requirements. Large-scale IT shops want to keep the flexibility of using on-premises and cloud environments simultaneously while maintaining the monolithic custom, complex deployment workflows and operations. This session brings together several hybrid enterprise requirements and compares orchestration and deployment models in depth without a vendor pitch or a bias. This session outlines several key factors to consider from the point of view of a large-scale real IT shop executive. Since each IT shop is unique, this session compares strengths, weaknesses, opportunities, and the risks of each model and then helps participants create new hybrid orchestration and deployment options for the hybrid enterprise environments.
At the EuroSTAR conference 2016 in Stockholm I presented about the testing of artificial intelligence and machine learning. But also about testing using intelligent machines.
AWS and VMware: How to Architect and Manage Hybrid EnvironmentsRightScale
AWS and VMware are not an either/or decision. Almost every enterprise is looking to leverage AWS in addition to their existing VMware virtualized environments. They want to choose the right venue for each application and move applications between VMware and AWS as their business needs dictate.
In this webinar, you’ll hear how RightScale helps customers to successfully implement and manage hybrid environments that span AWS, VMware vSphere and other clouds.
In this webinar we will:
-5 common use cases for hybrid environments
-Why VMware isn’t the same as a cloud, and what to do about it
-Architecture considerations for hybrid environments
-Is portability a possibility or a pipe dream?
-Demo of a single-pane-of-glass to manage hybrid environments
AWS Summit Stockholm 2014 – B3 – Integrating on-premises workloads with AWSAmazon Web Services
"Configure once, deploy anywhere" is one of the most sought-after enterprise operations requirements. Large-scale IT shops want to keep the flexibility of using on-premises and cloud environments simultaneously while maintaining the monolithic custom, complex deployment workflows and operations. This session brings together several hybrid enterprise requirements and compares orchestration and deployment models in depth without a vendor pitch or a bias. This session outlines several key factors to consider from the point of view of a large-scale real IT shop executive. Since each IT shop is unique, this session compares strengths, weaknesses, opportunities, and the risks of each model and then helps participants create new hybrid orchestration and deployment options for the hybrid enterprise environments.
ATAGTR2017 Machine Learning telepathy for Shift Right approach of testingAgile Testing Alliance
The presentation on Machine Learning telepathy for Shift Right approach of testing was done during #ATAGTR2017, one of the largest global testing conference. All copyright belongs to the author.
Author and presenter : Santhosh GS
World Bank course on the functions and features of parliamentary committees. In this course, my research paper was titled, "The role of parliamentary committees to investigate matters on behalf of the Japanese Diet."
Slides used in Agile Testing Conference hosted by KnowledgeHut in Pune, India in March 2017.
The slides talk about the Testing Challenge posed by Machine Learning applications and some suggested approaches to point us in the right direction
"Configure once, deploy anywhere" is one of the most sought-after enterprise operations requirements. Large-scale IT shops want to keep the flexibility of using on-premises and cloud environments simultaneously while maintaining the monolithic custom, complex deployment workflows and operations. This session brings together several hybrid enterprise requirements and compares orchestration and deployment models in depth without a vendor pitch or a bias. This session outlines several key factors to consider from the point of view of a large-scale real IT shop executive. Since each IT shop is unique, this session compares strengths, weaknesses, opportunities, and the risks of each model and then helps participants create new hybrid orchestration and deployment options for the hybrid enterprise environments.
Orchestration & Deployment Options for Hybrid Enterprise Environments (ARC310...Amazon Web Services
Configure once, deploy anywhere is one of the most sought-after enterprise operations requirements. Large-scale IT shops want to keep the flexibility of using on-premises and cloud environments simultaneously while maintaining the monolithic custom, complex deployment workflows and operations. This session brings together several hybrid enterprise requirements and compares orchestration and deployment models in depth without a vendor pitch or a bias. This session outlines several key factors to consider from the point of view of a large-scale real IT shop executive. Since each IT shop is unique, this session compares strengths, weaknesses, opportunities, and the risks of each model and then helps participants create new hybrid orchestration and deployment options for the hybrid enterprise environments.
At the EuroSTAR conference 2016 in Stockholm I presented about the testing of artificial intelligence and machine learning. But also about testing using intelligent machines.
AWS and VMware: How to Architect and Manage Hybrid EnvironmentsRightScale
AWS and VMware are not an either/or decision. Almost every enterprise is looking to leverage AWS in addition to their existing VMware virtualized environments. They want to choose the right venue for each application and move applications between VMware and AWS as their business needs dictate.
In this webinar, you’ll hear how RightScale helps customers to successfully implement and manage hybrid environments that span AWS, VMware vSphere and other clouds.
In this webinar we will:
-5 common use cases for hybrid environments
-Why VMware isn’t the same as a cloud, and what to do about it
-Architecture considerations for hybrid environments
-Is portability a possibility or a pipe dream?
-Demo of a single-pane-of-glass to manage hybrid environments
AWS Summit Stockholm 2014 – B3 – Integrating on-premises workloads with AWSAmazon Web Services
"Configure once, deploy anywhere" is one of the most sought-after enterprise operations requirements. Large-scale IT shops want to keep the flexibility of using on-premises and cloud environments simultaneously while maintaining the monolithic custom, complex deployment workflows and operations. This session brings together several hybrid enterprise requirements and compares orchestration and deployment models in depth without a vendor pitch or a bias. This session outlines several key factors to consider from the point of view of a large-scale real IT shop executive. Since each IT shop is unique, this session compares strengths, weaknesses, opportunities, and the risks of each model and then helps participants create new hybrid orchestration and deployment options for the hybrid enterprise environments.
ATAGTR2017 Machine Learning telepathy for Shift Right approach of testingAgile Testing Alliance
The presentation on Machine Learning telepathy for Shift Right approach of testing was done during #ATAGTR2017, one of the largest global testing conference. All copyright belongs to the author.
Author and presenter : Santhosh GS
The document discusses common reasons why Agile transformations struggle or fail, referring to them as "watermelons". It identifies 10 potential watermelons: lack of sponsorship, lack of empathy, over-collaboration, toxic positivity, over-support, treating all changes as experiments, front-loading changes without sustainability, disregarding existing strengths, declaring premature success, and experts focusing on appearances over results. The document provides examples of each watermelon and asks for audience ideas to address them. It concludes by discussing an approach to identify "hidden watermelons" through leading indicators, finding root causes, and experimenting to reinvigorate a stalling transformation.
Accessibility, Inclusivity, Internationalization and Environmental Sustainability. Do these aspects get due consideration when we are defining and refining our backlog items? The presentation explains the growing importance of these aspects in software products - to reflect both the demographics we serve, as well as an increased awareness of our social responsibility.
The document discusses considerations for forming effective teams, comparing different options on factors like size, cross-functionality, geographical distribution, management style, titles, and composition. Small, co-located, cross-functional teams that are self-organized without titles and take a feature team approach tend to allow for better communication, collaboration, agile ceremonies, quality and feedback, but can be tougher to create and sustain with challenges around capacity utilization and redundancy. In contrast, larger, distributed, specialized teams that have directed management and use component team structures are easier to establish and maintain capacity for, but involve greater overheads, silos and delays.
The document discusses some negative consequences that can arise from lack of transparency or "darkness", including bad decisions, poor management, loss of control, team dysfunctions, and hidden risks. It implies that greater transparency or "light" can help address these issues and allow for better understanding and accountability.
A presentation about an enterprise's experience and experiments with Scrumban. The core message is that the practices and frameworks help but are secondary to the values and principles. We are happy to adopt elements from both scrum and kanban to find what works well for us.
Sutap Choudhury and Vinaya Muralidharan presented at India Agile Week-2014 in Pune on an enterprise's journey towards agility. They discussed where the journey started with the transition from waterfall to agile processes for many projects. They explained stops along the way, using a kanban board as the vehicle and overcoming roadblocks. The presentation concluded by noting the journey towards sustainable pace continues.
This document discusses an enterprise's journey towards more agile testing practices. It outlines some of the challenges that led the organization to change, including delays in development cascading to testing, large amounts of manual testing slowing delivery, and late defect discovery impacting timelines and quality. The journey involved adopting practices like test-driven development, test automation, and integrating testing scopes from cross-functional teams earlier in iterations. It also discusses challenges of setting up an agile test organization, implementing test automation at scale, determining how and when to do integration and non-functional testing. The approach involved training, coaching, conferences, evolving practices using kanban principles, and starting with current capabilities while experimenting safely.
The document discusses common reasons why Agile transformations struggle or fail, referring to them as "watermelons". It identifies 10 potential watermelons: lack of sponsorship, lack of empathy, over-collaboration, toxic positivity, over-support, treating all changes as experiments, front-loading changes without sustainability, disregarding existing strengths, declaring premature success, and experts focusing on appearances over results. The document provides examples of each watermelon and asks for audience ideas to address them. It concludes by discussing an approach to identify "hidden watermelons" through leading indicators, finding root causes, and experimenting to reinvigorate a stalling transformation.
Accessibility, Inclusivity, Internationalization and Environmental Sustainability. Do these aspects get due consideration when we are defining and refining our backlog items? The presentation explains the growing importance of these aspects in software products - to reflect both the demographics we serve, as well as an increased awareness of our social responsibility.
The document discusses considerations for forming effective teams, comparing different options on factors like size, cross-functionality, geographical distribution, management style, titles, and composition. Small, co-located, cross-functional teams that are self-organized without titles and take a feature team approach tend to allow for better communication, collaboration, agile ceremonies, quality and feedback, but can be tougher to create and sustain with challenges around capacity utilization and redundancy. In contrast, larger, distributed, specialized teams that have directed management and use component team structures are easier to establish and maintain capacity for, but involve greater overheads, silos and delays.
The document discusses some negative consequences that can arise from lack of transparency or "darkness", including bad decisions, poor management, loss of control, team dysfunctions, and hidden risks. It implies that greater transparency or "light" can help address these issues and allow for better understanding and accountability.
A presentation about an enterprise's experience and experiments with Scrumban. The core message is that the practices and frameworks help but are secondary to the values and principles. We are happy to adopt elements from both scrum and kanban to find what works well for us.
Sutap Choudhury and Vinaya Muralidharan presented at India Agile Week-2014 in Pune on an enterprise's journey towards agility. They discussed where the journey started with the transition from waterfall to agile processes for many projects. They explained stops along the way, using a kanban board as the vehicle and overcoming roadblocks. The presentation concluded by noting the journey towards sustainable pace continues.
This document discusses an enterprise's journey towards more agile testing practices. It outlines some of the challenges that led the organization to change, including delays in development cascading to testing, large amounts of manual testing slowing delivery, and late defect discovery impacting timelines and quality. The journey involved adopting practices like test-driven development, test automation, and integrating testing scopes from cross-functional teams earlier in iterations. It also discusses challenges of setting up an agile test organization, implementing test automation at scale, determining how and when to do integration and non-functional testing. The approach involved training, coaching, conferences, evolving practices using kanban principles, and starting with current capabilities while experimenting safely.
Hi Good Afternoon everyone
I am Vinaya and this is Sutap – we are both agile coaches from Amdocs.
And we are here to share an alternate approach that we tried to help the Kanban implementation along in Amdocs
Please hold your questions till the end – we will save enough time for that
Before we start speaking about our change management approach, a little bit about Amdocs.
How many of you know about Amdocs?
Amdocs is more than 30 years old and primarily operates in the Telecom IT space.
We have more than 20,000 people across multiple locations.
We have customers in over 70 countries – with many tier 1 customers like AT&T, Sprint, T-mobile in NA, Vodafone, and others in Europe, Astro, Globe, VIL In APAC and an increasing footprint in other emerging markets like South America and Africa.
Our Delivery unit (where we operate) has an excellent delivery track record of meeting our milestones and many other success parameters so it’s a very successful unit.
A couple of years ago we started with our Agile journey and we chose Kanban.
Why did we choose Kanban?
Primarily for its change management approach.
We wanted to not bring in a big bang overnight change – we wanted something evolutionary.
And Kanban allowed us to retain roles, titles, processes and to gradually change and grow into something that worked for us.
It allowed each acct to figure out what change and how much they wanted to pull. It allowed people to learn and grow.
So what is Kanban? We understand that many people in the audience are probably more familiar with Scrum than with Kanban.
So - Kanban very briefly
It’s a tool to visualize your work better,
limit the WIP explicitly in order to implement a pull system and
manage the flow better – focus on issue resolution, cycle time etc.
As with any big change, we had buy in issues to tackle.
One - our delivery track record has been fairly successful in the past.
Also people were used to the tools, processes and these were veterans who had been working that way for a long time – so they were in their comfort zone.
Amdocs is considered the leader in our space.
On the other hand, these were untested waters.
There was a apprehension that moving away from fixed schedule plans would lead to a loss of control and that made people very uncomfortable.
Also our people were used to working in silos – in super-specialized teams – and asking them to work in cross functional teams was a big change.
People were used to getting cookbooks whereas we were going with a less prescriptive approach.
So what did we do about these buy – in challenges?
While we did the regular trainings and coaching at the project level, we also tried and alternate route.
We decided to try a grounds up approach – using Personal and Team Kanban
Personal Kanban is basically a Kanban board for individuals to manage their activities – whether work-related or personal.
Team Kanban is for teams to better visualize and manage their tasks.
Why did we think this approach would help us with the larger adoption?
Asking them to take the plunge into a big change at the project level meant implementing the change under the spotlight with a high cost of failure.
As opposed to this, when they were experimenting with Kanban for managing their personal work or managing team activities alone – the impact, if something went wrong, was low
and also they could learn at their own pace,
appreciate the key Kanban messages and
find what worked best for them.
This way we were influencing the individuals – who make up the culture of the org.
So this became their de facto way of working for individuals, for teams.
So working this way now at the project level – came more naturally to people.
But the best part of this journey was that we created change agents who in turn spread the word
Key Success Indicators
As you can see -we are consistently added more and more projects into the Kanban fold.