Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
Session materials for my Lean Kanban North America 2014 interactive workshop http://sched.co/1kpINf0 - includes the AgileSparks Way, Pull based change authority board, and more.
Explores the underlying reasons why project managers often fear the CMMI, explains that their negative reaction is sometimes justified, and offers practical guidance on how to avoid this undesirable (and unsustainable) state.
First delivered at the NDIA CMMI Technology Conference in Denver, November 2011. [CmmiTraining.com]
Session materials for my Lean Kanban North America 2014 interactive workshop http://sched.co/1kpINf0 - includes the AgileSparks Way, Pull based change authority board, and more.
Explores the underlying reasons why project managers often fear the CMMI, explains that their negative reaction is sometimes justified, and offers practical guidance on how to avoid this undesirable (and unsustainable) state.
First delivered at the NDIA CMMI Technology Conference in Denver, November 2011. [CmmiTraining.com]
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
Agility and planning : tools and processesJérôme Kehrli
In this presentation, I intend to present the fundamentals, the roles, the processes, the rituals and the values that I believe a team would need to embrace to achieve success down the line in Agile Software Development Management - Product Management, Team Management and Project Management - with the ultimate goal of making planning and forecasting as simple and efficient as it can be.
The presentation is guide for the New Project managers and Scrum Masters .It has been prepared considering the basics of Projects and Project Management upto the fine detailing of the Scrum Agile Framework.
Ofcourse the contents are the guiding material and not exhaustive in nature.The contents shall help the Scrum Masters & Project Managers to have deep understanding for the Scrum Framework and adopt in day to day practise in order to successfully deliver the project within the given constrains.
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
The presentation is guide for the New Project managers and Scrum Masters .It has been prepared considering the basics of Projects and Project Management upto the fine detailing of the Scrum Agile Framework.
Ofcourse the contents are the guiding material and not exhaustive in nature.The contents shall help the Scrum Masters & Project Managers to have deep understanding for the Scrum Framework and adopt in day to day practise in order to successfully deliver the project within the given constrains
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
The agile manifesto says directly that "We are uncovering better ways of developing software by doing it and helping others do it." If this continual improvement is true, what new topics are currently being discussed and talked about at agile conferences? What are teams across the world struggling and experimenting with? What topics are the most heated? In this session, I'll give an overview of some of the new and hot agile topics.
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
Agility and planning : tools and processesJérôme Kehrli
In this presentation, I intend to present the fundamentals, the roles, the processes, the rituals and the values that I believe a team would need to embrace to achieve success down the line in Agile Software Development Management - Product Management, Team Management and Project Management - with the ultimate goal of making planning and forecasting as simple and efficient as it can be.
The presentation is guide for the New Project managers and Scrum Masters .It has been prepared considering the basics of Projects and Project Management upto the fine detailing of the Scrum Agile Framework.
Ofcourse the contents are the guiding material and not exhaustive in nature.The contents shall help the Scrum Masters & Project Managers to have deep understanding for the Scrum Framework and adopt in day to day practise in order to successfully deliver the project within the given constrains.
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
The presentation is guide for the New Project managers and Scrum Masters .It has been prepared considering the basics of Projects and Project Management upto the fine detailing of the Scrum Agile Framework.
Ofcourse the contents are the guiding material and not exhaustive in nature.The contents shall help the Scrum Masters & Project Managers to have deep understanding for the Scrum Framework and adopt in day to day practise in order to successfully deliver the project within the given constrains
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
The agile manifesto says directly that "We are uncovering better ways of developing software by doing it and helping others do it." If this continual improvement is true, what new topics are currently being discussed and talked about at agile conferences? What are teams across the world struggling and experimenting with? What topics are the most heated? In this session, I'll give an overview of some of the new and hot agile topics.
Learning 3.0 Wokshop - Presented and Facilitated by Caio Cestari Silva (@caiocestari) and Manoel Pimentel (@manoelp) at the Agile Conference 2015 - Washington D.C.
Management 3.0 : vers des leaders plus « agiles »? A l'occasion d'une rencontre de l'incubateur TheArk, Prof. Jean-Pierre Rey évoque cette question importante à l'heure ou faire preuve « d’agilité managériale » est l’une des tendances de la nouvelle gestion des entreprises et des start-up.
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
pull based change management - Summary of interactive workshop at Lean Kanban...Yuval Yeret
AgileSparks approach to managing a change journey, applying pull-based / crossing the chasm thinking when scaling this to the enterprise level, applying delegation/authority-level model from Jurgen Appelo to select key decision areas worth delegating/engaging people in - as a way to increase change acceptance/engagement/stickiness.
Paul Holway's presentation to TDWI St. Louis at the 2014-06-13 "Agile" meeting. For more information, see @paulholway on Twitter on LinkedIn (https://www.linkedin.com/pub/paul-holway/3/985/443)
Agile concepts for quality and process engineers for slideshareYuval Yeret
Excerpt from a session introducing agile concepts for a group of quality engineers in a big enterprise undergoing an agile transition.
The aim was to expose Quality/Process engineers to the concepts of agility and emphasize the impact on process/methodology development, the approach of evolution vs big design up front and its impact on their work. I used a lot of the classic agile examples (a lot of them by Henrik Kniberg) and adjusted for the development of methodology, to show that actually the agile approach should be discovered using an agile process.
Also covers some complexity thinking aspects.
And of course - this is not limited to methodology for IT/product development, but to many kinds of change management.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
There are various types of Project management methodology which can help a project manager to organize business, streamline the process and makes team collaboration more efficient to get more productivity. We have covered all the above with this tutorial with an objective to help you in project management.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...Yuval Yeret
Objectives and Key Results (OKRs) are considered a “Modern operating system” by many companies and investors. But the typical implementation doesn’t deal well with the uncertainty and complexity involved in achieving the typical strategic objective whether it requires building a product, innovating a business model, or creating a new cross-functional company capability. In this talk, we will look at common anti-patterns involved in the typical OKR implementation and how the Scrum spirit can help OKR practitioners bring empiricism, empowerment, and continuous improvement to their OKR operating system. This talk is especially relevant to Scrum and Agile practitioners who are looking for creative ways to bring Scrum’s goodness we are so grateful for to the wider organization.
Fixing Your OKRs With Agility – Agile HartfordYuval Yeret
Presentation by Yuval Yeret, 'OKRs & Agile Sitting in a Tree' at the Agile Hartford Meetup Group - September 2023
Struggling to create a healthy synergy between OKRs and Agile/Scrum/SAFe? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest improvements leveraging Lean/Agile principles and practices. You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum/SAFe elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism. By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, SAFe, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
Who should attend? Agile Leaders, Coaches, Scrum Masters, team members, and anyone else who cares about sharing Agile mindset and practices to improve the way their organization works.
Fixing Your OKRs With Agility – Agile Indy 2023Yuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum? You're not alone. OKRs (Objectives and Key Results) have become the latest management framework to suffer the fate of becoming popular too quickly, to the point where in many organizations, OKRs are a theater/charade with little valuable substance or benefits. That’s a shame because OKRs have enormous potential if used effectively. This talk will teach you how to leverage agility principles to fix your OKRs or implement OKRs in an agile way from day 1.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
OKRs and Agile Sitting on a Tree - Agile Austin.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum/SAFe? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest improvements leveraging Lean/Agile principles and practices. You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum/SAFe elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism. By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, SAFe, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
OKRs and Scrum - SMs of the Universe Webinar.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest some improvements leveraging Lean/Agile principles and practices.
You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism.
By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...Yuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/SAFe? You're not alone. In this session, we will identify some OKR anti-patterns and suggest alternative approaches more aligned with SAFe Lean/Agile principles. You will learn how to organize around value through an OKR lens as well as how to improve portfolio focus through economic prioritization and flow management of OKRs. We will understand the connection between OKRs, KPIs, Operational and Development Value Streams, and what that means for leveraging OKRs in the different SAFe elements. By the end of this session, you will have an understanding of the relationship between OKRs and SAFe and concrete ideas for how to help your organization leverage them in synergy.
OKRs for SAFe Summit 2022 - 20220705.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/SAFe? You're not alone. In this session, we will identify some OKR anti-patterns and suggest alternative approaches that are more aligned with SAFe Lean/Agile principles. You will learn how to organize around value through an OKR lens as well as how to improve portfolio focus through economic prioritization and flow management of OKRs. We will understand the connection between OKRs, KPIs, Operational and Development Value Streams, and what that means for leveraging OKRs in the different SAFe elements. By the end of this session, you will have an understanding of the relationship between OKRs and SAFe and concrete ideas for how to help your organization leverage them in synergy.
In this session, you will learn to:
Understand the relationship between OVS/DVS through KPIs and OKRs and using it to reorganize around value through the OKR lens
Focusing at the strategic level by combining OKRs, Epics, WSJF and the Portfolio Kanban
Using SAFe's PIP PI Objectives approach to set more aligned and realistic OKRs. Using OKRs thinking in PIP to move from output to outcomes on the DVS/ART
Are you a leader in an organization that’s leveraging Scrum? In this webinar, Professional Scrum Trainer Yuval Yeret, co-author of the Scrum Guide Companion for Leaders, looks at the different elements of Scrum and reflects on an effective way for leaders to engage with them. Throughout the session, Yuval explores topics in this new guide, shares stories from the trenches and discusses:
-What Scrum means for you as a leader
-How to create the conditions in which Scrum can thrive
-How leaders can support the Scrum accountabilities, artifacts and events
-How leaders can leverage Scrum to help them lead their teams
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...Yuval Yeret
In this session, I shared how Gillette is using Scrum applied at Scale to improve agility in a CPG non-software context. We had to make some bold choices that might make classic agile practitioners cringe but we believe are appropriate and support the Scrum spirit. We will talk about our experience using Scaled Scrum inspired by Nexus to design technical and commercial Increments of the Gillette Labs Exfoliating Razor and how it helped us achieve value creation goals in an aggressive timeline. We will share how we use Scrum principles and practices to accelerate innovation and team empowerment in the non-agile-native CPG world.
Validating Delivered Business Value – Going Beyond “Actual Business Value”Yuval Yeret
Actual is a relative term when it comes to business value delivered by a SAFe PI Objective. In this talk we will explore techniques for validating the actual value delivered by SAFe Teams and ARTs based on real-world outcomes that can be evaluated post-release. RTEs, Product Management and Lean/Agile Leaders will be able to assess their current ability to validate value and learn specific practices they could add to their artifacts and events. Finally, we will take a deeper look at optionality and hypothesis-driven thinking in SAFe and challenge the comfort zone on how to properly use some of SAFe’s essential elements in this context.
Learning Objectives:
Assess their competency level of their ART/Program when it comes to ability to validate value
Evolve their Inspect and Adapt events to enable validation value based on real outcomes
Extend their Program and Portfolio Kanbans to help manage the flow of learning and validation.
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
eBook by AgileSparks - curated blog posts, guidance articles, implementation approaches - all based on AgileSparks and specifically Yuval Yeret's experience implementing SAFe in the trenches.
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...Yuval Yeret
SAFe’s home turf is product/systems/applications development. Let’s talk about challenging this comfort zone by applying it in one of the core business functions – Marketing. Why? Because the marketing operating system is being disrupted and the larger the marketing organization the more it struggles to maintain relevancy and impact. More and more marketing organizations are seeing the impact of Agile and want to benefit as well. How should an organization using SAFe in R&D/IT look at Agile in Marketing? Is SAFe the right choice? Does it work “as is”? Are there any changes needed to support this new context? What are some lessons learned from trying this in the field?
Learning Objectives and Key Takeaways:
At some point in your enterprise transformation you should consider applying SAFe outside of Product Development/IT. Marketing is a great candidate for a next Value Stream to implement SAFe in.
Agile Marketing is possible not just for small nimble companies but also for large organizations with hundreds of marketers and several legacy silos. SAFe provides a blueprint for how to achieve this.
Understand the differences in applying SAFe outside of Product Development/IT and how to adjust the Big Picture / Implementation Roadmap to accommodate these differences.
The ideal “Business Agility” state is actually to bring together Marketing, Product Management/Development, Sales into one Value Stream.
This talk was delivered in the global SAFe Summit in DC in October 2018
Building Quality In in SAFe – The Testing Organization’s Perspective Yuval Yeret
SAFe emphasizes Building Quality In. We will take a deep dive into how this looks from a testing organization’s perspective and what does a SAFe implementation mean for Testing/QA professionals. We will map SAFe’s approach to best practices in the “”Agile Testing”” world. We will look at examples from the real world of how traditional testing organizations shift left and evolve towards continuous testing.
Learning Objectives and Key Takeaways:
Understand how best practices from the “”Agile Testing”” world map to SAFe’s context
Learn ideas and patterns for evolving Testing/QA’s role during a SAFe implementation
Understand how Test-Driven looks like and how techniques like Acceptance-Test-Driven-Design/Behavior-Driven
Development can empower testers as well as improve the flow on SAFe agile teams.
See how SAFe’s principles can be used to guide the evolution towards a lean/agile testing organization
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...Yuval Yeret
Should you use Scrum, Kanban, or DevOps? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and at the higher-level picture of a DevOps culture and process.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
Scaling agile can be overwhelming. In this tutorial, Yuval will provide an overview of the ten essential SAFe patterns, and highlight the diagnostic symptoms that appear when the patterns aren’t in place. Attendees will develop a personal “flash assessment” of their current work context and will be able to identify to “inspect and adapt” areas for improvement. They will also learn how to use this sort of assessment/patterns during their scaled agile journey.
(This includes the Essential SAFe assessment toolkit provided by ScaledAgile)
Scrum 4 marketing - Give Thanks to Scrum 2017Yuval Yeret
Scrum in Marketing
What does Scrum in Marketing look like? Why are more and more marketers using Scrum? How is it different than Scrum in software development? What are some challenges that marketers are facing when using Scrum – Are those Scrum deficiencies? Does Scrum mean giving up on the marketer artsy creative spirit? Where/how to start? This talk is based on Yuval’s work with real-world marketing teams/organizations.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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2. Kanban
Evolve into
Lean/Agile
Focus on the flow
Scrum
Jump into Lean/Agile
Still the leading classic agile approach
Extreme Programming
Lean/Agile Engineering practices
Bring in the right practices at the right time, but ignore at your own risk!
Check out our methodologies battle …15:00
5. Trend driving breadth/depth - The rise of demand for real
business agility (not just agile by name dev teams)
http://www.derailleurconsulting.com/blog/complexity-and-noise-in-systems-development-projects
7. Aiming to break the legacy conflict between Dev & Ops by leveraging
lean/agile thinking/practices as well as strong automation-focused tooling
http://bit.ly/DevOpsReading
Extend Breadth
Hear more at
Devops – the
future of agile –
why, what, how? w/
yours truly at 14:00
8. Trend driving depth/mindset– The rise
of demand for sustainability/safety
http://www.youtube.com/watch?v=FGfplQ1FUFs
9. #TechSafety/Anzeneering
It is about protecting people as a core habit that drives
cultural change - Protecting people underlies every
Lean or Agile practice. Reduce Technical Debt, Maintain
Sustainable Pace, Empower people, Continuous
Integration, etc.
https://www.diigo.com/list/yyeret/Anzeneering
10. #TechSafety/#Anzeneering
consider these common injuries to software makers:
• Alteration Anxiety: apprehensive uneasiness associated with making changes
• Antique Agony: mental anguish from working with old technology
• Brain Hernia: straining your brain to understand code with high conceptual weight
• Fractured Flow: feeling interrupted causing an inability to focus
• Fragility Frustration: dissatisfaction with that which is easily and perpetually broken
• Merge Misery: suffering caused by difficult merges of code
• Release Rage: exhausting, manual release to production that robs one of family
time, sleep, joy
• Schedule Stress: tension associated with a deadline
http://www.industriallogic.com/blog/techsafety/
11. Sustainable Pace Manifesto
Pulling work & going home happy
with today’s amount & quality of
work
Delivering working scope
Having a profitable bottom line for
the whole project
Finding the time to fine-tune
the way we work
Pushing for meeting
due dates
Delivering 100% of scope
Meeting construct budget
Focusing on
day to day activities
Over
We Value:
Meaning:
While there is value in the items on the right,
we value the items on the left more.
From one of AgileSparks’s clients…
12. Scrum – Sprint Forecast/Commitment
Kanban – Explicit WIP Limits
Pull mode with limited work in
process – A key indicator of deep/
shallow agile
We
DON’T
limit our
WIP…
13. 5. Build & Deployment
1. Continuous Integration – automatic build running at
least nightly
2. All code and artifacts are versioned using a single
scheme
3. Build is trigged automatically upon code checked in
4. Automated regression tests run as part of build and give
a green/red binary answer (no need for analysis to
determine success/failure)
5. Frequent check-ins to common branch
6. Build failures are addressed immediately. Repeated
build failures trigger a stop the line event
3. Individuals & Interactions
Feedback Loops
1. All people involved in a work item work on it more or less
in the same time period (Developers, Testers,
Functional/Product) minimizing the overhead/waste from
context switching/recalling past work.
2. All people involved in a work item (even across silos) can
collaborate directly with each other without third parties like
team leads in every coordination/communication loop enabling
faster decisions and more scalable operation.
3. People working together act as a team with shared
accountability to end to end delivery thereby decisions are
more value than silo-focused
4. Significant aspects of goals and rewards are oriented towards
team performance/goals (rather than individual performance)
driving collaboration not just individualism.
5. Team environment is as collaboration friendly as possible
6. Individuals are involved in performance feedback of the people
they are working with, to encourage teamwork
4. Engineering Practices
1. There is a clear definition of what "Coding Done" means and people are
working according to it
2. People are expected to write SOLID/CLEAN code and estimations reflect
it
3. Automation coverage is planned and implemented as an integral part of
production code implementation
4. Defects created as part of new development are fixed as early as possible
and in any case before considering that work item as done
5. There is a Test Automation Pyramid strategy guiding Automation coverage
decisions (Preference to Unit Tests>>API tests>>UI tests)
6. People are expected to refactor smelly code as part of "Coding Done“ and
estimations reflect it
7. Functional Design is specified Test-Driven (ATDD/BDD)
8. Sustained or improved code coverage is verified at build time using code
coverage analysis tools (e.g. Sonar)
9. Team is pro-actively and methodically improving collective ownership
10. All code is reviewed in small batches, gaps are closed within hours
11. People have access to the tools they need to do effective SW engineering
12. A prioritized backlog of Technical Debt (ugly code, missing tests, etc.) is
available and capacity is allocated to reducing it
13. Team maintains a high level of Collective ownership - most tasks can be
pulled by many members of the team without a major effect on efficiency
14. Technical Code Design is Test-Driven (TDD)
15. Regression cycle costs days at most (due to high level of automation)
6. Empowered Teams and Individuals
1. Daily planning meetings (a.k.a. Standups) are used by people to manage their day to day
work (instead of work scheduled by supervisors and pushed onto them)
2. Autonomy - People have a high degree of control over the project day 2 day execution -
Choose tasks to pull, where to focus
3. Reason/Intent is communicated as part of every requirement/work item, to increase
motivation as well as empower people to do the right thing for the context rather than blindly
follow a plan
4. People pull to capacity - by using Team Estimation approaches or just pull to WIP
5. Autonomy - People have a high degree of control over their personal & professional destiny
6. The behavior that is incentivized (formally and informally) is aligned with lean/agile thinking
- Flow, Improvement, Trust, Whole Team, Low WIP, Safe to fail experiments, etc.
7. People work in small teams (not more than 10, ideally around 5-7) enabling good
communication and direct collaboration as well as effective meetings and interaction
8. Managers are pro-actively and methodically seeking ways to improve autonomy of teams and
individuals as a way to enable faster decisions as well as higher engagement/motivation
9. People are given opportunity to improve their mastery of areas which interest them
10. People can shape their work environment – technologies, facilities, etc.
2. Business Value Driven Development
1. Product owner sees working software frequently and uses the feedback to adapt the
scope/timeline plan
2. Work items are integrative and testable cross-cutting across the architecture if necessary
(e.g. User Stories). Done = Deployable and Performant/Secure, enabling real
feedback/learning.
3. Work items are integrative testable & SMALL - can be delivered in days thereby tightening
the internal team level feedback loop
4. frequent feedback from stakeholders/users is used to adapt the scope/timeline closing a real
feedback beyond the product owner.
5. Escaping Defects and other kinds of Failure Demand (Waste) are analyzed using Five Whys or
another kind of root cause analysis process in order to determine reasons for missing them
earlier in the process.
6. Value is delivered in iterative chunks using Minimally Marketable Features (MMFs) thereby
achieving business agility – faster time to market and keeping more options open to what will
be delivered after the current MMFs.
7. Requirements that are Hypothesis are validated Using MVP/MVF in a fast learning loop that
includes Beta/Early Access programs or Continuous Delivery, in order to enable safe/cheap-
to-fail experiments about risky but worthy ideas.
8. Feature Usefulness and Successfulness is evaluated as part of the development lifecycle.
Learning is applied to improve the feature and future ideas.
9. Frequent Delivery to real users - up to 8 weeks apart
10. Continuous Delivery - work items are deployed/activated/validated as part of the work life
cycle - in a matter of hours/days thereby minimizing the work done without feedback that it is
in the right direction
1. Visualize & Manage the Flow
1. Visualize main Work types (using Kanban Board or similar) to create flow
awareness
2. Definition of what Done (Working Tested Software) means is clear and
adhered to (“DoD”) so real flow is measured and so exceptions drive
discussion/improvement.
3. Visualize who is working on what in order to be aware of level of multi
tasking and dependency on specific people.
4. Commitment to finishing work over starting new (eventually reaching a
WIP level that “feels OK” for the team) to start to “weakly” constrain and
improve flow.
5. Use flow diagrams/charts (e.g. CFDs) to provide predictability and insight into
flow
6. Visualize and focus on blocked work so major flow efficiency issues are
addressed
7. Visualize work that is queued/waiting between people/workflow states to start
raise to awareness reasons for queuing and identify options for reducing
8. Awareness of Work Types and Work Items and differences in handling, in order
to enable expectation setting with different stakeholders for different needs &
allow people to make intelligent flow decisions according to the context
9. Some areas in the flow have local work in process (WIP) limits - leading to
lower WIP and cycle times and more explicit opportunities to learn from the
(lack of) flow
10. Visualize work variability and seek to reduce it (e.g. using Cycle Time Control
Charts) so that overall average cycle time is improved and there is less
uncertainty about velocity/cycle times enabling more aggressive planning
11. Explicit WIP limit at workflow level - Single workflow full pull – catching more
flow problems and driving WIP/cycle time even lower.
12. Next is re-prioritized continuously (no commitment in Next)- Deferred Pull
decisions (dynamic prioritization) in order to enable business agility.
13. Definition of what “Ready for work” means is clear and adhered to in order to
minimize rework or blocks due to unready work occupying the WIP.
14. Guidelines for how to pull work (selection from ‘Next’/prioritization of WIP) are
clear to everyone and adhered to so that most decisions can be decentralized
and made faster as well as driving discussion about how to work and resulting
in experiments/improvements
15. Capacity is allocated to Investment Themes using work in process limits so that
it is possible to ensure certain investment in each theme.
7. Improve
1. Regular Lessons Learned events
(frequency of no less than every 1-4
weeks) with actionable outcomes (e.g.
Retrospectives/Kaizen)
2. People at all levels are highly aware and
involved in improvement activity
3. Actionable Improvement Work is visualized
and managed using “Stop starting start
finishing”
4. Leaders are aware of the current
operational capabilities (may require
metrics)
5. Leaders have an operational capabilities
goal
6. Team/Group knows the current process
challenge they are targeting
7. Team/Group knows what obstacles are
preventing them from overcoming the
current process challenge, what is currently
being addressed and how
8. Team/Group allocates capacity/time slots
for improvement work
9. Team/Group uses models to look at their
condition and suggest experiments
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http://www.slideshare.net/yyeret/leanagile-depth-assessment
NO
YES
14. Frameworks enabling agility from demand to delivery, across programs
and portfolios – based on experiences scaling agile in recent years
Patterns for Scaling Agile
Our opening keynote – Dean
Leffingwell
Our closing keynote – Simon
Marcus @ Spotify
Kanban @ Scale at Siemens Health
Services w/ Daniel Vacanti and
Bennett Vallet at 13:00
Scale
Higher
15. Successful Agility at Scale requires
Leadership
• Real impact/improvement requires going beyond the team practices.
Scaling and shifting the culture/mindset requires understanding, buy-
in and engagement by leaders, in a way most companies have not
achieved yet.
• Relevant Sessions:
– Spotify - Closing Keynote w/ Simon
– Principles of Lean/Agile Leadership - Track session w/ Dean
– Why managers have to change? w/ Danko
– The 5 habits of Successful Team Leads w/ Yael & Sagi
• Even more (not today…)
– Pull based change (Yuval), Open Agile Adoption
(Dan Mezick), Lean Startup for Change (Jeff Anderson)
Scale
Highe
r
17. @
QA is Dead!
Long live the new (old?)
QA!
No professional testers
in the life cycle
Professional
testers/QA testing
before release (Agile
followed by Waterfall)
Professional
testers/QA testing
features as agile teams
deliver them to them
Professional testers
join some of the agile
teams and work on the
story level
Professional testers on
all agile teams testing
all stories before Done
18. Quality OVER Quantity - experts SUPPORTING delivery
Test Experts/Architects
Delivery Team
Software Engineers
Delivery Team
Software Engineers Delivery Team
Software Engineers
Delivery Team
Software Engineers
Delivery Team
Software Engineers
Choose where to be
involved
Automation
Expert
19. Acceptance Tests/Behavior Driving
Design - ATDD/BDD/SbE
Elaborate
Requirements
Test Design
Technical
Design
Coding / Unit
Testing
Test
Execution +
Fixing
Done
1. ATDD Thinking
Use test scenarios to
guide design
2. ATDD Automation
using ATDD/BDD tool to automate acceptance
test scenarios and maintain executable
specification
What is it?
We started to
experiment with
it
We use ATDD to
guide the
majority of our
development
We use ATDD
thinking AND
automation
20. Is TDD Dead ?
#IsTDDDeadhttp://martinfowler.com/articles/is-tdd-dead/
Photo credit http://www.industriallogic.com/
24. Evolve towards
Agile
Beyond
Budgeting
Use Scaling
Frameworks such as
SAFe / LeSS / DAD
#TechSafety/
#Anzeneering/
Sustainability
DevOps /
Continuous
Delivery
Go to an agile org
structure/culture e.g.
Spotify
Limit WIP
Agile Management /
Leadership
Agility Depth
Assessments
#QAisDead ?
ATDD/BDD/SbE
#isTDDDead ?
#NoEstimates ?
Scale
Higher
Starting
Extend
Breadth
Get a copy of the trends list
at our booth + let us know
which trends you are
interested in!
Slides available at:
http://bit.ly/AgileIL14-Trends
Yuval Yeret
AgileSparks CTO
yuval@agilesparks.com
@yuvalyeret on twitter