U Kan-Scrum-gile
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A tongue in cheek introduction of a fictitious Agile Framework especially designed to appeal to stereotypical senior management with lofty promises. Then looking back to the Agile Manifesto and the mantra of continuous improvement and collaboration.
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The document discusses various best practices used in Agile project management. Some key Agile practices mentioned include iterations, customer-oriented approach, product backlog, user stories, Scrum meetings, and automated testing. It provides details on how each practice works and its benefits. For example, it notes that iterations allow teams to select work based on available hours, while product backlogs help prioritize and detail customer requirements to guide development work.
Agile software development development explained
The document provides an overview of agile software development approaches like Scrum and Kanban. It explains the key principles of the Agile Manifesto and how Scrum uses ceremonies like sprint planning, daily stand-ups, and retrospectives. Kanban focuses on visualizing work, limiting work in progress, and implementing feedback loops. Large scale agile approaches like Scrum of Scrums and SAFe are also covered. Finally, it discusses how the Lean Startup methodology is used to build minimum viable products and validate ideas with customers.
A Masterclass on Data Warehouse Automation
The document discusses a master class presentation on data warehouse automation using TimeXtender software. It introduces data warehouse automation as a new technology that can speed up the data warehouse development lifecycle through automation. TimeXtender claims to automate extract, transform, load processes and improve quality while reducing costs. Case studies and customer testimonials are presented to demonstrate how TimeXtender has delivered faster, better, and cheaper results for clients.
Agile Implementation
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Scrum Bangalore 14th MeetUp 05 September 2015 - Scaling Agile - Saikat Das - ...
This document summarizes an approach to scaling Agile in a mid-size enterprise eCommerce company. It discusses the motivation to scale Agile, provides an overview of common scaling frameworks, and describes the company's journey to scaling Agile across multiple teams and locations. Key aspects of the scaling model include establishing a cadence of sprints and releases, implementing feature-driven teams, adopting Scrum of Scrums, and establishing communities of practice. Outcomes of scaling included improved team performance, increased customer satisfaction, reduced delivery cycle times, and lower costs. Challenges included coordinating distributed teams and maintaining synchronization across teams.
Agile QA presentation
The document discusses creating a high-performing QA function through continuous integration, delivery, and testing. It recommends that QA be integrated into development teams, with automated testing, defect tracking, and ensuring features align with business needs. This would reduce defects and costs while improving customer experience through more frequent releases. Key steps outlined are implementing continuous integration and delivery pipelines, test-driven development, quality control gates, and measuring escaping defects to guide improvements.
DevOpsDays Rockies - Living in a Hybrid World
Courtney Kissler, Vice President of E-commerce and Store Technologies at Nordstrom, discussed Nordstrom's journey towards a more modern technology approach through DevOps practices and microservices architecture. She provided two case studies, one on modernizing Nordstrom's web product pages and another on optimizing their web hardening process. Through initiatives like these, Nordstrom was able to improve release cycle times, increase release frequency, improve reliability and scalability, and better empower product teams. However, challenges remain in optimizing across large, complex codebases and teams in a hybrid modern/legacy environment.
Case Study: Salesforce CPQ (Configure Price Quote) for Software as a Service ...
Salesforce CPQ Case Study:
Business Requirements
Migrate all quote templates from existing tools to Salesforce CPQ as the main tool for the booking and Sales process
Support project lifecycle activities, including Requirement Gathering, Design, Development, Testing and Deployment
Configure Products based on business needs
An adaptable configuration of validation and pricing rules to prevent booking errors
Upgrade User Experience with guided flow
Enable core CPQ functions on mobile platforms
Business Challenges
OOTB functionality did not meet certain business requirements
Business changed requirements frequently causing rework
Business testing was not completed as quickly as items were being developed
Not able to properly format quotes Formatting of quote generation
Products being selected together incorrectly
Long list of products without any groupings - poor user experience
Approvals were not tracked, Lack of mobile approvals
Solution – Salesforce CPQ (Steelbrick)
Customizable quote templates
Validations to prevent users from selecting products that shouldn’t be selected together
Prompts to guide the user to review products before continuing with product selection
Enabled approvals with mobile capabilities
Connect with us:
Info@jadeglobal.com 1 877-523-3448
Website: http://www.jadeglobal.com
LinkedIn: http://www.linkedin.com/company/jade-...
Facebook: https://www.facebook.com/jadeglobal/
Twitter: https://twitter.com/JadeGlobal
Success recipe for new IT projects-Agile way. Fail Fast, Fail Early
This document discusses how adopting Agile practices can help IT projects fail early and with lower costs. It focuses on establishing clear requirements through iterative deliveries. Early demos give customers a chance to provide feedback. The document outlines processes for developing a product vision, roadmap, minimum viable product, and feature set. It emphasizes automating testing to reduce technical debt and costs of supporting the product. Engaging global teams can help establish failures early at lower costs through testing, defect fixing, and support activities.
Make better share point stuff with an agile methodology
Presented at SharePoint Saturday Twin Cities on April 14, 2012 by Doug Hemminger, this is an introduction to Agile methodologies for SharePoint
Practicing Agile through Scrum
Scrum is an agile framework that focuses on rapid delivery of working software in short cycles called sprints. It involves self-organizing cross-functional teams, prioritized backlogs and artifacts like product backlogs, sprint backlogs and increments. Key roles include the product owner who prioritizes features, the development team who work on delivering features and the scrum master who facilitates the process. Ceremonies like sprint planning, daily standups, sprint reviews and retrospectives help ensure transparency and process improvement.
Customer Success with Technical Customers
By Rebecca Olson, RSD at Gainsight
Bill Lapcevic, VP CSM at New Relic
Bryan Plaster, VP of CS at Imformatica
Presented at Pulse Conference 2015.
Agile Methodologies
The document discusses Agile software development methodology. It describes Agile as an iterative approach that builds software incrementally from the start instead of delivering it all at once near the end. The key difference between Agile and Waterfall is that Agile uses empirical process control and allows for scope and priority to be reset every 2-4 weeks to ensure alignment with evolving business needs. It also outlines various Agile concepts like product backlog, sprint planning, daily stand-ups and retrospectives.
Scrum 101
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
Agile methodology and Scrum Framewwork
This document provides an overview of agile methodology and scrum framework. It discusses the basic principles of agile, including continuous iteration, concurrent development and testing. It also outlines the roles in scrum like product owner, scrum master and scrum team. Examples of user stories, estimation and team formation are provided. The document concludes with success stories of companies like a credit rating company, Lego and Cisco that achieved benefits like reduced defects and overtime by adopting scrum.
Sdlc plan
SDLC stands for Software Development Life Cycle. Slides give an overview of the SDLC Plan we used in our organization.
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U Kan-Scrum-gile
- 2. Get on board with AGILE AGILE development gives you the freedom to dictate requirements and deadlines as your business needs and gain huge productivity savings.
- 3. Is this your organisation? • Missed Deadlines Customer milestones missed due to avoidable technical issues • Cost Overruns Project managers seeking additional resources or funds to mitigate unforeseen events • Difficult Programmers Frequent revision of estimates and requests to carry out unnecessary work
- 4. The framework of choice • Taking the best of Scrum, Kanban and other ‘non-guaranteed’ frameworks • Adding strict governance and KPIs • Short delivery cycles that can be frequently re- aligned to required milestones • Simple and quick estimation framework using patented UKS points (and automatic conversation to man-hours)
- 5. The framework of choice • Proactive monitoring and incentivisation of team members • UKS “Digital Board” allows shorter stand-up • Designed for the Enterprise, unlike competing frameworks • Constantly evolving standards (version 2.5 due August 2015 offers 8% efficiency gains)
- 6. Roles • Agility Director Ensures delivery to cost, time and scope at all times • Product Manager Ultimate control for the product and able to specify delivery schedule • Standard Resource In an AGILE world teams are cross functional. This makes for easy resource sharing
- 7. Delivery Enhancement Dashboard • Advanced, big data based cloud hosted KPIs. • Real time monitoring including • Resource level, hourly productivity • Contingency management • Overrun league table (time & cost) • Client access with data sanitisation • Email & smartphone alerts
- 8. 3 step plan Assessment and Plan Design • Qualified UKS Consultants conduct an audit of your business • 400 page personalised report • 2 weeks Staff familiarisation & Certification • Onsite familiarisation workshops • Certification discount period • 2 weeks Execution & Payback • Licence authentication and dashboard activation • Immediate results • 3 days
- 9. Price plans
- 10. Certifications Agility Director • 3 day onsite course • Globally recognised qualification • 2GB of online course material • £2,995 + VAT /pp Hyper-Agility Director • 2 day onsite course • Advanced techniques • Utilise streamlined processes • 6GB of online course material • £3,995 + VAT /pp Enhanced Resource • ½ day online course • Compressed learning • Improved delivery over standard resources • £1,495 + VAT /pp
- 11. Guaranteed RESULTS! • Used by many big names in the industry • This will revolutionise your business, GUARANTEED* • Unlock the potential of your organisation today – speak to a sales expert for your tailored quote *Not a guarantee U-Kan-Scrum-gile revolutionised our business!!! VP Delivery – Global Cloud Vendor
- 13. Snake oil & the good name of “Agile” • Grand promises and unsubstantiated claims • Often very professionally delivered, slick consultancies and nice suits! • All about the blame game, presumes that people don’t want to do a good job • Ignores the complexity of software • Some good practices might follow but no-one understands why • A generation of zombies is born U-Kan-Scrum-gile www.meetup.com/Agile-North-East/
- 14. Agile Manifesto U-Kan-Scrum-gile www.meetup.com/Agile-North-East/ Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 15. Complexity U-Kan-Scrum-gile www.meetup.com/Agile-North-East/ Far from agreement Complex Anarchy SimpleClose to agreement Close to certainty Far from certainty
- 16. Inspect and Adapt U-Kan-Scrum-gile www.meetup.com/Agile-North-East/ Transparency Inspection Adaptation
- 17. Your Agile Disasters U-Kan-Scrum-gile www.meetup.com/Agile-North-East/ Monorail!
Editor's Notes
- Refactoring and technical debt Poor code quality
- Wearables to allow developers to track tasks – haptic feedback if they haven’t updated effort / tasks frequently enough 50” touch screens linked to tablets (gimmick)
- Per developer vs their estimates, hourly Minimise agreed contingency time, recouping it frequently All about blame! Can’t possibly be transparent with clients All data can feed straight into performance appraisals
- We’re looking at a single calendar month from the day you sign your master agreement
- Don’t forget to ask for discounts!