The 10th annual State of Agile™ survey makes it clear that agile software development has grown increasingly popular over the last decade. Participation in the survey has grown more than three-fold. In 2006, there were fewer than a thousand respondents to the survey, while the latest survey had 3,880.
Agile methodologies are no longer solely the domain of startups and small development shops. In 2006, nearly two-thirds of the survey respondents said they worked in software organizations with fewer than 100 people. By 2015, nearly two-thirds of the respondents said they worked for software organizations with more than 100 people, and 31% said they worked for software organizations with more than 1,000 people.
The number of large enterprises that are embracing agile continues to increase each year. More than 24% of the
respondents worked for organizations with over 20,000 employees, compared to 21% last year.
Agile is going global as the number of enterprises around the world adopt agile. The number of respondents that worked for organizations in Europe increased from 21% to 26%. In addition, 18% of the respondents worked in Asia, South America, Oceania, and Africa.
The pool of talent and agile experience continues to grow annually. Once again there was an increase in the number of respondents who said they were ‘very’ to ‘extremely’ knowledgeable about agile, an increase from 58% in 2014 to 63% in 2015.
While 95% of the respondents said their organizations practice agile, only 1% of the 3,880 respondents said that their agile implementation was unsuccessful.
The survey found that adoption of agile practices is increasing across organizations and industries. While 94% of respondents said their organizations practiced agile, 60% said less than half of their teams practiced agile and 80% said their organization was still maturing in agile practices. Benefits cited for agile included accelerated delivery, improved visibility, productivity and managing changing priorities. There is still opportunity for growth as many organizations have less than half their teams practicing agile and are still maturing in their agile approach.
Prosci Change Management Webinar - Building Organizational AbilityProsci ANZ
This document provides an overview of a webinar presented by Prosci on building organizational agility through change management. It discusses Prosci's research findings on attributes of agile organizations, including anticipating and planning for changes, fast decision making, effective change portfolio management, and embedding change management capabilities. The webinar agenda covers how the changing business environment necessitates agility, defines what agility means, identifies attributes of agile organizations based on literature, and discusses how change management can help organizations develop agility.
A new report from Dynamic Markets shows that – far from improving agility and effectiveness – 52 percent of organizations have missed deadlines and 75 percent have damaged their ability to innovate due to poor integration between cloud applications and other operational systems.
Make 2016 the Year of Learning Impact: Learn From the LeadersHuman Capital Media
Learning teams have high aspirations for their organization — 94 percent seek improvements in productivity, engagement and business agility, yet less than one-third achieve the results they desire.
How can we do better?
To answer this question, Laura Overton, founder of Towards Maturity, has been working with learning teams from companies of all sizes for over a decade. Published in November, Towards Maturity’s 2015-16 industry benchmark report — “Embracing Change” — analyzes 1.5 million data points from more than 600 organizations from around the world to identify what’s working and what isn’t. The findings not only show that the top performing 10 percent of learning organizations are three to eight times more likely to succeed in delivering business results but also highlights why.
How can we do better in 2016?
Join Laura for this webinar and learn how the top performers are:
· Winning hearts and minds of business leaders.
· Supporting the self-directed learner.
· Equipping the L&D team for success.
Suceeding at Upstream, Midstream and Downstream Change ManagementProsci ANZ
This 60 min Prosci webinar uncovers some tips and insights into succeeding at Upstream, Midstream and Downstream Change Management in your organisations.
Enterprise application integration (EAI) evolved in the early IT industry to allow information exchange between mainframe and minicomputer systems. Common integration methods included file transfers and shared databases. In the 1990s, messaging-oriented middleware (MOM) emerged as a new paradigm, using message queues to enable both real-time and non-real-time integration across unpredictable computer networks. This represented a shift towards loosely-coupled integration using queues rather than tightly-coupled methods like remote procedure calls. Today, service-oriented architectures and microservices are further advancing loosely-coupled integration approaches.
The survey found that adoption of agile practices is increasing across organizations and industries. While 94% of respondents said their organizations practiced agile, 60% said less than half of their teams practiced agile and 80% said their organization was still maturing in agile practices. Benefits cited for agile included accelerated delivery, improved visibility, productivity and managing changing priorities. There is still opportunity for growth as many organizations have less than half their teams practicing agile and are still maturing in their agile approach.
Prosci Change Management Webinar - Building Organizational AbilityProsci ANZ
This document provides an overview of a webinar presented by Prosci on building organizational agility through change management. It discusses Prosci's research findings on attributes of agile organizations, including anticipating and planning for changes, fast decision making, effective change portfolio management, and embedding change management capabilities. The webinar agenda covers how the changing business environment necessitates agility, defines what agility means, identifies attributes of agile organizations based on literature, and discusses how change management can help organizations develop agility.
A new report from Dynamic Markets shows that – far from improving agility and effectiveness – 52 percent of organizations have missed deadlines and 75 percent have damaged their ability to innovate due to poor integration between cloud applications and other operational systems.
Make 2016 the Year of Learning Impact: Learn From the LeadersHuman Capital Media
Learning teams have high aspirations for their organization — 94 percent seek improvements in productivity, engagement and business agility, yet less than one-third achieve the results they desire.
How can we do better?
To answer this question, Laura Overton, founder of Towards Maturity, has been working with learning teams from companies of all sizes for over a decade. Published in November, Towards Maturity’s 2015-16 industry benchmark report — “Embracing Change” — analyzes 1.5 million data points from more than 600 organizations from around the world to identify what’s working and what isn’t. The findings not only show that the top performing 10 percent of learning organizations are three to eight times more likely to succeed in delivering business results but also highlights why.
How can we do better in 2016?
Join Laura for this webinar and learn how the top performers are:
· Winning hearts and minds of business leaders.
· Supporting the self-directed learner.
· Equipping the L&D team for success.
Suceeding at Upstream, Midstream and Downstream Change ManagementProsci ANZ
This 60 min Prosci webinar uncovers some tips and insights into succeeding at Upstream, Midstream and Downstream Change Management in your organisations.
Enterprise application integration (EAI) evolved in the early IT industry to allow information exchange between mainframe and minicomputer systems. Common integration methods included file transfers and shared databases. In the 1990s, messaging-oriented middleware (MOM) emerged as a new paradigm, using message queues to enable both real-time and non-real-time integration across unpredictable computer networks. This represented a shift towards loosely-coupled integration using queues rather than tightly-coupled methods like remote procedure calls. Today, service-oriented architectures and microservices are further advancing loosely-coupled integration approaches.
The Connected Business Survey: Improving Integration and Creating Connectivit...DellBoomi
The document provides survey results from 900 IT decision-makers about business connectivity and integration. Key findings include:
- 86% believe improved connectivity will boost revenue growth in the next year
- Organizations have saved an average of $2.7 million since deploying integration solutions
- 59% say integration is their "Achilles heel" and hinders the organization
The survey examines challenges of integration like time-consuming deployments. Poor integration costs organizations in lost efficiency for 41% and delayed new products for 35%. Over half have implemented integration solutions, with organizations using an average of three solutions. iPaaS adoption is over 40% and provides benefits like faster, smarter, and better organizations. Other areas to
CMI Sydney presentation Building Enterprise Change Capability - Top Global T...Prosci ANZ
In this interactive presentation, Being Human Managing Director Catherine Smithson will highlight the top global trends in the emerging field of Enterprise Change Management, using insights from Prosci’s recently released 2016 Best Practices in Change Management Benchmarking Report.
Register at: http://www.change-management.com/webinars.htm. Delivered Feb 18 (11AM EST) and Feb 19 (4PM EST). Get an interactive, inside look at the new Prosci CMROI Calculator. Attendees get the chance to volunteer and interact directly, completing a real-time CMROI Calculation.
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
The document discusses advanced applications of the ADKAR model for change management. It covers using ADKAR to establish a common language for change, focusing on desired outcomes for change initiatives, providing timing guidance for change management activities based on ability milestones, establishing frameworks for measuring change at individual and organizational levels, and coaching managers to help individuals through the change process.
ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim CreaseyTim Creasey
Tim Creasey's talk at ACMP 2015 - Change the Conversation, Change the Game. Learn how to use Context, Problems, Language and Simon Sinek's Golden Circle to more effectively position change management and your value. www.linkedin.com/in/timcreasey @timcreasey tcreasey@prosci.com
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Australia)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in Australia.
Change Management, Measurement and Tracking_2015Eliana Arruda
This document discusses the importance of measuring organizational change programs. It notes that changes are happening constantly in most organizations to adapt to a changing business environment. While there are many change management methodologies and tools available, tracking whether promised benefits are actually delivered remains a key challenge. Effective measurement is important because changes often take longer and cost more than planned. The document then introduces the Accenture Change Tracking Tool as one solution for systematically measuring change programs against key performance indicators. It argues that using proven tools can help minimize the effort required to track changes over time.
Prosci provides auditing and consulting services to help organizations assess their change management maturity. The document discusses Prosci's Change Management Maturity Model, which evaluates organizations across five capability areas - leadership, application, competencies, standardization, and socialization - at five levels of maturity from ad hoc to fully integrated organizational competency. Conducting a maturity assessment involves examining observable attributes within each capability area to determine the organization's current level.
This Quality Circle at Rourkela Steel Plant identified ineffective media relations as a problem area. They analyzed the problem and determined the root causes were inadequate use of vernacular media and ineffective interaction with media. They developed solutions like increasing vernacular press releases and improving media interactions. Implementation led to a 48% increase in media coverage and a 54% rise in vernacular coverage over the following months. The new media relations paradigm improved the PR department's effectiveness and enhanced synergy with media.
This document summarizes the results of a global survey conducted by Accenture in November 2014 with 3,600 business professionals from 30 countries. Some key findings include:
- Nearly two-thirds of respondents said listening has become more difficult in today's digital workplace due to distractions like phone calls and meetings.
- Most respondents spend part of their workday multitasking, though over a third said distractions prevent them from doing their best work.
- Respondents saw on-the-job training as the most effective type of learning and valued soft skills like communication and adaptability in leaders.
- A majority believed technology enables easier leader-team communication but can also overextend leaders' availability and reduce focus
The document summarizes a presentation by Frost & Sullivan on approaches to optimizing growth. It discusses generating and evaluating a growth pipeline, best practices for implementation excellence, and a growth excellence matrix. It also provides case studies on strategies for growth during an economic downturn, and describes Frost & Sullivan's Growth Acceleration System and Growth Partnership Service for supporting clients' growth goals.
The survey found that while cloud adoption is widespread, most companies lack capabilities to manage cloud spending. Billing reports and network monitoring are primarily used to track cloud usage, but respondents saw value in consolidated reporting. Two-thirds reported less than 25% of IT workloads in the cloud, showing growth potential. The document promotes Cloud Cruiser as providing cost transparency and accountability to better manage cloud finances.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
This document is a summary report of a 2018 survey of almost 8,000 software developers. Some key findings include:
- Respondents worked in a variety of roles like front-end, back-end, and full-stack development. Over half had 10+ years of experience.
- Developers reported using tools like JavaScript, Python, and SQL most frequently. Top skills they wanted to learn were front-end frameworks, DevOps, and cloud computing.
- Most developers felt part of a tech community and learned new skills regularly. While generally satisfied in their jobs, issues like technical debt and lack of training hindered some workplaces.
- Younger and female developers tended to earn less,
Digital transformation new zealand presentation 13 march 2018 finalClaudia Howlett
The Microsoft Asia Digital Transformation Study 2018 examines the economic impact of digital transformation in Asia Pacific. The study found that by 2021, digital transformation is expected to contribute 55% to GDP growth in Asia Pacific and 60% in New Zealand. Digital transformation was also found to benefit society by creating higher-value jobs, improving education, and increasing opportunities for training. While organizations saw benefits like increased profits and revenue, challenges included siloed cultures and lack of skills. The study recommends that organizations implement strategies to build a digital culture, leverage data and ecosystems, embrace emerging technologies like AI, and focus on quick, measurable projects to become digital transformation leaders.
The Developer Coefficient: a S$1.6B opportunity for businesses in SingaporeStripe
Stripe partnered with Nielsen to conduct a study with thousands of C-level executives and developers to understand the crunch on developer time being faced by businesses, and to look at how businesses are leveraging developer talent today, and what they could be doing differently. When software engineers are working on what matters, businesses thrive. When they’re not, it costs billions.
The document describes Prosci's Change Management Maturity Model, which assesses an organization's change capability across five areas: Leadership, Application, Competencies, Standardization, and Socialization. Each area contains multiple factors used to describe an organization's maturity level from 1 (Ad Hoc) to 5 (Organizational Competency). Conducting a maturity assessment provides clarity on an organization's current change management practices, establishes a baseline, and helps focus efforts to improve change capabilities over time.
10 Cracker Quotes on Agile Change ManagementLena Ross
A collection of 10 quotes on agile change, focussed on the themes of adaptability, disruption, design thinking, customer-centricity, and a growth mindset.
Este documento describe cómo un movimiento revolucionario en un país latinoamericano surgió de la lucha por los derechos de los campesinos y terminó creando una nueva identidad nacional e internacional. El movimiento creció tanto que marcó una pauta en el país y en el mundo, simbolizando la desazón moral y agresividad de los jóvenes. Este movimiento generó una identidad de guerra, masacre, tristeza y terror para la nación ante el mundo.
Los siete hábitos de los adolescentes altamente efectivosRufeyela H-p
Este documento resume el libro "Los Siete Hábitos de los Adolescentes Altamente Efectivos", de Sean Covey. El libro propone siete hábitos para los adolescentes: 1) ser proactivo, 2) comenzar con la meta en mente, 3) poner primero lo primero, 4) pensar en "ganar-ganar", 5) buscar primero comprender, 6) sinergizar, y 7) afilar la sierra. Explica que estos hábitos ayudan a los adolescentes a ejercer control sobre sus vidas y mejorar sus rel
The Connected Business Survey: Improving Integration and Creating Connectivit...DellBoomi
The document provides survey results from 900 IT decision-makers about business connectivity and integration. Key findings include:
- 86% believe improved connectivity will boost revenue growth in the next year
- Organizations have saved an average of $2.7 million since deploying integration solutions
- 59% say integration is their "Achilles heel" and hinders the organization
The survey examines challenges of integration like time-consuming deployments. Poor integration costs organizations in lost efficiency for 41% and delayed new products for 35%. Over half have implemented integration solutions, with organizations using an average of three solutions. iPaaS adoption is over 40% and provides benefits like faster, smarter, and better organizations. Other areas to
CMI Sydney presentation Building Enterprise Change Capability - Top Global T...Prosci ANZ
In this interactive presentation, Being Human Managing Director Catherine Smithson will highlight the top global trends in the emerging field of Enterprise Change Management, using insights from Prosci’s recently released 2016 Best Practices in Change Management Benchmarking Report.
Register at: http://www.change-management.com/webinars.htm. Delivered Feb 18 (11AM EST) and Feb 19 (4PM EST). Get an interactive, inside look at the new Prosci CMROI Calculator. Attendees get the chance to volunteer and interact directly, completing a real-time CMROI Calculation.
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
The document discusses advanced applications of the ADKAR model for change management. It covers using ADKAR to establish a common language for change, focusing on desired outcomes for change initiatives, providing timing guidance for change management activities based on ability milestones, establishing frameworks for measuring change at individual and organizational levels, and coaching managers to help individuals through the change process.
ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim CreaseyTim Creasey
Tim Creasey's talk at ACMP 2015 - Change the Conversation, Change the Game. Learn how to use Context, Problems, Language and Simon Sinek's Golden Circle to more effectively position change management and your value. www.linkedin.com/in/timcreasey @timcreasey tcreasey@prosci.com
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Australia)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in Australia.
Change Management, Measurement and Tracking_2015Eliana Arruda
This document discusses the importance of measuring organizational change programs. It notes that changes are happening constantly in most organizations to adapt to a changing business environment. While there are many change management methodologies and tools available, tracking whether promised benefits are actually delivered remains a key challenge. Effective measurement is important because changes often take longer and cost more than planned. The document then introduces the Accenture Change Tracking Tool as one solution for systematically measuring change programs against key performance indicators. It argues that using proven tools can help minimize the effort required to track changes over time.
Prosci provides auditing and consulting services to help organizations assess their change management maturity. The document discusses Prosci's Change Management Maturity Model, which evaluates organizations across five capability areas - leadership, application, competencies, standardization, and socialization - at five levels of maturity from ad hoc to fully integrated organizational competency. Conducting a maturity assessment involves examining observable attributes within each capability area to determine the organization's current level.
This Quality Circle at Rourkela Steel Plant identified ineffective media relations as a problem area. They analyzed the problem and determined the root causes were inadequate use of vernacular media and ineffective interaction with media. They developed solutions like increasing vernacular press releases and improving media interactions. Implementation led to a 48% increase in media coverage and a 54% rise in vernacular coverage over the following months. The new media relations paradigm improved the PR department's effectiveness and enhanced synergy with media.
This document summarizes the results of a global survey conducted by Accenture in November 2014 with 3,600 business professionals from 30 countries. Some key findings include:
- Nearly two-thirds of respondents said listening has become more difficult in today's digital workplace due to distractions like phone calls and meetings.
- Most respondents spend part of their workday multitasking, though over a third said distractions prevent them from doing their best work.
- Respondents saw on-the-job training as the most effective type of learning and valued soft skills like communication and adaptability in leaders.
- A majority believed technology enables easier leader-team communication but can also overextend leaders' availability and reduce focus
The document summarizes a presentation by Frost & Sullivan on approaches to optimizing growth. It discusses generating and evaluating a growth pipeline, best practices for implementation excellence, and a growth excellence matrix. It also provides case studies on strategies for growth during an economic downturn, and describes Frost & Sullivan's Growth Acceleration System and Growth Partnership Service for supporting clients' growth goals.
The survey found that while cloud adoption is widespread, most companies lack capabilities to manage cloud spending. Billing reports and network monitoring are primarily used to track cloud usage, but respondents saw value in consolidated reporting. Two-thirds reported less than 25% of IT workloads in the cloud, showing growth potential. The document promotes Cloud Cruiser as providing cost transparency and accountability to better manage cloud finances.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
This document is a summary report of a 2018 survey of almost 8,000 software developers. Some key findings include:
- Respondents worked in a variety of roles like front-end, back-end, and full-stack development. Over half had 10+ years of experience.
- Developers reported using tools like JavaScript, Python, and SQL most frequently. Top skills they wanted to learn were front-end frameworks, DevOps, and cloud computing.
- Most developers felt part of a tech community and learned new skills regularly. While generally satisfied in their jobs, issues like technical debt and lack of training hindered some workplaces.
- Younger and female developers tended to earn less,
Digital transformation new zealand presentation 13 march 2018 finalClaudia Howlett
The Microsoft Asia Digital Transformation Study 2018 examines the economic impact of digital transformation in Asia Pacific. The study found that by 2021, digital transformation is expected to contribute 55% to GDP growth in Asia Pacific and 60% in New Zealand. Digital transformation was also found to benefit society by creating higher-value jobs, improving education, and increasing opportunities for training. While organizations saw benefits like increased profits and revenue, challenges included siloed cultures and lack of skills. The study recommends that organizations implement strategies to build a digital culture, leverage data and ecosystems, embrace emerging technologies like AI, and focus on quick, measurable projects to become digital transformation leaders.
The Developer Coefficient: a S$1.6B opportunity for businesses in SingaporeStripe
Stripe partnered with Nielsen to conduct a study with thousands of C-level executives and developers to understand the crunch on developer time being faced by businesses, and to look at how businesses are leveraging developer talent today, and what they could be doing differently. When software engineers are working on what matters, businesses thrive. When they’re not, it costs billions.
The document describes Prosci's Change Management Maturity Model, which assesses an organization's change capability across five areas: Leadership, Application, Competencies, Standardization, and Socialization. Each area contains multiple factors used to describe an organization's maturity level from 1 (Ad Hoc) to 5 (Organizational Competency). Conducting a maturity assessment provides clarity on an organization's current change management practices, establishes a baseline, and helps focus efforts to improve change capabilities over time.
10 Cracker Quotes on Agile Change ManagementLena Ross
A collection of 10 quotes on agile change, focussed on the themes of adaptability, disruption, design thinking, customer-centricity, and a growth mindset.
Este documento describe cómo un movimiento revolucionario en un país latinoamericano surgió de la lucha por los derechos de los campesinos y terminó creando una nueva identidad nacional e internacional. El movimiento creció tanto que marcó una pauta en el país y en el mundo, simbolizando la desazón moral y agresividad de los jóvenes. Este movimiento generó una identidad de guerra, masacre, tristeza y terror para la nación ante el mundo.
Los siete hábitos de los adolescentes altamente efectivosRufeyela H-p
Este documento resume el libro "Los Siete Hábitos de los Adolescentes Altamente Efectivos", de Sean Covey. El libro propone siete hábitos para los adolescentes: 1) ser proactivo, 2) comenzar con la meta en mente, 3) poner primero lo primero, 4) pensar en "ganar-ganar", 5) buscar primero comprender, 6) sinergizar, y 7) afilar la sierra. Explica que estos hábitos ayudan a los adolescentes a ejercer control sobre sus vidas y mejorar sus rel
El documento habla sobre la innovación y lo nuevo. Explica que la innovación consiste no en descubrir cosas nuevas sino en transformar los valores y jerarquías culturales de cosas ya existentes. También menciona el concepto de "cisne negro", eventos impredecibles de gran impacto que sorprenden porque no encajan en los modelos mentales existentes.
Andrés Caicedo fue un escritor colombiano nacido en 1951 que murió a los 25 años. Escribió cuentos, obras de teatro y novelas desde una edad temprana. Fundó el Cineclub de Cali que se convirtió en un espacio cultural importante. Publicó su novela ¡Que viva la música! justo antes de suicidarse en 1977. A pesar de su corta vida, dejó un gran legado a la literatura colombiana. La obra Angelitos Empantanados se basa en una serie de monólogos que narran las historias
El documento presenta una biografía del escritor colombiano Andrés Caicedo. Nació en 1951 en Cali y murió en 1977 al suicidarse a los 25 años. A pesar de su corta vida, su obra literaria es considerada una de las más originales de Colombia, enfocándose en problemas sociales urbanos. Su novela más reconocida fue ¡Qué viva la música! Publicada póstumamente al igual que la mayoría de sus escritos. Caicedo se suicidó cumpliendo su creencia de que vivir después de los 25 años era una in
La ficha técnica proporciona información sobre la película La ladrona de libros, incluyendo el director Brian Percival, los actores principales Sophie Nélisse y Geoffrey Rush, y datos como el año de lanzamiento 2013 y un presupuesto de $19 millones recaudando $49.6 millones. Se basa en la novela de 2005 del mismo nombre de Markus Zusak.
La novela se desarrolla en Alemania durante la Segunda Guerra Mundial y sigue la historia de Liesel Meminger, una niña alemana de 10 años que queda huérfana y es adoptada por la familia Hubermann. Liesel comienza a robar libros y aprende a leer con la ayuda del Sr. Hans. Más adelante, la familia esconde a un judío llamado Max y Liesel y él se hacen amigos a pesar del odio de Hitler hacia los judíos. La familia sufre varias pérdidas durante la guerra hasta
El diablo de la botella de robert louis stevensonGustavo Ramirez
El diablo de la botella (título original en inglés: The Bottle Imp) es un cuento publicado por primera vez en 1893.Robert Louis Stevenson
(13 de noviembre de 1850 - 3 de diciembre de 1894)
Escritor escocés.
Libro de www.interlectores.com
Este documento resume la trama de una obra literaria sobre un grupo de amigos que deciden acampar en el bosque. La historia gira en torno a la desaparición de uno de los amigos, Mario, y la búsqueda de este por parte de dos otros amigos. A medida que avanza la historia se revelan detalles misteriosos sobre los personajes y su pasado que afectan los eventos de la noche.
Un caballero estaba obsesionado con su armadura y la llevaba puesta todo el tiempo. Su esposa lo amenazó con irse con su hijo si no dejaba la armadura. El caballero buscó ayuda para quitarse la armadura y encontró a Merlín, quien lo ayudó a comunicarse con los animales y a enviarle una nota a su hijo. Sin embargo, su hijo no lo conocía bien y le devolvió la nota en blanco, entristeciendo al caballero.
El documento narra la historia de un caballero que se encuentra atrapado dentro de su oxidada armadura. Para poder quitarsela y regresar con su familia, el caballero emprende un viaje espiritual guiado por Merlín, Rebeca y Ardilla. A través de varias pruebas en los castillos del Silencio, Conocimiento y Voluntad, el caballero logra comprender sus errores y aceptar su verdadera identidad debajo de la armadura. Al final, alcanza la cima de la montaña y se
Este documento resume las principales épocas literarias desde la antigüedad hasta la modernidad, incluyendo las características y obras representativas de cada período. Comienza con la literatura antigua, que tenía como objetivo la entretenimiento, destacando las tragedias griegas. Luego pasa a la literatura medieval, con un enfoque religioso y moralizante. Finalmente, describe los movimientos renacentista, neoclásico, romántico, realista y modernista, con sus respectivas características y autores emblemáticos como
El documento resume los principales períodos de la literatura desde la antigüedad clásica hasta la literatura contemporánea, incluyendo las fechas de cada período literario como la literatura medieval, renacentista, barroca, neoclásica, romántica, realista y naturalista, modernista, vanguardista y contemporánea.
The survey found that agile adoption continues to grow, with 94% of organizations now practicing agile. Larger organizations and more distributed teams are embracing agile. The top benefits remain managing changing priorities, increased productivity, and project visibility. While Scrum remains dominant, scaling frameworks like SAFe are growing in popularity. Measurement of agile success focuses on delivery metrics like timelines and quality. Barriers to further adoption include organizational culture challenges and lack of agile experience.
This document provides an executive summary of the 2022 State of Agile report. Some key findings include:
- Agile adoption continues to grow, with most organizations using a hybrid approach combining Agile with other methodologies. Scrum and Kanban are the most commonly used frameworks.
- Measuring business value and alignment to objectives is an increased focus, though many teams still struggle with how to effectively measure this.
- Leadership understanding and participation is still lacking and poses a barrier to Agile adoption, along with a lack of management support.
- Tools like Jira and virtual whiteboards are commonly used, while Excel usage has declined. SAFe is the most popular enterprise framework.
The document provides an overview of the findings from CertiProf's 2022 Agile Adoption Report, which collected over 8,000 responses from Agile practitioners in 100 countries. Some key findings include:
- Scrum continues to be the most commonly used Agile framework. IT and software development remain the top industries for Agile adoption.
- Most organizations have 1-5 years of Agile experience, and over 60% of respondents have less than 2 years of personal Agile experience.
- The top reasons for adopting Agile are accelerating delivery, improving business alignment, and increasing productivity. Half of organizations report adopting Agile across more than half their teams and initiatives.
The document is a summary of the 15th State of Agile Report, which highlights increased adoption of Agile practices across organizations. Some key findings include:
- Agile adoption has accelerated, with 86% of teams now using Agile compared to 37% in 2020. Non-IT functions have also seen significant growth in Agile adoption.
- Remote and hybrid workforces are now the norm, with only 3% planning to return to the office full-time. This presents new challenges for distributed teams.
- DevOps transformation and value stream management initiatives are seen as increasingly important to delivering customer value and software quickly.
- The top barriers to adopting Agile remain inconsistent processes, cultural clashes, and resistance to
GTEC 2016 beyond waterfall lessons learned on agile in digital government, Pw...Laurie Desautels
Presented at the GTEC 2016 conference in Ottawa on November 3 by PwC Canada in collaboration with BC Pension Corporation. Abstract: Exploring the definition of agile then answering key questions with respect to the use of agile within government and the real life implications through the use of a case study, closing with overall thoughts and recommendations on beginning the agile journey.
The document summarizes key findings from a survey of 332 professionals regarding enterprise mobility programs. Some of the main findings include:
- More than 1/3 of programs are rolling out apps to over 5,000 users, while another 1/3 are rolling out to under 1,000 users.
- Improved business processes and increased user satisfaction were the top benefits sought from mobility investments.
- Productivity apps and field service apps were seen as having the greatest impact on productivity and ROI.
- Security was the top challenge cited, followed by determining ROI and lack of budget.
- Over half of respondents had little or no visibility into important app usage metrics.
- Developing apps for core business processes and improving
The document summarizes key findings from a 2016 mobility report by CITO Research. It finds that enterprises are increasingly deploying custom mobile apps to improve business processes and productivity. Over half of respondents provide apps to external partners like contractors. While complexity of managing multiple platforms is a challenge, enterprises are seeing improved adoption rates and satisfaction with their mobile programs as they focus on deploying apps that integrate with internal systems and target large user segments.
The document summarizes key findings from a 2016 mobility report by CITO Research. It finds that companies are increasingly deploying custom mobile apps to improve business processes and productivity. Many organizations are mobilizing access to enterprise systems to drive adoption of these custom apps. There is also a trend of companies equipping a wider group of external workers like contractors and partners with mobile apps through their extended enterprise strategies. Over half of surveyed organizations now provide apps to external parties like this extended workforce.
THE PERCEPTIONS OF AGILE METHODOLOGY IN SOUTH AFRICAcscpconf
Agile methodology was introduced in the mid 90’s while the agile manifesto was adopted in 2001. The rationale behind the introduction of the agile methodology was to uncover better ways of developing software that will meet the user’s expectation in an iterative controlled manner. With technological explosion and rift competition for market share, user experience and satisfaction can only be achieved through proper communication between stakeholders and innovative ways of doing things. Doing things differently is what the agile methodology brought. Despite the existence of this methodology for over 20 years now, South African software industry is only starting to realize its existence with a lot of companies jumping into the bandwagon. This paper presents the results of an empirical research of how the South African software industry perceive the methodology.
THE PERCEPTIONS OF AGILE METHODOLOGY IN SOUTH AFRICAcsandit
Agile methodology was introduced in the mid 90’s while the agile manifesto was adopted in 2001. The rationale behind the introduction of the agile methodology was to uncover better
ways of developing software that will meet the user’s expectation in an iterative controlled manner. With technological explosion and rift competition for market share, user experience and satisfaction can only be achieved through proper communication between stakeholders and
innovative ways of doing things. Doing things differently is what the agile methodology brought.Despite the existence of this methodology for over 20 years now, South African software
industry is only starting to realize its existence with a lot of companies jumping into the bandwagon. This paper presents the results of an empirical research of how the South African
software industry perceive the methodology.
How well is your organization driving software quality and testing compared to other companies today?
-Which areas in Application Lifecycle Management (ALM) pose the greatest challenge to an organization’s success?
-How well do companies follow best practice standards?
-How quickly are companies adopting Agile methods?
-How are virtualized environments changing the way companies test?
-What skills do testers need in increasingly distributed teams?
The 2010-2011 World Quality Report provides insights into these questions and more. This report is based on survey findings from hundreds of testers, business analysts and developers and reveals emerging trends in quality and a forecast of how these trends will shape ALM and associated software in the future.
http://www.capgemini.com/application-lifecycle-services
This presentation was delivered by Julie Craig, Research Director of Enterprise Management Associates (EMA) and Kalyan Ramanathan, VP, Product Marketing AppDynamics in a webinar. Julie reveals the results of a recently conducted EMA survey of 300+ IT professionals highlighting the real-world impact of Franken-monitoring.
On-demand webinar is available at: bit.ly/Franken-Monitoring
This presentation will give you insights into where the testing industry will be in 2020 and what are the skills required to survive in the testing world.
Accelerating Operational Excellence in 2015: Trends and Technology Catavolt, Inc.
From our Accelerating Operational Excellence 2015 Report: Operational excellence teams are increasingly looking to work with their information technology teams to mobilize data with the purpose of alleviating data access, consumption and management challenges. The desire to deliver real-time data for better decision-making was listed as the most impactful application for mobility in a manufacturing organization. Over 80 percent of respondents believe that mobile apps for manufacturing could provide productivity gains of at least 6 percent in their operations. The majority of (55 percent) respondents are planning to increase their usage of mobile technology in 2015.
Mastering Agile Challenges with SAM Your Guide to Success.pdfSeasiaInfotech2
Seasia Infotech leverages the SAM (Seasia Agile Model) to empower project leadership, enhance project productivity, and optimize project efficiency. Dive deeper into our insights by exploring our latest blog post today.
For today’s firm, change is constant. The ever-evolving realities of the profession inspired Wolters Kluwer to explore two major questions in our 2014 Accounting Firm Preparedness Survey. First, what trends will have the most significant impact on accounting firms and their clients over the next five years? Second, how well prepared are accountants to take advantage of these trends?
This document summarizes key findings from the 2014 Apperian Executive Mobility Survey of 100 executives on their companies' mobility programs and strategies. The main findings are:
1) Executives cited improved business processes as the top benefit of mobility investments, followed by increased employee satisfaction and competitive advantage.
2) Apps supporting customers and specific business roles were seen as having the greatest impact on productivity and ROI.
3) Security was the top challenge cited for mobility programs, though momentum continues to increase with over 70% planning to equip over 1,000 users with mobile apps in the next two years.
4) Companies more satisfied with adoption had higher levels of internally developed custom apps both currently and planned compared
Similar to Version one 10th Annual State o Agile Report (20)
Investing in AI transformation today
The modern business advantage: Uncovering deep insights with AI
Organizations around the world have come to recognize AI as the transformative technology that enables them to gain real business advantage.
AI’s ability to organize vast quantities of data allows those who implement it to uncover deep business insights, augment human expertise, drive
operational efficiency, transform their products, and better serve their customers
Last year’s Global Risks Report warned of a world
that would not easily rebound from continued
shocks. As 2024 begins, the 19th edition of
the report is set against a backdrop of rapidly
accelerating technological change and economic
uncertainty, as the world is plagued by a duo of
dangerous crises: climate and conflict.
Underlying geopolitical tensions combined with the
eruption of active hostilities in multiple regions is
contributing to an unstable global order characterized
by polarizing narratives, eroding trust and insecurity.
At the same time, countries are grappling with the
impacts of record-breaking extreme weather, as
climate-change adaptation efforts and resources
fall short of the type, scale and intensity of climaterelated events already taking place. Cost-of-living
pressures continue to bite, amidst persistently
elevated inflation and interest rates and continued
economic uncertainty in much of the world.
Despondent headlines are borderless, shared
regularly and widely, and a sense of frustration at
the status quo is increasingly palpable. Together,
this leaves ample room for accelerating risks – like
misinformation and disinformation – to propagate
in societies that have already been politically and
economically weakened in recent years.
Just as natural ecosystems can be pushed to the
limit and become something fundamentally new;
such systemic shifts are also taking place across
other spheres: geostrategic, demographic and
technological. This year, we explore the rise of global
risks against the backdrop of these “structural
forces” as well as the tectonic clashes between
them. The next set of global conditions may not
necessarily be better or worse than the last, but the
transition will not be an easy one.
The report explores the global risk landscape in this
phase of transition and governance systems being
stretched beyond their limit. It analyses the most
severe perceived risks to economies and societies
over two and 10 years, in the context of these
influential forces. Could we catapult to a 3°C world
as the impacts of climate change intrinsically rewrite
the planet? Have we reached the peak of human
development for large parts of the global population,
given deteriorating debt and geo-economic
conditions? Could we face an explosion of criminality
and corruption that feeds on more fragile states and
more vulnerable populations? Will an “arms race” in
experimental technologies present existential threats
to humanity?
These transnational risks will become harder to
handle as global cooperation erodes. In this year’s
Global Risks Perception Survey, two-thirds of
respondents predict that a multipolar order will
dominate in the next 10 years, as middle and
great powers set and enforce – but also contest
- current rules and norms. The report considers
the implications of this fragmented world, where
preparedness for global risks is ever more critical but
is hindered by lack o
KOSMOS-1 is a multimodal large language model that can perceive and process language as well as visual inputs like images. It was trained on large web-scale datasets containing text, images, and image-caption pairs to align its vision capabilities with its natural language understanding. Experimental results showed that KOSMOS-1 can perform well on tasks involving language, vision, and their combination, including image captioning, visual question answering, and describing images based on text instructions, all without any fine-tuning. The ability to perceive and understand different modalities allows language models to acquire knowledge in new ways and expands their application to areas like robotics and document intelligence.
We present a causal speech enhancement model working on the
raw waveform that runs in real-time on a laptop CPU. The proposed model is based on an encoder-decoder architecture with
skip-connections. It is optimized on both time and frequency
domains, using multiple loss functions. Empirical evidence
shows that it is capable of removing various kinds of background noise including stationary and non-stationary noises,
as well as room reverb. Additionally, we suggest a set of
data augmentation techniques applied directly on the raw waveform which further improve model performance and its generalization abilities. We perform evaluations on several standard
benchmarks, both using objective metrics and human judgements. The proposed model matches state-of-the-art performance of both causal and non causal methods while working
directly on the raw waveform.
Index Terms: Speech enhancement, speech denoising, neural
networks, raw waveform
This document discusses IBM's reference architecture for data and AI. It provides guidance on designing systems that use AI and analyze large amounts of data. The reference architecture covers strategies for collecting, storing, processing and analyzing data at large scales using technologies like Apache Spark, Hadoop and containers. It is intended to help organizations build systems that extract insights from data.
1. El documento analiza las oportunidades y desafíos que plantea la inteligencia artificial para el crecimiento económico de Colombia. 2. Señala que la IA podría acelerar el crecimiento de Colombia en aproximadamente 1 punto porcentual anual durante la próxima década si se logra aumentar la tasa de adopción tecnológica. 3. Sin embargo, también destaca que esto requiere que las empresas colombianas sean más dinámicas en la absorción de nuevas tecnologías y que la fuerza laboral desarrolle
Artificial neural networks are the heart of machine learning algorithms and artificial intelligence
protocols. Historically, the simplest implementation of an artificial neuron traces back to the classical
Rosenblatt’s “perceptron”, but its long term practical applications may be hindered by the fast scal-
ing up of computational complexity, especially relevant for the training of multilayered perceptron
networks. Here we introduce a quantum information-based algorithm implementing the quantum
computer version of a perceptron, which shows exponential advantage in encoding resources over
alternative realizations. We experimentally test a few qubits version of this model on an actual
small-scale quantum processor, which gives remarkably good answers against the expected results.
We show that this quantum model of a perceptron can be used as an elementary nonlinear classifier
of simple patterns, as a first step towards practical training of artificial quantum neural networks
to be efficiently implemented on near-term quantum processing hardware
En los ̇ltimos 20 aÒos la Enfermedad de Alzheimer pasÛ de ser el paradigma
del envejecimiento normal -aunque prematuro y acelerado-, del cerebro,
para convertirse en una enfermedad autÈntica, nosolÛgicamente bien defini-
da y con una clara raÌz genÈtica. La enfermedad afecta hoy a m·s de 20
millones de personas, tiene enormes consecuencias sobre la economÌa de los
paÌses y constituye uno de los temas de investigaciÛn m·s activos en el ·rea
de salud.
Este artÌculo revisa el conocimiento actual sobre el tema. En esta primera
parte se analizan su epidemiologÌa, patogenia y genÈtica; se enumeran los
temas prioritarios de investigaciÛn; se revisa su relaciÛn con el concepto de
muerte celular programada (apoptosis) y se enumeran los elementos indis-
pensables para el diagnÛstico.
Palabras Clave
:Enfermedad de Alzhaimer; Demencia; GenÈtica; TerapÈuti-
ca.
Artificial intelligence and machine learning capabilities are growing at an unprecedented rate. These technologies have many widely beneficial applications, ranging from machine translation to medical image analysis. Countless more such applications are being developed and can be expected over the long term. Less attention has historically been paid to the ways in which artificial intelligence can be used maliciously. This report surveys the landscape of potential security threats from malicious uses of artificial intelligence technologies, and proposes ways to better forecast, prevent, and mitigate these threats. We analyze, but do not conclusively resolve, the question of what the long-term equilibrium between attackers and defenders will be. We focus instead on what sorts of attacks we are likely to see soon if adequate defenses are not developed.
There is an increasing interest in exploiting mobile sensing technologies and machine learning techniques for mental health monitoring and intervention. Researchers have effectively used contextual information, such as mobility, communication and mobile phone usage patterns for quantifying individuals’ mood and wellbeing. In this paper, we investigate the effectiveness of neural network models for predicting users’ level of stress by using the location information collected by smartphones. We characterize the mobility patterns of individuals using the GPS metricspresentedintheliteratureandemploythesemetricsasinputtothenetwork. We evaluate our approach on the open-source StudentLife dataset. Moreover, we discuss the challenges and trade-offs involved in building machine learning models for digital mental health and highlight potential future work in this direction.
La Hipertensión, es una de las mayores enfermedades que sufren los Hispanohablantes en el planeta . Es grato poder colocar este documento al público y haber podido hacer parte del equipo , ojalá sirvan a muchos las implementaciones. idioma más hablado según el foro Económico mundial - Me refiero al español ó castellano según sea -
segundo idioma y haber podido hacer parte de este equipo. Genuinamente, espero que se curen la mayor cantidad de personas con . Espero genuinamente puedan hacer algúna donación a este esfuerzo grupal. Espero Compartamos este "Paper" así como compartimos memes - En el sentido literal de la significancia-
** Refierase a Wikipedia sino tiene un diccionario a mano.
To thrive in the 21st century, students need more than traditional academic learning. They must be adept at collaboration, communication and problem-solving, which are some of the skills developed through social and emotional learning (SEL). Coupled with mastery of traditional skills, social and emotional proficiency will equip students to succeed in the swiftly evolving digital economy. In 2015, the World Economic Forum published a report that focused on the pressing issue of the 21st-century skills gap and ways to address it through technology (New Vision for Education: Unlocking the Potential of Technology). In that report, we defined a set of 16 crucial proficiencies for education in the 21st century. Those skills include six “foundational literacies”, such as literacy, numeracy and scientific literacy, and 10 skills that we labelled either “competencies” or “character qualities”. Competencies are the means by which students approach complex challenges; they include collaboration, communication and critical thinking and problem-solving. Character qualities are the ways in which students approach their changing environment; they include curiosity, adaptability and social and cultural awareness (see Exhibit 1).
In our current report, New Vision for Education: Fostering Social and Emotional Learning through Technology, we follow up on our 2015 report by exploring how these competencies and character qualities do more than simply deepen 21st-century skills. Together, they lie at the heart of SEL and are every bit as important as the foundational skills required for traditional academic learning. Although many stakeholders have defined SEL more narrowly, we believe the definition of SEL is evolving. We define SEL broadly to encompass the 10 competencies and character qualities.1 As is the case with traditional academic learning, technology can be invaluable at enabling SEL.
La expresión “futuro del trabajo” es actualmente uno de los conceptos más populares en las búsquedas en Google. Los numerosos avances tecnológicos de los últimos tiempos están modificando rápidamente la frontera entre las actividades realizadas por los seres humanos y las ejecutadas por las máquinas, lo cual está transformando el mundo del trabajo. Existe un creciente número de estudios e iniciativas que se están llevando a cabo con el objeto de analizar qué significan estos cambios en nuestro trabajo, en nuestros ingresos, en el futuro de nuestros hijos, en nuestras empresas y en nuestros gobiernos. Estos análisis se conducen principalmente desde la óptica de las economías avanzadas, y mucho menos desde la perspectiva de las economías en desarrollo y emergentes. Sin embargo, las diferencias en materia de difusión tecnológica, de estructuras económicas y demográficas, de niveles de educación y patrones
migratorios inciden de manera significativa en la manera en que estos cambios pueden afectar a los países en desarrollo y emergentes. Este estudio, El futuro del trabajo: perspectivas regionales, se centra en las repercusiones probables de estas tendencias en las economías en desarrollo y emergentes de África; Asia; Europa del Este, Asia Central y el Mediterráneo Sur y Oriental, y América Latina y el Caribe. Se trata de un esfuerzo mancomunado de los cuatro principales bancos regionales de desarrollo: el African Development Bank Group, el Asian Development Bank, el Banco Interamericano de Desarrollo y el European Bank for Reconstruction and Development. En el estudio se destacan las oportunidades que los cambios en la dinámica del trabajo podrían crear en nuestras regiones. El progreso tecnológico permitiría a los países con los que trabajamos crecer y alcanzar rápidamente mejores niveles de vida que en el pasado
El documento resume el ascenso de China como potencia mundial y cómo esto está cuestionando el orden internacional liderado por Estados Unidos. Explica que tras la Guerra Fría hubo un período de optimismo sobre la expansión de la democracia y la globalización, pero que ahora Estados Unidos se está retirando de su liderazgo global mientras China se fortalece económica y militarmente. Predice que Asia será el epicentro de los cambios geopolíticos a medida que China busque aumentar su influencia en la región.
The increasing use of electronic forms of communication presents
new opportunities in the study of mental health, including the
ability to investigate the manifestations of psychiatric diseases un-
obtrusively and in the setting of patients’ daily lives. A pilot study to
explore the possible connections between bipolar affective disorder
and mobile phone usage was conducted. In this study, participants
were provided a mobile phone to use as their primary phone. This
phone was loaded with a custom keyboard that collected metadata
consisting of keypress entry time and accelerometer movement.
Individual character data with the exceptions of the backspace key
and space bar were not collected due to privacy concerns. We pro-
pose an end-to-end deep architecture based on late fusion, named
DeepMood, to model the multi-view metadata for the prediction
of mood scores. Experimental results show that 90.31% prediction
accuracy on the depression score can be achieved based on session-
level mobile phone typing dynamics which is typically less than
one minute. It demonstrates the feasibility of using mobile phone
metadata to infer mood disturbance and severity
Defin
ing artificial intelligence is no easy matter. Since the mid
-
20th century when it
was first
recognized
as a specific field of research, AI has always been envisioned as
an evolving boundary, rather than a settled research field. Fundamentally, it refers
to
a programme whose ambitious objective is to understand and reproduce human
cognition; creating cognitive processes comparable to those found in human beings.
Therefore, we are naturally dealing with a wide scope here, both in terms of the
technical proced
ures that can be employed and the various disciplines that can be
called upon: mathematics, information technology, cognitive sciences, etc. There is
a great variety of approaches when it comes to AI: ontological, reinforcement
learning, adversarial learni
ng and neural networks, to name just a few. Most of them
have been known for decades and many of the algorithms used today were
developed in the ’60s and ’70s.
Since the 1956 Dartmouth conference, artificial intelligence has alternated between
periods of
great enthusiasm and disillusionment, impressive progress and frustrating
failures. Yet, it has relentlessly pushed back the limits of what was only thought to
be achievable by human beings. Along the way, AI research has achieved significant
successes: o
utperforming human beings in complex games (chess, Go),
understanding natural language, etc. It has also played a critical role in the history
of mathematics and information technology. Consider how many softwares that we
now take for granted once represen
ted a major breakthrough in AI: chess game
apps, online translation programmes, etc
Researchers surveyed 352 AI experts about their predictions for advances in artificial intelligence. The key findings were:
- Researchers predicted that AI will outperform humans in many tasks within the next 10 years, such as translating languages by 2024 and driving a truck by 2027.
- The experts estimated a 50% chance of AI outperforming humans in all tasks within 45 years and automating all human jobs within 120 years. Asian respondents expected these dates to occur much sooner than North American respondents.
- The researchers believed that progress in machine learning has accelerated in recent years. They saw the possibility of an "intelligence explosion" after high-level machine intelligence is achieved but estimated the probability as low, around 10
The document provides an overview of Microsoft's AI platform, which includes AI Services, Infrastructure, and Tools. The platform offers a comprehensive set of AI services for rapid development, enterprise-grade infrastructure to run AI workloads at scale, and modern tools for data scientists and developers to create and operationalize AI solutions. It allows building intelligent applications that augment human abilities across various industries.
This document proposes AttnGAN, an Attentional Generative Adversarial Network for fine-grained text-to-image generation. AttnGAN uses an attentional generative network with multiple generators that produce higher resolution images at each stage. It attends to relevant words for different image regions using attention models. AttnGAN also uses a Deep Attentional Multimodal Similarity Model to compute an image-text matching loss for training. Experimental results show AttnGAN significantly outperforms previous methods on benchmark datasets.
The Hamilton Project • Brookings i
Seven Facts on Noncognitive Skills
from Education to the Labor Market
Introduction
Cognitive skills—that is, math and reading skills that are measured by standardized tests—are generally
understood to be of critical importance in the labor market. Most people find it intuitive and indeed
unsurprising that cognitive skills, as measured by standardized tests, are important for students’ later-life
outcomes. For example, earnings tend to be higher for those with higher levels of cognitive skills. What is
less well understood—and is the focus of these economic facts—is that noncognitive skills are also integral to
educational performance and labor-market outcomes.
Due in large part to research pioneered in economics by Nobel laureate James J. Heckman, there is a robust and
growing body of evidence that noncognitive skills function similarly to cognitive skills, strongly improving
labor-market outcomes. These noncognitive skills—often referred to in the economics literature as soft skills and
elsewhere as social, emotional, and behavioral skills—include qualities like perseverance, conscientiousness,
and self-control, as well as social skills and leadership ability (Duckworth and Yeager 2015). The value of these
qualities in the labor market has increased over time as the mix of jobs has shifted toward positions requiring
noncognitive skills. Evidence suggests that the labor-market payoffs to noncognitive skills have been increasing
over time and the payoffs are particularly strong for individuals who possess both cognitive and noncognitive
skills (Deming 2015; Weinberger 2014).
Although we draw a conceptual distinction between noncognitive skills and cognitive skills, it is not possible to
disentangle these concepts fully. All noncognitive skills involve cognition, and some portion of performance on
cognitive tasks is made possible by noncognitive skills. For the purposes of this document, the term “cognitive
skills” encompasses intelligence; the ability to process, learn, think, and reason; and substantive knowledge
as reflected in indicators of academic achievement. Since the No Child Left Behind Act of 2001, education
policy has focused on accountability policies aimed at improving cognitive skills and closing test score gaps
across groups. These policies have been largely successful, particularly for math achievement (Dee and Jacob
2011; Wong, Cook, and Steiner 2009) and among students most exposed to accountability pressure (Neal and
Schanzenbach 2010). What has received less attention in policy debates is the importance of noncognitive skills.
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
End-to-end pipeline agility - Berlin Buzzwords 2024Lars Albertsson
We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines.
A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more.
A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream.
Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
Beyond the Basics of A/B Tests: Highly Innovative Experimentation Tactics You...Aggregage
This webinar will explore cutting-edge, less familiar but powerful experimentation methodologies which address well-known limitations of standard A/B Testing. Designed for data and product leaders, this session aims to inspire the embrace of innovative approaches and provide insights into the frontiers of experimentation!
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
"Financial Odyssey: Navigating Past Performance Through Diverse Analytical Lens"sameer shah
Embark on a captivating financial journey with 'Financial Odyssey,' our hackathon project. Delve deep into the past performance of two companies as we employ an array of financial statement analysis techniques. From ratio analysis to trend analysis, uncover insights crucial for informed decision-making in the dynamic world of finance."
2. VERSIONONE.COM 2
EXECUTIVE SUMMARY
AGILE IS SUCCEEDING AT SCALE
The 10th annual State of Agile™ survey makes it clear that
agile software development has grown increasingly popular
over the last decade. Participation in the survey has grown
more than three-fold. In 2006, there were fewer than a
thousand respondents to the survey, while the latest survey
had 3,880.
Agile methodologies are no longer solely the domain
of startups and small development shops. In 2006,
nearly two-thirds of the survey respondents said they
worked in software organizations with fewer than 100
people. By 2015, nearly two-thirds of the respondents
said they worked for software organizations with more
than 100 people, and 31% said they worked for software
organizations with more than 1,000 people.
The number of large enterprises that are embracing agile
continues to increase each year. More than 24% of the
respondents worked for organizations with over 20,000
employees, compared to 21% last year.
Agile is going global as the number of enterprises around
the world adopt agile. The number of respondents that
worked for organizations in Europe increased from 21% to
26%. In addition, 18% of the respondents worked in Asia,
South America, Oceania, and Africa.
The pool of talent and agile experience continues to grow
annually. Once again there was an increase in the number
of respondents who said they were ‘very’ to ‘extremely’
knowledgeable about agile, an increase from 58% in 2014
to 63% in 2015.
While 95% of the respondents said their organizations
practice agile, only 1% of the 3,880 respondents said that
their agile implementation was unsuccessful.
AGILE DRIVES ENTERPRISE SUCCESS
Why are increasing numbers of enterprises adopting
agile? The top reasons for the third year in a row are:
accelerating product delivery (62%) and enhancing their
ability to manage changing priorities (56%), which is not
a surprise as organizations respond to increasing market
demands and customer expectations.
By all indications, agile is helping enterprises around the
world succeed. For the past five years, the top three cited
benefits of agile include: manage changing priorities
(87%), team productivity (85%), and project visibility
(84%).
BARRIERS TO ADOPTION AND SUCCESS
While agile adoption is increasing, there are still obstacles
to overcome. The key barriers to further adoption usually
hinge around culture, including the ability to change,
general resistance to change, and management support.
Interestingly, the majority of respondents pointed toward
company culture as the reason for failed agile projects as
well. Once these barriers are overcome, the limiting factor
most often cited has been availability of personnel with
the necessary agile experience.
TOP 3 TIPS FOR SUCCESS WITH
SCALING AGILE
Now that momentum around scaling agile is growing,
what are the key factors for success? The respondents
said the top three tips for successfully scaling agile are
consistent process and practices (43%), implementation
of a common tool across teams (40%), and agile
consultants or trainers (40%).
HOW AGILE SUCCESS IS MEASURED
As agile grabs the attention of larger organizations and
the C-suite, there is an increased interest in measuring
agile success at the overall initiative level. For several
years now the top three measures of successful
agile initiatives has been on-time delivery of projects
(58%), product quality (48%), and customer/user
satisfaction(46%).
AGILE METHODS AND PRACTICES
While Scrum continues to dominate at the team level
with 70% of respondents saying they practice Scrum or
Scrum/XP hybrid, the Scaled Agile Framework® (SAFe®)
made a significant jump to become the second most
popular scaling methodology from 19% in 2014 to 27% in
2015.
Kanban is spreading too, as more organizations
transition to more flow-based methods. From 2014 to
2015, the percentage of respondents who practiced
Kanban techniques jumped from 31% to 39%. As Kanban
popularity has increased, the number of people using
work-In-progress and cycle time as measurements of
agile success has grown as well.
RECOMMENDED AGILE PROJECT
MANAGEMENT TOOLS
While the majority of respondents continue to use
spreadsheets as one of their agile project management
tools, the top three most recommended project
management solutions were VersionOne (94%), LeanKit
(89%), and Atlassian/JIRA (86%).
3. VERSIONONE.COM 3
ABOUT
THE SURVEY
The 10th annual State of Agile survey was
conducted between July and November,
2015.
Sponsored by VersionOne, the survey
invited individuals from a broad range
of industries in the global software
development community and was
promoted far beyond VersionOne’s
customer base through multiple digital
marketing channels and campaigns,
as well as community events and
tradeshows.
A total of 3,880 completed responses
were collected, analyzed and prepared
into a summary report by Analysis.
Net Research, an independent survey
consultancy. Only 28% of the 3,880
respondents were VersionOne customers,
further adding to the range and diversity
of respondents.
1
RESPONDENT
DEMOGRAPHICS
SECTION
Size of Organization
Size of Software Organization
Location of Organization
Who Responded
Industries
Personal Experience with
Agile Development Practices
4
4
4
5
5
5
2
COMPANY
EXPERIENCE
AND ADOPTION
SECTION
Company Experience
Percentage of Teams Using Agile
Reasons for Adopting Agile
Distributed Agile Teams
Agile Maturity
6
6
6
7
7
3
BENEFITS
OF AGILE
SECTION
Top 3 Benefits of Agile
Actual Improvements from
Implementing Agile
8
8
4
AGILE
METHODS
AND
PRACTICES
SECTION
Agile Methodology Used
Agile Techniques Employed
Agile In Outsourced Dev Projects
9
9, 10
10
5
AGILE
SUCCESS
AND
METRICS
SECTION
Leading Causes of Failed Agile
Projects
Barriers to Further Agile Adoption
How Success is Measured on
Agile Initiatives
How Success is Measured on a
Day-to-Day Basis
11
11
12
12
6 SCALING
AGILE
Scaling Methods and Approaches
Top 5 Tips for Success with
Scaling Agile
13
13
SECTION
7
PROJECT
MANAGEMENT
TOOLS
SECTION
General Tool Uses and
Preferences
Use of Agile Project
Management Tools
Recommended Agile Project
Management Tools
14
15
16
TABLE OF CONTENTS
4. VERSIONONE.COM 4
RESPONDENT
DEMOGRAPHICSThe number of respondents in very large organizations with more than
20,000 people, continues to rise. Respondents from very large organizations
increased from 20% last year to 24% this year. Compare that to 2006 when
nearly two-thirds of the survey respondents said they worked in software
organizations of fewer than 100 people.
Size of Organization
Respondents who worked for organizations with:
Size of Software Organization
Respondents who worked for software
organizations with:
Location of Organization
More people responded from outside of North America than ever before.
26% of respondents worked in organizations from Europe, up from 21% in
2014. In addition, a significant number of respondents were from Asia (11%).
56%
North America
26%
Europe
1%
Africa
4%
South America
11%
Asia
2%
Oceania
< 1,000
people
44%
1,001-5,000
people
17%
5,001-20,000
people
15%
20,001+
people
24%
< 100
people
38%
101-1,000
people
31%
1,001-5,000
people
15%
5,001+
people
16%
5. VERSIONONE.COM 5
Who
Responded
RESPONDENT DEMOGRAPHICS
24%
Industries
Most respondents worked for software/ISV companies (26%). In addition, a
significant number of respondents worked for financial services (14%) and
professional services (11%) organizations.
18%
14%
16%
7%
5%
10%
3%
3%
Personal Experience with
Agile Development Practices
Respondents who said they are ‘very’ to ‘extremely’
knowledgeable about agile continued to increase from
58% in 2014 to 63% in 2015.
33%
5+ years
30%
3-4 years
21%
1-2 years
16%
< 1 year
Extremely
knowledgeable
Very
knowledgeable
Moderately
knowledgeable
Very little/no
knowledge
Software (ISV)
26%
14%
11%
6%
6%
4%
4%
3%
3%
3%
3%
2%
2%
2%
1%
10%
Financial Services
Professional Services
Healthcare
Government
Insurance
Telecom
Retail
Manufacturing
Media & Entertainment
Internet Services
Transportation
Consumer Products
Utilities
Public Services
Other*
*Write-in responses were commonly Education, Consulting, Aerospace, Automotive, Hospitality, and Non-Profit.
Project/ProgramManager
DevelopmentStaff
DevelopmentLeadership
Other(ScrumMaster
orInternalCoach)
ProductOwner
BusinessAnalyst
Consultant/Trainer
ITStaff
C-Level
6. VERSIONONE.COM 6
COMPANY EXPERIENCE
AND ADOPTION
Company Experience
2015
The percentage of respondents’
organizations that practice agile
95%
HOW MANY?
&
HOW LONG?
While 33% of
respondents said
they had 5+ years
of agile experience,
they reported that the
organizations within
which they worked had
less experience – only
25% of organizations
had been using agile for
five or more years.
< 1 year
19%
1-2 years
24%
3-5 years
32%
5+ years
25%
15%
29%
32%
24%
2015 2014
Percentage of
Teams Using Agile
A total of 43% of respondents worked
in development organizations where the
majority of their teams are agile. Only 4% of
respondents work in a completely traditional/
non-agile development organization.
Contrast this with the 2009 report, in which
(31%) of the respondents worked where there
were two teams or less practicing agile!
53%
Less than ½ of
our teams are
agile
34%
More than ½ of
our teams are
agile
9%
All of our
teams are agile
4%
None of our
teams are
agile
Reasons for
Adopting Agile
The top two reasons for adopting agile for
the last three years has been to accelerate
product delivery (62%) and enhance their
ability to manage changing priorities (56%).
*Respondents were able to make multiple
selections.
62%
56%
55%
47%
44%
40%
29%
24%
23%
22%
21%
Accelerate product delivery
Enhance ability to manage changing priorities
Increase productivity
Enhance software quality
Enhance delivery predictability
Improve business/IT alignment
Improve project visibility
Reduce project risk
Improve team morale
Improve engineering discipline
Reduce project cost
Increase software maintainability
Better manage distributed teams
44%
40%
7. VERSIONONE.COM 7
COMPANY EXPERIENCE AND ADOPTION
Distributed Agile Teams
More than 82% of the respondents
had at least some distributed
teams practicing agile within their
organizations, up from 35% just three
years earlier.
Agile Maturity
While 95% of the respondents said
their organizations practice agile,
only 1% of the 3,880 respondents
said their agile implementation was
unsuccessful.
MATURITY
5%
not practicing
agile
1%
had unsuccessful
adoptions
33%
had teams that
are in the early
adoption phase
with agile
44%
had teams
ranging from
very early to
mature adoption
17%
had teams
with mature
adoption
8. VERSIONONE.COM 8
BENEFITS OF AGILE
Top 3 Benefits of Agile
The top three benefits of adopting agile have remained steady for the
past five years: manage changing priorities (87%), team productivity
(85%), and project visibility (84%).
87%
Ability to manage
changing priorities
85%
Increased team
productivity
84%
Improved project
visibility
Actual Improvements
from Implementing Agile
Ability to manage changing priorities
Increased team productivity
Improved project visibility
Increased team morale/motivation
Better delivery predictability
Faster time to market
Enhanced software quality
Reduced project risk
Improved business/IT alignment
Improved engineering discipline
Enhanced software maintainability
Better manage distributed teams
BENEFIT
87% 3% 1% 9%87%
85% 3% 1% 11%85%
84% 3% 1% 12%84%
81% 5% 3% 11%81%
81% 6% 2% 11%81%
80% 7% 1% 13%80%
79% 6% 2% 14%79%
78% 6% 1% 15%78%
77% 6% 1% 16%77%
73% 7% 2% 19%73%
70% 8% 2% 21%70% 21%*
62% 11% 2% 25%62% 25%
GOT BETTER NO CHANGE GOT WORSE DON’T KNOW
*Respondents were able to make multiple selections.
9. VERSIONONE.COM 9
AGILE METHODS AND
PRACTICES
Agile
Methodologies Used
When asked what agile methodology
is followed most closely, nearly 70% of
respondents practice Scrum (58%) or
Scrum/XP hybrid (10%).
58%
Scrum
10%
Scrum/XP
Hybrid
8%
Custom Hybrid
(multiple
methodologies)
7%
Scrumban
5%
Kanban
2% I Don’t Know
<1% Agile Unified Process (AgileUP)
1% XP1% DSDM/Atern
1% Feature-Driven Development (FDD)
1% Agile Modeling
2% Lean Development
3% Other
3% Iterative Development
Agile Techniques Employed
More than 39% of the respondents practiced Kanban within their organizations, up
from 31% in 2014. Conversely, iteration planning dropped slightly from 71% in 2014
to 69% in 2015, likely indicating a transition to more flow-based methods such as
Lean and Kanban.
TOP 5 AGILE
TECHNIQUES
83% 82% 79%
74% 69%
DAILY
STANDUP
PRIORITIZED
BACKLOGS
SHORT
ITERATIONS
RETROSPECTIVES
ITERATION
PLANNING
}
10. VERSIONONE.COM 10
Agile Techniques Employed
Continued...
PERCENT OF 100
AGILE METHODS AND PRACTICES
Daily standup
Prioritized backlogs
Short iterations
Retrospectives
Iteration planning
Release planning
Unit testing
Team-based estimation
Taskboard
Iteration reviews
Continuous integration
Dedicated product owner
Single team (integrated dev & testing)
Coding standards
Kanban
Open work area
Refactoring
Test-Driven Development (TDD)
Story mapping
Automated acceptance testing
Continuous deployment
Collective code ownership
Pair programming
Agile games
Behavior-Driven Development (BDD)
Agile in Outsourced Dev Projects
Nearly 70% of respondents are outsourcing development
projects. Of these, 20% are using agile practices to manage
the majority of these outsourced projects.
83%
82%
79%
74%
69%
63%
63%
59%
55%
54%
50%
49%
45%
44%
39%
38%
37%
33%
30%
28%
27%
25%
24%
16%
10%
*Respondents were able to make multiple selections.
11. VERSIONONE.COM 11
AGILE SUCCESS
AND METRICS
Leading Causes of Failed Agile Projects
Company culture continues to dominate the top causes of failed agile projects with
company philosophy or culture at odds with core agile values at 46%, and lack of
management support for cultural transition at 38%.
WHAT CAUSES AGILE PROJECTS TO FAIL?
WHAT IMPEDES AGILE ADOPTION?
Company philosophy or culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
Lack of support for cultural transition
Inconsistent agile practices and process
External pressure to follow traditional waterfall processes
Ineffective management collaboration
A broader organizational or communications problem
Unwillingness of team to follow agile
Inability to continuously prioritize work
Insufficient training
Ineffective collaboration
Don’t know
46%
41%
38%
38%
38%
36%
34%
30%
30%
28%
27%
25%
5%
*Respondents were able to make multiple selections.
Barriers to Further Agile Adoption
As in previous years, respondents continued to increasingly cite organizational culture and a general resistance to change as
their biggest barriers to further agile adoption. Concerns about organizational culture increased from 44% in 2014 to 55% in
2015, and concerns about a general resistance to change increased from 34% in 2014 to 42% in 2015.
Ability to change organizational culture
General organizational resistance to change
Pre-existing rigid/waterfall framework
Not enough personnel with the necessary agile experience
Management support
Business/user/ customer availability
Concerns about a loss of management control
Management concerns about lack of upfront planning
Confidence in ability to scale agile methodologies
Concerns about the ability to scale agile
No barriers
Perceived time and cost to make the transition
Development team support
Regulatory compliance
55%
42%
40%
39%
38%
28%
27%
25%
18%
18%
17%
15%
14%
13%
*Respondents were able to make multiple selections.
12. VERSIONONE.COM 12
How Is Success Measured...
with Agile Initiatives?
On-time delivery of projects, product quality, and customer/user satisfaction have remained
steady as the top three measures of agile initiative success for the past few years.
On-time delivery
Product quality
Customer/user satisfaction
Business value
Product scope (features, requirements)
Productivity
Project visibility
Predictability
Process improvement
Don’t know
58%
48%
46%
46%
36%
31%
30%
26%
24%
11%
*Respondents were able to make multiple selections.
How Is Success Measured...
on a Day-by-Day Basis?
With more teams using Kanban, as noted in the Agile Techniques Employed section, there was a significant increase in
respondents who used work-in-process (WIP) and cycle time as a measure of daily success. WIP increased from 27% in 2014 to
30% in 2015, and cycle time increased from 18% in 2014 to 19% in 2015.
Velocity
Iteration burndown
Release burndown
Planned vs. actual stories per iteration
Burn-up chart
Work-in-Process (WIP)
Planned vs. actual release dates
Customer/user satisfaction
Defects in to production
Defects over time
Budget vs. actual cost
Business value delivered
Defect resolution
Cycle time
Estimation accuracy
Individual hours per iteration/week
Test pass/fail over time
Scope change in a release
Cumulative flow chart
Earned value
Customer retention
Revenue/sales impact
Product utilization
*Respondents were able to make multiple selections.
AGILE SUCCESS AND METRICS
57%
51%
41%
37%
34%
30%
29%29%
28%
23%
23%
21%
20%
19%
18%
18%
15%
10%
7%7%7%
17%
17%
13. VERSIONONE.COM 13
SCALING AGILE
Scaling Methods
and Approaches
The majority of respondents continue to use
Scrum/Scrum of Scrums to help scale agile
within their organizations, but SAFe saw the
largest increase from 19% in 2014 to 27% in
2015 making it the second most prevalent
scaling method cited by respondents.
Top 5 Tips for Success with Scaling Agile
Consistent process and practices (43%), implementation of a common tool across
teams (40%), and agile consultants or trainers (40%) were cited as the top three
tips for successfully scaling agile.
Other important factors included: externally attended classes or workshops,
company-provided training program, online training and webinars, and full-time
internal coaches.
*Respondents were able to make multiple selections.
RECIPES FOR AGILE
GOVERNANCE IN THE
ENTERPRISE (RAGE)
DISCIPLINED AGILE
DELIVERY (DAD)
LARGE-SCALE
SCRUM (LeSS)
AGILE PORTFOLIO MANAGEMENT (APM)
ENTERPRISE SCRUM
ENTERPRISE AGILE
LEAN MANAGEMENT
INTERNALLY CREATED METHODS
SCALED AGILE FRAMEWORK (SAFe)
SCRUM/SCRUM OF SCRUMS
72%
27%
23%
17%
9%
6%
4%
1%
9%
9%
43%
CONSISTENT
PROCESS AND
PRACTICES
40%
IMPLEMENTATION
OF A COMMON TOOL
ACROSS TEAMS
40%
AGILE CONSULTANTS
OR TRAINERS
37%
EXECUTIVE
SPONSORSHIP
35%
INTERNAL AGILE
SUPPORT TEAM
*Respondents were able to make multiple selections.
14. VERSIONONE.COM 14
10%
FUTURE PLANS TO USE
11%
10% 10%
5% 5%
17% 20%
12% 12%
23% 21%
22% 20%
13% 15%
28% 26%
22% 22%
7% 7%
34% 32%
11% 10%
27% 24%
41% 39%
32% 29%
30% 26%
30% 28%
PROJECT
MANAGEMENT TOOLS
General Tool Uses and Preferences
More than three-quarters of respondents are currently using spreadsheets, taskboards,
and bug trackers. The most notable increase in tool use from 2014 to 2015 included
agile project management tools (+6% YOY) and Kanban boards (+11% YOY).
Taskboard 82%
2015 2014
CURRENT TOOL USAGE
79%
80% 80%
74% 72%
71% 65%
68% 68%
66% 65%
66% 65%
63% 52%
57% 55%
51% 50%
51% 51%
50% 47%
43% 41%
42% 37%
38% 35%
33% 34%
Bug tracker
Spreadsheet
Agile project management tool
Wiki
Unit test tool
Automated build tool
Kanban board
Continuous integration tool
Requirements management tool
Traditional project management tool
Release/deployment automation tool
Index cards
Project & portfolio management (PPM) tool
Automated acceptance tool
Story mapping tool
Refactoring tool
Customer idea management tool
30% 29%
21% 22%
*Respondents were able to make multiple selections.
15. VERSIONONE.COM 15
Use of Agile Management Tools
Over two-thirds of respondents use Microsoft® Excel (60%) as one of the tools they
use to manage agile projects. Other commonly used tools were Microsoft Project
(33%), Atlassian/JIRA (51%), and VersionOne (28%).*
Microsoft Excel
Atlassian/JIRA
Microsoft Project
VersionOne
Microsoft TFS
Google Docs
HP Quality Center/ALM
Vendor Y*
In-house/home-grown
Bugzilla
IBM Rational Team Concert
LeanKit
Pivotal Tracker
ThoughtWorks Mingle
Target Process
CA Clarity Agile
Vendor X*
HP Agile Manager
Axosoft
No tools at all
Hansoft
PROJECT MANAGEMENT TOOLS
Several notable “write-in” tools were also cited, including: AgileFant, FogBugz, Mantis,
Redmine, SharePoint, Trac, and Trello.
*Notes: Previously vendors “X” and “Y” requested not to be identified in the State of
Agile report. Respondents were able to make multiple selections.
60%
51%
33%
24%
18%
14%
7%
3%
3%
2%
2%
1%
28%
18%
16%
10%
5%
3%
3%
2%
1%