Learn how to use agile stream metrics to quantify the impact of impediments and streamline business value delivery. This is a hands-on session on how to use Agile stream metrics.
The document discusses strategies for gaining executive buy-in and support for agile adoption. It recommends understanding executives' goals and priorities in order to frame agile changes as helping address executives' key challenges. The document suggests giving executives options to become involved and allowing them to help solve problems themselves. It also provides an exercise where participants discuss pains executives face and reframe issues in a way that shows how agile could help achieve executives' goals.
How do you take Agile to the next level, where your organization moves beyond basic Agile delivery to fully acting with Agility in everything you do? How do you move past predictable and productive delivery to fast response to market needs?
Many organizations are barred from this level of success by a project-centric mindset, which impedes your ability to maximize value delivery. David Hawks pushes for an evolution of the Agile Manifesto into a set of values and principles for outcome-driven development.
Industry studies show more than half of the features we build are rarely or never used. Wouldn’t you like to know much earlier which features are not going to be valued by your market?
In this session, we will explore the weaknesses of the current standard Epic/User Story process and discover some new practices to ensure we are building the right features through quick market validation. I will propose a new approach you can try to replace the musty old stale User Story method.
The document is a presentation by David Hawks from Agile Velocity titled "Projects are Evil". The presentation discusses how projects can be harmful and promotes a value-driven approach over a project-driven one. It encourages participants to think about what they value most and how projects may negatively impact those values. The presentation provides exercises for attendees to evaluate different agile practices and determine which ones help achieve goals like early ROI and team engagement.
The document discusses next level agility and how organizations can achieve it. It outlines five stages of agility maturity from superficial to fast. Next level agility provides benefits like faster time to value, organizational agility, and quicker validation of ideas. Six practices are presented to help organizations level up: serving customers over stakeholders, using hypotheses over requirements, objective decision making, goal-driven investment, continuous release, and measuring value over velocity. The document concludes by matching each practice to the values it impacts most.
* What role do certifications play in us choosing the people we work with and trust?
* Especially when it comes to Agile Certifications - how do we evaluate alternatives to choose the most reliable Certifications in the market?
* How does the way in which we approach certifications in our professional life compare to the way in which we approach certifications in our personal life - for instance, the way in which we might choose a pediatrician for our child?
This presentation takes us on a guided inquiry through these questions.
Are you frustrated with your Scrum Retrospectives? Disappointed with the ROI or lack thereof? Are myths and misuderstandings about Agile & Scrum getting in the way and everyone is too busy chopping wood to sharpen their axes? Maybe the Trojan Retrospective will help....
Ever asked or heard the question "Why will Agile work this time?" It is healthy and normal to face doubts about the efficacy of Agile, especially if you have tried before and did not get the desired results. These slides from the Feb 2016 Agile-DevOps meetup, where we explored this question together and reviewed a tool that might guide the enquiry.
The document discusses strategies for gaining executive buy-in and support for agile adoption. It recommends understanding executives' goals and priorities in order to frame agile changes as helping address executives' key challenges. The document suggests giving executives options to become involved and allowing them to help solve problems themselves. It also provides an exercise where participants discuss pains executives face and reframe issues in a way that shows how agile could help achieve executives' goals.
How do you take Agile to the next level, where your organization moves beyond basic Agile delivery to fully acting with Agility in everything you do? How do you move past predictable and productive delivery to fast response to market needs?
Many organizations are barred from this level of success by a project-centric mindset, which impedes your ability to maximize value delivery. David Hawks pushes for an evolution of the Agile Manifesto into a set of values and principles for outcome-driven development.
Industry studies show more than half of the features we build are rarely or never used. Wouldn’t you like to know much earlier which features are not going to be valued by your market?
In this session, we will explore the weaknesses of the current standard Epic/User Story process and discover some new practices to ensure we are building the right features through quick market validation. I will propose a new approach you can try to replace the musty old stale User Story method.
The document is a presentation by David Hawks from Agile Velocity titled "Projects are Evil". The presentation discusses how projects can be harmful and promotes a value-driven approach over a project-driven one. It encourages participants to think about what they value most and how projects may negatively impact those values. The presentation provides exercises for attendees to evaluate different agile practices and determine which ones help achieve goals like early ROI and team engagement.
The document discusses next level agility and how organizations can achieve it. It outlines five stages of agility maturity from superficial to fast. Next level agility provides benefits like faster time to value, organizational agility, and quicker validation of ideas. Six practices are presented to help organizations level up: serving customers over stakeholders, using hypotheses over requirements, objective decision making, goal-driven investment, continuous release, and measuring value over velocity. The document concludes by matching each practice to the values it impacts most.
* What role do certifications play in us choosing the people we work with and trust?
* Especially when it comes to Agile Certifications - how do we evaluate alternatives to choose the most reliable Certifications in the market?
* How does the way in which we approach certifications in our professional life compare to the way in which we approach certifications in our personal life - for instance, the way in which we might choose a pediatrician for our child?
This presentation takes us on a guided inquiry through these questions.
Are you frustrated with your Scrum Retrospectives? Disappointed with the ROI or lack thereof? Are myths and misuderstandings about Agile & Scrum getting in the way and everyone is too busy chopping wood to sharpen their axes? Maybe the Trojan Retrospective will help....
Ever asked or heard the question "Why will Agile work this time?" It is healthy and normal to face doubts about the efficacy of Agile, especially if you have tried before and did not get the desired results. These slides from the Feb 2016 Agile-DevOps meetup, where we explored this question together and reviewed a tool that might guide the enquiry.
Do you sometimes feel that your Agile teams are running harder and harder - trying to become more Agile, but find themselves in the same place or even worse than they were before? Before you pull out your hair, trying to do more of the same, is it possible that your Agile Transformation is being run like a Waterfall Program?
In this presentation, we will explore 5 common real-world signs of waterfall thinking contaminating Agile Transformations. We will also explore some experiments we could try out to adapt the structure of the transformation so we create eco-systems more compatible with Agile.
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...Yuval Yeret
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
This document discusses the Agile development methodology. It begins by comparing the traditional "waterfall" development approach to building a house to the Agile approach of growing a tree. It then discusses some of the key challenges of adopting Agile, such as replacing manual testing with automated testing, empowering self-organizing cross-functional teams, and accepting and adapting to changes. The document provides an overview of the Agile way as making impact fast through cross-functional teams with high delegation and frequent feedback to quickly deliver to customers using facts and data. It concludes by offering tips for getting started with Agile such as forming cross-functional volunteer teams, choosing an appropriately sized initial project, and allowing time for learning.
Why Are We Stuck? Getting Agile Teams On The Path To Continuous ImprovementAgile Velocity
When things are going well, it is difficult to find motivation to go from good to great.
As an Agile leader, it’s important to be able to identify the symptoms your team or team-of-teams start to exhibit when they get stuck – when their momentum for positive growth and change stalls or plateaus – and what to do about it.
Presented at Global Scrum Gathering Minneapolis, this session was a highly interactive workshop with group discussions, table talks and concept centers that provided you with a toolbox to identify symptoms of a stuck team, determine why they are stuck, activities to get them unstuck and highlight potential dysfunctions and over-correction patterns.
Agile Transformations, the Good, the Bad and the UglyRally Software
The document summarizes the keynote presentation by Wanda Marginean on agile transformations. It discusses that agile transformations can go well when there is a clear vision for why the transformation is happening, principles are established to guide how the transformation will occur, and the right practices are implemented. It also discusses how transformations can go poorly when the why, how, or what is lacking, such as by not establishing a clear vision, not slowing down to speed up, or not properly implementing practices like retrospectives and empowering teams. The presentation calls for organizations to seriously consider why they are transforming, establish principles and practices to guide the transformation, and take action to ensure successful implementation.
This document discusses different levels of Scrum implementation from Level 0 (Waterfall) to Level 3 (Automation). It provides examples of characteristics and behaviors typical of each level. Level 0 focuses on requirements, design, code, and test phases with code freeze and hardening periods. Level 1 incorporates some Scrum terminology but still behaves largely like Waterfall. Level 2 starts adopting a more collaborative mindset within fixed-length sprints. Level 3 fully embraces Agile principles with self-organizing teams, test-driven development, and continuous improvement. Guidelines are provided for progressing through the levels over time with management commitment and patience.
We have all heard about how important self-organization / self-management is to the effectiveness of Scrum Teams. * But what is self-management?
* What factors can enable of hinder it?
* What can we do if some of our teams are not self-managing?
* How can we apply empiricism to create transparency into the current state of self-management and then inspect and adapt the environment to create the desired result?
This presentation helps us explore the 4 building blocks that create self-management. For each building block, we explore 5 enabling factors . We will also explore a way to gather evidence that creates transparency into the current state of self-management in the team so we can inspect and adapt to minimize undesirable variances. Finally, we co-relate these building blocks with Scrum and discuss how the Scrum Framework and Agile Practices can be used to build strong, self-managing teams.
The document discusses Agile development practices and their adoption over time. It notes that while Agile has gained popularity, not all projects using Agile see significant improvements. It questions whether success is truly related to using Agile practices, and suggests Agile addresses symptoms but not underlying causes like complexity. The document predicts the next wave in development will need to further increase productivity, effectiveness, and predictability by specializing roles and sharing expertise to reduce complexity.
The Post Project Era - The Future of Agile - Global Scrum Gathering 2018Agile Velocity
It’s time to shift from a project-driven mindset to a value-driven mindset. In his Global Scrum Gathering Minneapolis session, David Hawks explored how traditional practices slow product development and what needs to change to support this shift.
Next Level Agile @ ProductCamp Austin 20 - 2/2018Agile Velocity
Today most Agile teams are trying to achieve predictable, fast delivery. While that may keep your zombie competitors at bay, it’s no longer good enough especially in this highly competitive, rapidly changing playing field. It’s not just about Agile team execution anymore. Next Level Agility is about the ability of the entire organizations to quickly adapt to market changes.
In this session at PCS20, David Hawks shared principles and practices that are the future of Agile organizations. Together, he and the audience reset the bar on how great Agile organizations operate by moving beyond practices like user stories, project plans, stakeholder feedback, continuous integration, and velocity, and towards a new Next Level Agile Manifesto with an emphasis on Discovery over Execution.
Managing Projects/Releases using Lean/Agile techniquesYuval Yeret
Learn how to plan, manage and measure Projects/Releases using Lean/Agile techniques
Emphasis on visibility, estimation techniques, different approaches to commitments and buffering.
Ata pune 3rd meetup agile testing and testers role in agile developmentAgile Testing alliance
The document discusses the role of testers in agile development. It begins with an introduction of the presenter, Aditya Garg, who has experience in testing, automation, and agile methodologies. It then defines agile as being responsive to change through iterative and incremental development. The common perception that testers are not needed in agile is addressed, noting that testers must adapt by having a collaborative mindset rather than "us vs them". While some perceive testers may become extinct, the presenter argues they have a huge opportunity if they change to meet shorter timelines and be a team player in agile. Test automation, shifting from detailed test cases to exploratory testing, and the value of a
Dreamforce 2008 : Transforming IT Success with Agile Development ProcessesSteve Greene
The document discusses how salesforce.com transformed its IT processes using agile development methods. It summarizes the challenges they faced with previous development approaches, including lack of visibility, resource bottlenecks, and unpredictable project timelines. It then describes how they implemented an agile methodology called ADM, with practices like scrum, time-boxing, self-organizing teams, and frequent customer feedback. The results were significant increases in features delivered and reduced time between major releases. Lessons learned include how agile provided competitive advantages and how large transformations can accelerate returns.
From Chaos to Control, from Control to Freedom - 5 Lessons Learned on our Agi...Yves Lin
How does it feel like to adopt Agile in a Singapore SME?
What are the lessons learned along the way?
This is a story of excitements and struggles Titansoft being through in last 10 years, from a small 5 people team to 150 people across different countries.
6 Pitfalls Of An Agile Transformation - Presented at Agile Austin 1/5/2016Agile Velocity
Did you know that only 53% of Agile projects are considered successful? Agile has many benefits but can be difficult to adopt. Learn 10 Agile transformation pitfalls that put your initiative at risk.
**Cover image property of Matt Roberts
Citrix: The transformation from waterfall to agile operations at citrixDynatrace
This document summarizes the transformation of Citrix's web operations team from a traditional waterfall approach to agile operations. It discusses how the team, which was located across the US, Ireland, and India, brought in an agile coach and adopted agile methodologies like Scrum and Kanban. As a result, the team saw improved SLAs, increased productivity, faster deliverables, and more visibility. Key aspects of the transformation included understanding the differences between development and operations, shifting to a DevOps model, and creating dashboards for increased management visibility. The benefits of the agile approach for IT operations teams are also highlighted.
Pitfalls Of An Agile Transformation - Presented for Dallas Agile Leadership N...Agile Velocity
This document discusses common pitfalls that organizations face when undergoing an agile transformation. It identifies the top 6 pitfalls as: 1) viewing agile as just a process change, 2) not providing slack time for teams to learn new ways of working, 3) lack of leadership alignment, 4) focus on delivering business value instead of the team or organization, 5) only focusing on agile at the team level instead of the entire organization, and 6) cultural misalignment. The document advocates for training, coaching and assessing where organizations are at in their agile journey to help avoid these pitfalls and ensure a successful transformation.
Business Agility - Pivot or Perish v1.5Richard Cheng
This document discusses business agility and how organizations can adapt to change. It defines business agility as the ability to adapt quickly to market changes, respond rapidly to customer demands, and continuously have a competitive advantage. It outlines six enablers of business agility: Agile, Scrum, Design Thinking, Lean Startup, Automation, and DevOps. The document provides an overview of each enabler and how they can help organizations become more agile.
Building Your SAFe Implementation StrategyAlex Yakyma
The document discusses strategies for building a SAFe implementation, including defining the enterprise vision, creating an incremental rollout strategy, building a guiding coalition of leaders, organizing around value streams, executing the rollout incrementally, and addressing mindset and culture changes. It provides guidance on establishing a transformation team, training stakeholders, advocating for the changes, and focusing initially on the most important mindset issues.
From Red Hat Agile Day Oct 20, 2015 Session 2 Core Track:
Non-standard Agile Metrics Abstract: Agile practitioners are familiar with standard measurements such as burn-ups, burn-downs, and velocity charts along with others in their toolbox. It is though, a box. What about non-standard measurements? Agile encourages innovation and a different mindset. This presentation will reveal three non-standard measurements that prompt a new line of thinking and different ways to improve your oversight and effectiveness. You’ll be able to apply these back at the office using available data.
Do you sometimes feel that your Agile teams are running harder and harder - trying to become more Agile, but find themselves in the same place or even worse than they were before? Before you pull out your hair, trying to do more of the same, is it possible that your Agile Transformation is being run like a Waterfall Program?
In this presentation, we will explore 5 common real-world signs of waterfall thinking contaminating Agile Transformations. We will also explore some experiments we could try out to adapt the structure of the transformation so we create eco-systems more compatible with Agile.
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...Yuval Yeret
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
This document discusses the Agile development methodology. It begins by comparing the traditional "waterfall" development approach to building a house to the Agile approach of growing a tree. It then discusses some of the key challenges of adopting Agile, such as replacing manual testing with automated testing, empowering self-organizing cross-functional teams, and accepting and adapting to changes. The document provides an overview of the Agile way as making impact fast through cross-functional teams with high delegation and frequent feedback to quickly deliver to customers using facts and data. It concludes by offering tips for getting started with Agile such as forming cross-functional volunteer teams, choosing an appropriately sized initial project, and allowing time for learning.
Why Are We Stuck? Getting Agile Teams On The Path To Continuous ImprovementAgile Velocity
When things are going well, it is difficult to find motivation to go from good to great.
As an Agile leader, it’s important to be able to identify the symptoms your team or team-of-teams start to exhibit when they get stuck – when their momentum for positive growth and change stalls or plateaus – and what to do about it.
Presented at Global Scrum Gathering Minneapolis, this session was a highly interactive workshop with group discussions, table talks and concept centers that provided you with a toolbox to identify symptoms of a stuck team, determine why they are stuck, activities to get them unstuck and highlight potential dysfunctions and over-correction patterns.
Agile Transformations, the Good, the Bad and the UglyRally Software
The document summarizes the keynote presentation by Wanda Marginean on agile transformations. It discusses that agile transformations can go well when there is a clear vision for why the transformation is happening, principles are established to guide how the transformation will occur, and the right practices are implemented. It also discusses how transformations can go poorly when the why, how, or what is lacking, such as by not establishing a clear vision, not slowing down to speed up, or not properly implementing practices like retrospectives and empowering teams. The presentation calls for organizations to seriously consider why they are transforming, establish principles and practices to guide the transformation, and take action to ensure successful implementation.
This document discusses different levels of Scrum implementation from Level 0 (Waterfall) to Level 3 (Automation). It provides examples of characteristics and behaviors typical of each level. Level 0 focuses on requirements, design, code, and test phases with code freeze and hardening periods. Level 1 incorporates some Scrum terminology but still behaves largely like Waterfall. Level 2 starts adopting a more collaborative mindset within fixed-length sprints. Level 3 fully embraces Agile principles with self-organizing teams, test-driven development, and continuous improvement. Guidelines are provided for progressing through the levels over time with management commitment and patience.
We have all heard about how important self-organization / self-management is to the effectiveness of Scrum Teams. * But what is self-management?
* What factors can enable of hinder it?
* What can we do if some of our teams are not self-managing?
* How can we apply empiricism to create transparency into the current state of self-management and then inspect and adapt the environment to create the desired result?
This presentation helps us explore the 4 building blocks that create self-management. For each building block, we explore 5 enabling factors . We will also explore a way to gather evidence that creates transparency into the current state of self-management in the team so we can inspect and adapt to minimize undesirable variances. Finally, we co-relate these building blocks with Scrum and discuss how the Scrum Framework and Agile Practices can be used to build strong, self-managing teams.
The document discusses Agile development practices and their adoption over time. It notes that while Agile has gained popularity, not all projects using Agile see significant improvements. It questions whether success is truly related to using Agile practices, and suggests Agile addresses symptoms but not underlying causes like complexity. The document predicts the next wave in development will need to further increase productivity, effectiveness, and predictability by specializing roles and sharing expertise to reduce complexity.
The Post Project Era - The Future of Agile - Global Scrum Gathering 2018Agile Velocity
It’s time to shift from a project-driven mindset to a value-driven mindset. In his Global Scrum Gathering Minneapolis session, David Hawks explored how traditional practices slow product development and what needs to change to support this shift.
Next Level Agile @ ProductCamp Austin 20 - 2/2018Agile Velocity
Today most Agile teams are trying to achieve predictable, fast delivery. While that may keep your zombie competitors at bay, it’s no longer good enough especially in this highly competitive, rapidly changing playing field. It’s not just about Agile team execution anymore. Next Level Agility is about the ability of the entire organizations to quickly adapt to market changes.
In this session at PCS20, David Hawks shared principles and practices that are the future of Agile organizations. Together, he and the audience reset the bar on how great Agile organizations operate by moving beyond practices like user stories, project plans, stakeholder feedback, continuous integration, and velocity, and towards a new Next Level Agile Manifesto with an emphasis on Discovery over Execution.
Managing Projects/Releases using Lean/Agile techniquesYuval Yeret
Learn how to plan, manage and measure Projects/Releases using Lean/Agile techniques
Emphasis on visibility, estimation techniques, different approaches to commitments and buffering.
Ata pune 3rd meetup agile testing and testers role in agile developmentAgile Testing alliance
The document discusses the role of testers in agile development. It begins with an introduction of the presenter, Aditya Garg, who has experience in testing, automation, and agile methodologies. It then defines agile as being responsive to change through iterative and incremental development. The common perception that testers are not needed in agile is addressed, noting that testers must adapt by having a collaborative mindset rather than "us vs them". While some perceive testers may become extinct, the presenter argues they have a huge opportunity if they change to meet shorter timelines and be a team player in agile. Test automation, shifting from detailed test cases to exploratory testing, and the value of a
Dreamforce 2008 : Transforming IT Success with Agile Development ProcessesSteve Greene
The document discusses how salesforce.com transformed its IT processes using agile development methods. It summarizes the challenges they faced with previous development approaches, including lack of visibility, resource bottlenecks, and unpredictable project timelines. It then describes how they implemented an agile methodology called ADM, with practices like scrum, time-boxing, self-organizing teams, and frequent customer feedback. The results were significant increases in features delivered and reduced time between major releases. Lessons learned include how agile provided competitive advantages and how large transformations can accelerate returns.
From Chaos to Control, from Control to Freedom - 5 Lessons Learned on our Agi...Yves Lin
How does it feel like to adopt Agile in a Singapore SME?
What are the lessons learned along the way?
This is a story of excitements and struggles Titansoft being through in last 10 years, from a small 5 people team to 150 people across different countries.
6 Pitfalls Of An Agile Transformation - Presented at Agile Austin 1/5/2016Agile Velocity
Did you know that only 53% of Agile projects are considered successful? Agile has many benefits but can be difficult to adopt. Learn 10 Agile transformation pitfalls that put your initiative at risk.
**Cover image property of Matt Roberts
Citrix: The transformation from waterfall to agile operations at citrixDynatrace
This document summarizes the transformation of Citrix's web operations team from a traditional waterfall approach to agile operations. It discusses how the team, which was located across the US, Ireland, and India, brought in an agile coach and adopted agile methodologies like Scrum and Kanban. As a result, the team saw improved SLAs, increased productivity, faster deliverables, and more visibility. Key aspects of the transformation included understanding the differences between development and operations, shifting to a DevOps model, and creating dashboards for increased management visibility. The benefits of the agile approach for IT operations teams are also highlighted.
Pitfalls Of An Agile Transformation - Presented for Dallas Agile Leadership N...Agile Velocity
This document discusses common pitfalls that organizations face when undergoing an agile transformation. It identifies the top 6 pitfalls as: 1) viewing agile as just a process change, 2) not providing slack time for teams to learn new ways of working, 3) lack of leadership alignment, 4) focus on delivering business value instead of the team or organization, 5) only focusing on agile at the team level instead of the entire organization, and 6) cultural misalignment. The document advocates for training, coaching and assessing where organizations are at in their agile journey to help avoid these pitfalls and ensure a successful transformation.
Business Agility - Pivot or Perish v1.5Richard Cheng
This document discusses business agility and how organizations can adapt to change. It defines business agility as the ability to adapt quickly to market changes, respond rapidly to customer demands, and continuously have a competitive advantage. It outlines six enablers of business agility: Agile, Scrum, Design Thinking, Lean Startup, Automation, and DevOps. The document provides an overview of each enabler and how they can help organizations become more agile.
Building Your SAFe Implementation StrategyAlex Yakyma
The document discusses strategies for building a SAFe implementation, including defining the enterprise vision, creating an incremental rollout strategy, building a guiding coalition of leaders, organizing around value streams, executing the rollout incrementally, and addressing mindset and culture changes. It provides guidance on establishing a transformation team, training stakeholders, advocating for the changes, and focusing initially on the most important mindset issues.
From Red Hat Agile Day Oct 20, 2015 Session 2 Core Track:
Non-standard Agile Metrics Abstract: Agile practitioners are familiar with standard measurements such as burn-ups, burn-downs, and velocity charts along with others in their toolbox. It is though, a box. What about non-standard measurements? Agile encourages innovation and a different mindset. This presentation will reveal three non-standard measurements that prompt a new line of thinking and different ways to improve your oversight and effectiveness. You’ll be able to apply these back at the office using available data.
Case Study: T-Mobile’s Agile Journey with CA Agile CentralCA Technologies
T-Mobile is in the midst of an agile transformation. We’ll speak from our learnings on agile adoption at a very large company over the past few years. Many start with the teams where management thinks agile is just for them. But now that we recognize the need to expand to the enterprise, we are getting far more involvement from our leaders. We will address our lifecycle of adoption and some of the challenges that we need to confront to move to the next level of agile performance.
For more information on Agile Management, please visit: http://ow.ly/QZT450fQA0d
DOES16 San Francisco - Scott Prugh & Erica Morrison - When Ops Swallows DevGene Kim
When Ops Swallows Dev
Scott Prugh, Chief Architect & VP Software Development & Operations, CSG International
Erica Morrison, Director, Software Development, CSG International
CSG has been on an Agile and Lean journey to continually shorten feedback loops in its SDLC and Operations Processes. This began with moving from waterfall to agile and deploying cross functional dev teams. Today, we have taken this transformation further by deploying cross functional product delivery teams that Design, Build, Test and Run their products. Join us to discover the things that went as expected and the surprises we discovered in this journey.
DevOps Enterprise Summit San Francisco 2016
The document discusses preparing a team for cloud migration. It recommends having a clear mission statement and using a DevOps, Agile, and Lean methodology. Key aspects that work include treating the migration as a people project, seeding knowledge and enthusiasm, getting help from cloud experts, keeping the process fun and learning by doing. The presentation addresses preparing the team, methodology, training options, success factors and ends with contact details for follow up.
This document introduces the Scaled Agile Framework (SAFe) as an approach for applying Agile and Lean principles at an enterprise scale. It discusses how traditional development methods are not keeping pace with increasing software complexity. SAFe is presented as a proven framework that harnesses the power of Agile for large software enterprises through elements like Agile teams, program execution, alignment, code quality, and scaling practices up to the portfolio level. The document advocates for SAFe's ability to accelerate value delivery, make money faster, deliver better customer fit, and reduce risk through approaches like continuous delivery, cadenced development, and synchronizing teams.
Baldrige Performance Excellence Process Overview - 2015 TapRooT SummitKevin McManus
This presentation by Kevin McManus at the 2015 TapRooT® Summit provides an overview of the Baldrige Performance Excellence process. Send me a IM if you want more details. Keep improving!
Baldrige Performance Excellence Process Overview - 2015 TapRooT® SummitKevin McManus
This presentation, by Kevin McManus at the 2015 TapRooT® Summit, provides an overview of the Baldrige Performance Excellence Process. Send me an IM if you have questions. Keep improving!
AppDynamics the Missing Link to DevOps - AppSphere16AppDynamics
IHS is a premier provider of global market, industry, and technical expertise. Our industry is fast moving, and IT agility is key to IHS's success. A DevOps approach is vital, and factual application performance information centered on business outcomes is key to a true DevOps practice. However, the move to DevOps shouldn’t be seen as a door that opens easily, but a maze that must be navigated carefully.
In this session you will learn how IHS used fact-based application performance data, correlated by AppDynamics, to avoid cultural challenges, competing goals, and unclear strategies. Hear how partnering with AppDynamics Professional Services helped map people, processes, and technology to ensure goals and needs were met. Together, we mitigated risk to the business.
Key takeaways:
o Why the move to DevOps isn't easy
o Why discussions based on fact remove emotion and are the foundation of success
o Why culture can be either a barrier or a catalyst for the move to DevOps, but whatever you do, don't ignore it
o How AppDynamics Professional Services can accelerate the journey and help identify risk, fill gaps, and guide you to best practices
For more information, go to: www.appdynamics.com
2021 marks the 20 anniversary of the Agile Manifesto. Yet many organizations are still struggling to clearly improve value delivery for their customers. In this talk Scott Ambler and Mark Lines explain why agile has struggled in the past and what we can do about it. Go beyond agile rhetoric, agile methods and frameworks and learn how to optimize agility for your situation, not others. We can do better, and it is not difficult. Disciplined Agile can help. The journey starts with an investment in learning, optimizing for your situation, and then removing obstacles to accelerate delivery and delight your customers.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Agile India 2016 Keynote - The Lean-Agile Enterprise Awakens- Scalable and Mo...Richard Knaster
New competitive threats often require organizations to build increasingly complex, interconnected and sophisticated software and systems, faster, better and cheaper. Most organizations are not equipped to meet this new challenge! Meanwhile small, nimble competitors, like Airbnb and Uber are taking a big bite on the profits of the giants.
So what’s the answer? What have we learned in the past decade from our adventures in agile and our attempts at scaling? What does the future hold?
In this talk, Richard Knaster, Principal Consultant and SAFe Fellow, discusses a more scalable and modular lean-agile approach that enables even the largest enterprises to compete with smaller and nimbler competitors that are disrupting companies in all industries. Richard is a Principal Contributor to the Scaled Agile Framework and previously worked at IBM where his roles included Chief Agile Methodologist. World Wide Agile Practice Manager and various product management roles in the Rational Brand.
Leading Your Team Through a Cloud Transformation - Virtual Transformation Day...Amazon Web Services
Speaker: Thomas Blood
Moving to the cloud can help transform technical and non-technical aspects of your organization, enabling agility, scale, security, and cost savings. However, transformational change requires strong leadership at all levels of the organization. In this session, we will review strategies and best practices to help you lead the organization through a successful cloud journey.
AWS Transformation Day is designed for enterprise organizations looking to make the move to the cloud in order to become more responsive, agile and innovative, while still staying secure and compliant. Join us for this virtual event and we'll share our experiences of helping enterprise customers accelerate the pace of migration and adoption of strategic services.
We recommend this event for IT and business leaders who are looking to create sustainable benefits and a competitive advantage by using the AWS Cloud.
The document discusses expectations and challenges around adopting agile practices. It summarizes that while some teams see 5-10x improvements, these outcomes are not typical. Common expectations that agile will be easy and provide guaranteed high returns can lead to perceptions of agile "failing" if not met. The document advocates that success is becoming incrementally better over time rather than an endpoint state. It also discusses how expectations, desire, ability, promotion and transfer are needed for successful adoption and preventing approaches from being done half-heartedly.
People Metrics: How to Use Team Data to Produce Positive ChangeAmin Astaneh
This document discusses the importance of measuring "people metrics" in software teams to understand operational costs and identify opportunities for improvement. It provides examples of useful people metrics like time spent on different types of work, operational load, slack time, happiness surveys, and interruptions. The document recommends tracking these metrics over time using tools like ticketing systems, custom scripts, Grafana, StatsD, and Google Forms. The goals of people metrics are to increase transparency, justify resources, reduce toil, and improve processes and throughput. Regular analysis and communication of people metrics to leadership can enable positive change.
The document discusses modern portfolio management approaches, contrasting them with traditional approaches. It addresses questions around choosing, coordinating, and monitoring projects and initiatives. Traditional portfolio management is described as struggling with these issues due to assumptions of certainty and a mechanistic view of work. Modern approaches emphasize accepting uncertainty, coordinating initiatives at different levels of detail, and managing demand to make best use of limited capabilities. Techniques discussed include using different "flight levels" to coordinate work, using portfolio boards and capacity tokens, applying policies for conflicting demands, and prioritizing work based on cost of delay and urgency.
User Stories Suck - David Hawks & Reese Schmit - IIBA Austin January 2019Agile Velocity
The User Story concept was invented almost 20 years ago, and it’s time for an update. This outdated process supports an old way of working focused on predictable requirements delivery instead of product discovery. Wouldn’t you like to know much earlier which features are not going to be valued by your market? We need techniques that shorten the feedback loop with customers, not stakeholders. We need to prioritize based on riskiest assumptions and iterate quickly through small experiments in order to (in)validate our ideas as fast as possible.
Embracing Agile Leadership - Don MacIntyreagilemaine
This document contains slides from a presentation on embracing agile leadership. It discusses how agile projects can fail due to issues like a lack of management support, inconsistent processes, and organizational culture clashes. Common causes of failed agile projects are listed, with the top issue being a mismatch between company philosophy and agile values. The presentation emphasizes that leadership can mitigate many failure risks and outlines agile principles, practices like Scrum and Kanban, scaling techniques, and developing leadership agility. It argues the need for leaders to empower teams through coaching and collaboration instead of directing.
Agile portfolio administration helps groups and directors to understand the actual potential to subsequently perform their tasks successfully. Today with the accessibility of coordinated administration preparing suppliers on the web, you can undoubtedly take up far reaching dexterous preparing according to your need and accessibility of time.
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Atelier - Innover avec l’IA Générative et les graphes de connaissancesNeo4j
Atelier - Innover avec l’IA Générative et les graphes de connaissances
Allez au-delà du battage médiatique autour de l’IA et découvrez des techniques pratiques pour utiliser l’IA de manière responsable à travers les données de votre organisation. Explorez comment utiliser les graphes de connaissances pour augmenter la précision, la transparence et la capacité d’explication dans les systèmes d’IA générative. Vous partirez avec une expérience pratique combinant les relations entre les données et les LLM pour apporter du contexte spécifique à votre domaine et améliorer votre raisonnement.
Amenez votre ordinateur portable et nous vous guiderons sur la mise en place de votre propre pile d’IA générative, en vous fournissant des exemples pratiques et codés pour démarrer en quelques minutes.
E-commerce Application Development Company.pdfHornet Dynamics
Your business can reach new heights with our assistance as we design solutions that are specifically appropriate for your goals and vision. Our eCommerce application solutions can digitally coordinate all retail operations processes to meet the demands of the marketplace while maintaining business continuity.
Software Engineering, Software Consulting, Tech Lead, Spring Boot, Spring Cloud, Spring Core, Spring JDBC, Spring Transaction, Spring MVC, OpenShift Cloud Platform, Kafka, REST, SOAP, LLD & HLD.
Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j
Dr. Jesús Barrasa, Head of Solutions Architecture for EMEA, Neo4j
Découvrez les dernières innovations de Neo4j, et notamment les dernières intégrations cloud et les améliorations produits qui font de Neo4j un choix essentiel pour les développeurs qui créent des applications avec des données interconnectées et de l’IA générative.
Code reviews are vital for ensuring good code quality. They serve as one of our last lines of defense against bugs and subpar code reaching production.
Yet, they often turn into annoying tasks riddled with frustration, hostility, unclear feedback and lack of standards. How can we improve this crucial process?
In this session we will cover:
- The Art of Effective Code Reviews
- Streamlining the Review Process
- Elevating Reviews with Automated Tools
By the end of this presentation, you'll have the knowledge on how to organize and improve your code review proces
Launch Your Streaming Platforms in MinutesRoshan Dwivedi
The claim of launching a streaming platform in minutes might be a bit of an exaggeration, but there are services that can significantly streamline the process. Here's a breakdown:
Pros of Speedy Streaming Platform Launch Services:
No coding required: These services often use drag-and-drop interfaces or pre-built templates, eliminating the need for programming knowledge.
Faster setup: Compared to building from scratch, these platforms can get you up and running much quicker.
All-in-one solutions: Many services offer features like content management systems (CMS), video players, and monetization tools, reducing the need for multiple integrations.
Things to Consider:
Limited customization: These platforms may offer less flexibility in design and functionality compared to custom-built solutions.
Scalability: As your audience grows, you might need to upgrade to a more robust platform or encounter limitations with the "quick launch" option.
Features: Carefully evaluate which features are included and if they meet your specific needs (e.g., live streaming, subscription options).
Examples of Services for Launching Streaming Platforms:
Muvi [muvi com]
Uscreen [usencreen tv]
Alternatives to Consider:
Existing Streaming platforms: Platforms like YouTube or Twitch might be suitable for basic streaming needs, though monetization options might be limited.
Custom Development: While more time-consuming, custom development offers the most control and flexibility for your platform.
Overall, launching a streaming platform in minutes might not be entirely realistic, but these services can significantly speed up the process compared to building from scratch. Carefully consider your needs and budget when choosing the best option for you.
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Dr. Jesús Barrasa, Head of Solutions Architecture for EMEA, Neo4j
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Top Features to Include in Your Winzo Clone App for Business Growth (4).pptxrickgrimesss22
Discover the essential features to incorporate in your Winzo clone app to boost business growth, enhance user engagement, and drive revenue. Learn how to create a compelling gaming experience that stands out in the competitive market.
Mobile app Development Services | Drona InfotechDrona Infotech
Drona Infotech is one of the Best Mobile App Development Company In Noida Maintenance and ongoing support. mobile app development Services can help you maintain and support your app after it has been launched. This includes fixing bugs, adding new features, and keeping your app up-to-date with the latest
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Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Crescat
Crescat is industry-trusted event management software, built by event professionals for event professionals. Founded in 2017, we have three key products tailored for the live event industry.
Crescat Event for concert promoters and event agencies. Crescat Venue for music venues, conference centers, wedding venues, concert halls and more. And Crescat Festival for festivals, conferences and complex events.
With a wide range of popular features such as event scheduling, shift management, volunteer and crew coordination, artist booking and much more, Crescat is designed for customisation and ease-of-use.
Over 125,000 events have been planned in Crescat and with hundreds of customers of all shapes and sizes, from boutique event agencies through to international concert promoters, Crescat is rigged for success. What's more, we highly value feedback from our users and we are constantly improving our software with updates, new features and improvements.
If you plan events, run a venue or produce festivals and you're looking for ways to make your life easier, then we have a solution for you. Try our software for free or schedule a no-obligation demo with one of our product specialists today at crescat.io
DDS Security Version 1.2 was adopted in 2024. This revision strengthens support for long runnings systems adding new cryptographic algorithms, certificate revocation, and hardness against DoS attacks.
Hand Rolled Applicative User ValidationCode KataPhilip Schwarz
Could you use a simple piece of Scala validation code (granted, a very simplistic one too!) that you can rewrite, now and again, to refresh your basic understanding of Applicative operators <*>, <*, *>?
The goal is not to write perfect code showcasing validation, but rather, to provide a small, rough-and ready exercise to reinforce your muscle-memory.
Despite its grandiose-sounding title, this deck consists of just three slides showing the Scala 3 code to be rewritten whenever the details of the operators begin to fade away.
The code is my rough and ready translation of a Haskell user-validation program found in a book called Finding Success (and Failure) in Haskell - Fall in love with applicative functors.
Do you want Software for your Business? Visit Deuglo
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Deuglo follows seven steps methods for delivering their services to their customers. They called it the Software development life cycle process (SDLC).
Requirement — Collecting the Requirements is the first Phase in the SSLC process.
Feasibility Study — after completing the requirement process they move to the design phase.
Design — in this phase, they start designing the software.
Coding — when designing is completed, the developers start coding for the software.
Testing — in this phase when the coding of the software is done the testing team will start testing.
Installation — after completion of testing, the application opens to the live server and launches!
Maintenance — after completing the software development, customers start using the software.
Artificia Intellicence and XPath Extension FunctionsOctavian Nadolu
The purpose of this presentation is to provide an overview of how you can use AI from XSLT, XQuery, Schematron, or XML Refactoring operations, the potential benefits of using AI, and some of the challenges we face.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
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We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
When deliberating between CodeIgniter vs CakePHP for web development, consider their respective strengths and your project requirements. CodeIgniter, known for its simplicity and speed, offers a lightweight framework ideal for rapid development of small to medium-sized projects. It's praised for its straightforward configuration and extensive documentation, making it beginner-friendly. Conversely, CakePHP provides a more structured approach with built-in features like scaffolding, authentication, and ORM. It suits larger projects requiring robust security and scalability. Ultimately, the choice hinges on your project's scale, complexity, and your team's familiarity with the frameworks.
Utilocate offers a comprehensive solution for locate ticket management by automating and streamlining the entire process. By integrating with Geospatial Information Systems (GIS), it provides accurate mapping and visualization of utility locations, enhancing decision-making and reducing the risk of errors. The system's advanced data analytics tools help identify trends, predict potential issues, and optimize resource allocation, making the locate ticket management process smarter and more efficient. Additionally, automated ticket management ensures consistency and reduces human error, while real-time notifications keep all relevant personnel informed and ready to respond promptly.
The system's ability to streamline workflows and automate ticket routing significantly reduces the time taken to process each ticket, making the process faster and more efficient. Mobile access allows field technicians to update ticket information on the go, ensuring that the latest information is always available and accelerating the locate process. Overall, Utilocate not only enhances the efficiency and accuracy of locate ticket management but also improves safety by minimizing the risk of utility damage through precise and timely locates.
OpenMetadata Community Meeting - 5th June 2024OpenMetadata
The OpenMetadata Community Meeting was held on June 5th, 2024. In this meeting, we discussed about the data quality capabilities that are integrated with the Incident Manager, providing a complete solution to handle your data observability needs. Watch the end-to-end demo of the data quality features.
* How to run your own data quality framework
* What is the performance impact of running data quality frameworks
* How to run the test cases in your own ETL pipelines
* How the Incident Manager is integrated
* Get notified with alerts when test cases fail
Watch the meeting recording here - https://www.youtube.com/watch?v=UbNOje0kf6E