The document discusses the evolution of agile methods from their origins to the present. While agile methods like Scrum and XP were successful initially, they are missing an enterprise perspective and focus only on teams. The next step is applying lean principles at the enterprise level to properly manage projects and prioritize work. Kanban methods provide a way to do this by focusing on workflow and limiting work in progress to avoid waste.
ITIL At Companies With Sap ItSMf Atlanta 2009Robert Max
This document discusses how companies can implement ITIL practices when using SAP applications. It provides an overview of SAP customers in Georgia and discusses two implementation options for SAP: the ASAP roadmap and FOCUS roadmap. It describes how SAP encourages the use of ITIL and supports ITIL v3 concepts through tools like Run SAP and SAP Solution Manager. The document presents two case studies, one on implementing a service desk solution and one on solution and system monitoring tools. It concludes by advertising an upcoming ASUG meeting and asking attendees a question.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
Swamy Senthil of Swasen Inc gave a presentation on enterprise applications and recent integration trends. The presentation covered Swasen's expertise in deploying PLM/EA solutions, the evolution of enterprise applications to integrate functions like design, manufacturing, and distribution, and recent trends toward service-oriented architectures and interfaces to allow real-time sharing of business information across systems. The goals were to understand different enterprise application modules, trends in interfacing applications, and facilitate continued learning.
Opportunities in challenging_times-steve_robinsonIBM
The document summarizes a presentation given at an IBM Rational Software conference in 2009 during challenging economic times. It discusses how customers are focusing on efficiency, stability, and innovation. It also outlines opportunities for IBM Rational in helping customers lower costs through maturity, reuse, and automation while enabling innovation through services, smarter products, and software-enabled capabilities. Cross-sell opportunities within IBM Rational's large customer base are highlighted to pursue new revenue.
Quantum Integrators is an SAP consulting firm that provides integration services to seamlessly connect business processes. They have decades of experience implementing SAP solutions and a global partner network. Quantum focuses on true integration across customer organizations through quality training and an ROI-focused approach. They help customers effectively manage information to empower users and ensure security.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
Dynamics Day 2012: Enterprise Projects - Setting up for SuccessIntergen
The document discusses setting up enterprise projects for success. It outlines Intergen's approach to implementing enterprise solutions like Microsoft Dynamics AX 2012, focusing on business processes, requirements gathering, customization needs, and change management. The presentation then shares the customer perspective from ASSA ABLOY New Zealand's ERP implementation project, covering their challenges with stakeholder buy-in, testing, governance, and data conversion. Key takeaways stress the importance of planning, selecting experienced team members, allowing contingency, and ensuring management owns the organizational change.
ITIL At Companies With Sap ItSMf Atlanta 2009Robert Max
This document discusses how companies can implement ITIL practices when using SAP applications. It provides an overview of SAP customers in Georgia and discusses two implementation options for SAP: the ASAP roadmap and FOCUS roadmap. It describes how SAP encourages the use of ITIL and supports ITIL v3 concepts through tools like Run SAP and SAP Solution Manager. The document presents two case studies, one on implementing a service desk solution and one on solution and system monitoring tools. It concludes by advertising an upcoming ASUG meeting and asking attendees a question.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
Swamy Senthil of Swasen Inc gave a presentation on enterprise applications and recent integration trends. The presentation covered Swasen's expertise in deploying PLM/EA solutions, the evolution of enterprise applications to integrate functions like design, manufacturing, and distribution, and recent trends toward service-oriented architectures and interfaces to allow real-time sharing of business information across systems. The goals were to understand different enterprise application modules, trends in interfacing applications, and facilitate continued learning.
Opportunities in challenging_times-steve_robinsonIBM
The document summarizes a presentation given at an IBM Rational Software conference in 2009 during challenging economic times. It discusses how customers are focusing on efficiency, stability, and innovation. It also outlines opportunities for IBM Rational in helping customers lower costs through maturity, reuse, and automation while enabling innovation through services, smarter products, and software-enabled capabilities. Cross-sell opportunities within IBM Rational's large customer base are highlighted to pursue new revenue.
Quantum Integrators is an SAP consulting firm that provides integration services to seamlessly connect business processes. They have decades of experience implementing SAP solutions and a global partner network. Quantum focuses on true integration across customer organizations through quality training and an ROI-focused approach. They help customers effectively manage information to empower users and ensure security.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
Dynamics Day 2012: Enterprise Projects - Setting up for SuccessIntergen
The document discusses setting up enterprise projects for success. It outlines Intergen's approach to implementing enterprise solutions like Microsoft Dynamics AX 2012, focusing on business processes, requirements gathering, customization needs, and change management. The presentation then shares the customer perspective from ASSA ABLOY New Zealand's ERP implementation project, covering their challenges with stakeholder buy-in, testing, governance, and data conversion. Key takeaways stress the importance of planning, selecting experienced team members, allowing contingency, and ensuring management owns the organizational change.
The SIPOC diagram is a tool to map processes that captures suppliers, inputs, process steps, outputs, and customers. It involves brainstorming these elements and documenting them on a large surface under the corresponding headings.
This document provides an overview of the Preliminary Phase of the Architecture Development Method (ADM). The key objectives of this phase are to scope the enterprise architecture effort, identify stakeholders and requirements, establish governance frameworks, and select the architecture framework that will be used. The main outputs are an organizational model, tailored architecture framework, and initial architecture repository.
Faurecia is a manufacturer of car parts with 90 Just-In-Time production sites that rely on critical IT systems. They developed their Manufacturing Execution System (MES) called fJiT using Agile methods but found they needed to improve collaboration across teams. Tieto coaches helped implement Scrum and define roles. A Kaizen workshop mapped the value stream, found issues, and brainstormed solutions. Participants developed a release plan and better understood each other's roles, improving synchronization. While Agile was a start, adopting more Lean principles across the full value chain was needed for continuous improvement.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
Uneecops Technologies Ltd is an IT solutions provider founded in 1996 and headquartered in New Delhi, India. It has 3 divisions - hardware, software, and BPO - with a group turnover of over 70 crore INR. Uneecops provides IT services across various industry verticals to over 300 clients. It offers application development, ERP implementation, CRM consulting, and support services. Uneecops utilizes the SAP Business One platform and has 50+ resources with extensive training and certifications in SAP. It follows a defined implementation cycle and support process to deliver world-class services to clients across industries like engineering, automotive, education and more.
This document provides an overview and agenda for the IBM Rational Software Conference 2009. The conference will focus on enterprise modernization solutions to help organizations reduce application maintenance costs, increase agility, and improve quality. It will also cover IT business transformation solutions to better align IT with business goals and strategies. Additionally, the conference aims to provide insights into solutions for developing complex embedded systems. The document outlines key challenges organizations face with applications, people, and teams that the IBM Rational solutions address.
ERP Logic is an ERP implementation, consulting, and technology services company. They offer a range of services including assessment and re-engineering, implementation and upgrades, application management, on-demand consulting, and custom development to help clients navigate their ERP lifecycle. Their goal is to help clients maximize ROI, minimize total cost of ownership, and ensure seamless integration of IT and business strategies.
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
Developing A Performance Culture Executive 10 11 10samicorp
SAMI is a management consulting firm that helps clients improve operations through developing a Performance Culture. They create strategic plans to measure behaviors and implement practices that increase production and reduce losses. SAMI has helped clients like Shell and Exxon increase output and reduce costs by hundreds of millions. Their proprietary methods are unique and have led to a 10:1 return on investment for clients who implement SAMI's performance solutions.
SAP CVN Supply Network Planning - Supply Planning Engine SelectionPlan4Demand
This document summarizes a presentation on supply chain planning given by Plan4Demand Solutions. The presentation covered challenges with supply planning, tools for optimization, and questions. It discussed Plan4Demand's consulting services in supply chain planning areas like demand forecasting and inventory optimization. The presentation also covered supply planning engine selection, change management, and challenges with aligning supply network planning results to master data.
This document discusses the Avaya Resource Center for Software Technology (ARC) and its goals of improving Avaya's software development practices and measuring software trends. ARC aims to assess Avaya's current software processes, introduce new technologies, and help build software competence. Key metrics ARC tracks include product innovation, customer understanding, testing automation, and predictability. ARC provides regular reports and dashboards to Avaya executives on software metrics and recommendations for improvement at both the project and organizational levels. The goals are to enhance Avaya's time to market, quality, and reduce costs through continuous software process innovation.
Ramco OnDemand ERP Case Study – VNC Group Ramco Systems
The VNC Group is a $450 million conglomerate based in Karur, Tamil Nadu that manufactures welding electrodes and steel products. Through timely adoption of technology and focus on quality, the company has grown from a small room in 1983 into a large multi-business group. The implementation of an ERP system recently integrated all the group's companies and provided benefits like consolidated reporting, inventory tracking, and process standardization. The ERP system and continued technology usage will help VNC sustain its goal of consistent rapid growth across various business sectors in the future.
This document summarizes a presentation on overcoming contradictions through improved governance, risk management and compliance. It discusses how effective use of information can help organizations move from a cost center to a business value driver. It also covers how establishing an information agenda and flexible architecture can optimize business performance. Finally, it addresses the need for a control framework with system definition, best practices, interpretation and operations to properly implement performance measurement.
The document provides an agenda and overview for an Oracle EPM 11.1.1 Release Update Workshop. The agenda covers introductions, presentations on the 11.1.1 release highlights and roadmap, and deep dives on various Oracle EPM and BI products. Key highlights of the 11.1.1 release include a new EPM Workspace, enhancements to Smart View, Calculation Manager, and lifecycle management tools, as well as new features for various Oracle EPM applications. The roadmap discusses integrating Oracle EPM and BI products further and delivering a unified EPM system.
YASH Technologies is a mid-sized global technology services and outsourcing company that partners with enterprises to maximize the value of IT and enable business success. With over 1900 professionals globally, YASH offers flexible engagement models and delivery locations. YASH focuses on building lasting client partnerships through a customer-centric approach, optimizing relationships, and acting as a vision partner to help clients align technology with business strategy and growth goals. YASH provides a full range of IT services including application development, integration, management, and business solutions across multiple industries.
Our Smart iT OutSourcing (SiTOS) is an comprehensive IT services offering that provides companies the flexibility to use us as their extended IT arm, with services ranging from enterprise solutions, infrastructure management, IT applications to website and portal management.
G2 IT Services solves challenging business problems for customers with personalized services driving increased leadership, cost reduction, value realization and increased innovation.
Envisioning improving productivity and qaulity through better backlogs agi...Tatlock
This document summarizes a keynote presentation on improving productivity and quality through better product backlogs. The presentation discusses how problems with productivity, quality, and predictability often stem from issues with product backlogs, such as inconsistent story sizes and rework due to changing requirements. It advocates an approach called "Envisioning" to help plan requirements in a way that makes them more tangible, testable, and ensures the most important functionality is addressed. Large-scale adoption of Agile requires systemic organizational changes over 18-36 months, including establishing a common culture, vocabulary, and tools across distributed teams.
Pro JavaFX Platform - Building Enterprise Applications with JavaFXStephen Chin
Presentation given by Stephen Chin and Jim Weaver at JavaOne 2010. Covers enterprise application development with JavaFX, the JavaFX 2.0 announcement, and alternative languages for JavaFX.
The SIPOC diagram is a tool to map processes that captures suppliers, inputs, process steps, outputs, and customers. It involves brainstorming these elements and documenting them on a large surface under the corresponding headings.
This document provides an overview of the Preliminary Phase of the Architecture Development Method (ADM). The key objectives of this phase are to scope the enterprise architecture effort, identify stakeholders and requirements, establish governance frameworks, and select the architecture framework that will be used. The main outputs are an organizational model, tailored architecture framework, and initial architecture repository.
Faurecia is a manufacturer of car parts with 90 Just-In-Time production sites that rely on critical IT systems. They developed their Manufacturing Execution System (MES) called fJiT using Agile methods but found they needed to improve collaboration across teams. Tieto coaches helped implement Scrum and define roles. A Kaizen workshop mapped the value stream, found issues, and brainstormed solutions. Participants developed a release plan and better understood each other's roles, improving synchronization. While Agile was a start, adopting more Lean principles across the full value chain was needed for continuous improvement.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
Uneecops Technologies Ltd is an IT solutions provider founded in 1996 and headquartered in New Delhi, India. It has 3 divisions - hardware, software, and BPO - with a group turnover of over 70 crore INR. Uneecops provides IT services across various industry verticals to over 300 clients. It offers application development, ERP implementation, CRM consulting, and support services. Uneecops utilizes the SAP Business One platform and has 50+ resources with extensive training and certifications in SAP. It follows a defined implementation cycle and support process to deliver world-class services to clients across industries like engineering, automotive, education and more.
This document provides an overview and agenda for the IBM Rational Software Conference 2009. The conference will focus on enterprise modernization solutions to help organizations reduce application maintenance costs, increase agility, and improve quality. It will also cover IT business transformation solutions to better align IT with business goals and strategies. Additionally, the conference aims to provide insights into solutions for developing complex embedded systems. The document outlines key challenges organizations face with applications, people, and teams that the IBM Rational solutions address.
ERP Logic is an ERP implementation, consulting, and technology services company. They offer a range of services including assessment and re-engineering, implementation and upgrades, application management, on-demand consulting, and custom development to help clients navigate their ERP lifecycle. Their goal is to help clients maximize ROI, minimize total cost of ownership, and ensure seamless integration of IT and business strategies.
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
Developing A Performance Culture Executive 10 11 10samicorp
SAMI is a management consulting firm that helps clients improve operations through developing a Performance Culture. They create strategic plans to measure behaviors and implement practices that increase production and reduce losses. SAMI has helped clients like Shell and Exxon increase output and reduce costs by hundreds of millions. Their proprietary methods are unique and have led to a 10:1 return on investment for clients who implement SAMI's performance solutions.
SAP CVN Supply Network Planning - Supply Planning Engine SelectionPlan4Demand
This document summarizes a presentation on supply chain planning given by Plan4Demand Solutions. The presentation covered challenges with supply planning, tools for optimization, and questions. It discussed Plan4Demand's consulting services in supply chain planning areas like demand forecasting and inventory optimization. The presentation also covered supply planning engine selection, change management, and challenges with aligning supply network planning results to master data.
This document discusses the Avaya Resource Center for Software Technology (ARC) and its goals of improving Avaya's software development practices and measuring software trends. ARC aims to assess Avaya's current software processes, introduce new technologies, and help build software competence. Key metrics ARC tracks include product innovation, customer understanding, testing automation, and predictability. ARC provides regular reports and dashboards to Avaya executives on software metrics and recommendations for improvement at both the project and organizational levels. The goals are to enhance Avaya's time to market, quality, and reduce costs through continuous software process innovation.
Ramco OnDemand ERP Case Study – VNC Group Ramco Systems
The VNC Group is a $450 million conglomerate based in Karur, Tamil Nadu that manufactures welding electrodes and steel products. Through timely adoption of technology and focus on quality, the company has grown from a small room in 1983 into a large multi-business group. The implementation of an ERP system recently integrated all the group's companies and provided benefits like consolidated reporting, inventory tracking, and process standardization. The ERP system and continued technology usage will help VNC sustain its goal of consistent rapid growth across various business sectors in the future.
This document summarizes a presentation on overcoming contradictions through improved governance, risk management and compliance. It discusses how effective use of information can help organizations move from a cost center to a business value driver. It also covers how establishing an information agenda and flexible architecture can optimize business performance. Finally, it addresses the need for a control framework with system definition, best practices, interpretation and operations to properly implement performance measurement.
The document provides an agenda and overview for an Oracle EPM 11.1.1 Release Update Workshop. The agenda covers introductions, presentations on the 11.1.1 release highlights and roadmap, and deep dives on various Oracle EPM and BI products. Key highlights of the 11.1.1 release include a new EPM Workspace, enhancements to Smart View, Calculation Manager, and lifecycle management tools, as well as new features for various Oracle EPM applications. The roadmap discusses integrating Oracle EPM and BI products further and delivering a unified EPM system.
YASH Technologies is a mid-sized global technology services and outsourcing company that partners with enterprises to maximize the value of IT and enable business success. With over 1900 professionals globally, YASH offers flexible engagement models and delivery locations. YASH focuses on building lasting client partnerships through a customer-centric approach, optimizing relationships, and acting as a vision partner to help clients align technology with business strategy and growth goals. YASH provides a full range of IT services including application development, integration, management, and business solutions across multiple industries.
Our Smart iT OutSourcing (SiTOS) is an comprehensive IT services offering that provides companies the flexibility to use us as their extended IT arm, with services ranging from enterprise solutions, infrastructure management, IT applications to website and portal management.
G2 IT Services solves challenging business problems for customers with personalized services driving increased leadership, cost reduction, value realization and increased innovation.
Envisioning improving productivity and qaulity through better backlogs agi...Tatlock
This document summarizes a keynote presentation on improving productivity and quality through better product backlogs. The presentation discusses how problems with productivity, quality, and predictability often stem from issues with product backlogs, such as inconsistent story sizes and rework due to changing requirements. It advocates an approach called "Envisioning" to help plan requirements in a way that makes them more tangible, testable, and ensures the most important functionality is addressed. Large-scale adoption of Agile requires systemic organizational changes over 18-36 months, including establishing a common culture, vocabulary, and tools across distributed teams.
Pro JavaFX Platform - Building Enterprise Applications with JavaFXStephen Chin
Presentation given by Stephen Chin and Jim Weaver at JavaOne 2010. Covers enterprise application development with JavaFX, the JavaFX 2.0 announcement, and alternative languages for JavaFX.
A talk by Alan Shalloway at the European Lean IT Summit 2012. This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
More Lean IT presentations and videos on www.lean-it-summit.com
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
IBM Rational Quality Manager provides a centralized hub for collaborative test management across the software development lifecycle. It aims to mitigate business risk through stakeholder coordination and enforceable process workflows, improve operational efficiency via test automation and lab management, and make confident decisions with effortless reporting and metrics. The solution emphasizes collaboration, automation, and reporting to govern software quality.
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The document discusses improving productivity, quality, and speed of delivery through lean principles. It outlines challenges such as defining business value and quick turnaround from development teams. It then presents ways to improve time to market through frequent minimum viable releases that deliver business value. This includes using metrics to measure success and visualizing workflow to improve predictability and eliminate delays through limiting work in progress and managing flow.
The document discusses Oracle Fusion Applications and provides an overview of the strategy, objectives, functionality including enterprise structures, security, and pervasive business processes, as well as the presentation layer including navigation, worklists, and dashboards. It also discusses key concepts such as composers, metadata services, and how Fusion Applications brings together functionality from multiple product lines into a single data model and platform.
The document discusses the evolution of collaboration in business. It notes that the way people communicate, collaborate and share information has changed over time. Future business priorities now require more innovation, creating new products/services and attracting customers. New roles must collaborate faster across enterprises. The industry collaboration roadmap includes integrating applications for a unified experience, dynamic communities of practice, and federating collaboration beyond individual enterprises. Business challenges are also evolving to include relevant information, social networking, any device/modality, and end user focus. The adoption of collaboration will have an incremental impact for each customer. The vision is to empower different roles through people-first collaboration that enhances user and customer experiences while enabling business agility.
Webinar on PRINCE2 + Agile - by Ashish Dhoke (projectingIT)projectingIT
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This document discusses the Agile framework and methodology. It defines Agile as a process and method for delivering strategic business outcomes through concurrent collaboration, communication, and continuous delivery. It emphasizes responding quickly to changing priorities and delivering value to customers iteratively rather than through discrete programs or projects. The document outlines how Agile requires close integration of business requirements, systems artifacts, and development to enable rapid and responsive delivery of solutions.
With an increasing number of organizations adopting Agile practices and the majority of them following SCRUM, Agile has gained mainstream recognition in the past couple of years. Today organizations are seeing the value in Agile ceremonies and have brought in the roles and practices that are instrumental in the success of SCRUM.
The Agile workshop has several benefits such as helping you understand the SCRUM process, providing the ability to prune product backlog, conduct release planning ceremony and much more.
1) The document summarizes a presentation by Luiz Claudio Parzianello on how Agile and Business Analysis can successfully combine.
2) It outlines the 12 principles behind the Agile Manifesto, including prioritizing customer satisfaction, welcoming changing requirements, and frequent delivery of working software.
3) It defines business analysis as understanding how organizations function and determining courses of action to achieve goals and objectives. Business analysts help ensure stakeholders remain in agreement on solution scope.
4) The document discusses how business analysis fits within a Scrum framework, with the Product Owner responsible for maximizing value and a cross-functional team without specialized roles like a dedicated business analyst.
Agile Marketing for SEO - SMX West 2013 - Dave Lloyd, AdobeDave Lloyd
Slides from SMX West presentation. Covers in-house SEO, project management, Agile methodology, maturity model for Agile adoption, and how to execute on Agile internally. Follow me at @davelloyd1
Respond quickly to changing business needs–Business Process Management (BPM)Carly Snodgrass
This document discusses how business process management (BPM) software can help organizations respond quickly to changing business needs without requiring IT involvement. It describes how IBM's BPM Blueprint enables non-technical users to collaboratively discover and design processes. The document also summarizes IBM's WebSphere Lombardi Edition, which allows business experts to model, develop, deploy and monitor end-to-end processes from a single tool, improving efficiency, effectiveness and agility.
The document describes the product teams at a company. It lists several cross-functional teams organized around key product areas like consumer products, mobile products, merchant tools, and operations. Each team is focused on specific initiatives and has members from engineering, product management, and other functions. The roadmap shows planned work for each team over the next 6 months.
The document discusses how companies can embrace change and drive innovation through software. It describes IBM's Measured Capability Improvement Framework, which helps companies incrementally adopt agile practices. It also discusses IBM's Jazz platform and how it supports requirements management, configuration management, and other best practices. Finally, it outlines how embedded software will be crucial for enabling smarter products and ecosystems in various industries like transportation.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
The document describes a scenario-based product support life cycle financial, availability, and resource planning software tool called Hypatia. It reduces the time needed to perform analytics and delivers accurate outputs without requiring large amounts of data. It provides the elements needed for product support business case analysis, market studies, and budgeting. The tool enables rapid identification of elements that impact total ownership cost and provides "what-if" capabilities to analyze life cycle costs, availability, and resource requirements. It is transitioning from an Excel workbook to a web-hosted SQL server product.
Effective Product Development Using Agile MethodsNaresh Jain
Effective Product Development Using Agile Methods presentation by Baps for Agile Chennai 2007 conference http://agileindia.org/agilechennai07/index.htm
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The document provides guidance on improving fishing skills and business metrics. It discusses acquiring customers, activating them through clear messaging and helping them, retaining customers through quality and experience, gaining referrals through word of mouth and easy sharing, and earning revenue. Key metrics mentioned include the viral coefficient, lifetime value, cohorts, and A/B testing. The document emphasizes the importance of collaborating with customers, focusing on the right metrics, validating learning through experiments, and using the AARRR framework to build a strategic narrative.
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- Agile development and how it may help build better products.
- The elements needed for a successful business like customers, value proposition, costs, marketing etc.
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Matthias Bohlen is a coach and trainer for effective product development. He helps teams improve effectiveness through lean and Kanban methods. He has extensive experience developing software and coaching teams to improve processes, reduce waste, and increase productivity and employee satisfaction. Some key services he provides include helping teams build trust, improve communication, establish clear processes and scenarios to understand behaviors, and achieve flow in their work.
Mark robinson what does lean mean for software testingAGILEMinds
The document discusses eliminating waste from testing processes by making testing more lean. It identifies seven types of waste: partially done work, extra features, relearning, handoffs, task switching, delays, and defects. The document recommends value stream mapping to reduce delays, early tester involvement, shorter test cycles, and automation through techniques like test-driven development to make testing more efficient. Automating testing finds defects very quickly and enables developers to continuously mistake-proof their work.
The document discusses the science behind kanban and lean principles. It covers topics like complex vs. complicated systems, queuing theory, feedback loops, risk reduction, and the golden circle. Kanban focuses on limiting work in progress to improve flow while respecting people and processes. The goal is to build the right things in the right way and measure outcomes.
Jurgen de smet yves hanoulle real optionsAGILEMinds
The document discusses the concept of real options decision making, which advocates keeping options open for as long as possible by gathering information and only committing to decisions when necessary. It involves identifying available options and their associated conditions, timelines, and costs. The goal is to deal flexibly with risk and make decisions later when more information is available. Examples discussed include set-based design in engineering and dimensional planning to avoid expensive mistakes.
The document discusses the "Vanguard Method" which challenges conventional management thinking. It argues that management assumptions can lead to sub-optimization in organizations. The Vanguard Method takes a systems approach to understand an organization, revealing counterintuitive truths. Specifically, it finds that 95% of variation in worker performance is due to the system, not the workers themselves. It advocates measuring actual performance in customer terms to drive improvement.
Jasper sonnevelt pitfalls of a large kanban implementationAGILEMinds
Benelux Insurance Company piloted Kanban with some teams starting in August 2009 and saw positive results, but faced challenges expanding it rapidly to more teams by December 2010. Some pitfalls included expanding too quickly without proper training, not ensuring full multidisciplinary collaboration, and failing to understand that every team is different and changes take time to implement successfully. The conclusion emphasizes the need to involve management, provide education, understand team dynamics, and consciously scale implementations over time rather than expanding too rapidly.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses how teams can work together to achieve flow at a larger scale beyond single teams. It recommends that teams commit to a shared vision, define boundaries between teams through commitments, and optimize their work based on complexity, risk, and each team's capabilities rather than just the story flow. By aligning visions, outsourcing easy work, and having teams pull work per their strengths, organizations can achieve epic flow across multiple teams.
Don reinertsen is it time to rethink demingAGILEMinds
The document discusses rethinking some of W. Edwards Deming's ideas in the context of product development. It notes that while Deming's work was influential for repetitive manufacturing, his statistical process control ideas must be adapted when applied to other domains like product development. The document questions if organizations should respond to all variation, try to eliminate variability, and if problems are always best prevented rather than corrected. It suggests Deming's views assume independent and identically distributed outcomes but product development may involve dependent stochastic processes.
David joyce jalipo build it and they will comeAGILEMinds
Jalipo was founded in London as an online marketplace for TV and video content, allowing content owners to offer channels, video-on-demand, and live events directly to viewers worldwide using a unique pay-per-minute model. It gained £5M in funding and launched in 2007 with a variety of products and services. However, despite being innovative and technically advanced, Jalipo struggled to gain customers and ran out of funding, ultimately being acquired in 2008 as it failed to generate sufficient revenue from viewers.
David anderson kanban when is it not appropriateAGILEMinds
Kanban is an approach for managing work based on limiting work-in-progress to balance demand with available capacity. It is appropriate when a process suffers from overburdening or uneven flow due to factors like variability in skills, information delays, or capacity constraints. Kanban uses visualizing workflows, limiting WIP, managing flow, explicit process policies, and continuous improvement to evolve processes incrementally. While initially focused on software development, Kanban can be applied across domains as an overlay to control variability and eliminate overburdening in simple, complicated, and complex work.
Dave snowden practice without sound theory will not scaleAGILEMinds
This document discusses complexity theory and its application to organizational management. It argues that traditional systems thinking has limitations and a new approach is needed that is informed by complexity science and cognitive science. It presents key concepts from complexity theory like emergence and phase transitions. It also emphasizes the importance of narratives, rituals, and networks between groups.
2. Lean for Executives
Product Portfolio
ASSESSMENTS
Management CONSULTING
Business
T RAINING
COACHING
Lean
Enterprise
Manage
Team
ment
process technical
Kanban / Scrum Lean Management
ATDD / TDD / Design Patterns Project Management
3.
4. Abstract
• Brief history Agile
• What’s missing
• The Lean Perspective
• What’s next
– Enterprise view
– Include management
– New team methods – Kanban
• In a nutshell
– How do we do the right work?
– How do we do it right?
– How do we manage it?
5. What is Agile?
• Building software in stages to:
– Speed up delivery of value to
customers
– Enable responsiveness
THINKING POINTS
– Avoid building what isn’t
needed
• Exists at different levels
– Team agility
– Business agility
6. XP Circa 1999
Benefits Very popular for a few
– High quality years 99-??
– Focused on customer need Took special mindset
Why?
Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities
Support
Product Related
Software Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Product RelatedProduct Release Components Components
Shared
Product Related
Product Related Development
Development
Components
Shared
Components
Development
7. Scrum – Currently Most Popular
Benefits Practice based
– High speed Protect the team –
exclude management
– Focused on team and their customer
Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities
Support
Product Related
Software Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Product RelatedProduct Release Components Components
Shared
Product Related
Product Related Development
Development
Components
Shared
Components
Development
8. 60s: Software Crisis
70s: Software Eng/Waterfall
80s: PCs
80s: 4th Gen Language
90s: Internet
90s: Rigorous Process / Y2K
00s: Agile methods
Inspired by Mary and Tom Poppendieck
9. Rely on individual skills
Isolate from management
Let IT say what it can do
Rely on process
Micro-management
Business making demands
10. Agile movement has been succesfull
yet
75% of organizations using Scrum
“ will not succeed in
getting the benefits that they hope for from it.”
Ken Schwaber
www.agilecollab.com/interview-with-ken-schwaber
11.
12. Corporate Agile anti-patterns
Business.
Poor prioritization, too many projects
Teams.
Poorly formed, don’t know Agile,
ineffective release process, technical debt
Management.
Not helping teams
Resistance to Change
17. Scenario B
A Harder Problem
3 stakeholders
3 requests (240 person-days)
12 member team
(use 3 sub-teams to allow focus)
3 months
18. A Harder Problem
Request 1/Team 1
Request 2/Team 2
Request 3/Team 3
19. Why does something that used to
take 1 month, now take 3?
I’m willing to pay for 240 person-
days. Why do you want me to
spread it out over 3 months?
20. Now you want me to forecast 3
months ahead instead of just 1?
Look, the market changes a lot in 1
month as it is!
delay is waste
21. Well, this is complex stuff…
UI, mid-tier, dataflow, enterprise data,
security, use cases, business rules, workflow, object-oriented, ...
It would be more efficient for me if
we reorganize your work a bit...
Break it down into skill areas.
22. So this …
Request 1/Team 1
Request 2/Team 2
Request 3/Team 3
23. … becomes this!
Data Flow‐ Enterprise
UI‐ Request 1 Midtier‐Request 1
Request 1/Team 1
Request 1 Data Request 1
Midtier‐ Data Flow‐ Enterprise Data
UI‐ Request 2 Request 2/Team 2
Request 2 Request 2 Request 2
Data Flow‐ Enterprise Data
UI‐ Request 3 Midtier‐Request 3
Request 3/Team 3
Request 3 Request 3
24. … becomes this!
Data Flow‐ Enterprise
UI‐ Request 1 Midtier‐Request 1
Request 1/Team 1
Request 1 Data Request 1
Midtier‐ Data Flow‐ Enterprise Data
UI‐ Request 2 Request 2/Team 2
Request 2 Request 2 Request 2
Data Flow‐ Enterprise Data
UI‐ Request 3 Midtier‐Request 3
Request 3/Team 3
Request 3 Request 3
UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 UI “Team”
Midtier‐
Midtier‐Request 1 Midtier‐Request 3 Midtier “Team”
Request 2
Data Flow‐ Data Flow‐ Data Flow‐
Request 1 Request 2 Request 3 Data Flow “Team”
Enterprise Enterprise Data Enterprise Data
Data Request 1 Request 2 Request 3 Enterprise Data “Team”
25. … becomes this!
UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 ?
Midtier‐
Midtier‐Request 1 Midtier‐Request 3 ?
Request 2
Data Flow‐ Data Flow‐ Data Flow‐
?
Request 1 Request 2 Request 3
Enterprise Enterprise Data Enterprise Data
?
Data Request 1 Request 2 Request 3
26. … with hidden delays
integration new
finding bug requirement
issue
? UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 ?
Midtier‐
? Midtier‐Request 1 Midtier‐Request 3 ?
Request 2
Data Flow‐ Data Flow‐ Data Flow‐
? ?
Request 1 Request 2 Request 3
Enterprise Enterprise Data Enterprise Data
? ?
Data Request 1 Request 2 Request 3
38. What Work Do You Do?
Getting
Requirements Re-doing
requirements
Planning
Design
Working from old
Collaboration requirements Building
Programming unneeded
features
Integration
Testing “Fixing” bugs
Deployment
Overbuilding
“Integration” frameworks
Documentation errors
Training
There is a difference between eliminating waste and not creating it in the first place.
43. What Is Affect of One
Pipeline On the Other?
BUSINESS VA LUE
Give Feedback
Selecting what to work on Developing It
PIPELINE
44. Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities
Support
Product Related
Software
Managing
Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
here
Shared
Product RelatedProduct Release Components Components
Product Related
Development
Shared
Components
Shared Can reduce
Product Related
Development
Development
Components
induced
waste here
Product Portfolio Management
45. kanban by mapping value stream
enables teams
by using lean product
to start where
they are development flow
47. Lean Foundations
• Respect people
• Look to system for failures
• Optimize the whole
THINKING POINTS
• Drive from business value
• Value stream must be managed
• Avoid delays to avoid creating
work
– At enterprise level (product
portfolio management)
– At team level (Kanban)
48. “ sometimes chaos is creative
but usually it’s just madness”
50. Lean/Kanban: A New Paradigm
4 industrial paradigms
1900
Interchangeable
People –
Assembly Line
1800
Interchangeable
Parts
Craft
Tom and Mary Poppendieck
52. Lean/Kanban: A New Paradigm
4 industrial paradigms
2000 Engaged,
Thinking People –
Lean
1900
Interchangeable
People –
Assembly Line
1800
Interchangeable
Parts
Craft
Tom and Mary Poppendieck
55. Lean Knowledge
Stewardship
• Continuous Process Improvement
– Improving all processes all the time
– Requires visual controls
THINKING POINTS
– Requires team involvement
• Focus is on process improvement to
achieve a specified improvement not
a specified $ return
56. What Does It Take
to Learn Something?
“Theory by itself
Hunches,
teaches nothing. hypotheses,
guesses Theory
Application by itself
teaches nothing. Interaction
Learning is the result Data
Experience,
of dynamic interplay observation,
real life
between the two.”
True learning
Peter Scholtes, The Leader’s and improvement
Handbook: A Guide To
Inspiring Your People and
Managing the Daily
Workflow
60. Discussion: Assume methods are neutral
Which is better as you get bigger?
Flow Iteration
Explicit Visible
Policies results
Inclusive Exclusive
Value-
Team
stream
Smooth Abrupt
transition change
61. Discussion: Assume methods are neutral
Which is better as you get bigger?
Flow enables easier
Flow Iteration coordination between
teams.
Explicit Visible Explicit policies
promotes learning and
Policies results assists management.
Including
Inclusive Exclusive management helps
entire value stream.
Value- Most impediments
Team outside of team
stream
Smooth Abrupt Avoids fear, enables
people to transition
transition change at proper rate.
62. The invisible purpose of kanban is to
support process improvement to provide a
target condition by defining a desired
systematic relationship between processes,
which exposes needs for improvement
Toyota Kata: Managing People for Improvement,
Adaptiveness, and Superior Results. Mike Rother
63. Kanban – Based on Lean and Reality
Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities
Support
Product Related
Software Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Product RelatedProduct Release Components Components
Shared
Product Related
Product Related Development
Development
Components
Shared
Components
Development
Benefits
– Quick transition Based on lean-flow
– Focused on value stream Continuous improvement
Includes management
64. Scaling
Agility Agility at Scale
using methods Focus on entire value
that work at
stream
team level to
get teams to Shortening cycle time
work together Avoid excessive WIP at
product level
65. The Nature of Software Development
Is Software Development a true "Profession?"
Is it Engineering?
Is it an Art?
Is it a Craft?
Is it Science?
66. What Is Missing?
Other Professions have:
– Specialized language
– Clear path to entry
– Defined mentoring
– Peer-review
– Standards & practices
A profession is an organism:
– There has been "medicine" for thousands of years, but no
particular doctor has been around that long
67. Professions begin with
understanding one’s problem
What would you want business to know before telling
a team what to build?
What would you want management to know before
leading their organization?
What would you want a programmer to know before
touching your code?
What would you want someone to know before
leading a Lean Transition at the team level?
68. Summary
Take an Enterprise view
– Look at entire flow
– Use Lean-Thinking
– Not team thinking expanded
We must bring in what we need to know – at all levels
Kanban does this at the team level
Lean product development does it at all levels
Lean Enterprise may be the goal, but improvement is
achievable in a step wise manner
Can we become a profession?