Synerzip's Top 12 from AGILE2017:
- We Are Going Back Full Circle
- Agile Executive Leadership
- Whole Team Does UX
- Agile Beyond Engineering
- Containerized Microservices=NoOps
- ATDD/BDD Holy Grail
- Dynamic Re-Teaming!
- Estimating Time/Cost
- Get Them Hooked!
- Scaling Agile / SAFe 4.5
- Surprises at Spotify!
- Architect/Architecture
AGILE2017 Conference Overview:
- August 7-11th in Orlando, FL
- 2,200 participants from 40+ countries
- 18 tracks, 284 sessions
- 4 Special Tracks
- Stalwarts
- Experience Reports
- 3-7 min Lightning Talks
- Audacious Salon
- Inspiring Keynotes
- David Marquet, best-selling author of Turn the Ship Around
- Jez Humble, Founder and CTO, DevOps Research and -
- Assessment LLC, UC Berkeley
- Denise Jacobs, Founder and CEO, The Creative Dose
This document provides an overview of Philips' transformation to Agile. It discusses the starting vision to adopt Agile, the journey over time from 2012-2015, establishing an Agile Center of Excellence, key performance indicators, an Agile delivery model including scaled Agile framework implementation, the concept of delivery centers, case studies, lessons learned, and the road ahead. The presentation aims to provide insight into Philips' Agile transformation program.
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
This document discusses the differences between Agile adoption and Agile transformation. Agile adoption focuses on practices, tools and ceremonies while Agile transformation requires changing organizational culture through changes to structures and behaviors. It provides steps for organizations to undergo Agile transformation including answering why transformation is needed, communicating vision, training, workshops to define needs, and implementing lessons while receiving coaching support. The transformation journey requires continuous review and adaptation of roles, processes and mindsets over time.
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
This document discusses experimenting with applying Agile principles and methods to curriculum design at The Open University. It provides context on the university's Development and Production team and their goals of improving performance and learner experience. The document outlines some key differences between traditional ADDIE models and Agile instructional design approaches. It then details several experiments conducted using varying levels of Agile practices and principles. The summary concludes with some breakthroughs seen, potential breakdowns, and takeaways from the experiments in applying Agile to curriculum design.
A traditional team's agile transformationXudong Yu
This document summarizes a presentation about transforming a traditional team to agile. It discusses how the current environment requires more agility to address changing needs. It then contrasts the waterfall vs agile approaches. The presentation covers transforming the organization, processes, engineering practices and product management to be more agile. This includes shifting to a feature team structure, implementing scrum, continuous integration and emphasizing working software over documentation. Benefits of the agile transformation include delivering value earlier, receiving more feedback and adapting faster to change.
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.
This document presents an Agile adoption model based on Lean Change that the author is refining in practice called "Dancing with an Elephant". The model includes stages of inception, assessment, insights, initiatives, minimum viable change, and delivery. It involves understanding why the organization wants to adopt Agile, observing people, processes, technology and culture, defining a strategy and approach, prioritizing goals and releases, executing initiatives through training and coaching, and continuously learning from measures and feedback. The pre-adoption stage includes training managers and teams in Agile skills, practices, and tools as well as establishing an environment conducive to Agile ways of working.
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
Creating transformation in Healthcare by Banu Gülsün, Mutlu Çiçek and Onur Ön...Bosnia Agile
This document discusses Roche Diagnostics Turkey's transformation journey from 2018 to 2020 to become more agile and customer-focused. It implemented strategic workshops in 2018, launched a new strategy in late 2018, and began leadership and agile training programs in early 2019. Two pilot squads were formed in late 2019 in oncology and IT/workflows to experiment with agile methods. By mid-2020, there were four extended leadership squads and agile coaches were introduced. The pilot squads found benefits like improved collaboration but also challenges with balancing squad and department work. Key learnings included ensuring squad dedication and managing impacts on middle management.
The document summarizes key aspects of the Agile Manifesto, which was created in 2001 by software practitioners seeking to align development with business needs. It outlines the 4 values and 12 principles of the Agile Manifesto, including valuing individuals, collaboration, customer satisfaction, and response to change. The document then explains that the Agile methodology refers to iterative and incremental development approaches that follow the Agile Manifesto's principles of self-organizing teams, continual planning and learning, and adapting to change.
Scrum day scaled agile - wolfgang hilpert - sascha gesslerWolfgang Hilpert
This document summarizes Sophos' transition to scaled agile practices from 2015-2016. It describes challenges with predictability and transparency in their previous process. Their goals for agile transformation included planning in 3 month cycles with 2 week sprints. Key insights included giving teams new experiences, aiming for feature teams, and investing in engineering excellence long-term. Scaling agile helped with alignment, quality, agility across teams, and continuous improvement.
The document discusses Lean-Agile maturity assessment (LAMA) framework. It provides an overview of LAMA and describes it as an integrated framework that combines proven Agile and Lean principles with a focus on leadership mindset and behavior. LAMA is presented as a methodology to assess teams' agility through methods and practices. The summary also outlines LAMA implementation steps and how teams can use results from assessments to identify focus areas and take action to continuously improve their agility.
This document discusses transforming organizations to agile practices. It begins by outlining common goals for going agile such as predictability, quality, and innovation. It then discusses considerations for transformation based on organization size and dependencies. The key aspects for transformation are identified as backlogs, teams, and working tested software. Governance structures, metrics, and teaming strategies are also discussed. Transformation is framed as a journey, and quadrants are used to illustrate where organizations are currently and where they aim to go.
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
The Spotify model is a people-driven, autonomous approach for scaling agile that emphasizes the importance of culture and network. It has helped Spotify and other organizations increase innovation and productivity by focusing on autonomy, communication, accountability, and quality.
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#agile #spotify #xpdays #agilearena
A common practice among teams in IT companies adopting the latest trends, Agile can be scaled to enterprise level once applied properly. In this Innovation Session, Maduri Senadheera from the Project Management team talks about the Agile mindset, the need for scaling and the benefits of a Scaled Agile Framework for better aligning business processes.
The document discusses AT&T's agile implementation across its Tel Aviv Center of Excellence, including that it has over 450 employees across 54 scrum teams and 25 discovery teams working on 20 projects, and that AT&T took a "sandwich" approach to implementation from both top-down management and bottom-up team levels while optimizing the entire process. It also provides details on the products, technologies, reasons for choosing agile, and implementation approach used at AT&T.
Agile
SCRUM
SAFe
IBM approach to SAFe
Why Scale Agile?
IBM’s Point of ViewScaling Agile –The Recipe
SAFe® Overview
IBM’s Support for SAFe
5 Simple Value Propositions
Evolving to SAFe
How IBM uses SAFe to deliver ALM tooling
Summary
The document discusses how DevOps can help transform enterprises from traditional slow and siloed software development processes to more agile and collaborative processes. It introduces a "Sonar model" to visualize how DevOps establishes feedback loops between development, testing, operations, and business users to continuously improve products and give businesses a competitive advantage. The model shows how Agile development, DevOps practices like continuous integration and delivery, and incorporating long-term business feedback can work together to achieve project, product, and business goals.
AGILE2016 Conference Top 10 Presented by SynerzipSynerzip
Fresh from #Agile2016, Check out @Synerzip Top 10 #Takeaways by @HemantElhence @vinayakj. The latest development methods, technologies, tools, leadership principles, management philosophies, policies and processes fresh from AGILE2016 - the world's largest conference for Agile methodology.
Agile2016 Top 12 -
1. Lean UX
2. Modern Agile
3. Lean UX Toolkit
4. Agile is Mindset
5. DevOps Antipatterns
6. Lean Startup Subsumed
7. Design Thinking
8. #NoEstimates
9. Roles Not Personas
10. Architecture/ Architect
11. Visual Test Automation
12. Scaling Agile
About Synerzip -
Synerzip offers in-depth expertise in Agile software product development to venture funded small/mid-sized software companies focused on social media, mobile, big data analytics, cloud and enterprise software. It was established in 2004 and is based in the United States, with its software development center in India. Synerzip works as a co-development partner for venture-backed software companies in their growth phase. Following Agile practices, it seamlessly dovetails with each client’s engineering team helping them scale up, in a flexible, capital-efficient and frictionless manner.
The document summarizes key takeaways from the Agile2016 conference attended by the authors. It includes a list of 19 tracks at the conference and the authors' top 14 learnings. Some of the notable learnings discussed scaling agile, lean UX practices, the architect role, modern agile principles and #NoEstimates. The document promotes the services of Synerzip for agile software product development.
The document provides an overview of agile software development principles and practices. It discusses benefits of agility such as faster time to market and better responsiveness. Common agile frameworks like Scrum and Kanban are summarized. Extreme programming practices for engineering are outlined. The document also discusses scaling agile through frameworks like SAFe and applying lean principles to software development. Overall it serves as a high-level introduction to agile concepts, methods and roles.
Personal customer experiences are and will be more and more vital. People to people, but also people to machine. Today, there are several providers of the same services, and the new ones are faster, more flexible, and more personalized in their communications with their customers & users. How do we ensure that we provide the right information to our employees as well as to our customers so they can better serve and increase customer satisfaction?
This webinar will focus on how you as an organization will have to restructure, rethink and redesign your technological platform to support increasing employee- and customer demands.
Key takeaways:
Holistic understanding of how to make a successful cloud transition
Learn why modern organizations excel in customer treatment, productivity, flexibility, and agility
High-level architecture and how and why DevOps changes organizations
The document discusses DevOps, which aims to improve collaboration between development and operations teams. It notes past failed attempts to implement systems where operations took 9 months to set up virtual machines but they were not ready for development teams. Similarly, development once spent 2 months on automated deployments but operations still wanted a user interface. The document advocates adopting a DevOps culture and mindset to continuously deliver value to customers by reducing time to market through collaboration between teams and automation. DevOps integrates development and operations to improve productivity and measure application performance.
First debrief of the Outcomes of the Owasp Summit 2017 (with keynote slides and photos)
Full details at https://owaspsummit.org/
Outcomes at https://owaspsummit.org/Outcomes/
The document describes a company's transition to Agile and Lean principles to address issues like a shifting market, slow delivery times, low morale, and cultural divides. It overviews key Agile concepts like customer collaboration, prioritizing by value, and incremental delivery. The company then mapped its value streams, limited work-in-progress, made work visible, and eliminated waste. This resulted in being 40% more efficient with a 95% employee approval rating.
This document discusses scaling agile across large organizations. It introduces agile mindset, values, principles and practices. It also covers several frameworks for scaling agile such as Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), and Disciplined Agile Delivery (DAD). Adopting agile requires changes to organizational culture and giving autonomy and mastery to self-organizing teams. Scaling agile is not just about processes but transforming the mindset and empowering people.
The document provides an overview of an upcoming workshop on Agile Fundamentals for Project Managers. It includes an agenda with various activities planned such as icebreakers, explanations of Agile principles and values, simulations of Agile practices like daily stand-ups, and discussions of different Agile methods like Scrum and Kanban. The goal is for attendees to understand Agile fundamentals, differentiate Agile methods, learn Agile practices, and have fun.
This document provides an overview of approaches to scaling agile practices in large organizations. It discusses common challenges in scaling teams and popular scaling frameworks including Scrum of Scrums, Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), Spotify model, Scrum at Scale, and Disciplined Agile Delivery (DAD). The document also provides case studies of organizations that have implemented agile transformations at scale and suggests metrics for measuring agile success.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
This one day course covers fundamentals of agile. The course will explore the origins and history of agile, understand the agile mindset, and learn techniques for planning, estimation, tracking progress, and adapting processes. The instructor has over 15 years of experience in areas like business analysis, project management, agile coaching, and is certified in several agile frameworks. The course will help participants apply agile beyond software development and establish an agile mindset focused on continuous learning, feedback, and improvement.
A brief and visual introduction to the Agile.
Learn the Agile mindset and the big 3 (Extreme Programming, Scrum, and Kanban). Be able to whiteboard a simple view of how each one works to get things done and make things happen.
Rich Mironov's keynote for one-day agile workshop. Intro to agile development and agile organizations, tools, impact on whole organization, product management and product planning. Co-sponsored by AccuRev, Coverity, Electric Cloud, Enthiosys, Rally and Agile Journal.
This document discusses Agile, DevOps, and their implementation at USPTO. It provides background on Agile being a lightweight framework based on the Agile Manifesto. DevOps aims to improve collaboration between development and operations teams through practices like automation. USPTO adopted DevOps to enable continuous rapid development through continuous rapid deployment, overcoming barriers of legacy production processes. The document outlines USPTO's DevOps journey, including adopting practices like a deployment pipeline and production monitoring. It also discusses top challenges to DevOps adoption like fear of failure and bureaucracy, and how to start small and show value to gain support.
This document provides an overview of various agile methods and frameworks. It discusses Scrum, Extreme Programming, Crystal, DSDM, RAD/ASD, Evolutionary Project Management, Lean, Kanban, Lean Startup, SAFe, Disciplined Agile and others. For each, it summarizes the originators, key principles, benefits and criticisms. It also covers hybrid and scaled frameworks that combine multiple agile approaches. The document aims to concisely explain this landscape of agile methods.
DevOps adoption can be bottom-up or top-down, but requires buy-in from management and alignment with business goals. The document describes strategies for implementing DevOps practices aligned to business objectives, including focusing on culture, automation, measurement, and sharing. DevOps stresses communication and collaboration between software developers and IT operations to accelerate delivery of quality software through practices like continuous integration, delivery, and deployment.
Similar to AGILE2017 Top 10 Takeaways by Synerzip (20)
HOW VOCERA LEVERAGES SYNERZIP FOR ENHANCEMENT OF VOCERA PLATFORM & ITS USER E...Synerzip
Steve Newson, Global VP, Systems Engineering, Vocera says forward thinking of Synerzip team added great value to Vocera.
To know more about how Vocera & Synerzip partnership is enhancing the leading healthcare platform for clinical communication & workflow to deliver safe, efficient quality patient care, visit https://synerzip.com/story/steve-newson-global-vice-president-systems-engineering-vocera/.
Synerzip is a software development partner that provides full software development lifecycle services including testing. They utilize a dual-shore model with experienced teams in the US and India to reduce costs by 50%. Synerzip follows agile development processes and best practices for testing such as test automation, test case management, and tracking bugs and metrics. They have experience delivering projects for clients across industries and technologies.
Test Driven Development – What Works And What Doesn’t Synerzip
This document discusses test driven development (TDD) and quality assurance practices for agile software development. It introduces Synerzip, an offshore software development partner, and describes their agile development lifecycle involving short iterations with user stories, estimation, testing, and customer approval. The benefits of practices like TDD, continuous integration, unit testing, and automation are outlined. Challenges with implementation and common mistakes are also discussed. Various testing methodologies and tools used in agile projects are defined.
Distributed/Dual-Shore Agile Software Development – Is It Effective?Synerzip
This webinar covers the best practices for making dual-shore Agile work effectively.
Topics that are covered -
Business case for Dual-Shore development
• Business case for Agile
• Can Dual-Shore and Agile be combined effectively?
• Challenges
• Best Practices
• Synerzip Introduction
Stay tuned for Synerzip's upcoming webinars that you may be interested in https://www.synerzip.com/webinars/
Using Agile Approach with Fixed Budget ProjectsSynerzip
This webinar covers the best practices, alternative approaches for effectively using Agile in fixed budget projects.
Get to know more about Synerzip's upcoming webinars at https://www.synerzip.com/webinars/
The document discusses the role of quality assurance (QA) in agile teams. It compares the traditional and agile approaches to QA, outlining the agile QA responsibilities which include helping define user stories and acceptance criteria, estimating stories, ensuring testing is accounted for in planning, and more. Common mistakes like not involving QA throughout or having them run tests in subsequent sprints are also covered.
The document discusses several agile techniques for mobile app development, including hyper-prototyping, community code scrounging, and user design studios. Hyper-prototyping involves rapidly iterating on prototypes multiple times per day to get quick feedback. Community code scrounging involves searching online developer communities to find and integrate code snippets. User design studios bring together stakeholders to collaboratively design app UIs in a workshop format.
Challenges in Traditional Organizations
• Impact on Agile Process
• Tweaking Agile For Your Situation
Development in short iterative cycles builds better trust
relationship and a stronger engagement between the
product owner/ customer and the development team.
Stay tuned for our upcoming webinars at https://www.synerzip.com/webinars/ that might be of your interest.
Accelerating Agile Transformations - Ravi VermaSynerzip
This webinar discusses three organizational change techniques which can help accelerate Agile transformation.
learn about a simple framework for Accelerating Agile Transformation, with practical techniques you can apply.
Read more at https://www.synerzip.com/webinar/accelerating-agile-transformations/
The document discusses product management basics from an agile perspective. It defines the roles of product managers and product owners, noting that product managers take on a broader strategic role while product owners focus on the development team. It also outlines common failure modes for each role and organizational models for scaling the roles. The conclusion emphasizes that agile has increased the scope of product management work.
Product Portfolio Kanban - by Erik HuddlestonSynerzip
The document discusses applying lean and kanban principles beyond software development to the wider organization. It describes three critical practices for a "Product Portfolio Kanban": 1) stakeholder-based investment themes and business case management to optimize organizational value, 2) upstream and downstream work-in-progress (WIP) limits to enable flow, and 3) dynamic allocations based on organizational capacity and appetite. Implementing these practices can help avoid unintended consequences of agile success and increase overall organizational value.
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This session provides an overview of the following modern practices:
Continuous integration
Refactoring
Unit tests
Multi-stage continuous integration
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Cross-functional teams
Product backlog
Story point estimation
User stories
Burn-up charts
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The document discusses context-driven leadership and managing projects based on their level of uncertainty and complexity. It describes a model where projects are categorized as sheepdogs, cows, bulls, or colts based on having low or high levels of uncertainty and complexity. The appropriate leadership approach depends on the project type - sheepdog projects need agility, cow projects need defined interfaces, bull projects need both agility and process, and colt projects are laissez faire. Reducing uncertainty or complexity can involve changing attributes like team size or location. Leadership requires a balance of developing processes, people, technology, and business skills to match the project context.
This document provides an overview and summary of a presentation on unit testing, test-driven development, and behavior-driven development. The presentation covers the basics of each approach, provides examples, and discusses the benefits including increased code quality, reduced defects, and more confidence in the code. It emphasizes that testing should be integrated into the development process from the start.
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Read more from the original copy at https://www.synerzip.com/webinar/pragmatics-of-agility-webinar-february-2011/
It covers -
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It covers ATDD, BDD, UTDD, Lean & Kanban, Technical debt, Value focus & many more.
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This webinar discusses how to do individual performance evaluation in Agile team environment.
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Read more from the original copy at https://www.synerzip.com/webinar/performance-evaluation-in-agile/
This webinar discusses how to use Kanban techniques with your Agile teams.
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AGILE2017 Top 10 Takeaways by Synerzip
1. AGILE2017 Top 10 Takeaways 1
Top 10 Takeaways
from
Agile2017 Conference in Orlando
by Agile Alliance
brought to you by
2. AGILE2017 Top 10 Takeaways
AGILE2017 Conference Overview
• August 7-11th in Orlando, FL
• 2,200 participants from 40+ countries
– 18 tracks, 284 sessions
• 4 Special Tracks
– Stalwarts
– Experience Reports
– 3-7 min Lightning Talks
– Audacious Salon
• Inspiring Keynotes
– David Marquet, best-selling author of Turn the Ship Around
– Jez Humble, Founder and CTO, DevOps Research and Assessment LLC, UC Berkeley
– Denise Jacobs, Founder and CEO, The Creative Dose
2
4. AGILE2017 Top 10 Takeaways
18 Tracks + OpenJam
• Agile Companies (New)
• Agile Foundations
• Audacious Salon
• Coaching & Mentoring
• Collaboration: Culture & Teams
• Customers & Products
• Development Practices & Craftsmanship
• DevOps
• Enterprise Agile
• Experience Reports
• Leadership
• Learning
• Lightning Talks
• Project, Program & Portfolio Management
• Stalwarts
• Testing & Quality
• The Future of Agile Software Development
(IEEE Software)
• User Experience
4
5. AGILE2017 Top 10 Takeaways
Our Top 12 from AGILE2017
1. VJ: We Are Going Back Full Circle
2. HE: Agile Executive Leadership
3. VJ: Whole Team Does UX
4. HE: Agile Beyond Engineering
5. VJ: Containerized Microservices=NoOps
6. HE: ATDD/BDD Holy Grail
7. VJ: Dynamic Re-Teaming!
8. HE: Estimating Time/Cost
9. VJ: Get Them Hooked!
10. HE: Scaling Agile / SAFe 4.5
11. VJ: Surprises at Spotify!
12. HE: Architect/Architecture
5
6. AGILE2017 Top 10 Takeaways
1. We Are Going Back Full Circle
6
1980
Dev
2000 2010 Today Test Engg
Dev
QA
Dev
QA
Ops
Dev
QA
Ops
UX
Dev
TE
Ops
UX
NoOps
Dev
TE
DevOps
UX
New UX
Dev
TE
DevOps
UX-Dev
8. AGILE2017 Top 10 Takeaways
Machine Learning in Testing
8
Hundreds of
simultaneous
users
Multiple
containers
serving their
requests
Millions of
log entries
generated by
monitoring
tool such as
NewRelic &
Logstash
Unsupervised
Machine
Learning
senses exact
patterns in
the log entries
to predict and
reproduce
errors
9. AGILE2017 Top 10 Takeaways
Impact of Machine Learning on Testers
• Some of the repetitive tasks in testing
can be learned by machine learning.
• It is possible to simulate human actions
like scrolling and swiping on mobile
phones using ML.
• A new breed of testers who will
understand ML enough so that they
can train the machines.
• This new breed will face ambiguous
expectations and less repeatable
workflows because ML will generate
rules at runtime.
• Record and playback will be replaced by
train and test.
• ML will help us by pointing to most
susceptible parts that need our attention.
• ML will work from within the application
to inform us what to test -- in a way
writing test cases and scenarios.
• This implies that most of the testers will
have to acquire developer skills.
Alternatively testing can be done by
developers who will find it more
interesting!
9
10. AGILE2017 Top 10 Takeaways
2. Agile Executive Leadership
Attention to Agile (mindset) at Executive Leadership Level
1. Intent Based Leadership - David Marquet's Keynote
2. Business Agility - Steve Denning's Learning Consortium
a. The SD Learning Consortium (SDLC) is a nonprofit organization whose members are
organizations committed to discover together the world’s most advanced Agile goals,
principles and practices and disseminate them globally.
b. The SDLC conducts site visits to its members, synthesizes their findings, and disseminates
globally, including reports, web posts, social media and participation in conferences.
3. The Leadership Circle – An Agile framework for leadership
development, Reactive Tendencies vs. Creative Competencies
10
11. AGILE2017 Top 10 Takeaways
Intent Based Leadership
11
http://www.davidmarquet.com/
12. AGILE2017 Top 10 Takeaways
SDLC - Steve Denning
12
Core Business Agility Practices
1. Delighting Customers
2. Descaling Work
3. Nurturing Culture
4. Enterprise-wide Agility
https://sdlearningconsotrium.org
13. AGILE2017 Top 10 Takeaways
Leadership Circle
Assessment on Reactive Tendencies vs. Creative Competencies
13
http://agileforall.com/ https://leadershipcircle.com/a-universal-model-of-leadership/
14. AGILE2017 Top 10 Takeaways
Empirical Evidence
14
http://agileforall.com/ https://leadershipcircle.com/a-universal-model-of-leadership/
15. AGILE2017 Top 10 Takeaways
Big Consultants onto Agile
Recent trend of bigger companies acquiring Agile
competencies (Tools, Training/Coaching, Transformation)
– Accenture acquiring SolutionsIQ (Jun 2017)
– Deloitte partnering with ICAgile (Aug 2017)
– CA acquiring Rally (May 2015)
– HP
– IBM
McKinsey on Agile – uptick of Agile writings
15
17. AGILE2017 Top 10 Takeaways
3. Whole Team Does UX
• To start with UX is paired with the Dev
team.
• It’s the Dev team not the product
owner who manages the backlog.
• The whole team is involved in the
Build-Measure-Learn loop.
• Everyone participates in user
interviews and notes responses-
preferably direct quotes.
• Whole team participates in interpreting
the response by using tools like affinity
map.
• Redgate offered beer for those
participating in research calls. Not
much beer was drunk but everyone
started talking about it.
• Research is published making it freely
accessible to the team.
• Dropping names of subjects is
encouraged -- that gives credibility.
• Result: Dev teams at Redgate were
able to aim better and knew why they
were doing what they were doing.
• Session by Elizabeth Ayer.
17
18. AGILE2017 Top 10 Takeaways
4. Agile Beyond Engineering
Expanding application of Agile outside of the
engineering organization
• Early adopters: Marketing, Operations, HR
• Lagging adopters: Finance/Accounting, ...
18
20. AGILE2017 Top 10 Takeaways
Agile Marketing @CA/Rally
20
https://www.agilesparks.com/services/agile-marketing/
Total marketing team of ~300 at CA
~50 Adopted Agile, off those
~20 came from Rally acquisition
Made appropriate changes to terminology,
e.g. Product Owner >> Marketing Owner,
Story >> Jobs-to-be-done
Moved from Shared Services (w/ SLA)
model to Persistent “feature teams” with
clear metrics/goals
Encouraged “T” shaped skills
24. AGILE2017 Top 10 Takeaways
5. Containerized Microservices=NoOps
• No need of scripts to bring up virtual
machines.
• Bye-bye deploying code in environments
configured by chef or puppet; welcome
container images=config+code in the
deployment pipeline.
• Low friction way to distribute software
across Dev, test, pre-prod and prod.
• Faster startup and shutdown. No need to
re-boot the OS.
• Better env fidelity = reduced ops role.
• Applications are decoupled from the
infrastructure.
• Orchestration platforms provide scaling
and resiliency.
• License costs: one server can have
many containers.
• Containers are programmatically
generated and have smaller attack
surface - hence more secure.
• Each microservice does one thing well
and is loosely coupled with other
microservices - ideally suited for CD.
24
25. AGILE2017 Top 10 Takeaways
6. ATDD/BDD Holy Grail
• Focus on clarifying
requirements upfront/early
• “Amigo Review” & collaboration
- PO, Developer, Tester
• Come up with Acceptance
tests before development
begins
25
CardinalSolutions.com, John Riley’s session on ATDD
26. AGILE2017 Top 10 Takeaways
ATDD/BDD Holy Grail (cont’d)
Format: Given...when, and, …, then
Tools: Gherkin, Cucumber, SpecFlow
Automate: 194mins of manual down to 1.5mins!!
26
CardinalSolutions.com, John Riley’s session on ATDD
27. AGILE2017 Top 10 Takeaways
ATDD/BDD Holy Grail (cont’d)
• Key is to get to “Test First”
mindset
• “Once a team starts this
process, it spreads like wildfire,
and they never go back”
• Getting started is hard - needs
mindset change
• Do Unit TDD before
ATDD/BDD
27
CardinalSolutions.com, John Riley’s session on ATDD
28. AGILE2017 Top 10 Takeaways
Value of Test Automation
From Jez Humble’s keynote on DevOps
28
Before (2008) After (2011)
29. AGILE2017 Top 10 Takeaways
7. Dynamic Re-teaming!
• Mob programming to get the new team
members assimilated
• Email introduction highlighting
achievements and quirks
29
• Time-sharing across multiple projects is
a bad idea
• Re-teaming is inevitable, might as well be
good at it
– To scale and grow
– Split as growth overwhelms
– Cross pollination/learning
– In pursuit of passion
– For business reason
• Both formal and the informal role needs to
be backfilled
• Over-communication helps
• Trading places in mobs at Hunter
• Deliberate re-teaming at Spotify; teams
formed by self selection
31. AGILE2017 Top 10 Takeaways
8. Estimating Time/Cost
1. Estimating Time/Effort/Cost - Troy Magennis
a. Use sampling - 7 to 11 samples sufficient for 90% confidence
b. Use statistical tools to estimate/predict
c. All of Troy’s docs and spreadsheets tools available free Bit.ly/SimResources
2. Don’t even use story points! If you do, just use 1, 3, 5. Better yet, slice
them small & just count them.
3. #NoEstimate Update - still a passionate and raging debate!
31
32. AGILE2017 Top 10 Takeaways
#NoEstimates
• #Noestimates is a hashtag for the topic of
exploring alternatives to estimates for
making decisions in software
development. That is, ways to make
decisions with “no estimates”
• This is the main premise behind
#noestimates: estimates do not directly
add value to your process, so we want to
find ways to reduce the estimation
process or even stop it where possible
• #Noestimates isn’t about ditching
estimates. It is about improving the way
we work such that estimates become
redundant
Key thought leaders, their blogs
• Woody Zuill
http://zuill.us/WoodyZuill/
• Vasco Duarte
http://oikosofy.com/news/
• Neil Killick
http://neilkillick.wordpress.com/
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http://ryanripley.com/
35. AGILE2017 Top 10 Takeaways
Estimation Do’s & Don’ts
DO
• Use real historical date
• Use statistical techniques
• Use heuristics
• Same level of attention on
“value” estimate as on “cost”
estimate
• Use it for dialog and learning
DON’T
• Don’t do bottom-up, task based
estimates
• Don’t spend a lot of time doing
it - it is a waste!
• Negotiate decisions NOT
estimates
35
36. AGILE2017 Top 10 Takeaways
9. Behavioral Design by Chris Shinkle
36
37. AGILE2017 Top 10 Takeaways
9. Get Them “Hooked”!
• Prioritise based on outcomes- do what
is most effective in changing user
behavior is of high value and should be
done first.
• If user stories don’t intend changing
user behaviour then something is
missing.
• Most decisions are made emotionally
and automatically.
• Herding: Everyone is doing it.
• Artificial scarcity: Only 20 in stock.
• Anchoring: Maximum order 12.
37
38. AGILE2017 Top 10 Takeaways
10. Scaling Agile / SAFe 4.5
38
SAFe has the momentum
and a supporting
ecosystem of consultants
and training material
SAFe framework seems to
connect better with larger
enterprises and
IT/executive leadership
https://explore.versionone.com/state-of-agile/versionone-11th-annual-state-of-agile-report-2
39. AGILE2017 Top 10 Takeaways
SAFe 4.5
SAFe 4.5, can be configured to match an organization’s
needs, and allows them to:
• Test ideas more quickly using the Lean Startup Cycle and Lean User Experience
(Lean UX)
• Deliver much faster with Scalable DevOps and the Continuous Delivery Pipeline.
• Simplify governance and improve portfolio performance with Lean Portfolio
Management (LPM) and Lean Budgets.
39
http://www.scaledagileframework.com/whats-new-in-safe-45/
41. AGILE2017 Top 10 Takeaways
11. Surprises at Spotify!
• No Model exactly represents reality.
Some models are useful.
• Pairing is used differently in different
squads.
• TDD is practiced in some squads but not
in most squads.
• Light coding standards- devs not aware of
buzzwords like “Clean Code” or ”SOLID
principles”.
• Spotify is trying to implement; Pivotal’s
pairing model- but squads are pushing
back.
• They prefer “Move fast & break things”
over “Move slow to move fast”.
• Spotify compensates for lack of process
by hiring bright engineers.
• No squads have agile estimates,
burndown charts or visual aids.
• Some of these problems are rooted in
Spotify’s hyper growth.
• Too much autonomy, when everyone is
accountable no one is and complacency
are the reasons.
41
43. AGILE2017 Top 10 Takeaways
12. Architect Role/Architecture
• Architecture is a shared responsibility, no "official" architect role
• Define "Landing Zones" upfront - a range (min, target, outstanding) of
acceptable values of essential system characteristics/qualities
– e.g. thruput - min 150K, target 270K, outstanding 320K
– tweak them along the way
• Architecture work “rolled into” user stories, and keep it visible
• Actively manage Technical Debt, and keep it visible
– “Floss” Refactoring: small, regular done, like hygiene
– “Root Canal” Refactoring: protracted, infrequent, undertaken only when in pain
43
Rebecca Wirfs-Brock session on Intentional Architecture
45. AGILE2017 Top 10 Takeaways
Soundbites - VJ
• Set based design works better than point
based design. Keep multiple options
open.
• Avoid taking design decisions when cone
of uncertainty is wide-wait for the last
opportune moment.
• Way to change culture at NUMI was not
by changing how people think but by
changing how the behave. -Jez Humble
• Every business is a software business. -
Anders Wallgren
• Metrics that compare the team to
themselves are less toxic. Use ratios to
compare across teams.
• “Time taken to get the feedback” is the
single metric that matters.
• If you don’t know how to measure what
you want, you will end up wanting what
you measure. -Cheryl Hammond
• The longer you delay the release the
more is the pressure to accommodate
changes/additions.
• Plans are useless but planning is
indispensable. -Johanna Rothman
45
46. AGILE2017 Top 10 Takeaways
Soundbites - HE
1. There are two chronic complaints about software development
a. Requirement are not clear (enough!)
b. Estimates are not accurate (enough!)
2. To reduce bias of HiPPO, vote first and then discuss, rather than
discuss and then vote (people get to know leader's opinion and align
along that)
3. Two different types of refactoring
a. Flossing: small, regular done, like hygiene
b. Root Canal: protracted, infrequent, undertaken only when in pain
46
47. AGILE2017 Top 10 Takeaways
Soundbites - HE (cont’d)
4. Outcome (customer impact) vs. output (working software). Same team
should own both, today someone higher-up owns the outcome, while
team owns the output.
5. Pair programming and peer code reviews are far more helpful (for risk
management) than any other external review.
6. Build a system (dev/test) where the ”right” thing to do is also the
easier thing to do, e.g. automated testing.
47
48. AGILE2017 Top 10 Takeaways 48AGILE2017 Top 10 Takeaways
QUESTIONS?
50. Your trusted outsourcing partner for
Agile software product development.
Synerzip
• Accelerate the delivery of your product roadmap
• Address technology skill gaps
• Save at least 50% with offshore software development
• Augment your team with optional on-site professionals
50
54. Not only do we help them scale their engineering
capacity and accelerate their roadmap, we
become their long-term partner and trusted
advisor.
Headquartered in the US, Synerzip has its development center in
Pune, India. We have more than 450 developers in our state-of-
the-art facility, where we hire the best people and do great work.
THERE’S A REASON CLIENTS CHOOSE SYNERZIP
54
55. WE ARE YOUR DEVELOPMENT PARTNER
WE ARE TRULY AGILE
While many companies pay lip
service to Agile, at Synerzip Agile
is in our DNA. We deeply
understand Agile values and
mindset. For every client, we
tailor our Agile practices to suit
their context.
US + INDIA TEAM
Our India-based team of high-
caliber software professionals
allows us to offer over 50% cost
advantage to our clients. Our US-
based architects and product
managers work on-site with
clients to reduce the challenge of
time-zone difference.
THOUGHT LEADERS
Our experienced software
professionals provide product
and technology leadership. You
don’t need to provide detailed
directions to our team. When
appropriate, our professionals
push back to help you make
better technology decisions.
55
56. How Can Our Teams Help You?
At Synerzip, we pride ourselves on hiring talented people, paying well, and
retaining and nurturing our talent. Happy employees result in great work.
Just ask our clients, all of whom serve as references for Synerzip. We know
that’s unprecedented, but so is the experience you’ll have working with
Synerzip.
Our teams practice Lean Startup principles and are comprised of cross-
functional professionals. Agile teams are dedicated to a specific client,
exclusively. Since an employee selects the client project they work on, they
are engaged and produce high quality work.
56
57. We believe our growing list of
awards speaks to our capabilities. In
2016, Synerzip was names to the
prestigious Inc. Magazine 500/5000
list for the sixth year in a row for
continuous growth. Synerzip also
was named by SiliconIndia
Magazine as one of the Top 100
Tech Companies Founded and
Managed by Indians in the US.
57