Organizations intend to improve their business processes quickly and cost-effectively in today’s dynamic world. Agile Business Process Management (BPM) contributes to transform the business landscape in several aspects and organizations are also embracing it.
This document outlines four levels of an agile transformation journey and provides examples from PayPal's agile transformation. It begins by identifying common stumbling blocks in enterprise agile transformations. It then describes four levels of an agile transformation journey, with each level focusing on optimizing value delivery. Key aspects of PayPal's transformation are highlighted, including training over 2000 employees, forming over 300 agile teams, and increasing agility maturity from 18% to 76% within nine months by launching all teams onto agile at once. The document emphasizes that PayPal's transformation was successful by understanding pain points, emphasizing customer-driven innovation, and having self-managed cross-functional teams.
The document discusses agile architecture and how architecture can support agile development. It defines agile architecture as one that allows quick replacement of details and is easy to verify. An agile architecture enables the principles of the Agile Manifesto by allowing for quick change and being verifiable at any point. Traditional architecture focuses on rules and limitations, while agile architecture is needed to support rapid development, continuous delivery of value, and managing change and complexity. The document outlines practices of agile architecture including having architecture as part of the scrum team and modeling and documenting in an agile fashion. It also discusses roles like the agile architect and characteristics like understanding stakeholders and having a big picture view.
Agile has become one of today's often used methodology in delivering customer experience via enterprise software and services. This presentation gives an overview of why, what and how to leverage enterprise agile practice to deliver superior CX. Though this presentation targets all agile practitioners and enthusiasts, people responsible and driving agile adoption in their organization in different capacities, may find this a useful summary.
Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.
The document provides information to help a project manager transitioning to a ScrumMaster role. It begins with an exercise to define the roles of project manager and ScrumMaster. It then compares their responsibilities, with the project manager focusing on planning and tracking tasks while the ScrumMaster facilitates processes like the daily scrum and removes impediments. The document outlines the Scrum framework and roles of product owner, ScrumMaster and team. It provides examples of how the ScrumMaster helps with planning, daily standups, reporting tools and retrospectives. It concludes with an overview of the ScrumMaster's new responsibilities.
The ideal Agile world describes dedicated Teams that implement a negotiable scope in fixed iterations to meet a moving target. The real world is usually more complex, and often requires interaction with projects and processes that have very different and “non-Agile” characteristics. This webinar describes the conduct of Agile governance for hybrid projects that contain very different types of processes. We will review the very real drivers that lead to these hybrid environments, and look at practical techniques for making hybrid projects successful.
The Past and Future of Agility: Lean and Agile Trends and PrognosticationLitheSpeed
The document provides a timeline of agile development from the 1980s to present day. It discusses how agile has become mainstream but is often shallowly implemented. It then notes challenges facing organizations like disengaged employees and short company lifespans. The future of agility is discussed as focusing on organizational agility principles like self-management, wholeness, and evolutionary purpose over static missions. Examples are given of companies experimenting with these new forms of organizational agility.
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
To institutionalize Agile practices across the organization across the below domains :-
(E) Enterprise wide Software Development
(T) Tools & Technological landscape
(H) Hardware & Architecture
(N) Non Software Processes
(I) IT Operations & Infrastructure
(C) Cultural changes
7 things we do for our agile transformation at scale - Agile CambridgeJérôme Froville
This document summarizes the agile transformation journey of Pôle emploi, the French national employment agency. It discusses seven key things Pôle emploi did to scale agility, including training everyone in SAFe, establishing a Lean/Agile Center of Excellence team, leveraging communities, and continuously improving. Some results of adopting SAFe included improved customer satisfaction, increased transparency and collaboration. The main challenges were reducing time to market and focusing on business value.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Introduction to Enterprise Agile FrameworksMehul Kapadia
The document provides an overview of several enterprise agile frameworks: SAFe (Scaled Agile Framework), DAD (Disciplined Agile Delivery), and LeSS (Large Scale Scrum). It describes the foundations, roles, events, and distinctive features of each framework at a high level. Additionally, it provides references and resources for further exploration of these frameworks.
Measuring Agile: A Disciplined Approach To MetricsScott W. Ambler
This presentation works through important questions that people have about metrics on agile teams, principles around how to be effective with your agile metrics strategy, how to measure agile teams following a lightweight approach to GQM, potential metrics to collect about agile teams, and how to support IT governance through effective metrics rollups.
This document discusses how the agile approach is better suited than traditional project management for "knowledge worker projects" where requirements are rapidly changing and intangible. It outlines key agile principles like valuing individuals and interactions over processes, working software over documentation, and responding to change over following a plan. The document also describes agile practices for planning value, delivering value, confirming value, and tracking/reporting value such as timeboxing, task boards, limiting work in progress, and using burn down charts.
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
The Agile Metrics Panel
Date: Tuesday, June 10, 2014
Time: 11:30am to 12:00pm
Speaker(s): Hope Lynch, Mehul Kapadia, Rob Uhlrich
Track: Quantify Agile
Room: Farragut
Role(s): Change AgentCoachDev ManagerDevelopment DirectorDevOpsDirector EngineeringDirector OperationIT ManagerPMO / ePMOProduct Line Dir.Product ManagerProgram ManagerQARally Workspace AdminRelease Train EngineerUX
* Bring your toughest questions on identifying, measuring and analyzing Agile performance metrics. Our panel of experts will share their insights around what metrics work best in their organization, and which lead to decisive behaviors and cultures of innovation and speed.
* What metrics do you use to help your teams and programs improve?
* How do you use this information to target your improvement ares? Select training and consulting to help?
What advice do you have in terms of applying these techniques at other’s organizations?
The Agile Analyst: Making Agile Methods Work for YouLitheSpeed
The document discusses how business analysts can succeed working on agile teams. It explains that agile methods are inevitable as more organizations adopt them, and that BAs are needed to help address gaps in requirements, design, and business process knowledge. The document outlines typical activities for BAs on agile teams, such as business modeling, requirements gathering, prioritization, and user acceptance testing. It emphasizes that to succeed, BAs should focus on facilitation over documentation, collaboration over independence, and sufficiency over perfection. BAs are encouraged to shift their focus from documenting requirements to helping customers determine their needs.
This document discusses choosing an agile methodology for software development projects. It provides an overview of various agile methodologies like Scrum, Kanban, Scrumban and SAFe. It emphasizes that there is no single best methodology and that factors like team size, requirements uncertainty, backlog size and maintenance needs should be considered. The document recommends establishing a project evaluation committee to help organizations select the most appropriate methodology based on these factors to improve project success rates.
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.
The document discusses fundamentals of agile development including the agile manifesto and its 12 principles. It emphasizes values such as individuals and interactions, working software, customer collaboration, and responding to change. It also discusses agile processes like Scrum and Kanban, continuous improvement through inspection and adaptation, and techniques like test-driven development, pair programming, and continuous integration to enable regular rapid feedback. Finally, it notes that while agile is popular, the real question is whether it will make teams more successful in delivering value to customers on time and under budget.
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).
Intro agile development methodology abhilash chandranAbhilash Chandran
This document provides an overview of agile software development and the Scrum framework. It discusses the limitations of traditional waterfall models and how agile methods address these through iterative development, collaboration between cross-functional teams, and frequent delivery of working software. The key aspects of Scrum are described, including roles like the Product Owner and Scrum Master, meetings like Sprint Planning and Review, and artifacts like the Product Backlog and Sprint Task Board. Agile principles emphasize individuals and interactions, working software, customer collaboration, and responding to change.
This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
The document introduces agile development methodologies and provides an overview of how to implement them in an organization. It discusses benefits like increased productivity and faster time to market. However, it also notes challenges like difficulties with estimation and working with non-agile teams. The document recommends leveraging agile best practices where possible and understanding that implementation requires requests of management and teams to change roles and processes.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...admford
Updated version of my original Cyphercon talk. With more useful information regarding how to enact change and better visual representation of certain concepts. This talk was given at CircleCityCon 10 in 2023
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
This document provides an overview of agile principles and methodologies. It defines agile as an iterative approach to incremental software development. The key aspects covered include:
- The Agile Manifesto which established 12 principles including customer satisfaction, welcoming changing requirements, frequent delivery, and business/development collaboration.
- Scrum, the most commonly used agile framework, which uses short sprints, daily stand-ups, sprint planning and retrospectives.
- Lean principles like continuous improvement, empowered teams, and visual controls.
- Scaling agile using frameworks like SAFe which coordinate multiple teams through program increment planning and scrums of scrums.
- Hybrid models that blend agile with other
This document provides an overview of agile methodology for software development. It discusses how agile practices arose in response to the limitations of traditional waterfall approaches. The core principles of agile include valuing individuals and interactions, working software, customer collaboration, and responding to change. Agile methods embrace changing requirements, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and continuous improvement.
Learn about Agile Methodology of Software Engineering and study concepts like What is Agile, Why Agile is there, Agile Principles, Agile Manifesto with Pros & Cons of it.
Presentation also include Agile Testing Methodology like Scrum, Crystal Methodologies, DSDM, Feature Driven Development, Lean Software Development & Extreme Programming.
If you watch this one please rate it and do share this presentation to others so then can easily learn more about the Agile Methodology.
Using Agile Principles to Deliver Real Business Value at ScaleEnterprise Knowledge
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
The document provides an overview of fundamentals of agile, including:
- Describing the waterfall process and limitations with knowledge work
- Introducing the Agile Manifesto which values individuals, working software, customer collaboration, and responding to change over processes and tools
- Outlining common agile approaches like XP, Scrum, and Kanban including roles, ceremonies, and artifacts
- Defining roles like Scrum Master, Product Owner, and cross-functional delivery teams
- Explaining the overall agile process flow including visioning, backlog organization, sprint planning, daily stand-ups, sprint reviews and retrospectives
Salesforce Application Lifecycle Management presented to EA Forum by Sam Garf...Sam Garforth
Sam Garforth presented this at the Salesforce Enterprise Architect Forum on January 12th 2017. It covers governance and best practices for developing, deploying and supporting applications running on the Salesforce platform, whether these be apps or configurations of Sales or Service Cloud or Communities.
Lean change method toronto agile meetupagilebydesign
The document discusses various approaches to facilitating agile adoption using lean change principles. It introduces the Change Canvas as a tool for co-creating change plans in a collaborative way. Examples are provided of how the Change Canvas has been used to map out change contexts, agents, objectives, obstacles and plans. Scaling approaches are also discussed, such as managing coaching flows over time and predicting adoption progress. Overall, the document advocates applying lean change principles like co-creative change and validated adoption to customize agile transformation approaches.
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A central theme is that project management is much more than putting together presentations. It covers all kinds of high-level cognitive efforts, which is why it is exciting (at first).
It is also important to note that you do not improvise your way into project management. It is a well-developed craft that is far down its experience curve.
I started my career at McKinsey & Company in 1984 and was an Engagement Manager between 1986 and 1989. I then became a partner. So my project management days are long gone, but I have interacted with and trained countless young consultants since.
The document is not a manual. If you follow it 100% you would not have time to do your project management job. But I trust there is always an idea or two that is useful on any project.
To me, the most difficult part of this document was to create the 18 rays with the grey contours. It involves some trigonometry. Getting this right was fun.
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesAishwaryaDoiphode3
The global family/indoor entertainment centers market is valued at US$ 41 Bn in 2022 and is projected to exhibit growth at a CAGR of 12.2% and reach US$ 130 Bn by the end of 2032.
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More Information:- https://enterslice.com/sg/money-changer-license-in-singapore
Guide to Obtaining a Money Changer License in Singapore
NetCom Learning : How to Improve Business Processes using Agile
1. How to Improve Business Processes with Agile
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter
Workforce, Adapt to Change, and Drive Growth”. Download now!
2. NetCom Learning
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt
to Change, and Drive Growth”. Download now!
3. NetCom Learning – Managed Learning Services
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt
to Change, and Drive Growth”. Download now!
4. We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt
to Change, and Drive Growth”. Download now!
6. • In 2001, 17 agile advocates came together
• Drafted document with organizing principles for Agile
• High-level concepts
• Addressed commonality of different methodologies
History of Modern Agile
7. Manifesto for
Agile Software Development Results
Individuals and interaction over Process and tools
Working software Results over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
We are uncovering better ways of development
software by doing it and helping others do it.
Through this work we have come to value:
8. • Primary driving factor from moving from traditional
methods to agile methods
• Agile concentrates on the process which adds value to
the stakeholders
• Cumulative value
• Customer
• End-user
• Team
• Sponsor
• Organization
Value-Driven
9. • Small steps
• Focus on important stuff first
• What is delivered “works”
• Seek and incorporate feedback
• Make course corrections when needed
• Everyone is accountable and empowered
Agile Key Concepts
Adaptation
11. Standish Group CHAOS Report
• 1998 Standish Group CHAOS Project Report
• Among the top reasons for project failures were
aspects of the waterfall method
• “Research also indicates that smaller time frames, with
delivery of software components early and often, will
increase success rate”
12. • Scrum
• Kanban
• Lean
• Business Process Management
• Other development approaches
• FDD (Feature Driven Development)
• TDD (Test/Acceptance Test Driven Development)
• SAFe
Agile Frameworks
14. • Identifies which methodology
is appropriate
• Predictive (Waterfall)
• Most of the details are known
• Things are close to agreement
• Things are close to certainty
• Chaotic project environment that requires a commanding
and controlling style of leadership to bring order
• Adaptive (Agile)
• Need for complex decision making
Stacey Diagram
15. • Strong points
• Heavy up-front analysis
• Plan formulated, results compared to plan and corrective actions taken as
needed
• Strong change control after requirements agreed upon
• Weaknesses
• Resistance to change
• Often more about process than result
• Extensive time and expense producing documentation
• Long delay between requirements and results
Predictive Methodologies
16. Adaptive Life Cycles
• Also known as change-driven or agile methods
• Intended to respond to high levels of change
• Requirements gathered using progressive elaboration throughout the
project
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter
Workforce, Adapt to Change, and Drive Growth”. Download now!
17. • Pros
• Frequent delivery of results
• Able to adapt to changes to provide business competitive advantages
• Cons
• Requires change to existing processes and organizational structures
Pros and Cons of Adaptive Approach
18. Time-boxed (Scrum)
• Series of short iterations
• Called sprints
• Deliver incremental working software (MMF)
• Time-boxed ceremonies
• Sprint Planning Meeting
• Daily Scrum
• Sprint Review
• Sprint Retrospective
• Artifacts
• Burn down charts
• Product backlog
• Sprint backlog
19. Continuous (Kanban)
• Emphasis on just-in-time, continuous delivery
• Work is pulled from a prioritized queue
• Progress is displayed for all participants to see
21. Six-Sigma/Lean
• Adapted from Toyota lean manufacturing and IT
practices
• Move closer to customer
• Shorter cycles
• Eliminate waste
• Process improvements
22. Business Process Management
• Similar to Six-Sigma/Lean Process
• Selection of opportunity or problem to address
• Steps include:
• Process identification (map to enterprise architecture)
• Determine reason and verify selection
• Analyze current state (“as-is”)
• Define goals and performance measurements
• Identify actions and plans
• Implement plan (“to-be”)
• Review
24. Key Major Shifts
Predictive Approach Adaptive Approach
Product planned extensively and then
executed and finally tested
Result envisioned and then evolved and
adapted
Governance, stage gates Accepted iterations
Strong change control Welcome changes
Template-driven documentation Light weight, essential documentation
Full solution delivery Small, frequent releases
Lessons learned at end of project Retrospective at end of each iteration
(Kaizen)
26. • Working with others to do a task and to achieve shared goals
• Share knowledge, learning and building consensus
• Collective problem solving
Collaboration
27. Commitment
• Team members are committed
• Project
• Outcomes
• Stakeholders are involved
• Feedback
• Communication
31. • Value-based emphasis based on strategic alignment
• Enterprise Architecture structure
• Portfolio management - unchanged
• Project charter – slight modification
Initiating Concepts
32. • Supports integration and optimization of fragmented
processes into integrated environment
• High-level view of organization
• Current Baseline
• Target Baseline
• Baseline architectures
• Business
• Data
• Application
• Technology
Enterprise Architecture
33. Project Efforts
Alice: Which road do I take?
Cheshire cat: Where do you want to go?
Alice: I don’t know
Cheshire cat: Then it doesn’t matter
- Lewis Carroll
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter
Workforce, Adapt to Change, and Drive Growth”. Download now!
34. • Stakeholder focus
• Expands long-term vision
• Identifies themes and release timeframes
• Initial product backlog
• Additional detail is added as timeframe approaches
Product Roadmap
35. • Includes:
• Who - Stakeholders
• Why – Vision, Mission, Goals
• What – Objectives, Project Boundaries
• Where – Work sites, Deployment requirements
• When – Start and end target dates
• How - Approach
• Success Criteria
• May involve multiple stakeholders to build
consensus – Shared vision
Project Chartering
36. • Portfolio
• Selection of “projects”
• Roadmap
• Milestone releases and themes
• Product backlog
• Release planning
• Features or epics
• Release backlog
• Iteration planning
• Iteration backlog
• User Stories Tasks
Adaptive Planning Cycles
37. • Value of including features
• Cost of implementing features
• Amount of risk removed by including features
• Prioritization Schemes
Prioritization
38. • Drives shared understanding of project vision, objectives and goals
• Continuous collaboration with delivery team
• Maximize the value by managing and prioritizing the work to be done
(backlog)
• Provide acceptance criteria
• Inspect and accept completed, demonstrated work
Business Representative
40. • Impact on current processes, behavior and people
• Educate the organization
• Support change at various levels
• Experiment with new techniques
Organizational Change
41. • Allows teams to work “agile”
• Other teams utilize a predictive approach with a
project manager and specialized team roles
• Need to adapt to changing requirements
• Collaboration and communication
Blended Approach
42. • Change is always challenging but the value is worth the effort
• It is impossible to gather all requirements at beginning of project
• Whatever requirements available to be gathered are guaranteed to
change
• There will always be more to do than time and money will allow
Four Simple Truths
43. “ A well-functioning team of adequate people will complete a project
almost regardless of the process or technology they are asked to use
(although the process and technology may help or hinder them along
the way) .”
- Alistair Cockburn
Agile is Not a Silver Bullet
44. Watch the Live Demonstration
Watch the recorded webinar here!
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt
to Change, and Drive Growth”. Download now!
45. NetCom Learning offers a comprehensive portfolio for Agile training options.
Enroll for any of the recommended courses below:
Leading a Scaled Agile Framework (SAFe Agilist Certification)- Class scheduled for Feb 1
Implementing Agile Test-Driven Development for Non-Programmers -Class scheduled for
March 5
PMI Agile Certified Practitioner (PMI-ACP)®– Class scheduled for March 12
Recommended Courses:
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt
to Change, and Drive Growth”. Download now!
46. Our live webinars will help you to touch base a wide variety of IT, soft skills and
business productivity topics; and keep you up to date on the latest IT industry trends.
Register now for our upcoming webinars:
Introduction to Revit and firewalls
Cracking Careers in Data Science
5 Most In-Demand Cyber Security Jobs
How to Design and Implement a Successful Cloud Strategy for your Business
The Ultimate Key to Project Managers Success - PMBOK Guide
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Adaptive life cycles are also know as change-driven, agile or iterative methods and are intended to respond to high levels of change as the project progresses to meet the changing needs of the organization.
Requirements are gathered using progressive elaboration in small increments know as iterations or sprints throughout the life of the entire project.
They have the distinct advantage of delivering working results earlier than tradition projects, as well as adapting to the changing requirements of the organization.
This is compared to Predictive life cycles where all the requirements are able to be gathered and understood up front.
Here is an interesting quote from the book: Alice in Wonderland:
“Alice: Which road do I take?
Cheshire cat: Where do you want to go?
Alice: I don’t know
Cheshire cat: Then it doesn’t matter”
- Lewis Carroll
The basic premise of this quote is that the planning does greatly matter.
.
A scrum theme is the highest level of the story hierarchy and describes a view of a tangible product (such as a trading application) or an abstract goal (such as performance tuning). A product owner breaks down a theme into one or more epics. An epic groups related user stories together or describes a block of requirements that have not yet been rationalized into stories. A story is a brief statement of a product requirement or a business case. Typically, stories are expressed in plain language to help the reader understand what the software should accomplish. Product owners create stories. A scrum user then divides the stories into one or more scrum tasks. Scrum tasks are the discreet pieces of work required to complete a story
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