Stldodn 2014 agile on a shoestring

The document provides 10 secrets for managing successful projects from an experienced project manager. It discusses the importance of having a detailed plan and schedule, daily stand-up meetings, managing issues and risks, clear communication, mediating team discussions, managing scope, addressing resource issues, and caring about the project's success. Project management fundamentals like scope, schedule, budget, risk, and issues are also covered.

This document discusses project management growth practices and contains recommendations in several areas: 1) Be available to your team to reduce dependencies, optimize around available resources which may be constrained by project management, engineering or the team itself. 2) Improve processes by setting up project management software, using demos to drive progress, and dedicating special days to areas like bugs, polish or internal tools. 3) Anticipate risks and have mitigation plans to determine if risks are real problems, and have rollout or other plans to address risks like stability issues.

The document discusses estimation techniques. It presents five estimation laws: 1) Don't estimate if you can measure, 2) compare instead of estimating units, 3) measure things that are measurable, 4) reduce precision of estimates based on knowledge, and 5) use different metrics for different estimates. Good practices discussed include using story sizing for requirements, measuring in hours for small tasks, using velocity, splitting large stories, and measuring fixed cycle times. The document provides resources for further learning about agile estimation techniques.

1. The document discusses various agile frameworks like Scrum, XP, and Kanban and their associated practices. 2. It emphasizes that organizations should focus on using practices that suit their specific context rather than strictly adhering to a single framework. 3. The document advocates for a lean, adaptive approach to agile by continuously questioning practices, eliminating waste, and prioritizing delivering value over following prescriptive processes.

This document discusses how agile principles can help teams that are facing challenges or are in "fire fighting" mode. It recommends focusing on eliminating waste, building quality in, reducing cycle times, continuously learning and improving, making data-driven decisions, engaging everyone on the team, and optimizing the entire system. When coming in to assist a struggling team, the author recommends directly observing the team to understand their needs and culture, using visual tools, gaining management support, establishing a consistent cadence for iterations and reflection, managing interrupts, and celebrating results. The overall message is that agile principles of inspecting and adapting the process as needed can help rescue teams facing difficulties if implemented correctly.

This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0

An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.

This document discusses various types of feedback that teams can gather to continuously improve their software development processes and products. It begins by defining feedback and describing the goals of gathering better understanding feedback, sharing knowledge, and inspiration. The document then outlines different sources of feedback including from people, technology, and systems. It encourages teams to start by leveraging the feedback they already collect through daily stand-ups and retrospectives. Various exercises are presented to help teams explore how they currently gather and use feedback. The presentation concludes by emphasizing the importance of collecting the right feedback to support customers and prioritizing the basics like incrementally increasing what they learn from feedback.

Church offices face issues of time every day: bulletins need to be completed, mail needs to be sent out, and the newsletter has to be compiled—all while trying to find time to do ministry with the people who walk in your doors. Your church office shouldn’t be satisfied with the status quo or the excuse “this is how we’ve always done it.” Implement some new ideas to discover the difference that a few changes can make!

Presented at CQAA in Chicago June 2014. Many testing teams are outsourced, using people from other companies and other countries. In many cases, neither the test manager nor the testers ever meet in person. And in these situations, most often, the time differences and cultural differences between people add more obstacles to navigate. While CEOs and other executives extol the virtues of achieving work in another country while we are asleep here in the States, as the test manager or team lead, you have the practical concerns of getting the right work done without the advantage of having staff onsite or staff working the same hours. As a software test consultant, Karen N. Johnson has worked with several clients who have outsourced and offshored testing. She’s worked on waterfall and Agile projects with team members in different countries. Karen will share tips on how to get to know your offshore testers, how to communicate work tasks and how to request (and review) status reporting. Karen shares her thoughts on how to bridge the gaps in offshore testing.

This document discusses how to re-prioritize a project portfolio in times of uncertainty. It recommends focusing limited resources on the most important tasks by (1) re-prioritizing projects based on delivery dates, cash flow and value; (2) re-designing project scopes to focus on mandatory and "good enough" deliverables; (3) identifying the constraint or critical resource and maximizing help for it; (4) making aggressive time estimates using techniques like three-point estimates; and (5) attempting to accelerate projects by buying speed-up where possible, while freezing lower-priority projects until operations can be run more efficiently.

The document provides guidance on how to remove irrelevant information from resumes through a ranking and deletion process. It advises ranking each accomplishment or statement on a scale of 1 to 5 based on importance to the target job. Items ranked below a 3 should be deleted. It also provides examples of weak and strong accomplishment statements and recommends focusing on 3-4 of the best accomplishments at the top of the resume. The overall goal is to create a shorter, more powerful resume by removing duplicative and unimportant information through an iterative review and revision process.

The document is the Scrum Guide, which defines Scrum and provides guidance for using it. Scrum is a lightweight framework for generating value through adaptive solutions to complex problems. It requires a Scrum Master to foster transparency, inspection and adaptation. The Scrum Team turns selected work into an increment of value each sprint. Key elements of Scrum include sprint planning, daily scrums, sprint reviews, retrospectives, a product backlog, sprint backlog and increment. Scrum values commitment, focus, openness, respect and courage.

See more on: http://tasktop.com/resources/videos Southern Fried Agile 2014 presentation by Dave West, Tasktop's Chief Product Officer To listen to the audio recording of the presentation, go to: http://www.tasktop.com/resources/videos/southern-fried-agile-2014

The document discusses various techniques that project managers use to relieve stress in their teams when working under pressure. It provides examples of project managers who have their teams do daily 20-minute exercise sessions, take laugh breaks by sharing funny stories or comics, conduct inclusive planning and constant communication to avoid surprises, manage the workload by reminding teams others are also working hard, and work toward a common goal by prototyping and removing impediments. The last part recommends a 3-step approach to stress management: note job stressors, monitor when team members seem stressed, and monitor results of coping techniques.

Rich Butkevic provides tips and strategies to improve the accuracy of project task estimates during the planning phase of projects.

Kanban is a Lean-agile method also referred to as a second-generation agile methodology. It adapts to your organization and project needs very rapidly and allows your team to operate at a very high level of productivity due to its evolutionary approach to manage change in the organization. It has proven to accelerate maturity through high visualization, control over the amount of work being done, acknowledgement and effective handling of the diversity of activities in your project, and root cause analysis through quantification.

A discussion on how Imposter Syndrome affects us, our careers, our teams, and ultimately our ability to effectively collaborate and improve our processes.

Many customers own MSDN and are not actually aware of all of the amazing benefits that it contains like Azure hours, training, and support!

This document discusses imposter syndrome, a psychological phenomenon where high-achieving individuals doubt their accomplishments and have a persistent fear of being exposed as a "fraud". The author notes that up to 70% of people experience imposter syndrome. She shares her own experiences with imposter syndrome and encourages embracing failure as part of growth. She advocates recognizing imposter feelings in oneself and others without judgment, and creating an environment where people can share ideas and ask questions freely.

A high level walk through of Visual Studio ALM including Team Foundation Server, Microsoft Test Manager, Visual Studio, and the web tools.

An overview and demo of TFS, Office 365 PowerBI, and how PowerBI can be used against TFS data to produce ALM dashboards, reports, and analytics

A quick overview of some of the techniques and roles that help making the scaling of agile efforts across a large and/or complex organization more successful

This document discusses an upcoming event on applying Lean and Agile principles. It includes an agenda covering topics like SAFe, retrospectives, Kaizen, value stream mapping, and how these Lean concepts can be used within an Agile methodology. Sample retrospective notes from a software team outline recurring issues around requirements, operations bottlenecks, and test automation. Attendees will learn how to identify Lean opportunities, map current and future process states, and develop action plans to continuously improve using techniques from both frameworks.

This document provides an overview of Angela Dugan's background and experience with ALM tools. It then summarizes key topics around Visual Studio Online vs on-premise, best practices for configuring TFS projects and permissions, and useful administration tools for TFS including the TFS Power Tools, TFS Job Agent, TFS Backup and Restore utility, Best Practices Analyzer, and third party tools like Attrice Sidekicks and Team Project Manager.

1 hour version of my talk delivered to ACT - W: Overview of what Imposter synrdrome looks like and feels like, and some techniques for harnessing the good parts of Imposter Syndrome , in yourself and others

Overview of TFS Reports, comparing what is available between different Process Templates. This is a WIP, and will be updated soon with additional info on customizing reports.

El documento presenta ejemplos del uso de adjetivos posesivos en español (mi, tu, su, nuestro, etc.) para describir objetos que pertenecen a diferentes personas o grupos como perros, gatos, casas y sombreros.

El documento habla sobre diferentes técnicas de expansión mandibular, incluyendo métodos ortodóncicos, quirúrgicos y miofuncionales. Describe brevemente el bihélice y lip bumper como opciones de expansión dentoalveolar, así como la distracción ósea y disyunción quirúrgica. Presenta también dos casos clínicos de pacientes que recibieron tratamiento de expansión mandibular mediante cirugía ortognática y distracción osteogénica.

Deconstructing the Scaled Agile Framework - boiling down the "big diagram" and talking about when and how SAFe *might* be an appropriate direction for you or your team. Also covers practices from SAFe that could be useful regardless of the size and complexity of your organization

Delivered at the QAI Quest conference as a 90 minute workshop - With so many software delivery process frameworks and methodologies out there, it’s hard to know where to begin. And just when the industry seems to be warming up to agile, here comes SCALED agile with frameworks like SAFe, LESS, and a host of others. Should we all just be SAFe? But then maybe SAFe is just a glorified waterfall process for companies that “can’t handle real Agile”. SAFe, the Scaled Agile Framework, leverages the best of several well-established frameworks, including Lean, Kanban, and scrum. While SAFe is certainly intended for large, enterprise organizations delivering extremely complex and interdependent systems, many SAFe principles and practices can be used to improve much smaller teams. Join Angela in this workshop to gain a better understanding of the SAFe, and how teams can adopt SAFe principles and practices to improve the development, testing, and delivery of products.

Just when companies seems to be warming up to agile, here comes SCALED agile. But how is SAFe really different than agile? Does using the SAFe framework undermine the scrum teams? Isn’t SAFe just a glorified version of waterfall that companies adopt when they can’t handle “real” agile? I decided the best solution was to go through the training and spend some time practicing it in the field. What I found was that SAFe leverages the best of Lean, Kanban, and scrum. SAFe is intended for large, enterprise customers delivering extremely complex and interdependent systems, but that doesn’t mean it offers nothing to smaller teams. Since becoming a Safe program consultant, I have coached a number of my smaller customers on improving their software development and delivery processes leveraging techniques from SAFe. In this interactive session, I plan to quickly walk through the tenets of SAFe, share some of my learnings with you, and help you to understand when and how SAFe can benefit your team!