Visual studio alm 2012 reporting overview

The document discusses transitioning a product development team from a mandated Scrum process to a leaner Scrumban process. It emphasizes focusing on flow-based product development and increasing collaboration through practices like mob programming and behavior driven development. The team used tools like a process evaluation framework and simulation to help decide what process changes would work best for increasing flow efficiency and productivity.

The document discusses agile testing approaches. It defines testing as executing software with test cases to find failures and demonstrate correct execution. It then discusses key aspects of agile testing including: running tests iteratively throughout development rather than just at the end; automating tests wherever practical; and having testers work collaboratively as part of development teams. It outlines success factors like focusing on delivering customer value and continually improving testing practices. The document advocates for automating a large portion of testing to provide rapid feedback and free up resources while balancing automation costs.

Not sure which software development methodology is better, SCRUM or KANBAN? Our short webinar explains the similarities and differences between the two methods, as well as some advantages of both.

The document discusses how Kanban and Scrum can be used together rather than as mutually exclusive frameworks. It describes key aspects of Kanban such as limiting work-in-progress, visualizing workflow, and continuous flow. It also outlines Scrum practices like sprints, product backlogs, and retrospectives. The document then shows how Kanban techniques like pull systems and WIP limits can be applied within a Scrum framework to manage flow across the entire value stream from concept to cash. It argues this combined approach allows for scaling agile across multiple teams.

The document provides an overview of implementing Scrum with Kanban. It begins with definitions of Scrum and Kanban principles and practices. It then compares Scrum and Kanban approaches and outlines how Scrum events, roles and artifacts can be combined with Kanban practices like limiting work in progress, visualizing workflow and metrics. The remainder discusses the experience of one team that adopted Scrum with Kanban, including defining their workflow, setting work in progress limits and evolving their approach over time based on metrics.

This document outlines a plan to implement a continuous improvement and innovation model for business agility. It involves leveraging design thinking, lean change canvases, lean and Kanban methods. The plan maps the model to strategic imperatives and team activities over 10 weeks. Key activities include establishing the continuous improvement model, prioritizing value streams, creating a Kanban board to manage experiments, developing value stream maps, and sustaining the model through skills development and innovation teams. The overall goal is to help the organization sense changes and respond accordingly to deliver value to customers.

This document discusses how to use CM MatchPoint for managing agile projects using frameworks like SCRUM. It provides an overview of CM MatchPoint, explaining that it can cover the complete agile process including managing backlogs, planning sprints, monitoring progress, and automating deployments. The presentation also reviews agile concepts like SCRUM and its artifacts, roles, and events. It recommends adopting agile practices like reducing iteration duration and automating deployment and testing when using CM MatchPoint for agile software development.

This document provides an introduction to agile frameworks like Scrum and Kanban. It defines key Scrum terms and ceremonies such as the product backlog, sprints, daily stand-ups, and retrospectives. Kanban concepts discussed include limiting work-in-progress, measuring lead time and flow, and using kanban boards to visualize workflow. The document compares Scrum and Kanban, noting when each approach is generally best suited. It also offers tips for analyzing processes using kanban principles like identifying bottlenecks and impediments.

This document discusses embracing a Total Quality Management (TQM) mindset with Lean thinking. It provides context that improving ecosystem quality is the goal. An approach is to embrace a TQM mindset and Lean thinking to implement TQM and Lean for product and IT service teams. A case study describes how a printing, packaging, and shipping Lean manufacturing workflow at LifeTouch uses tools like PDCA loops and Kanban boards for continuous improvement tracking and Kaizen events.

Kanban and Scrum are often seen as competitors for managing software development projects. However, the document argues that they are actually friends and can be used together. It outlines the principles and activities of Scrum and Kanban, comparing their similarities and differences. The conclusion is that organizations should not feel constrained by processes, and Kanban provides more flexibility to adapt processes as needed while still following Agile principles.

This presentation wants to share our experience on forming an integrated Development/QA team in Perficient projects applying Scrum, and some of our best practices on securing high quality.

The document provides an overview of the Kanban Coaching Professional (KCP) Masterclass taught by LKU (David Anderson) from April 28 - May 2, 2014 and the Lean Kanban North America (LKNA) 2014 conference from May 5-8. It discusses topics from the KCP including the Kanban method overview, core practices, advanced topics, and a case study on capacity allocation. Photos and experiences from LKNA 2014 are also included along with recommended reading and references on Kanban.

Short introduction to Scrum - a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.

This document discusses best practices for managing large product backlogs in agile development organizations using the backlog management tool Hansoft. It covers prioritizing and estimating the backlog, defining user stories and acceptance criteria, assigning ownership, and structuring the backlog. Techniques include stack ranking, estimating in story points or days, using MoSCoW prioritization, and customizing backlog views and columns. The document includes examples and exercises for prioritizing features, estimating work, and defining user stories in Hansoft.

The document discusses test management in Scrum and outlines the main testing documentation and artifacts like test strategies, test plans, test cases, and defect reports. It also covers tools, approaches to test management, and how to plan testing sprints by dividing QA tasks among testers and ensuring time estimated is less than time available.

This document provides an overview and introduction to Agile and Scrum concepts. It discusses what Agile is and its values and principles like test-driven development. It also describes Scrum roles like Product Owner and Scrum Master, events like the daily scrum and sprint planning, and artifacts like the product backlog. The document summarizes Scrum practices for requirements gathering, estimation, the definition of done, backlog refinement, and retrospectives. It also briefly touches on topics like cross-functional teams, team formation models, and conditions for high performing teams.

The document summarizes IBM's transition to Agile development practices. It discusses why IBM needed to change, how it made the transition in terms of process, people, and tools, and how it measures progress. Key points include that IBM transitioned from a maintenance-focused to innovation-focused model, adopted Agile practices like iterations and daily stand-ups, provided extensive training to people, developed tools to facilitate Agile workflows, and uses metrics to track business and development health. The transition helped IBM improve quality, on-time delivery, and better manage a global workforce.

Comprehensive presentation detailing reporting and tracking capabilities of Team Foundation Server. Focuses on Excel workbooks and Reporting Services, but touches on other technologies as well.