The document provides an overview of agile and how it relates to business intelligence. It discusses why agile adoption is rising, with 70% of BI solutions failing to meet expectations due to lack of business involvement. It then covers the agile mindset of emphasizing business participation, empiricism, building working software frequently, small team sizes, and transparency. The rest of the document details components of a successful agile execution including defining processes, technology practices, organizational change management, and managing interfaces between agile and non-agile teams.
The document describes the Scaled Agile Framework (SAFe) for implementing agile practices at scale across multiple teams. It covers the key aspects of SAFe at the team, program, and portfolio levels including events like sprint planning, reviews, retrospectives, and program increment planning. It also briefly summarizes some alternative scaled agile frameworks like Nexus, LeSS, DAD, Spotify's model, and Henrik Kniberg's approach. The overall document provides an overview of SAFe as a framework for scaling agile practices to multiple teams working on large programs and portfolios.
Agile, OOP... are like good hygiene in the kitchen, it results in meals with consistent quality and predictable prep and service times. It doesn't result in great meals nor substantially impact the ROI! Lean Thinking clearly shows that the only way to make a significant impact is to improve the value chain by improving flow. If everyone is following best practices no one has competitive advantage. Major improvements in the value chain depend on continued disruptive innovations. Innovations leverage people and their ideas. We use case studies to illustrate the different business and technical innovations and their impact. We conclude with a discussion of how to build and leverage an innovation culture versus a sprint death march when dealing with high value time to market projects.
More details: https://confengine.com/agile-india-2017/proposal/3608/value-driven-development-maximum-impact-maximum-speed
The document discusses the transformation of a program to an agile methodology. It begins with an introduction to agile, discussing why it was adopted and how it differs from traditional software development lifecycles. It then outlines the initial problematic state of the program and how agile principles could help address issues like product quality, team dynamics, and outdated architecture. The document goes on to describe the agile journey, significant phases of progress, and how practices like frequent delivery, customer collaboration, and team empowerment were implemented. It contrasts agile and waterfall methodologies and principles.
Iffat maliha agile ncr ppt-adaptive accompaniment - agile and big data v1.1
The document discusses adapting agile practices for big data analytics projects. It notes the increasing complexity of IT environments and challenges of applying agile holistically in big data domains. Key takeaways include understanding agile nuances in big data analytics, structuring an agile transformation journey, and increasing agile fluency through coaching. Common challenges are addressed through disciplined agile delivery practices and differentiators like product focus, logical grouping, and exploratory testing. A multi-level transformation journey and dos/don'ts are outlined to smoothly adopt agile and sustain benefits like incremental value delivery and reduced downtime. Catalysts like DevOps collaboration and improved automation are discussed to accelerate adopting agile.
This document provides an overview of agile and lean principles for software development. It discusses concepts like the agile manifesto, scrum, extreme programming (XP), kanban, and lean software development. The document aims to introduce audiences to fundamental agile and lean concepts and encourage them to continue learning through references and future events.
Current Trends in Agile - opening keynote for Agile Israel 2014
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
The Values and Principles of Agile Software Development
The document discusses the values and principles of agile software development. It begins by introducing the presenter and their experience and background. It then outlines the core values of agile development as defined in the Agile Manifesto: individuals and interactions, working software, customer collaboration, and responding to change. The document continues by explaining that principles guide behavior towards upholding these values. It proceeds to define several key agile principles in more detail, including continuous delivery of customer value, welcoming change, and collaborating daily across functions.
The document discusses how an agile project management office (PMO) can help ensure visibility and governance of agile projects. It outlines some pitfalls that can jeopardize a traditional PMO and attributes of a successful PMO. The document then discusses how agile benefits PMOs by helping them align projects to goals, improve success rates over time, enhance competence, develop standards, promote a collaborative tone, and encourage continuous learning. An agile PMO can achieve these benefits through practices like a whole team approach, transparency, integrated tooling, and continuous process improvement.
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFe
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
This document describes a process called Single Point Continuous Flow that combines elements of Scrum and Kanban for executing small, self-contained projects quickly. Key aspects include: limiting work-in-progress to one story per developer; having developers work on stories from start to finish with minimal interruptions; maintaining a prioritized backlog of ready stories; and applying lean principles like continuous flow and minimizing waste. The process evolved over six months for a team that saw their throughput increase by 60% when adjusted for hours, demonstrating the effectiveness of this Scrumban-inspired approach for small, focused development efforts.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Laimonas Lileika — Hybrid Project Management: Excellence Behind a Buzzword
Laimonas Lileika will encourage you to unleash your Project Management creativity by combining Agile and Waterfall paradigms.
This speech is for you if you are interested in:
- Importance of Context in Project Management;
- Most frequent misperceptions about Agile and Waterfall models;
- Pragmatic approach to project management: how to make a hybrid work in real.
DevOps, Agile methods and Continuous Improvement in the Software development ...
This document discusses DevOps, Agile methods, and continuous improvement in the software development lifecycle. It covers these topics at a superficial level. Agile and DevOps can mean different things to different people, involving a set of values, principles, methods, practices, and tools. The Agile Manifesto prioritizes individuals and interactions, working software, customer collaboration, and responding to change. Agile principles include satisfying customers through early delivery, welcoming changing requirements, measuring progress through working software, collaboration between business and developers, and continuously improving effectiveness. DevOps similarly values early delivery and working software, and treats infrastructure as code.
Agile software development is a process that supports the agile philosophy of being able to move quickly and easily. It is suitable for small or medium sized projects or for custom system development within an organization. Lean software development applies lean manufacturing principles to software development with the goal of reducing waste and providing high value for the customer. The key principles of lean software development are to eliminate waste, amplify learning, defer commitment, deliver fast, respect people, build in integrity, and optimize the whole system rather than sub-optimizing parts. Success stories found lean software development resulted in on time delivery, reduced scrap and rework, lower costs, and improved productivity.
Introduction to Agile and Lean Software Development
The document provides an introduction to agile and lean software development. It discusses traditional vs agile development, defines agile as iterative and incremental using a plan-do-check-act approach with empowered cross-functional teams relying on automation. It covers the agile manifesto, principles and core practices including short iterations, deming's PDCA model, and the agile software development lifecycle. Lean concepts are introduced such as eliminating waste, amplifying learning, deciding late and delivering fast to empower teams and build integrity.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
Top 50 Agile Interview Questions and Answers
Many organizations and businesses are taking notice of the agile technique. In today's world, it has become the benchmark for project management and software development. Various firms now use agile methodologies to offer high-value goods to their clients in the lowest amount of time.
In recent years, the agile technique has grown in popularity, and as a result, businesses have adopted it into their organizational structures. As a result, professionals with knowledge of agile are in high demand. As a result, you may have a lucrative career in this field.
These Agile interview questions and answers are great for you if you are planning to attend an agile interview and are preparing for one.
We hope that this post will familiarize you with some of the top agile interview questions that are most commonly raised in the interview. These flexible agile interview questions will improve your chances of passing your forthcoming interview.
50 top agile interview questions along with concrete answers
We have formulated the top agile interview questions and answers based on three different levels of entry into the profession along with scenario-based questions.
Beginner/Entry-Level Agile Interview questions and Answers
1. Explain agile methodology.
Agile methodology is a software development paradigm that emphasizes iterative and incremental development. The agile strategy is based on delivering a product in tiny operational increments or builds. Every program built is a better and more advanced version of the previous one. The development team and stakeholders are constantly collaborating on enhancements and changes in requirements.
Alternatively, we can describe the agile approach as the process of continuously providing functioning software while maintaining regular communication with stakeholders in order to ensure customer satisfaction.
2. How many types of Agile Methodologies are there? Enumerate them.
Agile Methodologies are classified into seven different types. They are:
• Scrum
• Kanban
• Extreme Programming
• Feature-Driven Development (FDD)
• Dynamic Systems Development Method (DSDM)
• Lean
• Crystal
3. What are the merits and demerits of the agile technique?
The following are some of the most noteworthy benefits of the agile methodology:
• Agile software development is one of the quickest and most flexible methodologies available.
• During the development phase, customers might adjust their needs at any time.
• It largely focuses on the software product's regular release. As a result, clients have the opportunity to see the product in its early stages of development.
• Customers have the option of providing comments on any working deliverable they receive.
• Because the development team focuses on creating a product that matches the customer's needs, this strategy ensures customer happiness.
• It focuses mostly on the product's good design.
This document describes the Scaled Agile Framework (SAFe) which is a framework for implementing agile development practices at the enterprise level. It discusses how SAFe addresses the limitations of traditional waterfall development and scales agile to meet the needs of large projects. SAFe incorporates key lean principles and consists of three levels - Team, Program, and Portfolio. At each level it defines roles and practices for planning, prioritizing work, and delivering value in short iterations. The goal of SAFe is to synchronize collaboration across many agile teams to continuously and predictably deliver working software.
Agile Testing: A pragmatic overview and new entry in Intelliware’s Agile Methodology Series.
What you’ll learn in this presentation:
Intelliware’s Chief Technologist, BC Holmes, provides a pragmatic overview of Agile testing. Complete with many examples, this presentation is ideal for those looking for a practical take on software testing in an Agile environment.
The presentation covers:
- Why do we use Agile testing?
- What Agile testing isn’t
- What Agile testing is: unit testing and test-driven development (TDD)
- High-level properties of good tests
- Testing in different languages
- Test suites and code coverage
- Using mock objects to help isolate units
- Beyond unit testing
Agile is a set of principles for iterative software development that values collaboration, adaptability, and delivering working software frequently. It aims to address shortcomings of traditional "waterfall" approaches which were inflexible, took too long, and did not provide value until late in the project. Key principles of Agile include satisfying customers through early delivery, welcoming changing requirements, frequent delivery of working software, daily collaboration between developers and business teams, and trusting self-organizing teams. Agile methods have benefits like increased productivity, faster time to market, and improved quality, but require constant business involvement and greater testing discipline.
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
The document describes the Scaled Agile Framework (SAFe) for implementing agile practices at scale across multiple teams. It covers the key aspects of SAFe at the team, program, and portfolio levels including events like sprint planning, reviews, retrospectives, and program increment planning. It also briefly summarizes some alternative scaled agile frameworks like Nexus, LeSS, DAD, Spotify's model, and Henrik Kniberg's approach. The overall document provides an overview of SAFe as a framework for scaling agile practices to multiple teams working on large programs and portfolios.
Value Driven Development by Dave Thomas Naresh Jain
Agile, OOP... are like good hygiene in the kitchen, it results in meals with consistent quality and predictable prep and service times. It doesn't result in great meals nor substantially impact the ROI! Lean Thinking clearly shows that the only way to make a significant impact is to improve the value chain by improving flow. If everyone is following best practices no one has competitive advantage. Major improvements in the value chain depend on continued disruptive innovations. Innovations leverage people and their ideas. We use case studies to illustrate the different business and technical innovations and their impact. We conclude with a discussion of how to build and leverage an innovation culture versus a sprint death march when dealing with high value time to market projects.
More details: https://confengine.com/agile-india-2017/proposal/3608/value-driven-development-maximum-impact-maximum-speed
The document discusses the transformation of a program to an agile methodology. It begins with an introduction to agile, discussing why it was adopted and how it differs from traditional software development lifecycles. It then outlines the initial problematic state of the program and how agile principles could help address issues like product quality, team dynamics, and outdated architecture. The document goes on to describe the agile journey, significant phases of progress, and how practices like frequent delivery, customer collaboration, and team empowerment were implemented. It contrasts agile and waterfall methodologies and principles.
Iffat maliha agile ncr ppt-adaptive accompaniment - agile and big data v1.1AgileNCR2016
The document discusses adapting agile practices for big data analytics projects. It notes the increasing complexity of IT environments and challenges of applying agile holistically in big data domains. Key takeaways include understanding agile nuances in big data analytics, structuring an agile transformation journey, and increasing agile fluency through coaching. Common challenges are addressed through disciplined agile delivery practices and differentiators like product focus, logical grouping, and exploratory testing. A multi-level transformation journey and dos/don'ts are outlined to smoothly adopt agile and sustain benefits like incremental value delivery and reduced downtime. Catalysts like DevOps collaboration and improved automation are discussed to accelerate adopting agile.
This document provides an overview of agile and lean principles for software development. It discusses concepts like the agile manifesto, scrum, extreme programming (XP), kanban, and lean software development. The document aims to introduce audiences to fundamental agile and lean concepts and encourage them to continue learning through references and future events.
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
The Values and Principles of Agile Software DevelopmentBrad Appleton
The document discusses the values and principles of agile software development. It begins by introducing the presenter and their experience and background. It then outlines the core values of agile development as defined in the Agile Manifesto: individuals and interactions, working software, customer collaboration, and responding to change. The document continues by explaining that principles guide behavior towards upholding these values. It proceeds to define several key agile principles in more detail, including continuous delivery of customer value, welcoming change, and collaborating daily across functions.
The Agile PMO: Ensuring visibility and governanceMatt Holitza
The document discusses how an agile project management office (PMO) can help ensure visibility and governance of agile projects. It outlines some pitfalls that can jeopardize a traditional PMO and attributes of a successful PMO. The document then discusses how agile benefits PMOs by helping them align projects to goals, improve success rates over time, enhance competence, develop standards, promote a collaborative tone, and encourage continuous learning. An agile PMO can achieve these benefits through practices like a whole team approach, transparency, integrated tooling, and continuous process improvement.
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
This document describes a process called Single Point Continuous Flow that combines elements of Scrum and Kanban for executing small, self-contained projects quickly. Key aspects include: limiting work-in-progress to one story per developer; having developers work on stories from start to finish with minimal interruptions; maintaining a prioritized backlog of ready stories; and applying lean principles like continuous flow and minimizing waste. The process evolved over six months for a team that saw their throughput increase by 60% when adjusted for hours, demonstrating the effectiveness of this Scrumban-inspired approach for small, focused development efforts.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Laimonas Lileika — Hybrid Project Management: Excellence Behind a BuzzwordAgileLAB
Laimonas Lileika will encourage you to unleash your Project Management creativity by combining Agile and Waterfall paradigms.
This speech is for you if you are interested in:
- Importance of Context in Project Management;
- Most frequent misperceptions about Agile and Waterfall models;
- Pragmatic approach to project management: how to make a hybrid work in real.
DevOps, Agile methods and Continuous Improvement in the Software development ...Paulo Traça
This document discusses DevOps, Agile methods, and continuous improvement in the software development lifecycle. It covers these topics at a superficial level. Agile and DevOps can mean different things to different people, involving a set of values, principles, methods, practices, and tools. The Agile Manifesto prioritizes individuals and interactions, working software, customer collaboration, and responding to change. Agile principles include satisfying customers through early delivery, welcoming changing requirements, measuring progress through working software, collaboration between business and developers, and continuously improving effectiveness. DevOps similarly values early delivery and working software, and treats infrastructure as code.
Agile lean software development principlesEyna Hamdzah
Agile software development is a process that supports the agile philosophy of being able to move quickly and easily. It is suitable for small or medium sized projects or for custom system development within an organization. Lean software development applies lean manufacturing principles to software development with the goal of reducing waste and providing high value for the customer. The key principles of lean software development are to eliminate waste, amplify learning, defer commitment, deliver fast, respect people, build in integrity, and optimize the whole system rather than sub-optimizing parts. Success stories found lean software development resulted in on time delivery, reduced scrap and rework, lower costs, and improved productivity.
Introduction to Agile and Lean Software DevelopmentThanh Nguyen
The document provides an introduction to agile and lean software development. It discusses traditional vs agile development, defines agile as iterative and incremental using a plan-do-check-act approach with empowered cross-functional teams relying on automation. It covers the agile manifesto, principles and core practices including short iterations, deming's PDCA model, and the agile software development lifecycle. Lean concepts are introduced such as eliminating waste, amplifying learning, deciding late and delivering fast to empower teams and build integrity.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
Top 50 Agile Interview Questions and Answers.pdfJazmine Brown
Top 50 Agile Interview Questions and Answers
Many organizations and businesses are taking notice of the agile technique. In today's world, it has become the benchmark for project management and software development. Various firms now use agile methodologies to offer high-value goods to their clients in the lowest amount of time.
In recent years, the agile technique has grown in popularity, and as a result, businesses have adopted it into their organizational structures. As a result, professionals with knowledge of agile are in high demand. As a result, you may have a lucrative career in this field.
These Agile interview questions and answers are great for you if you are planning to attend an agile interview and are preparing for one.
We hope that this post will familiarize you with some of the top agile interview questions that are most commonly raised in the interview. These flexible agile interview questions will improve your chances of passing your forthcoming interview.
50 top agile interview questions along with concrete answers
We have formulated the top agile interview questions and answers based on three different levels of entry into the profession along with scenario-based questions.
Beginner/Entry-Level Agile Interview questions and Answers
1. Explain agile methodology.
Agile methodology is a software development paradigm that emphasizes iterative and incremental development. The agile strategy is based on delivering a product in tiny operational increments or builds. Every program built is a better and more advanced version of the previous one. The development team and stakeholders are constantly collaborating on enhancements and changes in requirements.
Alternatively, we can describe the agile approach as the process of continuously providing functioning software while maintaining regular communication with stakeholders in order to ensure customer satisfaction.
2. How many types of Agile Methodologies are there? Enumerate them.
Agile Methodologies are classified into seven different types. They are:
• Scrum
• Kanban
• Extreme Programming
• Feature-Driven Development (FDD)
• Dynamic Systems Development Method (DSDM)
• Lean
• Crystal
3. What are the merits and demerits of the agile technique?
The following are some of the most noteworthy benefits of the agile methodology:
• Agile software development is one of the quickest and most flexible methodologies available.
• During the development phase, customers might adjust their needs at any time.
• It largely focuses on the software product's regular release. As a result, clients have the opportunity to see the product in its early stages of development.
• Customers have the option of providing comments on any working deliverable they receive.
• Because the development team focuses on creating a product that matches the customer's needs, this strategy ensures customer happiness.
• It focuses mostly on the product's good design.
This document describes the Scaled Agile Framework (SAFe) which is a framework for implementing agile development practices at the enterprise level. It discusses how SAFe addresses the limitations of traditional waterfall development and scales agile to meet the needs of large projects. SAFe incorporates key lean principles and consists of three levels - Team, Program, and Portfolio. At each level it defines roles and practices for planning, prioritizing work, and delivering value in short iterations. The goal of SAFe is to synchronize collaboration across many agile teams to continuously and predictably deliver working software.
Best Practices When Moving To Agile Project ManagementRobert McGeachy
The document discusses best practices for moving to agile project management. It outlines the major challenges teams face including lack of discipline, changes in working styles and responsibilities, and testing challenges. It also provides tips for setting up an agile team through co-location, establishing a war room, and defining roles and responsibilities. Lastly, it discusses factors for organizational readiness for agile such as trust, empowerment, and a willingness to invest in training.
The document discusses common pitfalls organizations face when adopting agile processes. It notes that without discipline, agile approaches may fail due to lack of closure on work items and endless scope changes. It also highlights challenges with testing, changes in team roles and responsibilities, and difficulties adjusting working styles to more collaborative ways of working. Critical success factors include training, experience adopting agile, and support from experienced practitioners.
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
This document provides an overview of DevOps and how to adopt a DevOps approach. It discusses that DevOps aims to shorten the systems development life cycle and provide continuous delivery with high software quality. The document outlines that adopting DevOps involves changes to an organization's people, processes and technologies. It provides strategies for building a collaborative culture and implementing shared goals and metrics. It also discusses implementing efficient processes for continuous integration, delivery, testing and monitoring. The document recommends technologies like infrastructure as code, collaboration tools, and release automation to support the DevOps approach.
The document provides an introduction to Agile project management. It defines Agile as an iterative approach to project management that is commonly used for software development. The key characteristics of Agile methods include being people-driven, facilitating frequent delivery of working software increments, measuring success through working software, and embracing change. The document discusses why Agile approaches are useful compared to traditional "industrial" methods, and how Scrum is one of the most commonly used Agile frameworks, allowing for predictable delivery through short sprints. It also outlines benefits of Agile for convincing executives like reducing risk and ensuring continuous alignment with changing needs.
Why Agile?
What is Agile?
Agile is a mindset
5 key characteristics
Agility can not be planned
Modern Agile
Agile with Scrum
Incremental development
Convincing Senior Executives
Final word
This document provides an overview of Agile project management. It defines Agile as an iterative approach that embraces changing requirements. The key aspects covered include the 12 Agile principles, the typical Agile development cycle of iterative planning, implementation and testing, and the advantages of increased flexibility and faster delivery. Specific methodologies like Scrum and Kanban are described, along with their benefits such as transparency for Scrum, and how to get started with Agile practices.
Tech Mahindra and CollabNet have worked together on a number of mission-critical projects, and over the course of their partnership have developed unique expertise in lifecycle, development-to-production metrics. Gain an understanding not only of what metrics are important, but also practical approaches to building reports and dashboards that deliver a single-pane view of all your delivery pipelines across the enterprise.
Participants will learn:
KPI’s of end-to-end dashboard driven development and delivery
Best practices for metrics in Agile / DevOps environments
Role of technology frameworks for integrated planning and reporting
1. The document discusses testing in an agile context, focusing on Scrum and Kanban methodologies. It describes the roles of product owners, scrum masters, and team members in Scrum.
2. Testing is an integral part of agile projects from the start, with testers involved continuously to provide early feedback. Automated testing is emphasized, with a focus on shifting left to write tests early.
3. Challenges for testers include minimal documentation, early involvement without detailed requirements, and expanded skillsets. Success comes from collaboration, a foundation in core practices like automation, and obtaining continuous feedback.
The document discusses agile adoption and whether it leads to success or failure. It defines agile and compares it to the waterfall model, noting problems with waterfall like lack of flexibility. It also discusses reasons why agile projects may fail, such as not having the right tools, culture, or collaboration. The document provides a case study example and ways to measure agility of a team.
This document provides an overview of Agile methodology. It defines Agile as an iterative software development practice that emphasizes continuous testing and collaboration over rigid processes. The key points covered include:
- The core values of Agile focus on interactions, working software, customer collaboration, and responding to change.
- Agile uses incremental and iterative development compared to the sequential waterfall model. This allows for early customer feedback and flexibility.
- Benefits of Agile include adapting to changes, delivering working software frequently, engaging stakeholders, and improving quality.
- Common roles in Agile include the Scrum Master, team members, Product Owner, and stakeholders. The Scrum Master facilitates the team while the Product Owner prior
Managing Business Analysis for Agile DevelopmentIJMER
This document discusses the impact of agile development methodologies on the role of business analysts. It explains that in agile projects, requirements are defined collaboratively by business analysts, developers, testers and product owners working together incrementally. The business analyst facilitates discussions to help translate user needs into technical requirements. Some new skills required for business analysts in agile include facilitation, coaching and writing user stories. The document also discusses how business analysts can help transition conventional projects to more agile approaches.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
Similar to TDWI STL 20140613 Agile - Paul Holway (20)
Sustainability requires ingenuity and stewardship. Did you know Pigging Solutions pigging systems help you achieve your sustainable manufacturing goals AND provide rapid return on investment.
How? Our systems recover over 99% of product in transfer piping. Recovering trapped product from transfer lines that would otherwise become flush-waste, means you can increase batch yields and eliminate flush waste. From raw materials to finished product, if you can pump it, we can pig it.
Best Practices for Effectively Running dbt in Airflow.pdfTatiana Al-Chueyr
As a popular open-source library for analytics engineering, dbt is often used in combination with Airflow. Orchestrating and executing dbt models as DAGs ensures an additional layer of control over tasks, observability, and provides a reliable, scalable environment to run dbt models.
This webinar will cover a step-by-step guide to Cosmos, an open source package from Astronomer that helps you easily run your dbt Core projects as Airflow DAGs and Task Groups, all with just a few lines of code. We’ll walk through:
- Standard ways of running dbt (and when to utilize other methods)
- How Cosmos can be used to run and visualize your dbt projects in Airflow
- Common challenges and how to address them, including performance, dependency conflicts, and more
- How running dbt projects in Airflow helps with cost optimization
Webinar given on 9 July 2024
Support en anglais diffusé lors de l'événement 100% IA organisé dans les locaux parisiens d'Iguane Solutions, le mardi 2 juillet 2024 :
- Présentation de notre plateforme IA plug and play : ses fonctionnalités avancées, telles que son interface utilisateur intuitive, son copilot puissant et des outils de monitoring performants.
- REX client : Cyril Janssens, CTO d’ easybourse, partage son expérience d’utilisation de notre plateforme IA plug & play.
Measuring the Impact of Network Latency at TwitterScyllaDB
Widya Salim and Victor Ma will outline the causal impact analysis, framework, and key learnings used to quantify the impact of reducing Twitter's network latency.
Best Programming Language for Civil EngineersAwais Yaseen
The integration of programming into civil engineering is transforming the industry. We can design complex infrastructure projects and analyse large datasets. Imagine revolutionizing the way we build our cities and infrastructure, all by the power of coding. Programming skills are no longer just a bonus—they’re a game changer in this era.
Technology is revolutionizing civil engineering by integrating advanced tools and techniques. Programming allows for the automation of repetitive tasks, enhancing the accuracy of designs, simulations, and analyses. With the advent of artificial intelligence and machine learning, engineers can now predict structural behaviors under various conditions, optimize material usage, and improve project planning.
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
How RPA Help in the Transportation and Logistics Industry.pptxSynapseIndia
Revolutionize your transportation processes with our cutting-edge RPA software. Automate repetitive tasks, reduce costs, and enhance efficiency in the logistics sector with our advanced solutions.
Quality Patents: Patents That Stand the Test of TimeAurora Consulting
Is your patent a vanity piece of paper for your office wall? Or is it a reliable, defendable, assertable, property right? The difference is often quality.
Is your patent simply a transactional cost and a large pile of legal bills for your startup? Or is it a leverageable asset worthy of attracting precious investment dollars, worth its cost in multiples of valuation? The difference is often quality.
Is your patent application only good enough to get through the examination process? Or has it been crafted to stand the tests of time and varied audiences if you later need to assert that document against an infringer, find yourself litigating with it in an Article 3 Court at the hands of a judge and jury, God forbid, end up having to defend its validity at the PTAB, or even needing to use it to block pirated imports at the International Trade Commission? The difference is often quality.
Quality will be our focus for a good chunk of the remainder of this season. What goes into a quality patent, and where possible, how do you get it without breaking the bank?
** Episode Overview **
In this first episode of our quality series, Kristen Hansen and the panel discuss:
⦿ What do we mean when we say patent quality?
⦿ Why is patent quality important?
⦿ How to balance quality and budget
⦿ The importance of searching, continuations, and draftsperson domain expertise
⦿ Very practical tips, tricks, examples, and Kristen’s Musts for drafting quality applications
https://www.aurorapatents.com/patently-strategic-podcast.html
論文紹介:A Systematic Survey of Prompt Engineering on Vision-Language Foundation ...Toru Tamaki
Jindong Gu, Zhen Han, Shuo Chen, Ahmad Beirami, Bailan He, Gengyuan Zhang, Ruotong Liao, Yao Qin, Volker Tresp, Philip Torr "A Systematic Survey of Prompt Engineering on Vision-Language Foundation Models" arXiv2023
https://arxiv.org/abs/2307.12980
TrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-InTrustArc
Six months into 2024, and it is clear the privacy ecosystem takes no days off!! Regulators continue to implement and enforce new regulations, businesses strive to meet requirements, and technology advances like AI have privacy professionals scratching their heads about managing risk.
What can we learn about the first six months of data privacy trends and events in 2024? How should this inform your privacy program management for the rest of the year?
Join TrustArc, Goodwin, and Snyk privacy experts as they discuss the changes we’ve seen in the first half of 2024 and gain insight into the concrete, actionable steps you can take to up-level your privacy program in the second half of the year.
This webinar will review:
- Key changes to privacy regulations in 2024
- Key themes in privacy and data governance in 2024
- How to maximize your privacy program in the second half of 2024
The DealBook is our annual overview of the Ukrainian tech investment industry. This edition comprehensively covers the full year 2023 and the first deals of 2024.
Are you interested in dipping your toes in the cloud native observability waters, but as an engineer you are not sure where to get started with tracing problems through your microservices and application landscapes on Kubernetes? Then this is the session for you, where we take you on your first steps in an active open-source project that offers a buffet of languages, challenges, and opportunities for getting started with telemetry data.
The project is called openTelemetry, but before diving into the specifics, we’ll start with de-mystifying key concepts and terms such as observability, telemetry, instrumentation, cardinality, percentile to lay a foundation. After understanding the nuts and bolts of observability and distributed traces, we’ll explore the openTelemetry community; its Special Interest Groups (SIGs), repositories, and how to become not only an end-user, but possibly a contributor.We will wrap up with an overview of the components in this project, such as the Collector, the OpenTelemetry protocol (OTLP), its APIs, and its SDKs.
Attendees will leave with an understanding of key observability concepts, become grounded in distributed tracing terminology, be aware of the components of openTelemetry, and know how to take their first steps to an open-source contribution!
Key Takeaways: Open source, vendor neutral instrumentation is an exciting new reality as the industry standardizes on openTelemetry for observability. OpenTelemetry is on a mission to enable effective observability by making high-quality, portable telemetry ubiquitous. The world of observability and monitoring today has a steep learning curve and in order to achieve ubiquity, the project would benefit from growing our contributor community.
Coordinate Systems in FME 101 - Webinar SlidesSafe Software
If you’ve ever had to analyze a map or GPS data, chances are you’ve encountered and even worked with coordinate systems. As historical data continually updates through GPS, understanding coordinate systems is increasingly crucial. However, not everyone knows why they exist or how to effectively use them for data-driven insights.
During this webinar, you’ll learn exactly what coordinate systems are and how you can use FME to maintain and transform your data’s coordinate systems in an easy-to-digest way, accurately representing the geographical space that it exists within. During this webinar, you will have the chance to:
- Enhance Your Understanding: Gain a clear overview of what coordinate systems are and their value
- Learn Practical Applications: Why we need datams and projections, plus units between coordinate systems
- Maximize with FME: Understand how FME handles coordinate systems, including a brief summary of the 3 main reprojectors
- Custom Coordinate Systems: Learn how to work with FME and coordinate systems beyond what is natively supported
- Look Ahead: Gain insights into where FME is headed with coordinate systems in the future
Don’t miss the opportunity to improve the value you receive from your coordinate system data, ultimately allowing you to streamline your data analysis and maximize your time. See you there!
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...Bert Blevins
Today’s digitally connected world presents a wide range of security challenges for enterprises. Insider security threats are particularly noteworthy because they have the potential to cause significant harm. Unlike external threats, insider risks originate from within the company, making them more subtle and challenging to identify. This blog aims to provide a comprehensive understanding of insider security threats, including their types, examples, effects, and mitigation techniques.
3. Why is agile adoption rising?
Version One 2012 Survey of Agile Results:
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4. The Real Reason
70%* of Business Intelligence Solutions industry-wide fail to
meet the business user expectations
Some cited reasons:
• Lack of business involvement
• Executives find it difficult to find information**
• Difference between insights and data
• Bias vs. fact
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•Gartner: 2012 Business Intelligence still subject to non-technical challenges
•** Business Week Research Services
5. Data is coming from everywhere
5/27/2014www.centricconsulting.com 4
Sensors invade and expand Big Data use
8. The Agile Mindset
Business involvement throughout the project
Business participation on a daily basis helps ensure that business value is achieved by regularly prioritizing work based on business value,
by providing rapid ongoing feedback to the team on features as they are built, and by verifying that features provide the expected
functionality.
Empiricism and experimentation
During the last 50 years of software development a lot of time has been spent upfront trying to figure out and lock down requirements,
design and test plans for an entire set of features. In agile development teams will become familiar with the agile concept that it’s better not
to think too deeply about each feature until it’s time to build them. In agile empiricism asserts that knowledge comes from experience and
making decisions based on what is known. In practice, this means that, as we build software, we also build experience so that we can
replace detailed up front planning and processes with just in time inspect and adapt cycles.
Build working software frequently within a short, fixed timeframe (i.e. timebox)
Building working software means software that has been verified to work as it should in production. Teams will become familiar with the
agile concept of completing working software that doesn’t have all of the features envisioned but only those that can be completed during
the current timebox knowing that additional features will be developed during subsequent cycles.
Small team size
As a general rule, smaller teams will tend to be more efficient and productive because communication overhead is reduced, there is less
unproductive waiting time and fewer handoffs. Within small teams, each team members skill-set will increase and broaden so that each
member can begin to be involved in more than one part of the software development process.
Transparency
Open sharing of the state of the work will serve to encourage participation and to expose decisions, challenges and successes to the much
broader team. It means that decisions are made out in the open—subject to broader scrutiny, which in turn leads to better decisions and
more of a sense of ownership from team members. In addition, the transparency found in Agile practices will impart better visibility and a
greater sense of ownership to all stakeholders, encourage Close coordination and build mutual trust amongst stakeholders, and bring all
stakeholders on the ‘same page’ in terms of project progress and expectations
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Agile is not only a development approach but also a mindset based on the principles of the agile
manifesto. To be successful with agile, there needs to be cultural a shift, not an imposed afterthought.
Below are just some of the paradigm shifts that take place when transitioning to agile.
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Introduction: Agile vs. Traditional approaches
Agile Approach Traditional Approach
Leverage continual feedback to deliver business value
as early and often as possible.
Invest in a detailed plan, and then execute on it.
Adapts to changing priorities through a continual
feedback loop and iterative work planning.
Upfront analysis, requirements and design that
“lock in” key designs early
Short, iterative design, development, testing,
and deployment efforts.
Long delivery phases to develop and test
software; working software is delivered at the
end of a phase.
Project status is measured by the working
software that is delivered.
Project status is measured against a detailed
project plan.
Avoids painful change request situations by
embracing new requirements as they emerge
Changes in requirements result in contentious
change requests.
Established upfront cadence determines delivery
date(s) and are based on consistent iteration and
release schedules.
Upfront contract based on many unknown items
specifies delivery date and project cost.
Architects the right solution – “end-to-end”
development continually validates that a design
supports the product’s features.
Long delivery cycles limit ability to introduce
new functionality quickly as well as make
architectural improvements.
Agile is not about IT or for the benefit of IT. Agile is about increasing competitive advantage for the business.
Agile serves to address the needs of the customer impacted by ever-changing business climate, economic
conditions and external regulations.
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Components Of a Successful Agile Execution
Today, few technology managers or developers will admit to not understanding agile. The Agile Manifesto*
serves as an excellent foundation, but we know there’s more to delivering on budget, on schedule, and with real
people. In our experience, you need 4 things:
Your agile approach needs
to be defined as a starting
point. What activities occur
during planning, Sprints,
deployment and feedback
cycles? Who is responsible
for what? What
mechanisms are in place to
help the team execute and
improve those processes?
Processes Technology
Practices
Organizational
Interfaces
Change
Management
The highly iterative nature of
agile development drives a
need for solid development
practices. Test driven
development, continuous
integration, and test
automation help an agile team
create and sustain a
consistent delivery pace.
What is required to convince
more than just the IT
organization to embrace
agile? (success ultimately
depends on this) What
techniques will you use?
If your entire company is
not Agile, how will you
create metrics and work
with more traditional IT
management functions like
PMOs, architecture boards,
and centralized support
organizations?
12. In an agile project, the first thing to getting started is establishing a cadence.
• Prioritization
• Estimation
• Learning and Adapting
• Garnering Feedback
• Releasing
• Keeping in Sync.
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Establishing Cadence
Often we receive so many ideas and requirements, because users are afraid of
missing the “Feature Bus”. They will not get your attention back again. By
establishing cadence, you effectively install more stops that they can get on/off.
Why is cadence is so important?
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How The Cycle & Levels Work Together
The Centric agile approach model is defined by cycles of Plan, Execute, Feedback & Done that are repeated throughout
the Program, Release, Sprint, and Story levels of the work lifecycle. The Cycle and the Levels work together – the Cycle
runs on each Level. Each Level runs through a full Cycle, then passes control back up to the Level above.
• Plan: Planning and work breakdown, with appropriate detail for the Level
• Execute: Execute cadence for the Level + one or more full Cycles for the Level below
• Done: Verify work completed against Definition of Done for the Level
• Feedback: Implement feedback cycle appropriate for the Level, per Cadence
Plan
ExecuteVerify
Feedback
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The Levels
The Levels provide us with constructs to facilitate talking about and managing work. We start by
treating work at a very high level, then gradually hone our way in over time until we are talking about
work at the level or detail needed to actually do it. This idea incorporates two key agile concepts:
Just in Time: Don’t think about the details of a work item until it is time to do that work.
Just Enough: Do the work in very small chunks.
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A sample cadence
Key Decisions
1. Time required to deliver Release.
2. Breakdown of Work Into
Iterations
Governed By
Release Owner
Governed By
Product Owner
Governed By
Steering Committee
Key Decisions
1. User Stories, Epics or other imperatives to be included in the
next release.
2. Commitment of Release Owner.
Prioritization
The Steering Committee represents the business in
evaluating analytic needs. While most of these needs are
strategic in nature, some immediate demands may at times
be given precedence.
As the BI Team approaches completion of a Release the
Steering Committee will decide the next Release to be
delivered. They will also identify a Release Owner who will
oversee delivery.
Release
A Release Owner, having been assigned by the,
oversees the delivery of one or Steering
Committee more User Stories in a Release. They
are responsible for ensuring that the analysis truly
delivers the expected business capability.
The Release Owner will work with the BI Team to
plan all releases comprising the release. They will
also identify a Product Owner to represent the
business in a SME and advisory role.
Iteration
The BI Team will
implement a Release in
Iterations. The intent is
to frequently provide
business users with a
quality working
product, thereby
increasing feedback
frequency.
Portion of Release
delivered to business
users.
Challenges to the Release Date
Unlike traditional App Dev projects, BI teams must deal with uncontrollable
enterprise data and systems. This may occasionally introduce delays to a release.
• Source system data quality
• Source system up-time
• Unexpecteddata volatility
• Non-existent data.
• Information not persisted in data
• Unavailability of SMEs
Program Communication
Key Decisions
1. Develop the Release Charter with the BI Team
2. Commitment of Product Owner.
Key Decisions
1. Time required to deliver Release.
2. Breakdown of Work Into
Iterations
Daily Report
A Team driven activity focused
on how healthy the board is, and
how the team can help.
Stakeholder
Communication
17. A story should be
Independent
Negotiable
Valuable
Estimable
Small
Testable
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The unit of work. Should strive to be the smallest possible chunk that provides business value.
The Story
As a <role>
I can <activity>
So that <business value>
As a financial analyst, I want
to see profit by customer
account per order so that I can
view the profitability of order
types while making forecast
decisions for August budget
cycle.
As a Consumer, I want
to be able to see my
daily energy usage so
that I can lower my
energy costs and usage
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CREATING OUR BACKLOG – TASKS, EPICS, and STORIES
Role Analysis Capability
Impact
Criteria
What is the perspective
of the user?
What analysis do they
want to perform?
What business
capability is being
delivered (business
process, decision,
etc.)
How does it
strategically impact
the organization?
What are the criteria for
this capability to be
successfully delivered?
As a campaign manager, I need to assess our members’
engagement level within individual campaigns so that I can measure
the efficacy of the campaign. This allows me to determine how
engaged members were so that we can predict the campaign's
impact related to gaps in care and other factors. Strategically, this
enables our company to articulate the effectiveness of campaigns
and identify which campaigns are successful and which ones are not.
In order to be successful, this analysis must include our entire
historical set of data. We must also have project metadata (start
date, end date, campaign type, population demographics, etc.)
incorporated into the analysis.
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• As a team create a list of what
went well, what did not go well, and
what suggestions for
improvements.
• The list should be team focused,
not externally focused.
• The list should be kept running
across iterations.
• The list should be prioritized by the
team in each retrospective.
Create a process and mechanism to continually improve
2 Categorize
3 Disposition
4 Assign
1 Retrospective
TOPICS BACKLOG
5
Measure
and
Feedback
Stop
Start
Keep
XX to do YY by ZZ
Pick the top 2-
3 topics
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Centric's Agile Approach – Agile Technology Practices
Many Agile transformations focus solely on the Agile process. But the technologies used to execute successful
Agile delivery are equally important. Early Sprints need to define the technologies and the extent to which
they will be used. Do not attempt to do this on the fly!
Organizational
Interfaces
Change
Management
Processes
Technology
Practices
Components of a Successful Agile Execution
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Beyond Process
A new process alone will not yield a truly agile organization. Depending on your organization and culture,
several items about the way your technical team works will need to change.
- A focus away from component perfection into business unit value
- Embrace refactoring
- Move toward evolutionary design patterns
- Build Quality In
- Automate everything
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Agile does not mean faster or with less quality. In fact, quality takes a larger role in agile.
-Quality is a first class citizen in the conversation.
-Testing is included in the iteration
-Is this testable? How?
How will we perform regression as time goes by? The push for automation. Lack of automation is a major
source of agile failure.
Build Quality In
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Centric’s Agile Approach – Organizational Change Management
Agile is very different than traditional development approaches – different roles, different interactions, different
reporting structures. We see similar concerns on across many different engagements when taking on an Agile
approach. Types of concerns and reasons for them differ by role.
Technology
Practices
Organizational
Interfaces
Processes
Components of a Successful Agile Execution
Change
Management
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Centric’s Agile Approach – Organizational Change Management
Managers Non-managers
Loss of power and control Lack of understanding around the vision and need for change
Overload of current tasks, pressures of daily activities and
limited resources
Comfort with the status quo and fear of the unknown
Lack of skills and experience needed to manage the change
effectively
Corporate history and culture
Fear of job loss Opposition to the new technologies, requirements and
processes introduced by the change
Disagreement with the new way or skepticism about the need
for change
Fear of job loss
Common reasons for being concerned about moving to an agile development approach.
Role Concerns About Agile
Business Analyst "A big requirements document is no longer my focus, what is?”
Developer "Agile changes how projects are planned, but shouldn't impact how I write code, right?”
Quality Analyst "Why do I need to be involved so early in the process? What do I do?”
Resource Manager "If developers are fully allocated to a single team and are self-organizing to tasks, what role do I
play?”
"Do performance evaluations need to be different now?”
PMO Lead “Why shouldn't we have agile teams follow the same phase gates as the other projects?”
Stakeholder "They have new questions for me every other day. Why not spend a week at the start of the project
and talk all of this out?”
Common concerns when going from a traditional approach to an agile approach.
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Components Of Successful Agile Execution – Organizational Interfaces
During an Agile transformation it is critical that Agile Teams provide information and feedback outside of
their team in order to support other organization needs. Recognize these needs, and provide the thinking and
tools to support.
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What to do next?
Do not:
• Focus on Process only
• Let the simplicity of the philosophy be misintepreted
• Say, “we do that”
Do:
• Get an experienced coach
• Pick a pilot team/project and learn what works for your org
• Start bottom-up, not top-down
• Invest in testing
• Run retrospectives