Executive Guide to SAFe 24 July An Executive s Guide to the Scaled Agile

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway"

Transcription

1 An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, co-founder of Lean-Systems Society co-founder Lean-Kanban University Copyright Net Objectives, Inc. All Rights Reserved 2 1

2 Lean for Executives Product Portfolio Management Business Product Owner Product Owner technical Team process Kanban / Scrum ATDD / TDD / Design Patterns Dev ops Business Lean Enterprise Manag ement Lean Management Project Management ASSESSMENTS CONSULTING TRAINING COACHING Onsite SPC Leading SAFe + with extended topics SAFe Architecture PM/PO Copyright Net Objectives, Inc. All Rights Reserved 3 Common Organizational Structure Inspired by Dan North, BSC/ADP 2012 Copyright Net Objectives, Inc. All Rights Reserved 4 2

3 Hierarchical What they can manage What they need to manage Their people How busy they are Their productivity The quality of work of their people Copyright Net Objectives, Inc. All Rights Reserved 5 The Nature of Our Work Copyright Net Objectives, Inc. All Rights Reserved 6 3

4 We Manage This Way even though value flows this way Copyright Net Objectives, Inc. All Rights Reserved 7 Hierarchical vs. Lean Management What they can manage Their people How busy they are Their productivity The quality of work of their people What they need to manage Time-to-market Effects of upstream groups on their teams Effects of downstream groups on their teams Copyright Net Objectives, Inc. All Rights Reserved 8 4

5 Who is managing the value? Copyright Net Objectives, Inc. All Rights Reserved 9 Time-to-Market Copyright Net Objectives, Inc. All Rights Reserved 10 5

6 How often does work wait? What percent of the time is work moving forward? How much of the time is it waiting for something else to be done? How would you know? No one is managing this in most companies. Waiting Waiting Waiting Adding Value Adding Value Adding Value Adding Value Adding Value Adding Value Copyright Net Objectives, Inc. All Rights Reserved 11 What happens when adding value is delayed? Between getting requirements and using them? Between writing a bug and it being detected? Between two groups getting out of sync? Copyright Net Objectives, Inc. All Rights Reserved 12 6

7 The Whole Picture Copyright Net Objectives, Inc. All Rights Reserved 13 Request Approve Reqts Sign Off Analysis Design Review Code Test Deploy 1. Identify the actions taken in the value stream Copyright Net Objectives, Inc. All Rights Reserved 14 7

8 Request Approve Reqts Sign Off Analysis 0.5 hrs 8 hrs 160 hrs 8 hrs 100 hrs Design Review Code Test Deploy 120 hrs` 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? Copyright Net Objectives, Inc. All Rights Reserved 15 Request Approve Reqts Sign Off Analysis 0.5 / 0.0 hr.1 / 7.9 hrs 60 / 100 hrs 1 / 7 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs 40 / 600 hrs 100 hrs Design Review Code Test Deploy 40 / 80 hrs 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 120 hrs` 2 hrs 280 hrs 240 hrs 3 / 5 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? Copyright Net Objectives, Inc. All Rights Reserved 16 8

9 Request Approve Reqts Sign Off 0.5 / 0.0 hr 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs 80 hrs Analysis 40 / 600 hrs 100 hrs 80 hrs Design Review Code Test Deploy 40 / 80 hrs 160 hrs 2 / 0 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs` 2 hrs 280 hrs 240 hrs 3 / 5 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions Copyright Net Objectives, Inc. All Rights Reserved 17 Request Approve Reqts Sign Off 0.5 / 0.0 hr 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs 80 hrs Analysis 40 / 600 hrs 100 hrs 80 hrs Design Review Code Test Deploy 40 / 80 hrs 160 hrs 2 / 0 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs` 2 hrs 280 hrs 240 hrs 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required Copyright Net Objectives, Inc. All Rights Reserved 18 9

10 Request Approve Reqts Sign Off 0.5 / 0.0 hrs 0.5 / 0.0 hr 320 hrs.1 / 7.9 hrs.1 / 7.9 hrs hrs hrs 60 / 100 hrs hrs 320 hrs 1 / 7 hrs hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs Analysis 40 / 60 hrs 40 / 600 hrs 100 hrs 80 hrs Design Review Code Test 40 / 80 hrs hrs 160 hrs 2 / 0 hrs hrs 80 hrs 80 / 200 hrs hrs 80 hrs 40 / 200 hrs hrs 80 hrs 120 hrs` 2 hrs 280 hrs 240 hrs Deploy 3 / 5 hrs hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X 509 hrs PCE = = 14.9% 3433 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required Avg Time Worked 6. Calculate Process Cycle Efficiency: Total Cycle Time Copyright Net Objectives, Inc. All Rights Reserved 19 delay is finding redoing reworking waiting hand-offs bottlenecks information delay untested code unread requirements transaction related coordination related Copyright Net Objectives, Inc. All Rights Reserved 20 10

11 Request Approve Reqts Sign Off 0.5 / 0.0 hr 320 hrs 0.5 / 0.0 hrs hrs hrs 0.5 / 0.0 hrs 320 hrs 0.5 / 0.0 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs Analysis 0.5 / 0.0 hrs 100 hrs 80 hrs Design Review Code Test 0.5 / 0.0 hrs 160 hrs 0.5 / 0.0 hrs 80 hrs 0.5 / 0.0 hrs 80 hrs 0.5 / 0.0 hrs 80 hrs 120 hrs` 2 hrs 280 hrs 240 hrs Deploy 0.5 / 0.0 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X Which gives a better return? Getting better at what you do Eliminating delays between what you do Copyright Net Objectives, Inc. All Rights Reserved 21 Copyright Net Objectives, Inc. All Rights Reserved 22 11

12 % of capacity Executive Guide to SAFe 24 July 2014 Time Available for New Features Maximum capacity of the team Time to add new functionality Current Time Spent Fixing Bugs Within and Across Systems??? Years? Years in future Copyright Net Objectives, Inc. All Rights Reserved 23 legacy organization: matrix resources to projects Project 1 Project 2 Project 3 Project 4 Project N Copyright Net Objectives, Inc. All Rights Reserved 24 12

13 let s create a pilot project Project 1 Project 2 Project 3 Project 4 Project N % Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager Expert Experience has shown that if you create a cross-functional colocated team you will improve 3x without changing your process. Copyright Net Objectives, Inc. All Rights Reserved 25 First Order Solution Copyright Net Objectives, Inc. All Rights Reserved 26 13

14 Leaves Several Problems How do we feed the teams? How do we handle dependencies? How do we handle product portfolio management? What do we do with those that don t quite fit the model? How do we best integrate? Copyright Net Objectives, Inc. All Rights Reserved 27 Lean Changes Our View Tells us to look at the workflow, not the people We can t manage it if we don t see it Managing indirectly is not as powerful as managing it directly Copyright Net Objectives, Inc. All Rights Reserved 28 14

15 The Ideal Scrum Solution Copyright Net Objectives, Inc. All Rights Reserved 29 Why is this so hard to achieve? Ignoring that it may be difficult to have one team build the entire product, there is still the problem of sharing particular people. Copyright Net Objectives, Inc. All Rights Reserved 30 15

16 What We Need to Do Identify, size, sequence work Allocate our people to most important work Don t start what you can t finish Organize into teams and manage flow Avoid interruptions coming from outside of business drivers Avoid delays by: managing work in process automating testing Keeping teams in cadence Continuously integrating Drive from business alue Copyright Net Objectives, Inc. All Rights Reserved 31 Scaled Agile Framework w w w. S c a l e d A g i l e F r a m e w o r k. c o m A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale. Copyright Net Objectives, Inc. All Rights Reserved 32 16

17 lean thinking provides the tools we need Respect for People Product Development Flow Kaizen Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 33 Goal: Speed, Value, Quality Respect for People Product Development Flow Kaizen All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non-value added wastes. Taiichi Ohno THE GOAL Sustainably shortest lead time Best quality and value to people and society Most customer delight, lowest cost, high morale, safety Agile is about delivering incremental business value, not team iterations Alan Chedalawada Most software problems will exhibit themselves as a delay. Al Shalloway Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

18 respect for people Respect for People Product Development Flow PEOPLE Kaizen Develop individuals and teams; they build products Empower teams to continuously improve Build partnerships based on trust and mutual respect Your customer is whoever consumes your work Don t trouble them Don't overload them Don't make them wait Don't impose wishful thinking Don't force people to do wasteful work Equip your teams with problemsolving tools Form long-term relationships based on trust Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 35 Provide quality systems within which people can work Copyright Net Objectives, Inc. All Rights Reserved 36 18

19 Key Principles Lean-Agile Software Development Optimize the Whole Optimize to realize business value not just to improve development work. Implement lean across an entire value stream the complete product Copyright Net Objectives, Inc. All Rights Reserved 37 Key Principles Lean-Agile Software Development Eliminate Waste Only work on things of value and that you know how to achieve. Only start work that you know you can complete. Not working on the most important things Poor collaboration Delays in workflow Delays in feedback Duplicate efforts Re-learning Technical Debt Copyright Net Objectives, Inc. All Rights Reserved 38 19

20 product development flow 1. Take an economic view Respect for People Product Development Flow Kaizen 2. Actively manage queues 3. Understand and exploit variability 4. Reduce batch sizes 5. Apply WIP constraints 6. Control flow under uncertainty: cadence and synchronization 7. Get feedback as fast as possible 8. Decentralize control Reinertsen, Don. Principles of Product Development Flow Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 39 kaizen Respect for People BECOME RELENTLESS IN: Reflection Product Development Flow Kaizen Continuous improvement as an enterprise value A constant sense of danger Small steady, improvements Consider data carefully, implement change rapidly Reflect at milestones to identify and improve shortcomings Use tools like retrospectives, root cause analysis, and value stream mapping Protect the knowledge base by developing stable personnel and careful succession systems Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

21 Scaled Agile Framework w w w. S c a l e d A g i l e F r a m e w o r k. c o m Business Value Chunk Minimal Business Increment Release Plan (Features) Team Backlogs (Stories) Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 41 Scaled Agile Framework w w w. S c a l e d A g i l e F r a m e w o r k. c o m Teams work in cadence Develop on cadence, deliver on demand Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

22 Agility is about Business Value Increments not development cycles Copyright Net Objectives, Inc. All Rights Reserved 43 a system of delivering business value A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. W. Edwards Deming Copyright Net Objectives, Inc. All Rights Reserved 44 22

23 Alignment Executive Guide to SAFe 24 July 2014 drive from the portfolio Portfolio Vision gives the system an aim Centralized strategy, decentralized execution Investment themes provide operating budgets for trains Kanban systems provide portfolio visibility and WIP limits Objective metrics support governance and kaizen Value description via Business and Architectural epics Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 45 alignment more value is created with overall alignment than with local excellence. Don Reinertsen Business Owners Clear content authority Face-to-face planning Aligned Team, Program and Business Owner objectives Cross-team and cross-program coordination Architecture and UX guidance Match demand to throughput Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

24 systems must be managed A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system The secret is cooperation between components toward the aim of the organization. W. Edwards Deming Copyright Net Objectives, Inc. All Rights Reserved 47 the program level drives the teams Self-organizing, self-managing team-of-agile-teams Continuous value delivery Aligned to a common mission via a single backlog Common sprint lengths and estimating Face-to-face planning cadence for collaboration, alignment, synchronization, and assessment Value description via Features and Benefits Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

25 alignment, synchronization, and cadence Todays development processes typically deliver information asynchronously in large batches. Flow based processes deliver information in a regular cadence of small batches. Don Reinertsen Copyright Net Objectives, Inc. All Rights Reserved 49 Develop on Cadence, Deliver on Value Development occurs on a fixed cadence. The business decides when value is released. Customer Preview Major Release Customer Upgrade Major Release New Feature Deliver on Demand PSI PSI PSI PSI PSI Develop on Cadence Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

26 program execution Agile Release Trains self-organizing teams of agile teams reliably and frequently deliver enterprise value Driven by vision and roadmap Lean, economic prioritization Frequent, quality deliveries Fast customer feedback Fixed, reliable cadence Regular inspect and adapt drives continuous improvement Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 51 nothing beats an agile team Empowered, self-organizing, self-managing cross-functional teams Valuable, fully-tested software increments every two weeks Scrum project management practices and XP-inspired technical practices Teams operate under program vision, system, architecture and user experience guidance Value description via User Stories Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

27 Transparency Executive Guide to SAFe 24 July 2014 transparency transparency builds confidence, alignment and trust All backlogs and progress visible to all stakeholders Objective reporting based on working, tested, evaluated code Everyone understands backlog, capacity, velocity, WIP Management leads and fosters open environment Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

28 leading knowledge workers Workers are knowledge workers if they are more knowledgeable about the work they perform than their bosses. Peter Drucker Workers themselves are best placed to make decisions about how to perform their work and how to modify their processes To effectively lead, the workers must be heard and respected Knowledge workers have to manage themselves. They have to have autonomy. Continuing innovation has to be part of their work, and their responsibility Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 55 foundation: leadership Lean Thinking Manager-Teachers Respect for People Product Development Flow Kaizen Management is trained and exhibits lean thinking Bases decisions on this long term philosophy Take responsibility for Lean-Agile success Understand and teach Lean-Agile behaviors Are trained in practices and tools of continuous improvement Teach problem solving and corrective action See with their own eyes. No useful improvement was ever invented at a desk. Managers develop people. People develop solutions Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

29 Conclusion The foundation of Lean is leadership The foundation of SAFe is YOU Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 57 Next Steps Become a SAFe Lean Thinking Manager-Teacher Launch Agile Release Trains Browse the framework Read the book Agile Software Requirements Check out Take a course Leading SAFe in Atlanta, Charlotte, Dallas Milwaukee, Raleigh, San Jose, Seattle, Washington DC Accelerate value delivery with your first Agile Release Train Leverage the Community Contact Net Objectives (see next slide) Join the community at community.scaledagile.com Leverage the Community Join the community at community.scaledagile.com Copyright Net Objectives, Inc. All Rights Reserved 58 29

30 Net Objectives Agile at Scale consulting and implementation for a decade. The premier provider of SAFerelated consulting and training. The primary contributors to the materials in the SAFe code quality section. Technical Training Design Patterns ATDD / TDD Emergent Design Scrum/XP SAFe-Related Services SPC Training Leading SAFe with Net Objectives Extensions Portfolio Management Product Manager and Product Owner Training SAFe Kanban SAFe consulting Copyright Net Objectives, Inc. All Rights Reserved 59 Thank You Al Shalloway Twitter Register at to receive notices of monthly webinars See See upcoming Leading SAFe courses at 30

Be Agile. Scale Up. Stay Lean

Be Agile. Scale Up. Stay Lean Be Agile. Scale Up. Stay Lean Building the Lean Agile Enterprise with the Scaled Agile Framework By Dean Leffingwell 10 October, 2013 2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. 2008 Scaled - 2013

More information

Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels. Al Shalloway, Net Objectives. September 4 th, 2014

Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels. Al Shalloway, Net Objectives. September 4 th, 2014 Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels Al Shalloway, Net Objectives September 4 th, 2014 Implementing Kanban at Scale Al Shalloway, CEO & Founder of Net

More information

Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved

Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved Al Shalloway, CEO Net Objectives Agile Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved 1 Copyright 2012 Net Objectives, Inc. All

More information

Building the Lean Agile Enterprise with the Scaled Agile Framework:

Building the Lean Agile Enterprise with the Scaled Agile Framework: Building the Lean Agile Enterprise with the Scaled Agile Framework: Know the Way Show the Way Go the Way By Dean Leffingwell GOTO Zurich April 2013 2008-2013 Leffingwell, LLC. & Scaled Agile, Inc. All

More information

agenda AGILE AT SCALE

agenda AGILE AT SCALE Copyright Net Objectives, Inc. All Rights Reserved 1 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE

More information

Introduction to Enterprise Agile Frameworks

Introduction to Enterprise Agile Frameworks Introduction to Enterprise Agile Frameworks PMINU PDC 2014 May 9, 2014, Salt Lake City, Utah Presented by: Mehul Kapadia SAFe SPC, PMI-ACP, CSM, CSPO, PMP 1 Introduction Mehul Kapadia Director of Project

More information

Agile Training Portfolio

Agile Training Portfolio Agile Training Portfolio Why agile? The question can also be: Why learn fast? Why adapt to new experiences and learnings quickly and easily? Well, the Dodo was not very agile and we all know how that ended.

More information

Glossary SAFe 4.0 for Lean Software and Systems Engineering

Glossary SAFe 4.0 for Lean Software and Systems Engineering Agile Architecture Agile architecture is a set of values and practices that support the active evolution of the design and architecture of a system, concurrent with the implementation of new business functionality.

More information

When agile is not enough

When agile is not enough When agile is not enough LESS 2010 Kati Vilkki kati.vilkki@nsn.com 1 Nokia Siemens Networks When agile is not enough What does lean thinking add to agile? Combining agile and lean Change in mind-set Management

More information

The Basics of Scrum An introduction to the framework

The Basics of Scrum An introduction to the framework The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has

More information

Introduction to Agile and Scrum

Introduction to Agile and Scrum Introduction to Agile and Scrum Matthew Renze @matthewrenze COMS 309 - Software Development Practices Purpose Intro to Agile and Scrum Prepare you for the industry Questions and answers Overview Intro

More information

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE Program & Portfolio! Management using! Kanban! Introduction and Agenda Tom Wessel, Davisbase Consulting 20 years in software development. Over 7 years working with software development teams, training,

More information

Applied Agile Practices for Large-scale Organizations

Applied Agile Practices for Large-scale Organizations Applied Agile Practices for Large-scale Organizations COMPLIANCE AND EFFICIENCY WITH STAGES AT THE STAGES INSIGHT Peter Pedross - CEO, PEDCO Page 1 Scaled Agility is for nuts OR FOR THE NOT SERIOUS COMPANIES,

More information

Chapter 6. Iteration 0: Preparing for the First Iteration

Chapter 6. Iteration 0: Preparing for the First Iteration Chapter 6. Iteration 0: Preparing for the First Iteration People only see what they are prepared to see. Ralph Waldo Emerson There are no secrets to success. It is the result of preparation, hard work,

More information

MTAT.03.094 Software Engineering

MTAT.03.094 Software Engineering MTAT.03.094 Software Engineering Lecture 12: Lean & Flow-based (KANBAN) Principles and Processe Fall 2015 Dietmar Pfahl email: dietmar.pfahl@ut.ee Structure of Lecture 12 KANBAN Case Study: Scrum vs. KANBAN

More information

LEAN AGILE POCKET GUIDE

LEAN AGILE POCKET GUIDE SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies

More information

VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN. Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc.

VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN. Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc. VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc. Agenda 2 Quick Introduction/ Context How We Were.. ( Traditional Requirements Management, Release Scoping/

More information

Release Notes Applied SAFe 4.0

Release Notes Applied SAFe 4.0 Release Notes Applied SAFe 4.0 As of March, 15 th 2016 NOTE: Applied SAFe 4.0 builds on SAFe 4.0 and will be kept in sync with the upcoming versions. Demonstrations can be scheduled upon request. SAFe

More information

Course Title: Managing the Agile Product Development Life Cycle

Course Title: Managing the Agile Product Development Life Cycle Course Title: Managing the Agile Product Development Life Cycle Course ID: BA25 Credits: 28 PDUs Course Duration: 4 days (with optional Executive session) Course Level: Intermediate/Advanced Course Description:

More information

Applying Lean on Agile Scrum Development Methodology

Applying Lean on Agile Scrum Development Methodology ISSN:2320-0790 Applying Lean on Agile Scrum Development Methodology SurendRaj Dharmapal, Dr. K. Thirunadana Sikamani Department of Computer Science, St. Peter University St. Peter s College of Engineering

More information

Agile and lean methods for managing application development process

Agile and lean methods for managing application development process Agile and lean methods for managing application development process Hannu Markkanen 24.01.2013 1 Application development lifecycle model To support the planning and management of activities required in

More information

Lean Software Development and Kanban

Lean Software Development and Kanban 1 of 7 10.04.2013 21:30 Lean Software Development and Kanban Learning Objectives After completing this topic, you should be able to recognize the seven principles of lean software development identify

More information

LEAN-agile copyright 2010. Net Objectives, Inc.

LEAN-agile copyright 2010. Net Objectives, Inc. Extending Scrum with the Principles of Lean-Kanban BECOMING LEAN-agile copyright 2010. Net Objectives, Inc. Lean for Executives Product Portfolio Management Business Lean Enterprise ASSESSMENTS CONSULTING

More information

Agile Systems Engineering: What is it and What Have We Learned?

Agile Systems Engineering: What is it and What Have We Learned? Agile Systems Engineering: What is it and What Have We Learned? March 2012 Dr. Suzette S. Johnson Agile Engineering Northrop Grumman Suzette.Johnson@ngc.com Getting To Know You! Dr. Suzette Johnson Northrop

More information

Lean. Agile. Demystifying Kanban. White Papers. essential. by Alan Shalloway. Business-Driven Software Development

Lean. Agile. Demystifying Kanban. White Papers. essential. by Alan Shalloway. Business-Driven Software Development Lean Agile Demystifying Kanban by Alan Shalloway essential White Papers Business-Driven Software Development Demystifying Kanban A Net Objectives Essential White Paper Net Objectives Press, a division

More information

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

More information

Agile and lean methods for managing application development process

Agile and lean methods for managing application development process Agile and lean methods for managing application development process Hannu Markkanen 27.01.2012 1 Lifecycle model To support the planning and management of activities required in the production of e.g.

More information

Roles: Scrum Master & Project Manager

Roles: Scrum Master & Project Manager Roles: Scrum Master & Project Manager Scrum Master: Facilitate collaborative meetings Track team performance Remove impediments (Risk, Issue) Validate team alignment to Agile framework and scope Drive

More information

Crossing the DevOps Chasm

Crossing the DevOps Chasm SOLUTION BRIEF Application Delivery Solutions from CA Technologies Crossing the DevOps Chasm Can improved collaboration and automation between Development and IT Operations deliver business value more

More information

Lean Metrics How to measure and improve the flow of work. Chris Hefley, CEO of LeanKit. November 5 th, 2014

Lean Metrics How to measure and improve the flow of work. Chris Hefley, CEO of LeanKit. November 5 th, 2014 Lean Metrics How to measure and improve the flow of work Chris Hefley, CEO of LeanKit November 5 th, 2014 Introduction to Lean Metrics What metrics should you measure? How to track them? What effect do

More information

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy

More information

An Introduction to Leanban. A Wavelength White Paper

An Introduction to Leanban. A Wavelength White Paper An Introduction to Leanban A Wavelength White Paper Net Objectives Press, a division of Net Objectives Inc. 1037 NE 65th Street Suite #362 Seattle, WA 98115 404-593-8375 Find us on the Web at: www.netobjectives.com

More information

Lean Agile Scrum Business Value Development and Delivery using Agility. Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright.

Lean Agile Scrum Business Value Development and Delivery using Agility. Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright. Lean Agile Scrum Business Value Development and Delivery using Agility Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright.net High yield software engineering team Active Customer Involvement

More information

Maximize Benefits of Agile Practices

Maximize Benefits of Agile Practices Maximize Benefits of Agile Practices January 2016 Author: Dr. Tonya M. Peterson, PMP, CSM 2 Agile Manifesto 3 A good entrepreneur has a very clear grasp of what the goal is, an unwavering sense of the

More information

AGILE & KANBAN IN COORDINATION. Ryan Polk

AGILE & KANBAN IN COORDINATION. Ryan Polk AGILE & KANBAN IN COORDINATION Ryan Polk Team Background & History 18 Engineers Relatively mature and expansive codebase C# /.Net MS Team Foundation Server (TFS) System 5.0 Over 4 years in development.

More information

About Dean Leffingwell

About Dean Leffingwell About Dean Leffingwell Agile Enterprise Coach To some of the world s largest enterprises Agile Executive Mentor BMC Chief Methodologist Rally Software Cofounder/Advisor Agile Software Requirements Lean

More information

Transitioning Your Software Process To Agile Jeffery Payne Chief Executive Officer Coveros, Inc. jeff.payne@coveros.com www.coveros.

Transitioning Your Software Process To Agile Jeffery Payne Chief Executive Officer Coveros, Inc. jeff.payne@coveros.com www.coveros. Transitioning Your Software Process To Agile Jeffery Payne Chief Executive Officer Coveros, Inc. jeff.payne@coveros.com www.coveros.com 1 About Coveros Coveros helps organizations accelerate the delivery

More information

Kanban kick- start. By Tomas Björkholm at Crisp, April 2011

Kanban kick- start. By Tomas Björkholm at Crisp, April 2011 Kanban kick- start By Tomas Björkholm at Crisp, April 2011 INTRODUCTION... 1 AN APPROACH TO GET STARTED WITH KANBAN... 2 STEP 1 GET TO KNOW YOUR SYSTEM... 2 STEP 2 IDENTIFY YOUR SOURCES AND PRIORITIZE...

More information

Scaling Lean-Agile Practices Across the Enterprise

Scaling Lean-Agile Practices Across the Enterprise Taking scale to heart. REQUEST TO RUN Scaling Lean-Agile Practices Across the Enterprise WestarEnergy.com Josh Roberts 2 Electronic Data Systems WorldCom Programmer Bank of America PM Sprint Delivery Manager

More information

What is meant by the term, Lean Software Development? November 2014

What is meant by the term, Lean Software Development? November 2014 What is meant by the term, Lean Software Development? Scope of this Report November 2014 This report provides a definition of Lean Software Development and explains some key characteristics. It explores

More information

The Agile Manifesto is based on 12 principles:

The Agile Manifesto is based on 12 principles: The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered

More information

Rally ALM & Agile Roadshow. Hila Lahav Rice Agile Coach AT&T Tel-Aviv

Rally ALM & Agile Roadshow. Hila Lahav Rice Agile Coach AT&T Tel-Aviv Rally ALM & Agile Roadshow Hila Lahav Rice Agile Coach AT&T Tel-Aviv Agenda Our process Rally s Project tree Product hierarchy How do we plan a release How do we track a release How do we track a sprint

More information

Kanban vs Scrum Making the most of both

Kanban vs Scrum Making the most of both Kanban vs Scrum Making the most of both JAOO, Aarhus Oct 6, 2009 Henrik Kniberg Agile/Lean coach @ Crisp, Stockholm Board of directors henrik.kniberg@crisp.se +46 70 4925284 Purpose of this presentation

More information

Scaling Agile: Fractals of Innovation. An excerpt from Rally s book, Agile Business Rally Software Development Corp. All rights reserved.

Scaling Agile: Fractals of Innovation. An excerpt from Rally s book, Agile Business Rally Software Development Corp. All rights reserved. Scaling Agile: Fractals of Innovation An excerpt from Rally s book, Agile Business 2013 Rally Software Development Corp. All rights reserved. Scaling Agile: Fractals of Innovation By Ronica Roth Sure,

More information

Scrum in a Large Project Theory and Practice

Scrum in a Large Project Theory and Practice Scrum in a Large Project Theory and Practice Agile World 2012 Munich, July 12, 2012 Dr. Sebastian Stamminger Scrum in Large Projects Agenda Theory Case Study Teams Our Process Challenges Lessons Learned

More information

Product Development: From Conception to Execution. Slide 1

Product Development: From Conception to Execution. Slide 1 Product Development: From Conception to Execution Slide 1 Product Development: From Conception to Execution Becky Lester, CPCU GAINWeb Product Owner Grange Insurance Damon Lay, ACAS, MAAA Director Business

More information

Agile Testing. What Students Learn

Agile Testing. What Students Learn Agile Testing Transition sound traditional test practices into an Agile development environment. By using a step-by-step approach, this course documents how to transition from traditional test practices

More information

No one has to change. Survival is optional. - W. Edwards Deming - Continue your Beyond Budgeting Journey with help from Agile, Lean and Scrum

No one has to change. Survival is optional. - W. Edwards Deming - Continue your Beyond Budgeting Journey with help from Agile, Lean and Scrum No one has to change. Survival is optional. - W. Edwards Deming - Continue your Beyond Budgeting Journey with help from Agile, Lean and Helge Eikeland, Statoil, October 2010 Today s challenge is complexity

More information

Waterfall to Agile. DFI Case Study By Nick Van, PMP

Waterfall to Agile. DFI Case Study By Nick Van, PMP Waterfall to Agile DFI Case Study By Nick Van, PMP DFI Case Study Waterfall Agile DFI and Waterfall Choosing Agile Managing Change Lessons Learned, Sprints Summary Q and A Waterfall Waterfall Waterfall

More information

Agile Software Development

Agile Software Development Agile Software Development Lecturer: Raman Ramsin Lecture 4 Scrum: Current Framework 1 Scrum: New Process Framework 1. A people-centric framework based on a set of values, principles, and practices that

More information

Quality Assurance in an Agile Environment

Quality Assurance in an Agile Environment Quality Assurance in an Agile Environment 1 Discussion Topic The Agile Movement Transition of QA practice and methods to Agile from Traditional Scrum and QA Recap Open Discussion www.emids.com 2 What is

More information

Lean QA: The Agile Way. Chris Lawson, Quality Manager

Lean QA: The Agile Way. Chris Lawson, Quality Manager Lean QA: The Agile Way Chris Lawson, Quality Manager The Quality Problem Agile Overview Manifesto Development Methodologies Process Agile QA Lean QA Principles An Agile QA Framework Summary Q & A Agenda

More information

Agile Beyond The Team 1

Agile Beyond The Team 1 Agile Beyond The Team 1 Dilbert Agile 2 What Does Your Organization Value? Projects over Teams? Do new teams spools up for new projects? On-Time/On-Budget Delivery over Zero Maintenance Products Deliver

More information

A Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com)

A Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com) A Viable Systems Engineering Approach Presented by: Dick Carlson (richard.carlson2@boeing.com) Philip Matuzic (philip.j.matuzic@boeing.com) i i Introduction This presentation ti addresses systems engineering

More information

Integrating Scrum with the Process Framework at Yahoo! Europe

Integrating Scrum with the Process Framework at Yahoo! Europe Integrating Scrum with the Process Framework at Yahoo! Europe Karl Scotland Yahoo! Europe kjscotland@yahoo.co.uk Alexandre Boutin Yahoo! International alexandre.boutin@yahoo-inc.com Abstract Large enterprise

More information

Product / Program Management

Product / Program Management Product / Program Management Merlyn Jyothi September 17 th 2011 Development Structure Agile teams: 20 teams (3 Applications + 12 Platform) Agile team: Approx 9 members Development: 4-5 members Quality

More information

Secrets of a Scrum Master: Agile Practices for the Service Desk

Secrets of a Scrum Master: Agile Practices for the Service Desk Secrets of a Scrum Master: Agile Practices for the Service Desk #askitsm @ITSMAcademy @ITSM_Lisa @ITSM_Donna ITSM Academy About ITSM Academy NextGen ITSM Education: Certified Process Design Engineer (CPDE)

More information

Introduction to Agile Scrum

Introduction to Agile Scrum Introduction to Agile Scrum by Julia M. Lobur Penn State Harrisburg CMPSC 487W Fall 2015 Introduction to Scrum Learning Goals Relationship of Scrum to other Agile methods Scrum Framework Scrum Roles Scrum

More information

Agile Metrics - What You Need to, Want to, and Can Measure. June 9, 2014

Agile Metrics - What You Need to, Want to, and Can Measure. June 9, 2014 Agile Metrics - What You Need to, Want to, and Can Measure June 9, 2014 Agile Metrics Outline What do you care about? Why measure? Metrics to introduce earlier Metrics to introduce later How to prepare

More information

Agile Project. Management FOR DUMME&* by Mark C. Layton WILEY. John Wiley & Sons, Inc.

Agile Project. Management FOR DUMME&* by Mark C. Layton WILEY. John Wiley & Sons, Inc. Agile Project Management FOR DUMME&* by Mark C. Layton WILEY John Wiley & Sons, Inc. Table of Contents»#» « Introduction / About This Book 1 Foolish Assumptions 1 Conventions Used in This Book 2 How This

More information

Scrum vs. Kanban vs. Scrumban

Scrum vs. Kanban vs. Scrumban Scrum vs. Kanban vs. Scrumban Prelude As Agile methodologies are becoming more popular, more companies try to adapt them. The most popular of them are Scrum and Kanban while Scrumban is mixed guideline

More information

Training and Coaching

Training and Coaching Project Profiles: Agile Implementation Services Financial Services Agile Consulting Services Review/Assessment and Coaching Our client previously built a Software Factory of 30+ teams to build and support

More information

W hitepapers. Delighting Vodafone Turkey s Customers via Agile Transformation

W hitepapers. Delighting Vodafone Turkey s Customers via Agile Transformation October 2014 W hitepapers Delighting Vodafone Turkey s Customers via Agile Transformation Mehmet Yitmen, Erhan Köseoğlu, İbrahim Güneş, Gülnur Bayhan, Seda Erboral Introduction Vodafone is one of the world's

More information

Getting Started with Agile Project Management Methods for Elearning

Getting Started with Agile Project Management Methods for Elearning Getting Started with Agile Project Management Methods for Elearning Megan Torrance TorranceLearning Training2013 Session 108 February 18, 2013 8am Megan Torrance has 20 years of experience in the learning

More information

4/4/2013. Copyright 2013, Robert Ward

4/4/2013. Copyright 2013, Robert Ward Challenges In Scaling Scrum Robert Ward 3 April 2013 The Agile Manifesto In Context The Manifesto is mostly heuristics, not mandates and not first principles. It aimed to legitimize resistance to conventional

More information

Is Your Agile Development SAFe?

Is Your Agile Development SAFe? Is Your Agile Development SAFe? David P. Quinn SM SCAMPI is a service mark of Carnegie Mellon University 1 What Is Agile? The Agile Manifesto We are uncovering better ways of developing software by doing

More information

Mitigating Risk with Agile Development. Rich Mironov CMO, Enthiosys

Mitigating Risk with Agile Development. Rich Mironov CMO, Enthiosys Mitigating Risk with Agile Development Rich Mironov CMO, Enthiosys 2 About Rich Mironov CMO at Enthiosys, agile product mgmt consultancy Business models/pricing, roadmaps Agile transformation and Interim

More information

Agile Project Management

Agile Project Management Agile Project Management Summary Certification Abbreviation Prerequisite(s) Classroom Duration Number of CECs Number of Subjects Number of Themes Status ICAgile Certified Expert Agile Project Management

More information

Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014

Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014 Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014 1 Goals Cover Material from our User Stories Book Chapter 15: Using Stories With Scrum Chapter 16: Additional

More information

Agile Metrics. It s Not All That Complicated

Agile Metrics. It s Not All That Complicated Agile Metrics It s Not All That Complicated Welcome About your Trainer, Katia Sullivan VersionOne Product Trainer and Agile Coach Certified Scrum Master Certified Scrum Product Owner Led teams/org s to

More information

AGILE & SCRUM. Revised 9/29/2015

AGILE & SCRUM. Revised 9/29/2015 AGILE & SCRUM Revised 9/29/2015 This Page Intentionally Left Blank Table of Contents Scrum Fundamentals Certified Course... 1 Scrum Developer Certified (SDC)... 2 Scrum Master Certified (SMC)... 3 Scrum

More information

From Factory Floor to Your Cubicle: Management Be Lean? PCS 2013

From Factory Floor to Your Cubicle: Management Be Lean? PCS 2013 From Factory Floor to Your Cubicle: Can Product Management Be Lean? PCS 2013 Why are we here? One product concept in seven becomes a winner 44% of product development projects fail to achieve their profit

More information

Agile Project Management By Mark C. Layton

Agile Project Management By Mark C. Layton Agile Project Management By Mark C. Layton Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management

More information

2015 Defense Health Information Technology Symposium Implementation of Agile SCRUM Software Development Methodology

2015 Defense Health Information Technology Symposium Implementation of Agile SCRUM Software Development Methodology Mr. Christopher Harrington, PM Clinical Support, Solution Delivery Division Mr. James Huber, Healthcare Data Analyst, DHA Decision Support 2015 Defense Health Information Technology Symposium Implementation

More information

Redefining Agile to Realize Continuous Business Value

Redefining Agile to Realize Continuous Business Value A Point of View Redefining Agile to Realize Continuous Business Value Abstract As enterprises look to move the needle on their business in an intensely competitive market, they expect superior performance

More information

PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led

PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led Course Description Take this PMI ACP training course to prepare for your Agile Certified Practitioner (PMI ACP)

More information

Scaling Software Agility: Agile Software Requirements. About Dean Leffingwell

Scaling Software Agility: Agile Software Requirements. About Dean Leffingwell Scaling Software Agility: Agile Software Requirements A Big Story in Four Parts By Dean Leffingwell For Agile Denver August 23, 2010 About Dean Leffingwell 2 More from Dean Leffingwell 3 The Big Picture

More information

GAO Scheduling Best Practices Applied to an Agile Setting

GAO Scheduling Best Practices Applied to an Agile Setting GAO Scheduling Best Practices Applied to an Agile Setting by Juana Collymore and Brian Bothwell April 15, 2015 Outline Why is scheduling important? GAO Schedule Assessment Guide Overview Status of the

More information

Agile Development to Transform FedEx

Agile Development to Transform FedEx Agile Development to Transform FedEx PPAI IT Summit Xuan Liu, Managing Director, IT FedEx and Promotional Products 2 FedEx connects people with opportunities around the world FY15 Revenue: $47.5 billion

More information

Creating a High Maturity Agile Implementation

Creating a High Maturity Agile Implementation Creating a High Maturity Agile Implementation Creating a High Maturity Agile Implementation www.qaiglobal.com 1 Copyright Notice 2015. Unless otherwise noted, these materials and the presentation of them

More information

Applying Agile Project Management to a Customized Moodle Implementation

Applying Agile Project Management to a Customized Moodle Implementation Applying Agile Project Management to a Customized Moodle Implementation November 6, 2013 Presented by: Curtis Fornadley, PMP UCLA CCLE Coordinator Applying Agile Project Management to a Customized Moodle

More information

Lean Healthcare Metrics Guide

Lean Healthcare Metrics Guide Lean Healthcare Metrics Guide Lean Metrics Guide Page 1 This Lean Metrics Guide is a resource to help organizations understand and select metrics to support their implementation of Lean and Six Sigma two

More information

Measuring ROI of Agile Transformation

Measuring ROI of Agile Transformation Measuring ROI of Agile Transformation Title of the Paper: Measuring Return on Investment (ROI) of Agile Transformation Theme: Strategic & Innovative Practices Portfolio, Programs & Project (PPP) Management

More information

Scrum includes a social agreement to be empirical as a Team. What do you think an empirical agreement is?

Scrum includes a social agreement to be empirical as a Team. What do you think an empirical agreement is? Scrum Discussion Questions For the Facilitator These questions and subsequent discussion points are designed to help you and your Team more efficiently implement Scrum. The following are discussion points

More information

SECC Agile Foundation Certificate Examination Handbook

SECC Agile Foundation Certificate Examination Handbook Versions 2.0 Version Date Remarks 1.0 12/4/2012 Initial version 2.0 3/8/2008 REVISION HISTORY Updated knowledge areas Added questions examples Updated suggested readings section Page 2 of 15 Version 2.0

More information

6 Oct 2011. Agile: Creating a Culture of Quality, Value and Feedback. Agile. Creating a Culture of Quality, Value and Feedback.

6 Oct 2011. Agile: Creating a Culture of Quality, Value and Feedback. Agile. Creating a Culture of Quality, Value and Feedback. Agile Creating a Culture of Quality, Value Rally Software 1 Rally Software Development Privately owned, venture-backed enterprise, founded in Boulder, CO in 2002, with 300 employees, Offices in London

More information

Bridging the Gap Between Acceptance Criteria and Definition of Done

Bridging the Gap Between Acceptance Criteria and Definition of Done Bridging the Gap Between Acceptance Criteria and Definition of Done Sowmya Purushotham, Amith Pulla sowmya.sudha@gmail.com, amith.pulla@intel.com Abstract With the onset of Scrum and as many organizations

More information

Governments information technology

Governments information technology So l u t i o n s Blending Agile and Lean Thinking for More Efficient IT Development By Harry Kenworthy Agile development and Lean management can lead to more cost-effective, timely production of information

More information

Mastering the Iteration: An Agile White Paper

Mastering the Iteration: An Agile White Paper Rally Software Development Corporation Whitepaper Mastering the Iteration: An Agile White Paper Dean Leffingwell Abstract: The heartbeat of Agile development is the iteration the ability of the team to

More information

Lean and Agile Development With Scrum (Part 2) Lucio Davide Spano

Lean and Agile Development With Scrum (Part 2) Lucio Davide Spano Lean and Agile Development With Scrum (Part 2) Lucio Davide Spano lucio.davide.spano@isti.cnr.it spano@di.unipi.it 7 May 2012 Dilbert intro Summary Sprint Review Done at the end of the Sprint Not a simple

More information

How NOT to Do Scrum. Patterns and Anti-patterns. Revised July 2013. First presented at New York City Scrum User Group June 17, 2010

How NOT to Do Scrum. Patterns and Anti-patterns. Revised July 2013. First presented at New York City Scrum User Group June 17, 2010 How NOT to Do Scrum Patterns and Anti-patterns Revised July 2013 First presented at New York City Scrum User Group June 17, 2010 V 2.2 2010, 2013 Qualytic Consulting What this is about Patterns Practices

More information

Agile Notetaker & Scrum Reference. Designed by Axosoft, the creators of OnTime the #1 selling scrum software.

Agile Notetaker & Scrum Reference. Designed by Axosoft, the creators of OnTime the #1 selling scrum software. Agile Notetaker & Scrum Reference Designed by Axosoft, the creators of OnTime the #1 selling scrum software. Scrum Diagram: Team Roles: roduct Owner: Is responsible for what goes into the product backlog

More information

[ SHERRYANNE MEYER. Lean and Agile SAP Sprint Team Sprint! John Choate National Chair. Jason Fair CEO, Genesis Consulting [ STEVE RUGGIERO [ ED HUDAK

[ SHERRYANNE MEYER. Lean and Agile SAP Sprint Team Sprint! John Choate National Chair. Jason Fair CEO, Genesis Consulting [ STEVE RUGGIERO [ ED HUDAK Lean and Agile SAP Sprint Team Sprint! ] John Choate National Chair Jason Fair CEO, Genesis Consulting [ ED HUDAK ASUG INSTALLATION MEMBER MEMBER SINCE: 1998 [ STEVE RUGGIERO ASUG INSTALLATION MEMBER EMBER

More information

Table of contents. Performance testing in Agile environments. Deliver quality software in less time. Business white paper

Table of contents. Performance testing in Agile environments. Deliver quality software in less time. Business white paper Performance testing in Agile environments Deliver quality software in less time Business white paper Table of contents Executive summary... 2 Why Agile? And, why now?... 2 Incorporating performance testing

More information

04 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

04 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Agile Quick Facts AGILE PRINCIPLES Customer Satisfaction 01 Changing Requirements 02 Frequent Delivery 03 Collaboration 04 Our highest priority is to satisfy the customer through early and continuous delivery

More information

Statistics New Zealand is Agile Continued Implementation of AGILE Process at Statistics NZ

Statistics New Zealand is Agile Continued Implementation of AGILE Process at Statistics NZ Distr. GENERAL WP.22 17 May 2011 ENGLISH ONLY UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE (UNECE) CONFERENCE OF EUROPEAN STATISTICIANS EUROPEAN COMMISSION STATISTICAL OFFICE OF THE EUROPEAN UNION (EUROSTAT)

More information

Scrum: A disciplined approach to product quality and project success.

Scrum: A disciplined approach to product quality and project success. Scrum: A disciplined approach to product quality and project success. CQAA February 23, 2011 Patricia Rotman Introductions Copyright 2011-2 Alternate Titles Considered Scrum: Just do it! Scrum: It only

More information

Scaling Agile Is Hard, Here s How You Do It!

Scaling Agile Is Hard, Here s How You Do It! Scaling Agile Is Hard, Here s How You Do It! Diego Lo Giudice, Vice President, Principal Analyst April 9, 2014. Optional Conference, Budapest Agenda Is Agile still worthwhile? How are Organizations Doing

More information

Getting to Done The Secret Sauce of High Performing Teams

Getting to Done The Secret Sauce of High Performing Teams Getting to Done The Secret Sauce of High Performing Teams Hosts: JJ Sutherland Jeff Sutherland Coauthors: 2011 Scrum Inc. Who We Are Scrum Inc. is the Agile leadership company of Dr. Jeff Sutherland, co-creator

More information