More and more organizations and teams are adopting Agile, however most stay focused on just the development part. They maintain a Big Upfront Requirements/Design (BRUF) phase and still have a long test and deployment phase. This approach results in more of a mini-waterfall approach rather than an Agile approach where we actually place valuable products in our customers’ hands. The old risks and pain points are still there: are we building the right thing? Is it valuable and usable? Does it work? So the true benefits of an Agile approach in terms of quality valuable products and higher ROI is never achieved due to our long cycles and slow feedback loops. Come to this session to see how Lean Discovery and Agile Delivery combined with a DevOps mindset, can make actual delivery of customer value sustainable. We will look at how Lean Discovery replaces BRUF and ensures the team is constantly building the right thing. We will also see how applying Agile Engineering practices ensure that the team is building the thing right and how a DevOps mindset ensures that the product the team builds actually gets delivered to the customer early and often.
Lean Startup Tools for Agile Product TeamsLitheSpeed
The document summarizes a presentation about using Lean Startup tools for Agile product teams. The presentation covers topics like holistic discovery to identify risks, creating a risk-driven product backlog, conducting exploratory sprints to test assumptions without coding, using data from experiments to drive pivot/persevere decisions, and validating product increments. The goal is to integrate Lean principles into Agile delivery through techniques like concierge simulations, prototyping, A/B testing, and metrics to learn from customers and guide development.
Gaining agility is different than "doing agile", particularly at scale. This session will start with how agility makes a difference for the business and for the teams adopting it. We will look at the business structures that are needed for agility to thrive, how teams are organized and the new measures that will redefine success. With agility, one size does not fit all, but there are proven solutions, and this session will look at success stories as well as the dead-ends every organization wants to avoid.
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT DomainsLeadingAgile
Agile methods aren’t just for software anymore. Actually, they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative, and incremental approaches to do their work is rather breathtaking. Agile is truly going mainstream. The question at hand is can we apply team-based Agile straight out of the box in a non-software context? Can we take our scaled Agile approaches and apply them without modification? Mike Cottmeyer’s experience is that most of the principles and patterns apply, but sometimes the practices and frameworks need modification for a particular context.
Having the Correct Context for an Agile TransformationDerek Huether
3 years, 5 business units, 20 lines of business, and over 100 teams. With so many interactions, having the correct context for Agile was (and still is) key to an ongoing transformation. Remember, we're not all Spotify!
Faster Food and a Better Place to Sleep: Applying Agile Outside of SoftwareLeadingAgile
Agile methods aren’t just for software anymore. Actually they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative and incremental approaches to do their work is rather breath-taking. Agile is truly going mainstream. The question at hand is can we apply team-based agile straight out of the box in a non-software context? Can we take our scaled agile approaches and apply them without modification? Mike Cottmeyer will talk about his specific experiences with two companies, in different industries, both trying to use agile to solve their problems.
Projects Are Evil - David Hawks, Agile 2018Agile Velocity
Explore the slides from David Hawks' Agile 2018 talk, Projects Are Evil.
David led the group through a set of discovery exercises so the audience can understand their current biases. As the group unraveled what they truly value most, they saw how those values are impacted by a project-driven mindset.
Then, they transformed this list of values into a new Agile Manifesto, walking away from the talk with actionable items to take back to their organizations to help create a value-driven mindset.
Lean Startup Tools for Scrum Product OwnersTechWell
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. Arlen Bankston explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback. He demonstrates tools like Google Analytics and reveals where to find and how to exploit "pirate metrics." With case studies, Arlen illustrates how these approaches have been applied on large and small projects. Because the Scrum Product Owner role is often oversimplified yet difficult to execute well, these techniques have been welcomed in organizations ranging from Silicon Valley startups to the US government and its contractors. Join Arlen and add your name to the list!
The document discusses product management for startups operating under conditions of extreme uncertainty with limited resources. It recommends adopting a "lean" approach where the product team's mission is to mitigate the top risks through validated learning. As the "Captain De-risker", the product manager runs the team like an agile project, treating everything as experiments to validate or invalidate assumptions in order to inform strategy and repeat the cycle.
Lean Startup Tools for Agile Product TeamsLitheSpeed
The document summarizes a presentation about using Lean Startup tools for Agile product teams. The presentation covers topics like holistic discovery to identify risks, creating a risk-driven product backlog, conducting exploratory sprints to test assumptions without coding, using data from experiments to drive pivot/persevere decisions, and validating product increments. The goal is to integrate Lean principles into Agile delivery through techniques like concierge simulations, prototyping, A/B testing, and metrics to learn from customers and guide development.
Gaining agility is different than "doing agile", particularly at scale. This session will start with how agility makes a difference for the business and for the teams adopting it. We will look at the business structures that are needed for agility to thrive, how teams are organized and the new measures that will redefine success. With agility, one size does not fit all, but there are proven solutions, and this session will look at success stories as well as the dead-ends every organization wants to avoid.
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT DomainsLeadingAgile
Agile methods aren’t just for software anymore. Actually, they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative, and incremental approaches to do their work is rather breathtaking. Agile is truly going mainstream. The question at hand is can we apply team-based Agile straight out of the box in a non-software context? Can we take our scaled Agile approaches and apply them without modification? Mike Cottmeyer’s experience is that most of the principles and patterns apply, but sometimes the practices and frameworks need modification for a particular context.
Having the Correct Context for an Agile TransformationDerek Huether
3 years, 5 business units, 20 lines of business, and over 100 teams. With so many interactions, having the correct context for Agile was (and still is) key to an ongoing transformation. Remember, we're not all Spotify!
Faster Food and a Better Place to Sleep: Applying Agile Outside of SoftwareLeadingAgile
Agile methods aren’t just for software anymore. Actually they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative and incremental approaches to do their work is rather breath-taking. Agile is truly going mainstream. The question at hand is can we apply team-based agile straight out of the box in a non-software context? Can we take our scaled agile approaches and apply them without modification? Mike Cottmeyer will talk about his specific experiences with two companies, in different industries, both trying to use agile to solve their problems.
Projects Are Evil - David Hawks, Agile 2018Agile Velocity
Explore the slides from David Hawks' Agile 2018 talk, Projects Are Evil.
David led the group through a set of discovery exercises so the audience can understand their current biases. As the group unraveled what they truly value most, they saw how those values are impacted by a project-driven mindset.
Then, they transformed this list of values into a new Agile Manifesto, walking away from the talk with actionable items to take back to their organizations to help create a value-driven mindset.
Lean Startup Tools for Scrum Product OwnersTechWell
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. Arlen Bankston explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback. He demonstrates tools like Google Analytics and reveals where to find and how to exploit "pirate metrics." With case studies, Arlen illustrates how these approaches have been applied on large and small projects. Because the Scrum Product Owner role is often oversimplified yet difficult to execute well, these techniques have been welcomed in organizations ranging from Silicon Valley startups to the US government and its contractors. Join Arlen and add your name to the list!
The document discusses product management for startups operating under conditions of extreme uncertainty with limited resources. It recommends adopting a "lean" approach where the product team's mission is to mitigate the top risks through validated learning. As the "Captain De-risker", the product manager runs the team like an agile project, treating everything as experiments to validate or invalidate assumptions in order to inform strategy and repeat the cycle.
Every large enterprise needs to manage portfolios of business initiatives. Portfolio Management encompasses
• The formulation of initiatives, and the assessment of their value, effort, and Return on Investment
• The approval and scheduling of initiatives
• The evaluation of the status of ongoing initiatives
• The decision to continue or terminate an ongoing initiative
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Key lean principles for organizational changeLeanDog
The document discusses key lean principles for organizational change, including amplifying learning through retrospectives and experiments, deciding work late in the process to reduce waste, and building integrity through servant leadership, transparency, and collaborative decision making. It also describes how lean principles can be applied to software development through techniques like Scrum, Kanban, and continuous delivery.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
This document summarizes a presentation on test automation for agile data warehousing and business intelligence teams. It discusses why test automation is important for agile teams, challenges to test automation adoption, and provides an overview of a path to test automation including starting with unit tests and regression tests. It also demonstrates a simple approach to data warehouse test automation using test queries, expected and actual results, and test execution.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Crossing the Chasm - From Agile to Business AgilityMaurizio Mancini
Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg
Atlassian Webinar presented on June 16th, 2020.
Learn about Business Agility and OpenX's journey towards Business Agility.
The D Files: Debunking Myths About Distributed TeamsAgileDenver
We can’t do agile – teams need to be co-located!,” we often hear from naysayers about adopting agile in companies with remote workers. We know that distributed teams – be they off-shore, on-shore, near-shore, in-shore, whatever-shore – are the way many businesses operate today. How can we, as agilists in our organizations (as ScrumMasters, Product Owners, consultants, trainers, etc.), resolve the challenges that distributed teams face? This talk will review some of the common issues that distributed teams face and we’ll talk through real-world, practical solutions that I’ve used with my teams; techniques you can take back to your teams immediately.
The Past and Future of Agility: Lean and Agile Trends and PrognosticationLitheSpeed
The document provides a timeline of agile development from the 1980s to present day. It discusses how agile has become mainstream but is often shallowly implemented. It then notes challenges facing organizations like disengaged employees and short company lifespans. The future of agility is discussed as focusing on organizational agility principles like self-management, wholeness, and evolutionary purpose over static missions. Examples are given of companies experimenting with these new forms of organizational agility.
Five Steps to a More Agile Organization: Adopting Agility at ScaleLitheSpeed
While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
The document discusses three key things needed to transform an organization into an agile enterprise: backlogs, teams, and working tested software. It explains that properly formatted backlogs provide clarity, accountability, and measurable progress. Cross-functional teams allow for autonomy, mastery, and a sense of purpose. And emphasis on continually delivering working, tested software is important at scale through governance, structure, and metrics. The document also identifies common barriers such as organizational dependencies, technical debt, and improperly managed requirements.
The document outlines a path to agility for organizations adopting agile practices. It discusses common pains organizations face in five stages: align, learn, predict, accelerate, and adapt. For each stage, it provides potential solutions to overcome pitfalls like lack of alignment, teams not being equipped, not getting work to a "done done" state, optimizing the whole value stream, and culture not being fully adapted to agile. The overall path discusses applying change management, running the transformation using agile principles, and evolving the new status quo to have truly agile teams and leadership.
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
The document provides information to help a project manager transitioning to a ScrumMaster role. It begins with an exercise to define the roles of project manager and ScrumMaster. It then compares their responsibilities, with the project manager focusing on planning and tracking tasks while the ScrumMaster facilitates processes like the daily scrum and removes impediments. The document outlines the Scrum framework and roles of product owner, ScrumMaster and team. It provides examples of how the ScrumMaster helps with planning, daily standups, reporting tools and retrospectives. It concludes with an overview of the ScrumMaster's new responsibilities.
The document discusses the key differences between traditional project management and agile project management. It explains that agile focuses on short iterative cycles, frequent delivery of working software, flexibility and adaptation to change, and valuing individuals and interactions over processes. The document provides examples of how agile frameworks like Scrum implement these principles through practices like timeboxing, daily stand-ups, iterative planning, and emphasizing working cross-functional teams.
Presentation given at Mile High Agile 2016 about how to modernize the portfolio planning and road mapping process to better fit with software product development planning.
Scaling Agile: A Guide for the PerplexedLitheSpeed
This document provides an overview of scaling agile development in an organization. It discusses why organizations scale agile, such as to improve organizational agility. It then outlines a four phase approach to jumpstarting scaling: assess the current state, align initiatives, accelerate progress incrementally, and reflect and progress further. Specific techniques are discussed for each phase, such as establishing agile champions, piloting programs, limiting work in process, growing stable teams, and selecting a scaling framework. The presentation concludes by emphasizing an iterative scaling strategy and finding support to move forward.
In this presentation, we will use a fast-paced, methodical approach to provide a full picture of what Agile is, how it works, who is using it and how you can use it. We’ll cover a lot of information, but will introduce, compare, and contrast concepts which encourage an objective picture based on your experience. Agile is not a panacea or a prescriptive methodology. At its foundation, it is a mentality and a way of working and managing work that permeates everything you do. We will discuss how that is and what that means in practical terms.
Mile High Agile 2016 conference is posting materials from our speakers so attendees can familiarize themselves and deepen their research and understanding.
First Speaker : Bob Galen
This document summarizes an event about DevOps held on November 4th, 2016. The event included presentations on DevOps journeys at KPN, DevOps transformation, creating a software delivery pipeline using automation tools, developing competencies for DevOps, and creating a high performance IT organization. Breakout sessions were also included on various DevOps topics. The goal of the event was to discuss best practices for implementing DevOps to improve organizational performance.
Every large enterprise needs to manage portfolios of business initiatives. Portfolio Management encompasses
• The formulation of initiatives, and the assessment of their value, effort, and Return on Investment
• The approval and scheduling of initiatives
• The evaluation of the status of ongoing initiatives
• The decision to continue or terminate an ongoing initiative
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Key lean principles for organizational changeLeanDog
The document discusses key lean principles for organizational change, including amplifying learning through retrospectives and experiments, deciding work late in the process to reduce waste, and building integrity through servant leadership, transparency, and collaborative decision making. It also describes how lean principles can be applied to software development through techniques like Scrum, Kanban, and continuous delivery.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
This document summarizes a presentation on test automation for agile data warehousing and business intelligence teams. It discusses why test automation is important for agile teams, challenges to test automation adoption, and provides an overview of a path to test automation including starting with unit tests and regression tests. It also demonstrates a simple approach to data warehouse test automation using test queries, expected and actual results, and test execution.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Crossing the Chasm - From Agile to Business AgilityMaurizio Mancini
Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg
Atlassian Webinar presented on June 16th, 2020.
Learn about Business Agility and OpenX's journey towards Business Agility.
The D Files: Debunking Myths About Distributed TeamsAgileDenver
We can’t do agile – teams need to be co-located!,” we often hear from naysayers about adopting agile in companies with remote workers. We know that distributed teams – be they off-shore, on-shore, near-shore, in-shore, whatever-shore – are the way many businesses operate today. How can we, as agilists in our organizations (as ScrumMasters, Product Owners, consultants, trainers, etc.), resolve the challenges that distributed teams face? This talk will review some of the common issues that distributed teams face and we’ll talk through real-world, practical solutions that I’ve used with my teams; techniques you can take back to your teams immediately.
The Past and Future of Agility: Lean and Agile Trends and PrognosticationLitheSpeed
The document provides a timeline of agile development from the 1980s to present day. It discusses how agile has become mainstream but is often shallowly implemented. It then notes challenges facing organizations like disengaged employees and short company lifespans. The future of agility is discussed as focusing on organizational agility principles like self-management, wholeness, and evolutionary purpose over static missions. Examples are given of companies experimenting with these new forms of organizational agility.
Five Steps to a More Agile Organization: Adopting Agility at ScaleLitheSpeed
While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
The document discusses three key things needed to transform an organization into an agile enterprise: backlogs, teams, and working tested software. It explains that properly formatted backlogs provide clarity, accountability, and measurable progress. Cross-functional teams allow for autonomy, mastery, and a sense of purpose. And emphasis on continually delivering working, tested software is important at scale through governance, structure, and metrics. The document also identifies common barriers such as organizational dependencies, technical debt, and improperly managed requirements.
The document outlines a path to agility for organizations adopting agile practices. It discusses common pains organizations face in five stages: align, learn, predict, accelerate, and adapt. For each stage, it provides potential solutions to overcome pitfalls like lack of alignment, teams not being equipped, not getting work to a "done done" state, optimizing the whole value stream, and culture not being fully adapted to agile. The overall path discusses applying change management, running the transformation using agile principles, and evolving the new status quo to have truly agile teams and leadership.
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
The document provides information to help a project manager transitioning to a ScrumMaster role. It begins with an exercise to define the roles of project manager and ScrumMaster. It then compares their responsibilities, with the project manager focusing on planning and tracking tasks while the ScrumMaster facilitates processes like the daily scrum and removes impediments. The document outlines the Scrum framework and roles of product owner, ScrumMaster and team. It provides examples of how the ScrumMaster helps with planning, daily standups, reporting tools and retrospectives. It concludes with an overview of the ScrumMaster's new responsibilities.
The document discusses the key differences between traditional project management and agile project management. It explains that agile focuses on short iterative cycles, frequent delivery of working software, flexibility and adaptation to change, and valuing individuals and interactions over processes. The document provides examples of how agile frameworks like Scrum implement these principles through practices like timeboxing, daily stand-ups, iterative planning, and emphasizing working cross-functional teams.
Presentation given at Mile High Agile 2016 about how to modernize the portfolio planning and road mapping process to better fit with software product development planning.
Scaling Agile: A Guide for the PerplexedLitheSpeed
This document provides an overview of scaling agile development in an organization. It discusses why organizations scale agile, such as to improve organizational agility. It then outlines a four phase approach to jumpstarting scaling: assess the current state, align initiatives, accelerate progress incrementally, and reflect and progress further. Specific techniques are discussed for each phase, such as establishing agile champions, piloting programs, limiting work in process, growing stable teams, and selecting a scaling framework. The presentation concludes by emphasizing an iterative scaling strategy and finding support to move forward.
In this presentation, we will use a fast-paced, methodical approach to provide a full picture of what Agile is, how it works, who is using it and how you can use it. We’ll cover a lot of information, but will introduce, compare, and contrast concepts which encourage an objective picture based on your experience. Agile is not a panacea or a prescriptive methodology. At its foundation, it is a mentality and a way of working and managing work that permeates everything you do. We will discuss how that is and what that means in practical terms.
Mile High Agile 2016 conference is posting materials from our speakers so attendees can familiarize themselves and deepen their research and understanding.
First Speaker : Bob Galen
This document summarizes an event about DevOps held on November 4th, 2016. The event included presentations on DevOps journeys at KPN, DevOps transformation, creating a software delivery pipeline using automation tools, developing competencies for DevOps, and creating a high performance IT organization. Breakout sessions were also included on various DevOps topics. The goal of the event was to discuss best practices for implementing DevOps to improve organizational performance.
Key Note - Lean Kanban France - Understanding Agility - how to improve it wit...David Anderson
The document discusses how Kanban can be used to improve organizational agility. It recommends starting with small, incremental changes rather than trying to implement a full Agile method. Specific practices discussed include visualizing workflow with Kanban boards, limiting work-in-progress, managing flow, making policies explicit, creating feedback loops, and continuously improving collaboratively. Examples are provided of how Kanban has been successfully adopted in various industries globally. The conclusion emphasizes thinking about agility, acting locally, and making progress through practices like limiting waste and creating high trust.
This document outlines four levels of an agile transformation journey and provides examples from PayPal's agile transformation. It begins by identifying common stumbling blocks in enterprise agile transformations. It then describes four levels of an agile transformation journey, with each level focusing on optimizing value delivery. Key aspects of PayPal's transformation are highlighted, including training over 2000 employees, forming over 300 agile teams, and increasing agility maturity from 18% to 76% within nine months by launching all teams onto agile at once. The document emphasizes that PayPal's transformation was successful by understanding pain points, emphasizing customer-driven innovation, and having self-managed cross-functional teams.
This document provides an overview of an agenda for a conference panel on agile frameworks. It lists several popular agile frameworks like Scrum, SAFe, Lean, Kanban, and others. For each framework, it provides a brief description of its characteristics and when it may be a good choice. It also discusses different agile houses or tribes that use variations of these frameworks. Finally, it introduces the panelists who will discuss customer and business drivers of agile adoption.
Many Scrum teams still struggle with delivering a high-quality, fully tested, production-ready product increment at the end of each Sprint. These teams likely have a weak Definition of Done and still approach product development using more of a phased approach. The Definition of Done is an often misunderstood or overlooked concept in Scrum. Most teams don’t normally have one or confuse it with the Acceptance Criteria. In this session, we'll clarify the difference and gain a better understanding of how the Definition of Done has a direct impact on the quality of our product increment as well as the composition of our cross-functional team. Come to this session to learn more about the Definition of Done, practice creating one, use it to produce a product increment, and learn a new retrospective technique to regularly inspect and strengthen your Definition of Done to help you produce quality product increments.
A detailed look at how TYE (TiE Youth Entrepreneurs) Oregon runs its innovation and entrepreneurship program for high school students. Schedules, timelines, goals, tools included. Presented at TYE Global competition 2016 in Portland, OR.
Scaling Product Thinking with SAFe - The Secret Sauce for Meaningful Product ...Cprime
The Scaled Agile Framework (SAFe) is the agile methodology of choice for many large enterprises. It promises predictable and frequent delivery in complex environments.
Our experience with organizations that adopt SAFe shows that an organization’s willingness to blend product-thinking, technical agility and a culture of learning is the secret sauce for catapulting the organization from “process excellence” into meaningful product impacts.
In this webinar, we’ll share tried and tested ways of introducing product thinking and engineering practices into SAFe organizations, covering organizational, product, and technical ground.
You'll learn:
- How to establish products as value streams and gently reorganize ARTs over time without sacrificing product community or continuity.
- How to use product stories to engage your teams before and during PI planning in a way that invites collaboration on a healthy blend of continuous discovery and delivery.
- How customer, architectural, and operational learning pave the way for scaling to teams of teams from a DevOps perspective, including patterns and anti-patterns.
Practical Cyber: Lessons from 500,000 Miles of Security EvangelismBen Johnson
Ben Johnson gave a presentation on lessons learned from his experience in cybersecurity. He discussed focusing security efforts inward by prioritizing people, processes, and technology. For people, he emphasized hiring for passion and focusing on high-performing teams. For processes, he recommended threat modeling, security hunting, and integrating red and blue teams. For technology, he suggested automation, orchestration, and focusing on capabilities over individual tools. He also advised approaching vendors, resellers, and analysts carefully by understanding their incentives and verifying solutions meet needs. Finally, he outlined responsibilities in cloud security and emphasized the importance of security fundamentals.
The document discusses Capital One's transition from traditional software development practices to DevOps over the past 5 years. It describes how Capital One originally used mostly outsourced development, waterfall methodology, quarterly releases, and manual processes. A proof of concept project using agile tools like Hudson, Maven, and Nexus showed improvements from days to minutes for releases. This success was shared with other teams, and the executive leaders approved a DevOps strategy to move operations and security closer to development.
Presented at Silicon Valley Agile Leadership Network 2014 by Janice Linden-Reed See also https://www.slideshare.net/AgileCampSV/silicon-valley-agile-leadership-network
This document contains the presentation slides from Janice Linden-Reed's talk at the 2014 Silicon Valley Agile Leadership Network on the topic of "What's New with Kanban?". The presentation discusses Kanban myths, definitions of Kanban, Kanban values and principles, levels of implementing Kanban, and using Kanban to balance demand and capability. It aims to provide an overview of Kanban concepts and how organizations can use Kanban.
Build the Right Thing with a Formalized Discovery ProcessAnjali Leon
Do your products have features that are rarely or never used?
Does it takes your organization the full investment of building and launching a product to validate an idea?
Is your organization challenged with striking the right balance between the demands of a scalable, high quality product and innovating on the most compelling problems and opportunities for your customers?
Learn how a formal discovery process may be the answer you are looking for
Learning Objectives
Relate to how a formal Discovery Framework helps solve some commonly expressed organizational challenges
Learn how Design Thinking principles, tools and techniques can be applied to discovery efforts in an Agile environment
Determine when and how to engage customers in building the right thing
Ivan Font shares lessons learned from implementing Enterprise Service Planning (ESP) at two companies. The document discusses adapting ESP to the Mexican culture at Best Day Travel Group, including establishing cross-functional pods, piloting the new structure, rolling out Kanban training and practices company-wide, and working to shift the organizational culture at the management level. Key challenges included establishing work-in-progress limits, managing flow, and making policies explicit in a culture accustomed to overload and ambiguity. Metrics showed initial improvements in communication, transparency, focus and delivery frequency.
In this session presented at Tools4AgileTeams 2-12-2021, we discussed some necessary building blocks to make the critical changes associated with an agile transformation helping to de-risk the organization's agile journey.
Agile Mindset for Your Startup: From Vision to ViabilityAbby Fichtner
This is the presentation Jeffrey Beir & I gave at Harvard Innovation Lab on 7/23/2013.
You’ve got a big idea addressing a huge market opportunity - should be no problem getting financed and building a successful company. But that’s not how real companies get built. In the engineering world, agile has replaced traditional waterfall methodologies because it lowers risk, improves predictability and allows for mid-course correction. The same applies when thinking about how you build your business.
Abby and Jeffrey will present a framework for building your business with an agile mindset and explain why most companies should be built this way...
This document provides an overview of Philips' transformation to Agile. It discusses the starting vision to adopt Agile, the journey over time from 2012-2015, establishing an Agile Center of Excellence, key performance indicators, an Agile delivery model including scaled Agile framework implementation, the concept of delivery centers, case studies, lessons learned, and the road ahead. The presentation aims to provide insight into Philips' Agile transformation program.
20180424 / The Lead developer NY / The continuous cultureKim van Wilgen
These are my slides for my talk at The Lead Developer New York on The continuous culture. How to implement an experimental culture across the organisation, allowing small experiments and incremental change to seek real value.
The document discusses Agile software development methods. It defines Agile as an iterative and incremental framework that focuses on productivity, costs, quality, business flexibility, timely delivery, customer satisfaction, and transparency. The core values of Agile are outlined as focus, courage, openness, commitment, and respect. Agile works through short iterations with daily reviews and customer feedback to deliver working software incrementally.
My talk about DevOps in Knowit Developer Summit 2018 in Oslo. This talk is a condensed version of the DevOps workshop I run for management teams and technical teams to start their journey as an organization towards DevOps. We refer to DASA DevOps Agile Skills Association's definitions of DevOps. The talk includes also Knowit DevOps Maturity Model high level description.
Similaire à Lean discovery, Agile Delivery, & a DevOps Mindset (20)
Many UX designers struggle to work within a Scrum environment and see Scrum as a framework mainly for programmers. Working in time-boxed Sprints and delivering small pieces iteratively and incrementally might force designers to focus on a single story at a time. This in turn can lead to tunnel vision, losing focus of the big picture and resulting in a fragmented user experience. Come to this presentation to learn where design fits in Scrum and how to apply design principles in Agile environments and work effectively with Scrum teams to produce a great user experience.
One of the 12 principles of the Agile Manifesto states that “The best architecture, requirements, and designs emerge from self-organizing teams.” Why is that? And what exactly are self-organizing teams? How does a team become self-organizing? Teams that have always been used to command and control cannot suddenly become self-organizing overnight. Come to this session to learn what self-organizing really means. Understand the attributes of a self-organizing team and some of the challenges you face in getting your team there. Learn how to use the Self-Organizing Teams Canvas and appropriate delegation to find the right balance between team learning and team empowerment vs. control. Leave with tools and techniques to help you build and foster high-performing self-organizing teams.
Fadi Stephan presented on Agile metrics at the 2022 Global Scrum
Gathering
Abstract:
There are more to Agile metrics than velocity and burn-down charts. However, most Agile teams just focus on velocity and target story points which leads to managers misusing the metric and teams gaming the system. Velocity should stay within the team and there are other metrics that can be shared with others that are outside the team. These metrics provide a more holistic view of the project’s overall health. The Agile Dashboard collects such metrics and acts as an information radiator giving us real time project updates on value, performance, schedule, scope, cost, quality, and team spirit.
Come learn what to measure and for how long. Learn how to read warning signs and what corrective actions to take. Learn to setup your own Agile dashboard to arm yourself with the right information and make careful and constant adjustments to ensure forward and safe progress towards your final deliverable.
Check out the play list https://www.youtube.com/playlist?list=PL_PJn_AGUdkPd3II7p5pubozQqnkqpFo8
or read the blog post https://www.kaizenko.com/top-11-changes-in-the-updated-2020-scrum-guide/
In November 2020, a new updated version of the Scrum Guide was released by Jeff Sutherland and Ken Schwaber. Here are the most important updates to the 2020 Scrum Guide, why they were made, and the impact they might have.
Snowbird 2001 - A Behind the Scenes Look at the Writing of the Agile ManifestoKaizenko
Video along with presentation deck at https://www.kaizenko.com/a-behind-the-scenes-look-at-the-writing-of-the-agile-manifesto-by-fadi-stephan-at-the-dc-scrum-user-group-dcsug/
In February of 2021, the AgileReflect20 festival is celebrating 20 years since the writing of the Agile Manifesto in Snowbird, Utah.
Join the DC Scrum User Group as we kick-off the festival with a behind the scenes look at what happened at Snowbird back in 2001 during the writing of the Agile Manifesto. In addition to the skiing, hot tubs and beers, there were some passionate discussions on various light weight methods, approaches and techniques. Find out how the event came about, who initiated it and why, how the location was picked, what were the objectives and agenda coming into the event, who was there and why, who didn’t make it, what were some of the heated discussions that occurred, how the values and the principles came about, what was included and what was left out, and finally, looking back in retrospect, what would the authors want to change or add today?
Slides from the session "TDD - That Was Easy!" presented by Fadi Stephan from Kaizenko at AgileDC2019 on September 23, 2019 in Washington DC. A blog post accompanying this talk will be published soon on kaizenko.com
Abstract:
Have you tried TDD? Do you hate it? Do you have a hard time applying it in practice? Do you find it promoting bad design decisions because you must write micro tests instead of looking at the big picture? Are your tests tightly coupled to the implementation due to a lot of mocking making refactoring a pain? Do tons of tests break when a simple change is made? Do you have a hard time justifying all the time spent on writing tests vs. just focusing on development?
You are not alone. Every organization or team that I run into is supposedly Agile. Some are also applying agile engineering practices such as automated unit, integration and acceptance testing, etc… However, many struggle with TDD. TDD is hard, seems counter-intuitive and requires a lot of investment. Come to this session for a TDD reboot. We will look at the benefits of TDD, discuss the resistance to TDD and uncover some common difficulties along with misconceptions. We will address these misunderstandings and explore different approaches to making TDD easier. Leave with a fresh perspective and new insights on how to become better at TDD and apply it with ease
Slides from a session presented by Fadi Stephan from Kaizenko at the 2017 Global Scrum Gathering in San Diego, CA in May 2017. Also see the blog series on Fostering Self-Organizing Teams at https://www.kaizenko/fostering-self-organizing-teams
Abstract:
One of the 12 principles of the Agile manifesto states that “The best architecture, requirements, and designs emerge from self-organizing teams.” Why is that? and what exactly are self-organizing teams? How does a team become self-organizing? Teams that have always been used to command and control cannot suddenly become self-organizing overnight. Come to this session to learn what self-organizing really means. Understand the attributes of a self-organizing team and some of the challenges you face in getting your team there. Understand how to find the right balance between team learning and team empowerment vs. control? Leave with techniques to help you build and foster high performing self-organizing teams.
Slides from a session presented by Fadi Stephan from Kaizenko at the 2019 Global Scrum Gathering in Austin, TX on 05/20/2019 DC. Also see the blog series on Agile Testing at https://www.kaizenko.com/agile-testing/
Abstract:
Many teams struggle with fitting in testing activities inside of a Sprint. They end up doing primarily development activities in a Sprint and push testing activities to run in dedicated testing Sprints following the coding Sprints or have a coding and testing Sprint running in parallel. However, in Scrum, the output of every Sprint is a potentially shippable product increment. This means the product increment should be well tested within the Sprint and ready to be delivered. Come to this presentation to learn how to tackle testing on an Agile team, what kind of tests to execute, what to automate and what not to automate, the different test responsibilities, and when to run which tests. Leave with a testing strategy that you can start applying the next day to gradually get a team to start testing from day 1 of the Sprint and deliver a true product increment at the end of each Sprint.
Presentation given by Fadi Stephan from Kaizenko at AgileDC2018 on 10/15/2018 in Washington DC. Also see blog series on Managing Technical Debt at https://www.kaizenko.com/managing-technical-debt/
Is your team constantly missing delivery dates? Is the velocity decreasing from sprint to sprint while the development costs are rising? Are customers complaining about the increasing number of bugs and the long time it takes to add new features? These are all signs that you are mired in technical debt and probably on your way to bankruptcy or a complete system rewrite. Technical debt is inevitable, whether intentional or unintentional. However, not managing technical debt can paralyze your organization. Fadi Stephan expands on the technical debt metaphor and introduces a technical debt management plan that enables executives and teams to make prudent decisions on code quality and technical debt. Come learn how to measure the quality of your code base and determine the amount of your debt.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on automated letter generation for Bonterra Impact Management using Google Workspace or Microsoft 365.
Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Dive into the realm of operating systems (OS) with Pravash Chandra Das, a seasoned Digital Forensic Analyst, as your guide. 🚀 This comprehensive presentation illuminates the core concepts, types, and evolution of OS, essential for understanding modern computing landscapes.
Beginning with the foundational definition, Das clarifies the pivotal role of OS as system software orchestrating hardware resources, software applications, and user interactions. Through succinct descriptions, he delineates the diverse types of OS, from single-user, single-task environments like early MS-DOS iterations, to multi-user, multi-tasking systems exemplified by modern Linux distributions.
Crucial components like the kernel and shell are dissected, highlighting their indispensable functions in resource management and user interface interaction. Das elucidates how the kernel acts as the central nervous system, orchestrating process scheduling, memory allocation, and device management. Meanwhile, the shell serves as the gateway for user commands, bridging the gap between human input and machine execution. 💻
The narrative then shifts to a captivating exploration of prominent desktop OSs, Windows, macOS, and Linux. Windows, with its globally ubiquitous presence and user-friendly interface, emerges as a cornerstone in personal computing history. macOS, lauded for its sleek design and seamless integration with Apple's ecosystem, stands as a beacon of stability and creativity. Linux, an open-source marvel, offers unparalleled flexibility and security, revolutionizing the computing landscape. 🖥️
Moving to the realm of mobile devices, Das unravels the dominance of Android and iOS. Android's open-source ethos fosters a vibrant ecosystem of customization and innovation, while iOS boasts a seamless user experience and robust security infrastructure. Meanwhile, discontinued platforms like Symbian and Palm OS evoke nostalgia for their pioneering roles in the smartphone revolution.
The journey concludes with a reflection on the ever-evolving landscape of OS, underscored by the emergence of real-time operating systems (RTOS) and the persistent quest for innovation and efficiency. As technology continues to shape our world, understanding the foundations and evolution of operating systems remains paramount. Join Pravash Chandra Das on this illuminating journey through the heart of computing. 🌟
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
2. @FadiStephan | Kaizenko.comLean Discovery, Agile Delivery, and the DevOps Mindset
• 20+ years of experience in software development
• Technology Consultant, Agile Coach and Trainer
with Kaizenko
• Co-Organizer of the DC Scrum User Group
www.Kaizenko.com @KaizenkoLLC
@FadiStephan
Fadi Stephan
3. Releases that
are infrequent
Long and
painful
testing cycles
The quality of
your products is
poor
Solutions that
don’t satisfy
our customers
@FadiStephan | Kaizenko.com
Pain Points
Lean Discovery, Agile Delivery, and the DevOps Mindset
9. @FadiStephan | Kaizenko.com
Not Just About Development
Ops
Reqs
Design
Dev
QA
Release
Analyst and Customer
Architect
Developer
Tester
Years!
Waterfall
Lean Discovery, Agile Delivery, and the DevOps Mindset
14. @FadiStephan | Kaizenko.com
Agile Value Proposition
Lean Discovery, Agile Delivery, and the DevOps Mindset
Risk
Visibility Adaptability
Business Value
Agile Development Traditional Development
15. “Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.”
“Deliver working software
frequently, from a couple of weeks to
a couple of months, with a preference
to the shorter timescale.”
- First and third of the Twelve Principles behind the Agile Manifesto
@FadiStephan | Kaizenko.comLean Discovery, Agile Delivery, and the DevOps Mindset
16. Build a
QUALITY
SOLUTION
ENGAGE end
users EARLY
AND OFTEN
DELIVER it
FREQUENTLY
and VALIDATE
@FadiStephan | Kaizenko.comLean Discovery, Agile Delivery, and the DevOps Mindset
24. “The big question of our time is not can it
be built, but should it be built?”
– Eric Ries
Lean Startup
@FadiStephan | Kaizenko.comLean Discovery, Agile Delivery, and the DevOps Mindset
26. BUILD
LEARN MEASURE
Days
Not
Months or years
REQUIREMENTS
DESIGN
DEVELOPMENTTEST
DEPLOY
@FadiStephan | Kaizenko.com
HYPOTHESIS
Lean Discovery, Agile Delivery, and the DevOps Mindset
27. @FadiStephan | Kaizenko.com
MMF & MVP
The Minimum Viable Product is
that version of a new product
which allows a team to collect the
maximum amount of validated
learning about customers with
the least effort.
Minimum Viable Product (MVP)
The smallest unit of functionality
with "intrinsic marketable value.”
Minimum Marketable Feature (MMF)
Lean Discovery, Agile Delivery, and the DevOps Mindset
Software by Numbers by Mark Denne Lean Startup by Eric Reis
40. @FadiStephan | Kaizenko.com
Viable Feasible
PAINFUL
SOLUTION
Usability
DESIRED
SOLUTION
Lean Discovery, Agile Delivery, and the DevOps Mindset
From Jeff Patton
41. LEAN UX
@FadiStephan | Kaizenko.com
Concept Validate
internally
prototype Test
externally
Learn from
user behavior
Days Not Months
Lean Discovery, Agile Delivery, and the DevOps Mindset
42. @FadiStephan | Kaizenko.com
Value Proposition Canvas
Lean Discovery, Agile Delivery, and the DevOps Mindset
http://www.businessmodelgeneration.com/
48. @FadiStephan | Kaizenko.com
Product Backlog
Lean Discovery, Agile Delivery, and the DevOps Mindset
https://www.flickr.com/photos/49942291@N06/6271934371/in/photostream/
49. LEAN DISCOVERY BUILDING BLOCKS
@FadiStephan | Kaizenko.com
VALUE PROPOSITION CANVAS
TEST CARD
PROBLEM/SOLUTION INTERVIEW
PERSONAS
SKETCHING / PAPER PROTOTYPES
MVP/MMF
USABILITY TESTS
JOURNEY MAPS
Lean Discovery, Agile Delivery, and the DevOps Mindset
50. @FadiStephan | Kaizenko.comACCELERATED AGILITY @FadiStephan | Kaizenko.com
Not a Phase
Hypothesis Driven Development
HDD
Lean Discovery, Agile Delivery, and the DevOps Mindset
53. “How long would it take your organization to
deploy a change that involves just one
single line of code? Do you do this on a
repeatable, reliable basis?”
– Mary and Tom Poppendieck,
Implementing Lean Software Development
@FadiStephan | Kaizenko.comLean Discovery, Agile Delivery, and the DevOps Mindset
56. Test Driven Development
@FadiStephan | Kaizenko.com
PASS
REFACTOR CODE
FAIL
FAIL
PASS
Automated Acceptance Test Automated Unit Test
User StoryAcceptance Criteria
Back
Lean Discovery, Agile Delivery, and the DevOps Mindset
58. @FadiStephan | Kaizenko.com
Automation - Continuous Integration
Build #1
compile
unit test
integration test
package
deploy/run
acceptance test
analyze code
Build
Report
Version
Control
change
#1
change
#2
Build
Server
Email
Failed Build
Build #2
compile
unit test
integration test
package
deploy/run
acceptance test
Build
Report
analyze code
Lean Discovery, Agile Delivery, and the DevOps Mindset
59. @FadiStephan | Kaizenko.com
Automation – Deployment Pipeline
Developer Tester
Product
Owner
Operations
Compile
Unit
Tests
Static
Code
Analysis
Integration
Test
Deploy Acceptance
Test
Release
Candidate
“Pull” Build
into Test
Approve “Pull” into
Production
Check-in
Trigger Archive
Automated Steps on Build Server
Deploy Manual
Test
Deploy
ApplicationApplicationApplication
Development Test Production
Version
Control
Binary
Repository
Database Database Database
Succeeding with Digital Service Delivery
61. @FadiStephan | Kaizenko.com
Automation – Deployment Pipeline
Developer Tester
Product
Owner
Operations
Compile
Unit
Tests
Static
Code
Analysis
Integration
Test
Deploy Acceptance
Test
Release
Candidate
“Pull” Build
into Test
Approve “Pull” into
Production
Check-in
Trigger Archive
Automated Steps on Build Server - Application
Deploy Manual
Test
Deploy
ApplicationApplicationApplication
Development Test Production
Version
Control
Binary
Repository
Database Database Database
OS
Security
Hardening
Common
Installs
Base
Image
Promote Application
Image
Automated Steps on Build Server - Infrastructure
Promote Promote
Succeeding with Digital Service Delivery
62. AGILE DELIVERY BUILDING BLOCKS
@FadiStephan | Kaizenko.com
SOLID CODING PRACTICES
AUTOMATED BUILDS
AUTOMATED CODE QUALITY CHECKS
AUTOMATED UNIT, INTEGRATION, ACCEPTANCE TESTS
CONTINUOUS INTEGRATION
AUTOMATED DATABASE MIGRATIONS
INFRASTRUCTURE AS CODE
CONTINUOUS DELIVERY
CONTINUOUS DEPLOYMENT
TEST DRIVEN DEVELOPMENT
Lean Discovery, Agile Delivery, and the DevOps Mindset
63. @FadiStephan | Kaizenko.comACCELERATED AGILITY @FadiStephan | Kaizenko.com
Not a Phase
HDD
ATDD
TDD
Lean Discovery, Agile Delivery, and the DevOps Mindset
65. GOAL
Continuously satisfy our customers by
delivering quality high value products in a
sustainable way.
@FadiStephan | Kaizenko.comLean Discovery, Agile Delivery, and the DevOps Mindset
67. @FadiStephan | Kaizenko.com
Team Structure
Business
Analysts
TestersDevelopers
UXers &
Designers
Ops
Lean Discovery, Agile Delivery, and the DevOps Mindset
68. @FadiStephan | Kaizenko.com
Team Structure
BA/QA
Dev
UX
Ops
GD
SM
Lean Discovery, Agile Delivery, and the DevOps Mindset
One Collaborative Team
With Shared Responsibility
73. LEAN DISCOVERY BUILDING BLOCKS
@FadiStephan | Kaizenko.com
LEAN CANVAS
VALUE PROPOSITION CANVAS
TEST CARD
PROBLEM/SOLUTION INTERVIEW
PERSONAS
SKETCHING / PAPER PROTOTYPES
MVP/MMF
USABILITY TESTS
JOURNEY MAPS
Lean Discovery, Agile Delivery, and the DevOps Mindset
74. AGILE DELIVERY BUILDING BLOCKS
@FadiStephan | Kaizenko.com
SOLID CODING PRACTICES (TDD)
AUTOMATED BUILDS
AUTOMATED CODE QUALITY CHECKS
AUTOMATED UNIT, INTEGRATION, ACCEPTANCE TESTS
CONTINUOUS INTEGRATION
AUTOMATED DATABASE MIGRATIONS
CONTINUOUS DEPLOYMENT
INFRASTRUCTURE AS CODE
CONTINUOUS DELIVERY
Lean Discovery, Agile Delivery, and the DevOps Mindset
Frustrated scared unhappy, settled with the way things are or we can only improve this much
So let’s talk about some of the common pain points that we were facing on our projects
Increasingly long testing cycles - we are almost done, and we put everything together and suddenly nothing works. We spend months doing integration testing, troubleshooting and debugging.
Going through painful production deployments - Once we are done with all that, we spend even more months prepping our production environment and trying to make what we just spent month on in our testing environment to get to work in our prod environment.
Solution that does not satisfy the client – and once it is finally in production, our customer/biz partner is unhappy with the final product as it does not quite meet their needs
Long concept to deployment cycles – and a combination of all of these pain points leads to long concept to deployment cycles, making our ability to respond to the market and the changing needs of our clients very very slow.
We are all familiar with the waterfall model (graphic).
***The direction this section takes should depend on what we are looking to sell. Probably need various options and pick-and-choose based on audience.***
***How do we tie this back to myUSCIS? Hypothesis - can we talk about the Find Your Doctor feature? Did we solve a real business problem?
OR
We have all these requirements, how did we get here? How did we get this Product Backlog? Talk about what IDEO did.***`
A lot of you have heard of Agile and iterative/incremental development as a way to address this problem. A lot of folks that decide to go that route focus only on the development part and end up with something like this (graphic).
We know that with this model we don’t get any value until the product is in production and that is usually measured in years (graphic).
More importantly, after the painful integration, test, deployment and quick hot fix cycles, when we finally get this out to production, we find out that the value delivered is something like this (graphic) because a lot of the features delivered are either not what the customer really wanted or they don’t need them anymore.
This might reduce some of the technical risk as we tackle development, integration and testing early on, but it does not address the end to end cycle and ensuring that what we are delivering is what the client actually wants and our value deliverable still looks like this because of the big upfront requirements phase and the big testing/deployment phase at the end (graphic)
More importantly, after the painful integration, test, deployment and quick hot fix cycles, when we finally get this out to production, we find out that the value delivered is something like this (graphic) because a lot of the features delivered are either not what the customer really wanted or they don’t need them anymore.
This might reduce some of the technical risk as we tackle development, integration and testing early on, but it does not address the end to end cycle and ensuring that what we are delivering is what the client actually wants and our value deliverable still looks like this because of the big upfront requirements phase and the big testing/deployment phase at the end (graphic)
Agile is about iterative and incremental delivery and not just development. Two principles from the manifesto state:
Principle 1: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”
Principle 3: “Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.”
***Need to change “build” in the last piece to something else***
We do that by building quality products, delivering them frequently to regularly validate our deliverables to ensure an outcome of a satisfied client.
We know that we’ve built the thing right – already in production, no website crashes, we’ve updated x number of times since we delivered it. But, how do we know we built the right thing?
***The direction this section takes should depend on what we are looking to sell. Probably need various options and pick-and-choose based on audience.***
***How do we tie this back to myUSCIS? Hypothesis - can we talk about the Find Your Doctor feature? Did we solve a real business problem?
OR
We have all these requirements, how did we get here? How did we get this Product Backlog? Talk about what IDEO did.***`
That is, we will use Lean Discovery to ensure we are building the right thing, and Agile Delivery to ensure we are building the thing right.
That is, we will use Lean Discovery to ensure we are building the right thing, and Agile Delivery to ensure we are building the thing right.
That is, we will use Lean Discovery to ensure we are building the right thing, and Agile Delivery to ensure we are building the thing right.
Agile Engineering and DevOps enables us to quickly go through our delivery cycle which in turn enables us to build something, measure it and learn from it.
So our original requirements are really hypothesis that we need to validate and build upon.
build the smallest thing possible to get value as soon as possible. This can be for release, discovery of what to build, or validation of the path you are taking
the minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.
he smallest unit of functionality with "intrinsic marketable value.
We have a target solution in mind, and through successive iterative deployments we reach a MVP.
We have a target solution in mind, and through successive iterative deployments we reach a MVP.
We have a target solution in mind, and through successive iterative deployments we reach a MVP.
We have a target solution in mind, and through successive iterative deployments we reach a MVP.
We got there by applying some qualitative analysis, but once we get our MVP we can now get real data and add some quantitate analysis which takes us to our next MVP and so forth until we reach our desired solution which will likely end up different from the original target solution based on our validated learning.
Using Lean Discovery and Agile Delivery we achieve validated learning that reduces our risk and ensures a high ROI.
Our goal is to build a solution that is technically feasible as well as be viable from a business perspective.
When these two intersect we come out with a working solution, however, it is a painful solution because we did not take the perspective of the user into account.
When these two intersect we come out with a working solution, however, it is a painful solution because we did not take the perspective of the user into account.
What we need to add is usability to ensure we are coming up with a desirable solution.
What we need to add is usability to ensure we are coming up with a desirable solution.
We then apply Lean UX practices to quickly go through :
Problem interviews, solution interviews, surveys, journey maps, sketches, paper prototypes, behavior tests, etc. to narrow our focus on an MVP.
Feature or business model
Zapos
Coin star
This will differ slightly based on the business that you are in, but each one of these is a hypothesis that needs validation. In our scenario, the most common one is deals with customers and value proposition so we can focus on the value proposition canvas.
Here we look into our product and features and consider our customers and end users to make sure we are building something the fits. We consider their pains points and delighters and make sure that the features we are building relieve these pain points and increase their product engagement.
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
We then apply Lean UX practices to quickly go through :
Problem interviews, solution interviews, surveys, journey maps, sketches, paper prototypes, behavior tests, etc. to narrow our focus on an MVP.
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
And the way we do that is by applying Lean Discovery and Agile Delivery.
That is, we will use Lean Discovery to ensure we are building the right thing, and Agile Delivery to ensure we are building the thing right.
We start by asking “How long would it take your organization to deploy a change that involves just one single line of code? Do you do this on a repeatable, reliable basis?”
To talk about this, we are going to look at a real-life example, myUSCIS.
Automation ensures the process is repeatable and reliable
That is, we will use Lean Discovery to ensure we are building the right thing, and Agile Delivery to ensure we are building the thing right.
So Agile Engineering and DevOps builds on these building blocks.
To get there we start by …
Applying SOLID coding practices and following TDD to build out clean loosely couple code, we automate our builds and run code quality checks with every build to maintain our clean code, we write tons of tests and these are tests written mostly by the developers and not a testing team that is using a very expensive testing tool. We continuously integrate our code, using only the main branch and checking in code multiple times per day and per hour. We automate our database scripts and constantly deploy the application onto our different environments up to test or stage and finally we automate our environments to reach a stage or continuous delivery.
These are all the technical components of Agile Engineering and DevOps that help us ensure that we are building the thing right by constantly delivery working software that is fully tested and production ready.
Since this is a hypothesis, we create a test card so we can validate our assumptions
Step 1: Hypothesis: We believe that …,
Step 2: Test: To verify that, we will …,
Step 3: Metrics: And measure …,
Step 4: Criteria: We are right if…
***The direction this section takes should depend on what we are looking to sell. Probably need various options and pick-and-choose based on audience.***
***How do we tie this back to myUSCIS? Hypothesis - can we talk about the Find Your Doctor feature? Did we solve a real business problem?
OR
We have all these requirements, how did we get here? How did we get this Product Backlog? Talk about what IDEO did.***`
So we want to move from this state and get to a place where we can continuously deliver customer value in a sustainable way with improved lead time, resilience and quality.
We started out with an experienced team that included members from USDS team, 18F, Excella and Stelligent.
That is, we will use Lean Discovery to ensure we are building the right thing, and Agile Delivery to ensure we are building the thing right.
That is, we will use Lean Discovery to ensure we are building the right thing, and Agile Delivery to ensure we are building the thing right.
We then apply Lean UX practices to quickly go through :
Problem interviews, solution interviews, surveys, journey maps, sketches, paper prototypes, behavior tests, etc. to narrow our focus on an MVP.
So Agile Engineering and DevOps builds on these building blocks.
To get there we start by …
Applying SOLID coding practices and following TDD to build out clean loosely couple code, we automate our builds and run code quality checks with every build to maintain our clean code, we write tons of tests and these are tests written mostly by the developers and not a testing team that is using a very expensive testing tool. We continuously integrate our code, using only the main branch and checking in code multiple times per day and per hour. We automate our database scripts and constantly deploy the application onto our different environments up to test or stage and finally we automate our environments to reach a stage or continuous delivery.
These are all the technical components of Agile Engineering and DevOps that help us ensure that we are building the thing right by constantly delivery working software that is fully tested and production ready.
We know that we’ve built the thing right – already in production, no website crashes, we’ve updated x number of times since we delivered it. But, how do we know we built the right thing?
Understand what people need
Address the whole experience, from start to finish
Make it simple and intuitive
Build the service using agile and iterative practices
Structure budgets and contracts to support delivery
Assign one leader and hold that person accountable
Bring in experienced teams
Choose a modern technology stack
Deploy in a flexible hosting environment
Automate testing and deployments
Manage security and privacy through reusable processes
Use data to drive decisions
Default to open
That is, we will use Lean Discovery to ensure we are building the right thing, and Agile Delivery to ensure we are building the thing right.