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There is No Spoon: Fostering an Agile Culture
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Tommy Norman
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Recommandé
What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.
Keys to crafting an effective agile culture (svcc, 10.15)
Keys to crafting an effective agile culture (svcc, 10.15)
Ron Lichty
This survival guide (based on book) will provide you with essential mental models and a framework to navigate safely through the treacherous jungle of Agile adoption and transformation. As much of the Agile adoption failure is a result of not understanding organizational culture, you will learn how to use the Schneider model to assess your organization.
Agile 2012 - An Agile Adoption and Transformation Survival Guide
Agile 2012 - An Agile Adoption and Transformation Survival Guide
Michael Sahota
Spotify has been growing quickly as a company, and they are continuously experimenting with ways of making the company work as effectively as possible. At the Lean IT Summit 2014, Kristian explained how management and leadership work in a large agile organization like Spotify. Find out what leadership looks like in a large agile organization? How can a leader support autonomy and alignment? How different forms of leadership – both formal and informal, product, organizational and technical – overlap and interact to create successful teams. More Lean IT on www.lean-it-summit.com
Leadership @ Spotify by Kristian Lindwall at the Lean IT Summit 2014
Leadership @ Spotify by Kristian Lindwall at the Lean IT Summit 2014
Institut Lean France
Learn how Agile is a Culture System and how you can work with it to get your business or organizational outcome.
Understanding and Working with Agile Culture - PMI-SOC
Understanding and Working with Agile Culture - PMI-SOC
Michael Sahota
Case study on a transformation of a 100 person department. What I did (that made the difference): 1. Uncover what’s really going on 2. Share observations in a loving and caring way 3. Help people choose their own reality and destiny
Transformation Case Study Highlights
Transformation Case Study Highlights
Michael Sahota
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
Ron Lichty
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance. But that doesn't make agile a magic pill. Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices." How do we get beyond that? Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed. On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams. This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise. Expected Takeaways (outcome) for Audience * For those just starting agile transformations: a heads-up that implementing practices only goes so far. For those well into agile but struggling, a sense they're not alone. For all of us, a window into how to get to where we want to go.
Agile Is Hard (AgileCampSV 2014)
Agile Is Hard (AgileCampSV 2014)
Ron Lichty
In this talk, we cover: - What is an Agile Coach at Spotify? - What do they do? - Why do we believe they help us win? We also talk about: - How do we scale or Organisation? - High Performing Teams (What is a high performing team?) - How are we measuring High Performance right now? - How do we help teams reach High Performance? Appendix: - Chapter = Competency group - Chapter Lead = Hiring Manager for Developer (or other) competency
How agile coaches help us win the agile coach role @ Spotify
How agile coaches help us win the agile coach role @ Spotify
Brendan Marsh
Recommandé
What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.
Keys to crafting an effective agile culture (svcc, 10.15)
Keys to crafting an effective agile culture (svcc, 10.15)
Ron Lichty
This survival guide (based on book) will provide you with essential mental models and a framework to navigate safely through the treacherous jungle of Agile adoption and transformation. As much of the Agile adoption failure is a result of not understanding organizational culture, you will learn how to use the Schneider model to assess your organization.
Agile 2012 - An Agile Adoption and Transformation Survival Guide
Agile 2012 - An Agile Adoption and Transformation Survival Guide
Michael Sahota
Spotify has been growing quickly as a company, and they are continuously experimenting with ways of making the company work as effectively as possible. At the Lean IT Summit 2014, Kristian explained how management and leadership work in a large agile organization like Spotify. Find out what leadership looks like in a large agile organization? How can a leader support autonomy and alignment? How different forms of leadership – both formal and informal, product, organizational and technical – overlap and interact to create successful teams. More Lean IT on www.lean-it-summit.com
Leadership @ Spotify by Kristian Lindwall at the Lean IT Summit 2014
Leadership @ Spotify by Kristian Lindwall at the Lean IT Summit 2014
Institut Lean France
Learn how Agile is a Culture System and how you can work with it to get your business or organizational outcome.
Understanding and Working with Agile Culture - PMI-SOC
Understanding and Working with Agile Culture - PMI-SOC
Michael Sahota
Case study on a transformation of a 100 person department. What I did (that made the difference): 1. Uncover what’s really going on 2. Share observations in a loving and caring way 3. Help people choose their own reality and destiny
Transformation Case Study Highlights
Transformation Case Study Highlights
Michael Sahota
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
Ron Lichty
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance. But that doesn't make agile a magic pill. Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices." How do we get beyond that? Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed. On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams. This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise. Expected Takeaways (outcome) for Audience * For those just starting agile transformations: a heads-up that implementing practices only goes so far. For those well into agile but struggling, a sense they're not alone. For all of us, a window into how to get to where we want to go.
Agile Is Hard (AgileCampSV 2014)
Agile Is Hard (AgileCampSV 2014)
Ron Lichty
In this talk, we cover: - What is an Agile Coach at Spotify? - What do they do? - Why do we believe they help us win? We also talk about: - How do we scale or Organisation? - High Performing Teams (What is a high performing team?) - How are we measuring High Performance right now? - How do we help teams reach High Performance? Appendix: - Chapter = Competency group - Chapter Lead = Hiring Manager for Developer (or other) competency
How agile coaches help us win the agile coach role @ Spotify
How agile coaches help us win the agile coach role @ Spotify
Brendan Marsh
http://www.hakkalabs.co/articles/spotify-helps-engineers-grow
How Spotify Helps Their Engineers Grow - Chris Angove
How Spotify Helps Their Engineers Grow - Chris Angove
Hakka Labs
An introduction to the Spotify matrix model including recent updates we've made as we have continued to grow. I presented this talk at the Spark the Change Conference in London, UK on July 1, 2015.
The Spotify Tribe
The Spotify Tribe
Kevin Goldsmith
A summary and perspective of the Spotify engineering culture.
Spotify engineering culture summary
Spotify engineering culture summary
luisw19
In order to fully unleash the potential of workers we need to augment Agile/Scrum with Valuing People and rewire Organizational Governance. Valuing People is about building a place where the whole person is welcome. Where there is safety, trust and authentic connection. Organizational Governance refers to the approaches we use to run organizations: organizational structure, planning & control, roles & titles, compensation, performance management, information access, leadership and power. It has been well understood that these typically impact Scrum significantly.
Whole Agile - Unleashing People & Organizations
Whole Agile - Unleashing People & Organizations
Michael Sahota
We outline a fundamentally different approach for organizational change: one where valuing people is integral to building lasting success. Agile and Lean are a means to an end. Once we are clear what our goals are and our approach is consistent with what we truly value, then we may hope for success. When we simplify the Agile Manifesto’s “Individuals and Interactions over Processes and Tools” we get “People over Process”. Agile is about people. It’s about a people-first culture. Lean is simliar. Sadly, many organizations are mired in organizational debt: mistrust, politics and fear. Changing the process won’t fix this. We need to go to the root of it - to find a way to talk about and shift to a healthier culture: one that values people. The VAST (Vulnerability, Authentic Connection, Safety and Trust) model makes the dynamics of human systems visible and clarifies where we may apply leverage to foster lasting change.
People over Process
People over Process
Michael Sahota
Presentation given at Agile India in Bangalore on Thursday 17 March 2016.
Rise and Downfall of a large Scale Scrum (LeSS) Implementation
Rise and Downfall of a large Scale Scrum (LeSS) Implementation
Mai Quay
Cultural transformation in Agile Projects
Cultural transformation in Agile Projects
Cultural transformation in Agile Projects
chotachakri
Here are the 10 most important Navigation Secrets for Execs and Coaches for guiding a successful Agile Transformation. Key Lessons from years of industry experience.
10 Secrets of Agile Transformation
10 Secrets of Agile Transformation
Michael Sahota
Presented to XPNYC and PHXSUG in January 2010.
Doing Agile Isnt The Same As Being Agile
Doing Agile Isnt The Same As Being Agile
lazygolfer
great structure
scaling-agile-spotify
scaling-agile-spotify
John Tian
An Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan Bajic
agilemaine
Spotify Model
Spotify Model
Spotify Model
Ramanathan Yegyanarayanan
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Learn Spotify (an Agile Framework)
Learn Spotify (an Agile Framework)
Mel Marcus, CSM, SAFe Program Consultant
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If we are agile, why do we need managers (code camp, 10.14)
If we are agile, why do we need managers (code camp, 10.14)
Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Becoming an Agile Manager (bay scrum, 10.24.13)
Becoming an Agile Manager (bay scrum, 10.24.13)
Ron Lichty
This presentation goal is to demonstrate Agile Mindset & thinking. This presentation tries to explain how to be agile and behave like a agile. Team and Organizational mindset is also explained in this presentation.
Agile mindset
Agile mindset
Mustafa Savaşcı
Fifth session in a series of Meetups focussing on Agile transformation. In this session we focus on the Agile leader - How does a manager become an agile servant leader. Read the summary of the session on https://agileindubai.com
Agile ME Meetup: Agile Transformation Session 5 - Agile Leader
Agile ME Meetup: Agile Transformation Session 5 - Agile Leader
Rasmus Runberg
Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations. Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser.
The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)
The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)
Ron Lichty
Everyone says "I understand Agile", but do they really? Based on 5 years of people telling me the understand Agile I started to think would could it mean when someone says that. What I realised is that there has been a mindset shift about how companies work, and Agile (in it's strictest definition) is just a part of that.
Agile vs agile (vs agile)
Agile vs agile (vs agile)
Laurie Young
An introduction to using the Team Foundation Server platform to implement the Scrum framework and other Agile engineering practices.
Implementing Scrum Using Team Foundation Server
Implementing Scrum Using Team Foundation Server
Tommy Norman
This presentation covers the concept of MVP and some guidance and practices on how to release valuable software quickly.
Minimal Viable Product: Do These Features Make My App Look Fat?
Minimal Viable Product: Do These Features Make My App Look Fat?
Tommy Norman
Contenu connexe
Tendances
http://www.hakkalabs.co/articles/spotify-helps-engineers-grow
How Spotify Helps Their Engineers Grow - Chris Angove
How Spotify Helps Their Engineers Grow - Chris Angove
Hakka Labs
An introduction to the Spotify matrix model including recent updates we've made as we have continued to grow. I presented this talk at the Spark the Change Conference in London, UK on July 1, 2015.
The Spotify Tribe
The Spotify Tribe
Kevin Goldsmith
A summary and perspective of the Spotify engineering culture.
Spotify engineering culture summary
Spotify engineering culture summary
luisw19
In order to fully unleash the potential of workers we need to augment Agile/Scrum with Valuing People and rewire Organizational Governance. Valuing People is about building a place where the whole person is welcome. Where there is safety, trust and authentic connection. Organizational Governance refers to the approaches we use to run organizations: organizational structure, planning & control, roles & titles, compensation, performance management, information access, leadership and power. It has been well understood that these typically impact Scrum significantly.
Whole Agile - Unleashing People & Organizations
Whole Agile - Unleashing People & Organizations
Michael Sahota
We outline a fundamentally different approach for organizational change: one where valuing people is integral to building lasting success. Agile and Lean are a means to an end. Once we are clear what our goals are and our approach is consistent with what we truly value, then we may hope for success. When we simplify the Agile Manifesto’s “Individuals and Interactions over Processes and Tools” we get “People over Process”. Agile is about people. It’s about a people-first culture. Lean is simliar. Sadly, many organizations are mired in organizational debt: mistrust, politics and fear. Changing the process won’t fix this. We need to go to the root of it - to find a way to talk about and shift to a healthier culture: one that values people. The VAST (Vulnerability, Authentic Connection, Safety and Trust) model makes the dynamics of human systems visible and clarifies where we may apply leverage to foster lasting change.
People over Process
People over Process
Michael Sahota
Presentation given at Agile India in Bangalore on Thursday 17 March 2016.
Rise and Downfall of a large Scale Scrum (LeSS) Implementation
Rise and Downfall of a large Scale Scrum (LeSS) Implementation
Mai Quay
Cultural transformation in Agile Projects
Cultural transformation in Agile Projects
Cultural transformation in Agile Projects
chotachakri
Here are the 10 most important Navigation Secrets for Execs and Coaches for guiding a successful Agile Transformation. Key Lessons from years of industry experience.
10 Secrets of Agile Transformation
10 Secrets of Agile Transformation
Michael Sahota
Presented to XPNYC and PHXSUG in January 2010.
Doing Agile Isnt The Same As Being Agile
Doing Agile Isnt The Same As Being Agile
lazygolfer
great structure
scaling-agile-spotify
scaling-agile-spotify
John Tian
An Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan Bajic
agilemaine
Spotify Model
Spotify Model
Spotify Model
Ramanathan Yegyanarayanan
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Learn Spotify (an Agile Framework)
Learn Spotify (an Agile Framework)
Mel Marcus, CSM, SAFe Program Consultant
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If we are agile, why do we need managers (code camp, 10.14)
If we are agile, why do we need managers (code camp, 10.14)
Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Becoming an Agile Manager (bay scrum, 10.24.13)
Becoming an Agile Manager (bay scrum, 10.24.13)
Ron Lichty
This presentation goal is to demonstrate Agile Mindset & thinking. This presentation tries to explain how to be agile and behave like a agile. Team and Organizational mindset is also explained in this presentation.
Agile mindset
Agile mindset
Mustafa Savaşcı
Fifth session in a series of Meetups focussing on Agile transformation. In this session we focus on the Agile leader - How does a manager become an agile servant leader. Read the summary of the session on https://agileindubai.com
Agile ME Meetup: Agile Transformation Session 5 - Agile Leader
Agile ME Meetup: Agile Transformation Session 5 - Agile Leader
Rasmus Runberg
Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations. Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser.
The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)
The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)
Ron Lichty
Everyone says "I understand Agile", but do they really? Based on 5 years of people telling me the understand Agile I started to think would could it mean when someone says that. What I realised is that there has been a mindset shift about how companies work, and Agile (in it's strictest definition) is just a part of that.
Agile vs agile (vs agile)
Agile vs agile (vs agile)
Laurie Young
Tendances
(20)
How Spotify Helps Their Engineers Grow - Chris Angove
How Spotify Helps Their Engineers Grow - Chris Angove
The Spotify Tribe
The Spotify Tribe
Spotify engineering culture summary
Spotify engineering culture summary
Whole Agile - Unleashing People & Organizations
Whole Agile - Unleashing People & Organizations
People over Process
People over Process
Rise and Downfall of a large Scale Scrum (LeSS) Implementation
Rise and Downfall of a large Scale Scrum (LeSS) Implementation
Cultural transformation in Agile Projects
Cultural transformation in Agile Projects
10 Secrets of Agile Transformation
10 Secrets of Agile Transformation
Doing Agile Isnt The Same As Being Agile
Doing Agile Isnt The Same As Being Agile
scaling-agile-spotify
scaling-agile-spotify
An Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan Bajic
Spotify Model
Spotify Model
Learn Spotify (an Agile Framework)
Learn Spotify (an Agile Framework)
If we are agile, why do we need managers (code camp, 10.14)
If we are agile, why do we need managers (code camp, 10.14)
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
Becoming an Agile Manager (bay scrum, 10.24.13)
Becoming an Agile Manager (bay scrum, 10.24.13)
Agile mindset
Agile mindset
Agile ME Meetup: Agile Transformation Session 5 - Agile Leader
Agile ME Meetup: Agile Transformation Session 5 - Agile Leader
The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)
The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)
Agile vs agile (vs agile)
Agile vs agile (vs agile)
En vedette
An introduction to using the Team Foundation Server platform to implement the Scrum framework and other Agile engineering practices.
Implementing Scrum Using Team Foundation Server
Implementing Scrum Using Team Foundation Server
Tommy Norman
This presentation covers the concept of MVP and some guidance and practices on how to release valuable software quickly.
Minimal Viable Product: Do These Features Make My App Look Fat?
Minimal Viable Product: Do These Features Make My App Look Fat?
Tommy Norman
This is the slide deck from my devLink 09 and Agile 2009 conference presentations. I skipped the Scrum intro slides at Agile 2009 since most of the crowd already had the basics down. This was nainly a demo so for over half the presentation I was not using slides.
Scrum/XP using Team System (devLink & Agile 2009)
Scrum/XP using Team System (devLink & Agile 2009)
Tommy Norman
Agilité à l'échelle et entreprise libérée
Scaling culture agile france 2016
Scaling culture agile france 2016
Nicolas Lochet
All too often, in the rush to get to market with all your wiz-bang features, testing your product’s quality becomes an afterthought. Eventually, raising support costs start to choke your forward movement and your backlog is now mostly bugs. How can you ensure you address quality concerns up front without restricting the flow of features too much? In this session we will explore techniques for smartly investing in your quality assurance approach while still allowing your company to innovate and get maximum value to your customers. We’ll talk about many real world examples of companies that overcame initial quality problems and effectively incorporated quality assurance into their every day processes.
Build Quality In From Day One
Build Quality In From Day One
Tommy Norman
15 Patterns for Agile Culture Success - Atlassian Summit 2012
15 Patterns for Agile Culture Success - Atlassian Summit 2012
Atlassian
Agile culture & Mindsets
Agile culture & Mindsets
Agile culture & Mindsets
Diego Pacheco
Many people equate the role of Scrum Master to that of a traditional Project Manager, but there are both subtle and significant differences between them. So what is the difference and why do we care? This presentation will explore the differences between these two roles and the underlying implications to your company’s Agile adoption. We will discuss the concept of little “a” agile (mostly iterative development and some Agile-like mechanics) versus big “A” Agile (more of a true shift in culture and focus on teams/value) and when we would choose one or the other. So if you are confused about what a Scrum Master does, what the heck an Agile PM is, or are sick and tired of your team telling you that you’re not adopting Agile correctly, this presentation is or you!
Scrum Master & Agile Project Manager: A Tale of Two Roles
Scrum Master & Agile Project Manager: A Tale of Two Roles
Tommy Norman
Struggling with Agile? Frustrated that people don’t really get it? Tired of fighting with organizational bureaucracy? Wondering how you could have been more successful? We provide a set of essential thinking tools for understanding Agile adoption and transformation so that your change effort avoids becoming another statistic. In particular, you will learn how to use culture to work more effectively with your organization. It is called a survival guide since so many people have found the concepts to be invaluable in understanding their experiences when working with Agile. This presentation includes: Identification of causes of the widespread Agile adoption failure A model for understanding Agile, Kanban, and Software Craftsmanship cultures An outline of key adoption and transformation approaches A framework to help guide when to use these these approaches with your organization Agile Comes to You - keynote presentation, June 19, 2012. If you would like the slides for use under creative commons licence, please ask me.
Your Culture will Eat your Agile Strategy for Breakfast
Your Culture will Eat your Agile Strategy for Breakfast
Michael Sahota
Speaker: Rajat Lal, Business Head, Srijan Technologies We take a look at Agile as a concept, and how that applies to organizations as a whole. We dive into what agile organizations mean, why they are a good idea, and how we can bring the agile culture across organizational functions. The speakers explores the various ways that the agile principle can apply to HR, Finance, and Sales functions in the organizations. He shares stories from personal experience to illustrate how agile works for him and his organization.
[Srijan Wednesday Webinars] Transitioning to an Organization-wide Agile Culture
[Srijan Wednesday Webinars] Transitioning to an Organization-wide Agile Culture
Srijan Technologies
This presentation contracts the more traditional ways of planning and estimating projects with Agile/Scrum practices.
Agile Estimating and Planning Using Scrum
Agile Estimating and Planning Using Scrum
Tommy Norman
Contains a quick review of the Scrum process, talks about the dangers of trying to map PMBOK to Scrum, and then tries to talk about the concepts behind managing an Agile project using Scrum.
Project Management With Scrum
Project Management With Scrum
Tommy Norman
Enhanced version of slides from Workshop at Paris Scrum Gathering 2013 - September 24, 2013.
What Culture are you working with and how Agile is it?
What Culture are you working with and how Agile is it?
Rowan Bunning
Culture is the most widely talked in societies, religion, race, region and workplaces as well. Organizations are the Second Homes as people spend their better half of their time in their offices. Hence, Culture is an integral part (good or bad) for driving the happiness of clients and the colleagues, and success for the products/projects and growing / sustaining business. Agile Implementation is highly dependent upon the Culture of the Organization. How does a Manager transition to the Role of a Product Owner? What happens to a Product Owner who wants to retain his control on the team rather than working on the Product? Some developers think that Scrum, for instance, brings a lot of meetings and these meetings are a waste of time. The Scrum Master’s role is not a full time role in many companies. Leadership thinks Agile can solve most of their issues without even knowing the root causes of the issues. In this talk and we will discuss a selection of real-life experiences to tackle these cultural issues and the actual/suggestive steps taken to improve the culture of organizations. ---- I delivered this talk in Qcon Rio International Software Conference, Rio, Brazil: http://qconrio.com/presentation/smell-agile-culture
The Smell of Agile Culture
The Smell of Agile Culture
Gurpreet Singh SPC, CSP, CSM, LSSGB
The story of how we struggled to adopt Agile and how we used Agile and DevOps to create a great product and a mature Agile environment.
Agile DevOps: The Long, Ugly Story of How We Got Better
Agile DevOps: The Long, Ugly Story of How We Got Better
Tommy Norman
Intro To Agile Software Development Using Scrum version3
Intro To Scrum.V3
Intro To Scrum.V3
Tommy Norman
The slides of my presentation at Agiles 2015. Thanks for your feedback!
Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
Johnny Ordóñez
En vedette
(17)
Implementing Scrum Using Team Foundation Server
Implementing Scrum Using Team Foundation Server
Minimal Viable Product: Do These Features Make My App Look Fat?
Minimal Viable Product: Do These Features Make My App Look Fat?
Scrum/XP using Team System (devLink & Agile 2009)
Scrum/XP using Team System (devLink & Agile 2009)
Scaling culture agile france 2016
Scaling culture agile france 2016
Build Quality In From Day One
Build Quality In From Day One
15 Patterns for Agile Culture Success - Atlassian Summit 2012
15 Patterns for Agile Culture Success - Atlassian Summit 2012
Agile culture & Mindsets
Agile culture & Mindsets
Scrum Master & Agile Project Manager: A Tale of Two Roles
Scrum Master & Agile Project Manager: A Tale of Two Roles
Your Culture will Eat your Agile Strategy for Breakfast
Your Culture will Eat your Agile Strategy for Breakfast
[Srijan Wednesday Webinars] Transitioning to an Organization-wide Agile Culture
[Srijan Wednesday Webinars] Transitioning to an Organization-wide Agile Culture
Agile Estimating and Planning Using Scrum
Agile Estimating and Planning Using Scrum
Project Management With Scrum
Project Management With Scrum
What Culture are you working with and how Agile is it?
What Culture are you working with and how Agile is it?
The Smell of Agile Culture
The Smell of Agile Culture
Agile DevOps: The Long, Ugly Story of How We Got Better
Agile DevOps: The Long, Ugly Story of How We Got Better
Intro To Scrum.V3
Intro To Scrum.V3
Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
Similaire à There is No Spoon: Fostering an Agile Culture
A brief review of agile software development gone wrong, some of the common causes of failure, and things we can do to overcome these obstacles
You Can't Buy Agile
You Can't Buy Agile
RTigger
Presentation from the Agile Hartford (CT) User Group Meeting, June 2016.
Agile: State of the Union (June 2016 Agile Hartford)
Agile: State of the Union (June 2016 Agile Hartford)
Steve Nunziata
My session from Agile 2017 on mixing principles and practices from all the relevant Agile approaches to get the best process for your organization.
The Ultimate Agile Mix Tape (Agile 2017)
The Ultimate Agile Mix Tape (Agile 2017)
Tommy Norman
Beyond Agile Practices: Where Did We Go Wrong?
Beyond Agile Practices: Where Did We Go Wrong?
troytuttle
After 15 years of the signing of the Agile Manifesto, Agile has stopped being something exclusive for development teams to become a business imperative for companies that want greater flexibility in delivering their products, market competitiveness and customer satisfaction. Through this talk will explore the evolution of Agile through the years, the Agile approach to achieving business agility and the role of Agile Coaches in this new context.
What's the next step in the Evolution of Agile? Enterprise Agility
What's the next step in the Evolution of Agile? Enterprise Agility
Johnny Ordóñez
The soul of Scrum describes ways to describe Scrum in a way which emphasizes the values behind it.
The Soul of Scrum
The Soul of Scrum
Christoph Mathis
This is a talk about how to identify and differentiate between Transformation and Adoption. Many change agents and companies are using this term interchangeably. This talk is a sincere effort to bring out the subtle difference between the two. We will also discuss about some advantages and disadvantageous of Adoption and Transformation. We will also look at some criteria to select a suitable model that can work for you. The discussion will be mainly based on Schneider model and impact of organization culture on change management. We will discuss about different agile adoption patterns and change patterns. We will also focus on how different is Scrum and Kanban, on what scenario it yields the best results. This talk will give you very pragmatic, easy to use, handy tools and checklists which can be used to analyze and improve your current state of change management.
Transformation Vs Adoption
Transformation Vs Adoption
Ebin John Poovathany
Presentation at Agile Tour Ottawa 2016 - Maurizio Mancini of Exempio (exempio.com) and Martin Lapointe of AgileKlix (www.agileklix.xom)
How to Reboot your Agile Team - Ottawa 2016
How to Reboot your Agile Team - Ottawa 2016
Maurizio Mancini
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work.
Three Secrets of Agile Management
Three Secrets of Agile Management
Peter Stevens
Conference Presentation at Agile 2017 by Maurizio Mancini of Exempio (exempio.com) and Martin LaPointe of AgileKlix.
How to Reboot Your Agile Team Agile 2017
How to Reboot Your Agile Team Agile 2017
Maurizio Mancini
Why do so many organizations struggle to put in place mature Agile teams that can apply proper Agile principles and deliver awesome products? Some people will say, “Agile is hard” as an excuse to not do Agile or to become frAgile. Well we think we have developed the “Secret Sauce” to rebooting any Agile team that just doesn’t seem to be maturing and we want to share it with you! If you are thinking of scaling Agile across a large organization, then this talk is a must to attend to help ensure your teams have the right foundation. Organizations wanting to scale Agile must have a solid foundation of mature Agile teams who embrace the Agile values and have the right Agile mindset. Over the years, as we have done Agile transformations in different organizations, we have seen common patterns that keep repeating. The most common pattern we found in our experience is that teams are frAgile. Too many either pretend to be Agile or don’t even know Agile is not a methodology, so organizations question the value of using Agile. Very often the confusion and frustration that comes with thinking that a team is Agile when they are not Agile, brings people right back to their old habits of command and control. Creating successful mature Agile teams is not sorcery, you need to discover the secret sauce! In this talk, we will reveal our secrets on how to create a successful Agile-Scrum team in 5 sprints. Attendees will learn how we applied our secret sauce as we experimented with more than 30 teams and we refined the know-how. This recipe has proven to be successful in different organizations and teams delivering different types of products. Our Creative-Destruction approach goes through a human change process we labeled The Intervention Plan. The 5 steps are: Step 1: Run in the rain Step 2: Thunderstruck Step 3: Start the M&M pain machine Step 4: Open-up and look at the sun Step 5: Removing the training wheels And by using these 5 steps, attendees will discover the 5th Agile value!
Reboot your Agile Team - Conference presentation
Reboot your Agile Team - Conference presentation
Martin Lapointe, M.T.I.
Fourth session in a series of Meetups focussing on Agile transformation. In this session we focus on the Agile teams - what make a team great and how do you get there.
Agile ME Meetup: Agile Transformation Session 4 - Agile Teams
Agile ME Meetup: Agile Transformation Session 4 - Agile Teams
Rasmus Runberg
On April 24, 2014, Justin Petite of Life Cycle Engineering led a conversation on practices that align with the 5th Agile Principle – “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done” The discussion covered: How managers can prepare the foundation for a successful Agile Team The High Performing Team Member The Culture Engine Agile Performance Management for high performing teams Intended Audience: Scrum Masters, managers, and operational leadership seeking to discuss how this Agile principle makes the connection between people and performance.
Agile charleston the 5th principle - april2014
Agile charleston the 5th principle - april2014
Justin Petite
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work. As presented at PMDay 2020 in Kharkiv
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
Peter Stevens
Presentation at Scrum Gathering in San Diego 2017 by Maurizio Mancini of http://www.exempio.com and Martin Lapointe of http://www.agileklix.com/. See how to reboot any Agile team that is struggling in just 5 sprints. Includes the M&M Transformation Canvas 2.0.
How to Reboot your Agile Team San Diego 2017
How to Reboot your Agile Team San Diego 2017
Maurizio Mancini
Lightning talk held at Agila Sverige 2008, on the importance of building a lean culture to get Scrum (or Agile) to work.
SCRUM at Polopoly - or building a lean culture
SCRUM at Polopoly - or building a lean culture
Peter Antman
The adaptive nature of organizations life cycle combines a continuous improvement phase oriented to efficiency and an renewal phase oriented to innovation with a lot of disorder. To profit from disorder and not only resist, an antifragile strategy is introduced to help organizations getting stronger like natural ecosystems such as forests.
Be very efficient and innovative thanks to disorder!
Be very efficient and innovative thanks to disorder!
Xavier Warzee
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about? Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago. Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
How to survive the zombie scrum apocalypse
How to survive the zombie scrum apocalypse
Mia Horrigan
As we adapt Scrum, how do we keep our foothold?
The Slippery Slope
The Slippery Slope
Alida Cheung
Women In Agile Mid Atlantic - Oct 8th Lunch and Learn
Agile Basics: Women In Agile Mid Atlantic
Agile Basics: Women In Agile Mid Atlantic
LeahBurman
Similaire à There is No Spoon: Fostering an Agile Culture
(20)
You Can't Buy Agile
You Can't Buy Agile
Agile: State of the Union (June 2016 Agile Hartford)
Agile: State of the Union (June 2016 Agile Hartford)
The Ultimate Agile Mix Tape (Agile 2017)
The Ultimate Agile Mix Tape (Agile 2017)
Beyond Agile Practices: Where Did We Go Wrong?
Beyond Agile Practices: Where Did We Go Wrong?
What's the next step in the Evolution of Agile? Enterprise Agility
What's the next step in the Evolution of Agile? Enterprise Agility
The Soul of Scrum
The Soul of Scrum
Transformation Vs Adoption
Transformation Vs Adoption
How to Reboot your Agile Team - Ottawa 2016
How to Reboot your Agile Team - Ottawa 2016
Three Secrets of Agile Management
Three Secrets of Agile Management
How to Reboot Your Agile Team Agile 2017
How to Reboot Your Agile Team Agile 2017
Reboot your Agile Team - Conference presentation
Reboot your Agile Team - Conference presentation
Agile ME Meetup: Agile Transformation Session 4 - Agile Teams
Agile ME Meetup: Agile Transformation Session 4 - Agile Teams
Agile charleston the 5th principle - april2014
Agile charleston the 5th principle - april2014
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
How to Reboot your Agile Team San Diego 2017
How to Reboot your Agile Team San Diego 2017
SCRUM at Polopoly - or building a lean culture
SCRUM at Polopoly - or building a lean culture
Be very efficient and innovative thanks to disorder!
Be very efficient and innovative thanks to disorder!
How to survive the zombie scrum apocalypse
How to survive the zombie scrum apocalypse
The Slippery Slope
The Slippery Slope
Agile Basics: Women In Agile Mid Atlantic
Agile Basics: Women In Agile Mid Atlantic
Dernier
With more memory available, system performance of three Dell devices increased, which can translate to a better user experience Conclusion When your system has plenty of RAM to meet your needs, you can efficiently access the applications and data you need to finish projects and to-do lists without sacrificing time and focus. Our test results show that with more memory available, three Dell PCs delivered better performance and took less time to complete the Procyon Office Productivity benchmark. These advantages translate to users being able to complete workflows more quickly and multitask more easily. Whether you need the mobility of the Latitude 5440, the creative capabilities of the Precision 3470, or the high performance of the OptiPlex Tower Plus 7010, configuring your system with more RAM can help keep processes running smoothly, enabling you to do more without compromising performance.
Boost PC performance: How more available memory can improve productivity
Boost PC performance: How more available memory can improve productivity
Principled Technologies
Presentation on how to chat with PDF using ChatGPT code interpreter
Presentation on how to chat with PDF using ChatGPT code interpreter
Presentation on how to chat with PDF using ChatGPT code interpreter
naman860154
Discover the advantages of hiring UI/UX design services! Our blog explores how professional design can enhance user experiences, boost brand credibility, and increase customer engagement. Learn about the latest design trends and strategies that can help your business stand out in the digital landscape. Elevate your online presence with Pixlogix's expert UI/UX design services.
Advantages of Hiring UIUX Design Service Providers for Your Business
Advantages of Hiring UIUX Design Service Providers for Your Business
Pixlogix Infotech
Enterprise Knowledge’s Urmi Majumder, Principal Data Architecture Consultant, and Fernando Aguilar Islas, Senior Data Science Consultant, presented "Driving Behavioral Change for Information Management through Data-Driven Green Strategy" on March 27, 2024 at Enterprise Data World (EDW) in Orlando, Florida. In this presentation, Urmi and Fernando discussed a case study describing how the information management division in a large supply chain organization drove user behavior change through awareness of the carbon footprint of their duplicated and near-duplicated content, identified via advanced data analytics. Check out their presentation to gain valuable perspectives on utilizing data-driven strategies to influence positive behavioral shifts and support sustainability initiatives within your organization. In this session, participants gained answers to the following questions: - What is a Green Information Management (IM) Strategy, and why should you have one? - How can Artificial Intelligence (AI) and Machine Learning (ML) support your Green IM Strategy through content deduplication? - How can an organization use insights into their data to influence employee behavior for IM? - How can you reap additional benefits from content reduction that go beyond Green IM?
Driving Behavioral Change for Information Management through Data-Driven Gree...
Driving Behavioral Change for Information Management through Data-Driven Gree...
Enterprise Knowledge
As privacy and data protection regulations evolve rapidly, organizations operating in multiple jurisdictions face mounting challenges to ensure compliance and safeguard customer data. With state-specific privacy laws coming up in multiple states this year, it is essential to understand what their unique data protection regulations will require clearly. How will data privacy evolve in the US in 2024? How to stay compliant? Our panellists will guide you through the intricacies of these states' specific data privacy laws, clarifying complex legal frameworks and compliance requirements. This webinar will review: - The essential aspects of each state's privacy landscape and the latest updates - Common compliance challenges faced by organizations operating in multiple states and best practices to achieve regulatory adherence - Valuable insights into potential changes to existing regulations and prepare your organization for the evolving landscape
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
TrustArc
Choosing the right accounts payable services provider is a strategic decision that can significantly impact your business's financial performance and operational efficiency. By considering factors such as expertise, range of services, technology infrastructure, scalability, cost, and reputation, businesses can make informed decisions and select a provider that aligns with their unique needs and objectives. Partnering with the right provider can streamline accounts payable processes, drive cost savings, and position your business for long-term success. https://katprotech.com/accounts-payable-and-purchase-order-automation/
Factors to Consider When Choosing Accounts Payable Services Providers.pptx
Factors to Consider When Choosing Accounts Payable Services Providers.pptx
Katpro Technologies
These are the slides delivered in a workshop at Data Innovation Summit Stockholm April 2024, by Kristof Neys and Jonas El Reweny.
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Neo4j
Building Digital Trust in a Digital Economy Veronica Tan, Director - Cyber Security Agency of Singapore Apidays Singapore 2024: Connecting Customers, Business and Technology (April 17 & 18, 2024) ------ Check out our conferences at https://www.apidays.global/ Do you want to sponsor or talk at one of our conferences? https://apidays.typeform.com/to/ILJeAaV8 Learn more on APIscene, the global media made by the community for the community: https://www.apiscene.io Explore the API ecosystem with the API Landscape: https://apilandscape.apiscene.io/
Apidays Singapore 2024 - Building Digital Trust in a Digital Economy by Veron...
Apidays Singapore 2024 - Building Digital Trust in a Digital Economy by Veron...
apidays
Tata AIG General Insurance Company - Insurer Innovation Award 2024
Tata AIG General Insurance Company - Insurer Innovation Award 2024
Tata AIG General Insurance Company - Insurer Innovation Award 2024
The Digital Insurer
Imagine a world where information flows as swiftly as thought itself, making decision-making as fluid as the data driving it. Every moment is critical, and the right tools can significantly boost your organization’s performance. The power of real-time data automation through FME can turn this vision into reality. Aimed at professionals eager to leverage real-time data for enhanced decision-making and efficiency, this webinar will cover the essentials of real-time data and its significance. We’ll explore: FME’s role in real-time event processing, from data intake and analysis to transformation and reporting An overview of leveraging streams vs. automations FME’s impact across various industries highlighted by real-life case studies Live demonstrations on setting up FME workflows for real-time data Practical advice on getting started, best practices, and tips for effective implementation Join us to enhance your skills in real-time data automation with FME, and take your operational capabilities to the next level.
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
Safe Software
Slack App Development 101
Slack Application Development 101 Slides
Slack Application Development 101 Slides
praypatel2
Presented by Sergio Licea and John Hendershot
How to Troubleshoot Apps for the Modern Connected Worker
How to Troubleshoot Apps for the Modern Connected Worker
ThousandEyes
Details
Histor y of HAM Radio presentation slide
Histor y of HAM Radio presentation slide
vu2urc
The Raspberry Pi 5 was announced on October 2023. This new version of the popular embedded device comes with a new iteration of Broadcom’s VideoCore GPU platform, and was released with a fully open source driver stack, developed by Igalia. The presentation will discuss some of the major changes required to support this new Video Core iteration, the challenges we faced in the process and the solutions we provided in order to deliver conformant OpenGL ES and Vulkan drivers. The talk will also cover the next steps for the open source Raspberry Pi 5 graphics stack. (c) Embedded Open Source Summit 2024 April 16-18, 2024 Seattle, Washington (US) https://events.linuxfoundation.org/embedded-open-source-summit/ https://eoss24.sched.com/event/1aBEx
Raspberry Pi 5: Challenges and Solutions in Bringing up an OpenGL/Vulkan Driv...
Raspberry Pi 5: Challenges and Solutions in Bringing up an OpenGL/Vulkan Driv...
Igalia
In an era where artificial intelligence (AI) stands at the forefront of business innovation, Information Architecture (IA) is at the core of functionality. See “There’s No AI Without IA” – (from 2016 but even more relevant today) Understanding and leveraging how Information Architecture (IA) supports AI synergies between knowledge engineering and prompt engineering is critical for senior leaders looking to successfully deploy AI for internal and externally facing knowledge processes. This webinar be a high-level overview of the methodologies that can elevate AI-driven knowledge processes supporting both employees and customers. Core Insights Include: Strategic Knowledge Engineering: Delve into how structuring AI's knowledge base is required to prevent hallucinations, enable contextual retrieval of accurate information. This will include discussion of gold standard libraries of use cases support testing various LLMs and structures and configurations of knowledge base. Precision in Prompt Engineering: Learn the art of crafting prompts that direct AI to deliver targeted, relevant responses, thereby optimizing customer experiences and business outcomes. Unified Approach for Enhanced AI Performance: Explore the intersection of knowledge and prompt engineering to develop AI systems that are not only more responsive but also aligned with overarching business strategies. Guiding Principles for Implementation: Equip yourself with best practices, ethical guidelines, and strategic considerations for embedding these technologies into your business ecosystem effectively. This webinar is designed to empower business and technology leaders with the knowledge to harness the full potential of AI, ensuring their organizations not only keep pace with digital transformation but lead the charge. Join us to map a roadmap to fully leverage Information Architecture (IA) and AI chart a course towards a future where AI is a key pillar of strategic innovation and business success.
EIS-Webinar-Prompt-Knowledge-Eng-2024-04-08.pptx
EIS-Webinar-Prompt-Knowledge-Eng-2024-04-08.pptx
Earley Information Science
45-60 minute session deck from introducing Google Apps Script to developers, IT leadership, and other technical professionals.
Automating Google Workspace (GWS) & more with Apps Script
Automating Google Workspace (GWS) & more with Apps Script
wesley chun
This project focuses on implementing real-time object detection using Raspberry Pi and OpenCV. Real-time object detection is a critical aspect of computer vision applications, allowing systems to identify and locate objects within a live video stream instantly.
Real Time Object Detection Using Open CV
Real Time Object Detection Using Open CV
Khem
Created by Mozilla Research in 2012 and now part of Linux Foundation Europe, the Servo project is an experimental rendering engine written in Rust. It combines memory safety and concurrency to create an independent, modular, and embeddable rendering engine that adheres to web standards. Stewardship of Servo moved from Mozilla Research to the Linux Foundation in 2020, where its mission remains unchanged. After some slow years, in 2023 there has been renewed activity on the project, with a roadmap now focused on improving the engine’s CSS 2 conformance, exploring Android support, and making Servo a practical embeddable rendering engine. In this presentation, Rakhi Sharma reviews the status of the project, our recent developments in 2023, our collaboration with Tauri to make Servo an easy-to-use embeddable rendering engine, and our plans for the future to make Servo an alternative web rendering engine for the embedded devices industry. (c) Embedded Open Source Summit 2024 April 16-18, 2024 Seattle, Washington (US) https://events.linuxfoundation.org/embedded-open-source-summit/ https://ossna2024.sched.com/event/1aBNF/a-year-of-servo-reboot-where-are-we-now-rakhi-sharma-igalia
A Year of the Servo Reboot: Where Are We Now?
A Year of the Servo Reboot: Where Are We Now?
Igalia
Abhishek Deb(1), Mr Abdul Kalam(2) M. Des (UX) , School of Design, DIT University , Dehradun. This paper explores the future potential of AI-enabled smartphone processors, aiming to investigate the advancements, capabilities, and implications of integrating artificial intelligence (AI) into smartphone technology. The research study goals consist of evaluating the development of AI in mobile phone processors, analyzing the existing state as well as abilities of AI-enabled cpus determining future patterns as well as chances together with reviewing obstacles as well as factors to consider for more growth.
Exploring the Future Potential of AI-Enabled Smartphone Processors
Exploring the Future Potential of AI-Enabled Smartphone Processors
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There is No Spoon: Fostering an Agile Culture
1.
There is no
Spoon: Fostering an Agile Culture
2.
Agenda Introduction Audience Survey
Agile Concepts Mechanism Traps Agile Culture
3.
Introduction
4.
Introduction Tommy Norman Omnicell
Scrum Master ALM MVP Blog www.comfortablyscrum.com Twitter @tommynorman
5.
Survey
6.
Audience Survey 1 2 3 4 5 6 SCRUM XP SCRUM /
XP OTHER AGILE WATERFALL NO IDEA
7.
Agile Concepts
8.
Agile!
9.
10.
Agile Concepts Iterative Development
11.
Agile Concepts Just In Time Requirements
12.
Agile Concepts Release Ready Deliverables
13.
Agile Concepts Continuous Integration
14.
Agile Concepts Sustainable Pace
15.
Agile Concepts Lean Management Hierarchy
16.
Agile Concepts Self Organizing Teams
17.
Agile Concepts Trust
18.
Agile Concepts Transparency
19.
Agile Concepts Inspect and Adapt
20.
Agile Concepts Embrace Change
21.
Mechanism Traps
22.
Mechanism Traps Cargo Culture
23.
Mechanism Traps The Daily Scrum
24.
Mechanism Traps Yesterday I did
some stuff. Today I will do more stuff. No impediments.
25.
Mechanism Traps Self Managing Teams
26.
Mechanism Traps Release Ready
Each Sprint
27.
Mechanism Traps What mechanism traps
have you experienced?
28.
Agile Culture
29.
Agile Culture Why do
we have to change our culture to adopt Agile?
30.
“There is no
spoon.”
31.
Agile Culture Agile is
different
32.
Agile Culture Agile affects
your entire company from the top to the bottom
33.
Agile Culture Agile is
a bare bones process you have to flesh out
34.
Agile Culture Doing the
same thing and expecting different results.
35.
Agile Culture How do
we foster an Agile culture?
36.
Agile Culture Get educated!
37.
Agile Culture Involve everyone
38.
Agile Culture Hire a
good coach
39.
Agile Culture Remember the
purpose behind each mechanism
40.
Agile Culture Inspect and Adapt
41.
Questions? And maybe some
answers… (maybe)
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