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Break the myths, not the values.. The agile way
- 1. Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted 1 Break the myths, not the Values.. The Agile way Value Proposition
- 2. The Plotline 1 Why the Agile 2 Choosing A Frame work 3 4 5 2 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted 6 7 8 Aligning the factors
- 3. 3 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Government Types
- 4. 4 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Exercising Constitution Governance Framework
- 5. 5 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Democracy
- 6. 6 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Agile Vs agile Agile: Software Development Methodology Uncovering better ways of developing software 4 Values & 12 Principles agile: A trait: agile organization i.e. agility Consistency, Resilience, Speed, Flexibility, Attunement, Responding to change
- 7. 7 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Values > Process Behavior Values Drives Reflects
- 8. 8 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Agile Manifesto: Values
- 9. 9 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Agile Manifesto: Principles
- 10. 10 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Agile Manifesto: Principles
- 11. 11 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Agility with Agile Adaptability Stakeholder Collaboration Realistic Timeline Continuous Feedback Immediate Value Proposition Visibility Predictable Outcome Immediate Value Proposition Visibility
- 12. 12 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Good To Greatness “Greatness is not function of circumstances, it is a outcome of choices we make, learnings we take and practices we do”: Jim Collins
- 13. 13 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Scrum Framework With Agile Mindset for complex projects: Develop & Deliver Sustaining Product development Lightweight & Incremental Changes are from variety of sources and understanding why is irrelevant Focus is on Maximize the team's ability to deliver quickly, Responding to emerging requirements Adapt to evolving technologies Changes in market conditions
- 14. 14 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Kanban Framework With Agile and DevOps: Limit WIP and maximize efficiently Continuous and more fluid Real-time communication of capacity and full transparency of work state of every piece of work at any time A Pull based Approach Balancing the demands with available capacity
- 15. 15 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted SCRUM and KANBAN
- 16. 16 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted eXtreme Programming Principles and Practices: High quality software Adapting to evolving and changing requirements Good Practices are taken to an extreme Pair programming TDD: Teste early Basic activities: coding, testing, listening, and designing Values: communication, simplicity, feedback, courage, and respect
- 17. 17 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted Chose the Baton 1) What it means to be agile for the project 2) Chose/define the right framework 3) Experiment with the framework with 1) One or two teams 2) Couple of sprints 3) Continuously seek feedback 4) Adapt to the whole organization
- 18. 18 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted The Learning Disabilities: The Fifth Discipline I am my position. The enemy is out there. The Illusion of Taking Charge The Fixation on Events The Parable of the Boiling frog The Delusion of Learning from Experience The Myth of the Management Team
- 19. 19 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted The 11 Laws of the Fifth Discipline 1. Today's problems come from yesterday's "solutions." 2. The harder you push, the harder the system pushes back. 3. Behavior grows better before it grows worse. 4. The easy way out usually leads back in. 5. The cure can be worse than the disease. 6. Faster is slower. 7. Cause and effect are not closely related in time and space. 8. Small changes can produce big results...but the areas of highest leverage are often the least obvious. 9. You can have your cake and eat it too ---but not all at once. 10. Dividing an elephant in half does not produce two small elephants. 11. There is no blame.
- 20. 20 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted How open minded are you for a new way of delivering the project?
- 21. 21 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted 3P Model Tools People Process Product User Need
- 22. Thank you 22 Copyright © 2020, Oracle and/or its affiliates | Confidential: Internal/Restricted/Highly Restricted
Hinweis der Redaktion
- Teamwood = Camaraderie
- https://thebestschools.org/magazine/common-forms-of-government-study-starters/
- US and India. Both of democracy sovereigns. Both of constitution. But the way the people representatives elected and executing the constitution is different. i.e. framework is different.
- Democracy, which derives from the Greek word demos, or people, is defined, basically, as government in which the supreme power is vested in the people. President Abraham Lincoln, democracy is government of the people, by the people, and for the people. Mentioning the four pillars of democracy- the Legislature, Executive, Judiciary and the Media, Shri Naidu said that each pillar must act within its domain but not lose sight of the larger picture. “The strength of a democracy depends upon the strength of each pillar and the way pillars complement each other. Any shaky pillar weakens the democratic structure”, he said. The strength of a democracy depends upon the strength of each pillar and the way pillars complement each other.
- It is a core competency and source of competitive advantage. Organizational agility is part of the DNA of the organization. It is not practiced or applied; it is lived each day. The principles are descriptive not prescriptive. Meaning the tell about attributes of agile organization and doesn’t tell how to do it.
- BDD TDD Rational Unified Process
- Jim Collins said in his book Good to Great, "Greatness is not function of circumstances, it is a outcome of choices we make, learnings we take and practices we do"
- Kent Beck — who would later become one of the authors of the Agile Manifesto — created it when hired to lead Chrysler’s Comprehensive Compensation System team. The methodology takes its name from the idea that the beneficial elements of traditional software engineering practices are taken to "extreme" levels. As an example, code reviews are considered a beneficial practice; taken to the extreme, code can be reviewed continuously (i.e. the practice of pair programming).
- The familiar solution is sometimes not just ineffective but also dangerous. For instance, eliminating educational programs to balance the school district budget not only masks the need for more money, but it also lowers the quality of education and can trigger a long-term dismantling process. https://www.aasa.org/SchoolAdministratorArticle.aspx?id=10198 The easy way out usually leads back in. When we stick to what we know best and apply familiar or textbook solutions, we find comfort. Relying on familiar solutions even while problems persist indicates nonsystemic thinking, or the “what we need here is a bigger hammer” syndrome. The cure can be worse than the disease. The familiar solution is sometimes not just ineffective but also dangerous.
- The familiar solution is sometimes not just ineffective but also dangerous. For instance, eliminating educational programs to balance the school district budget not only masks the need for more money, but it also lowers the quality of education and can trigger a long-term dismantling process. https://www.aasa.org/SchoolAdministratorArticle.aspx?id=10198 The easy way out usually leads back in. When we stick to what we know best and apply familiar or textbook solutions, we find comfort. Relying on familiar solutions even while problems persist indicates nonsystemic thinking, or the “what we need here is a bigger hammer” syndrome. The cure can be worse than the disease. The familiar solution is sometimes not just ineffective but also dangerous. A perverse incentive is an incentive that has an unintended and undesirable result that is contrary to the intentions of its designers. The original cobra effect