The document discusses identifying an enterprise agile scorecard. It begins with background on why agile works and then discusses what prevents agile from working, including lack of clarity, accountability, and ability to measure progress. It proposes establishing clarity through an intentional value delivery structure, establishing accountability by governing demand with Kanban and Scrum, and establishing measurable progress by focusing on business drivers with metrics. Typical business drivers for adopting agile are delivering early ROI, quality, and predictability. Strategic objectives are outlined for each driver. The drivers are then analyzed and shown to be correlated, with groupings emerging around financial, delivery, and stability objectives.
QA Fest 2018. Александр Венгер. ELK stack. Применение в нагрузочном тестирова...QAFest
The document discusses using the ELK stack for load testing and monitoring. It provides an overview of the ELK stack components - Elasticsearch, Logstash, Kibana. It describes how to configure Filebeat and Logstash for log collection and parsing. It also discusses using Kibana for visualizing and analyzing load testing results stored in Elasticsearch. Alternative solutions like the jmeter-elasticsearch-backend-listener plugin are presented. Examples of Kibana visualizations and dashboards for metrics like response times, errors are shown. Contact information is provided to find out more about using the ELK stack for performance monitoring.
QA Fest 2019. Антон Серпутько. Нагрузочное тестирование распределенных асинхр...QAFest
Обычно в процессе нагрузочного тестирование необходимые app-side метрики(response time, throughput, ..) можно получить прямо в генераторе нагрузки. Мы шлем запрос, получаем респонс и зачастую время выполнения запроса это и есть то что нам нужно.
Но что если после того как сервер отдал вам ответ происходит еще ряд асинхронных операций, время выполнения которых нам необходимо проверить? Как замерить время выполнения этих запросов? Какая часть системы является узким местом в производительности?
В докладе рассмотрим какие челенжи появляются в такой ситуации и как их можно решить.
QA Fest 2019. Яна Лыса. Особенности управления процессами тестирования для уд...QAFest
Очень часто складывается впечатление, что удаленный сотрудник - это релаксирующий на пляже бездельник с ноутом в руках. Когда команда вся полностью распределена и работает удаленно, сталкиваешься с различными трудоностями, т.к. работающие подходы для офисных сотрудников совсем не работают для удаленных. Хочу поделиться опытом, как мы построили работающий механизм удаленной QA команды, чем наши процессы отличаются от процессов в командах, работающих on-sight, как мы набивали шишки и какой результат получили в итоге.
When starting up a greenfield project, it’s easy to take advantage of the most modern development practices. But what about the rest of us, who are working on codebases greater than five minutes old? How do you take code that’s four years and hundreds of thousands of SLOC, and turn that into a lean, mean, continuous-deploying machine? In this talk, Melissa will walk through what continuous integration and deployment means for teams working on mature code bases, and what the roadmap looks like to get from a release cycle that may take weeks or months to one that deploys on-demand.
Readers can expect to come away with:
Roadmap template for transitioning to CI/CD
Common pitfalls when migrating old code
Understanding how and when to declare ‘victory’ for a migration
Automated testing made easy for start upsDamien Knox
The document appears to be from a summit on test automation and digital QA hosted by TestingMind Consulting. It discusses alternatives to the classical testing pyramid approach, including static code analysis, API testing, and screenshot-based testing. These alternatives are presented as being more efficient and requiring less maintenance than traditional unit, integration, and GUI tests. The document provides examples of tools that can be used for different types of testing, such as static code analysis, API testing, and screenshot-based testing. It also shows how tests can help catch vulnerabilities and issues like unreachable code.
Real-Time Metrics and Distributed Monitoring - Jeff Pierce, Change.org - Dev...DevOpsDays Tel Aviv
This document summarizes Jeff Pierce's presentation on real-time metrics and distributed monitoring at DevOps Days 2015. The presentation discussed how Change.org built their own monitoring stack using collectd, Cyanite, Graphite API and Grafana to capture high resolution metrics across their infrastructure. This allowed for faster troubleshooting, easier problem identification and increased communication between developers and DevOps.
DevOps In Mobility World With Microsoft Technology by "Shrinathacharya L M" and "Nandini G V" from "All Scripts". The presentation was done at #doppa17 DevOps++ Global Summit 2017. All the copyrights are reserved with the author
Kyle Stephens has earned a Certificate of Achievement for completing the requirements and demonstrating proficiency in Pro Tools Tier 1 as of June 8, 2015. The certificate recognizes Kyle Stephens' achievement in mastering the foundational skills for the audio software Pro Tools.
QA Fest 2018. Александр Венгер. ELK stack. Применение в нагрузочном тестирова...QAFest
The document discusses using the ELK stack for load testing and monitoring. It provides an overview of the ELK stack components - Elasticsearch, Logstash, Kibana. It describes how to configure Filebeat and Logstash for log collection and parsing. It also discusses using Kibana for visualizing and analyzing load testing results stored in Elasticsearch. Alternative solutions like the jmeter-elasticsearch-backend-listener plugin are presented. Examples of Kibana visualizations and dashboards for metrics like response times, errors are shown. Contact information is provided to find out more about using the ELK stack for performance monitoring.
QA Fest 2019. Антон Серпутько. Нагрузочное тестирование распределенных асинхр...QAFest
Обычно в процессе нагрузочного тестирование необходимые app-side метрики(response time, throughput, ..) можно получить прямо в генераторе нагрузки. Мы шлем запрос, получаем респонс и зачастую время выполнения запроса это и есть то что нам нужно.
Но что если после того как сервер отдал вам ответ происходит еще ряд асинхронных операций, время выполнения которых нам необходимо проверить? Как замерить время выполнения этих запросов? Какая часть системы является узким местом в производительности?
В докладе рассмотрим какие челенжи появляются в такой ситуации и как их можно решить.
QA Fest 2019. Яна Лыса. Особенности управления процессами тестирования для уд...QAFest
Очень часто складывается впечатление, что удаленный сотрудник - это релаксирующий на пляже бездельник с ноутом в руках. Когда команда вся полностью распределена и работает удаленно, сталкиваешься с различными трудоностями, т.к. работающие подходы для офисных сотрудников совсем не работают для удаленных. Хочу поделиться опытом, как мы построили работающий механизм удаленной QA команды, чем наши процессы отличаются от процессов в командах, работающих on-sight, как мы набивали шишки и какой результат получили в итоге.
When starting up a greenfield project, it’s easy to take advantage of the most modern development practices. But what about the rest of us, who are working on codebases greater than five minutes old? How do you take code that’s four years and hundreds of thousands of SLOC, and turn that into a lean, mean, continuous-deploying machine? In this talk, Melissa will walk through what continuous integration and deployment means for teams working on mature code bases, and what the roadmap looks like to get from a release cycle that may take weeks or months to one that deploys on-demand.
Readers can expect to come away with:
Roadmap template for transitioning to CI/CD
Common pitfalls when migrating old code
Understanding how and when to declare ‘victory’ for a migration
Automated testing made easy for start upsDamien Knox
The document appears to be from a summit on test automation and digital QA hosted by TestingMind Consulting. It discusses alternatives to the classical testing pyramid approach, including static code analysis, API testing, and screenshot-based testing. These alternatives are presented as being more efficient and requiring less maintenance than traditional unit, integration, and GUI tests. The document provides examples of tools that can be used for different types of testing, such as static code analysis, API testing, and screenshot-based testing. It also shows how tests can help catch vulnerabilities and issues like unreachable code.
Real-Time Metrics and Distributed Monitoring - Jeff Pierce, Change.org - Dev...DevOpsDays Tel Aviv
This document summarizes Jeff Pierce's presentation on real-time metrics and distributed monitoring at DevOps Days 2015. The presentation discussed how Change.org built their own monitoring stack using collectd, Cyanite, Graphite API and Grafana to capture high resolution metrics across their infrastructure. This allowed for faster troubleshooting, easier problem identification and increased communication between developers and DevOps.
DevOps In Mobility World With Microsoft Technology by "Shrinathacharya L M" and "Nandini G V" from "All Scripts". The presentation was done at #doppa17 DevOps++ Global Summit 2017. All the copyrights are reserved with the author
Kyle Stephens has earned a Certificate of Achievement for completing the requirements and demonstrating proficiency in Pro Tools Tier 1 as of June 8, 2015. The certificate recognizes Kyle Stephens' achievement in mastering the foundational skills for the audio software Pro Tools.
This document summarizes a presentation given by Bianca Jiang and Ginny Ghezzo at the O'Reilly Software Architecture Conference on March 18, 2015 about re-architecting maintenance for continuous delivery. The presentation discussed the challenges faced with traditional maintenance approaches and how adopting DevOps practices like automation, continuous delivery and testing can help improve maintenance by providing quicker, higher quality updates on a more predictable schedule with lower costs. Key aspects covered included implementing maintenance as incremental patches in an automated pipeline, generating documentation, and ensuring quality through continuous testing. The goal is to make maintenance a seamless process for customers.
Atlassian builds tools for all teams... including ourselves! There's no right or wrong way to use our tools, but we've developed some best practices that a lot of our teams have adopted.
In this session you will learn how an Atlassian developer uses JIRA, Confluence, HipChat, BitBucket, and Bamboo to plan, build, test, and continuously deploy HipChat. You will also learn some tips and tricks for using the Atlassian toolset to take a project from a concept to a released application.
David Cruz, Senior Software Developer - HipChat Desktop, Atlassian
Mike Cottmeyer - How to Own a Really big complex ProductSFA
This document discusses how to manage product ownership at scale for complex, multi-team products. It notes that product owners do not scale effectively and common strategies like assigning one product owner per team do not work. Instead, it advocates developing organizational capabilities for business analysis, engineering, and leadership/coordination. These capabilities can be expressed differently depending on the level of scale, such as through product owner teams, Scrum of Scrums, integration teams, and alignment of culture. The key is delivering value across multiple teams by thinking holistically about capabilities rather than focusing on individual roles.
The document discusses implementing an agile approach for a project to develop a real-time application software for a textile care company. It describes understanding the business needs and defining an agile strategy, including conducting a "JumpStart" phase to define requirements, architecture, and release planning. Execution involved cross-functional teams, Scrum ceremonies, and challenges around testing hardware interfaces virtually. The agile approach delivered successful results, with high satisfaction from stakeholders and an MVP for the business needs. Recommendations include understanding agility needs, defining the approach, and allowing flexibility over the project lifecycle.
Sildes of an internal talk given at Twitter similar to a previous webinar for Redhat with the same title.
Speeding up development is a key concern, cloud and technology improvements like Docker speed up key steps that make continuous delivery possible. Breaking up the work into many separate microservices and datastores with stable APIs allows teams to make progress independently so that the organization scales. Monolithic apps are preferred for small projects, built by small teams and when very low latency and high efficiency is the primary requirement. Monitoring microservices is currently a challenge with solutions starting to emerge.
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://ow.ly/hAXz50g62ZM
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://cainc.to/CAW17-CD
The Service-Delivery Review: The Missing Agile Feedback LoopMatthew Philip
The document discusses the missing agile feedback loop between delivery teams and customers. It proposes a regular "Service-Delivery Review" meeting to close this loop. The review would quantitatively discuss metrics like delivery times, blockers, risks and options to improve fitness for purpose from the customer's perspective. Establishing clear service level expectations and involving both the customer and delivery team could help teams understand if their service is meeting the customer's needs.
Case Study: ING Builds Highly Available Continuous Delivery Pipeline with Mic...CA Technologies
ING improved time to market from 13 weeks to less than one week with DevOps and continuous delivery practices. According to ING, the process for releasing software must be repeatable and reliable and and software should be released into production as frequently as possible. Join us for this informative session and learn directly from the experiences of one of the world’s leading financial institutions. See how they are using container-based solutions, microservices and APIs along with CA Release Automation to build a flexible, resilient and highly available continuous delivery pipeline with little to no downtime.
For more information, please visit http://cainc.to/Nv2VOe
Creating a pull for DevOps in an Agile TransformationTimothy Wise
This presentation was used to start a conversation with the Atlanta DevOps community around patterns for introducing DevOps in large organizations. During the session, I presented findings from coaches around the US.
Learn how Twitch identifies key Extension developer challenges and works backwards to craft solutions. We provide recent examples from feature launches and explain how those features tie into larger visions for the future of Extension developers.
This webinar discusses the keys to success in scaling and measuring agile methods beyond a single team.
Damon Poole will discuss:
- The importance of Agile People, Agile Process, and Agile Tools
- The need to focus on measuring information which aids in decisions and actions.
- How the frequency of measurement is more important than accuracy
- Keys to scaling agile including: Agile tooling, test automation, self-healing and self-improvement mechanisms, a true understanding of Agile fundamentals, and one-piece-flow
- Important elements to measure success including: cycle time, story points forecast vs done, reduction of hardening time, work in progress, Net Promoter Score, and profits.
Read more at https://www.synerzip.com/webinar/scaling-and-measuring-agile-2/
In the rapidly changing world we live in now, Agile is the mantra to live by! We all need to be agile, nimble, adaptive and respond to the changes rapidly.
Texavi’s Tech Bootcamp is a series of free online courses on agile and digital transformation.Texavi's Tech Bootcamp will equip you to be job-ready with practical and real-time insights, as well as offering access to our treasure of insightful, high-quality resources and materials.
The part 1 of this series will be touching upon the overview and setting the context with introducing the agile mindset. This is very important in order to start the agile journey. We will tread through the foundation of agile, how its different from the mainstream waterfall model, and look at the evolution of the agile development methodologies over the decades.
We will then have a look at the various popular agile methodologies such as Kanban, Scrum, DSDM, SAFe, Lean etc.
APIdays London 2019 - The New Neobanking Stack with Woody Rousseau, Sipiosapidays
The document discusses key aspects of a neobank's technology stack, including product managers managing user journeys and the platform, C-levels being obsessed with complaints, building a quality-first software factory, and implementing a "trust no one" compatible architecture. It also discusses using generators to standardize work and ensure quality.
The document provides an overview of the ECBA certification from IIBA, including:
- ECBA stands for Entry Certificate in Business Analysis and is IIBA's entry-level certification.
- It targets individuals entering the BA profession, students, new graduates, and professionals transitioning careers. Only high school education and 21 hours of BABOK training are required.
- The ECBA exam is 50 multiple choice questions testing knowledge of the BABOK across the 6 knowledge areas, with the highest weightage on Elicitation and Collaboration and Requirements Life Cycle Management.
The document provides an overview of the ECBA certification from IIBA, including:
- ECBA stands for Entry Certificate in Business Analysis and is IIBA's entry-level certification.
- It targets individuals entering the BA profession, with eligibility requiring high school education and 21 hours of BABOK coursework.
- The ECBA exam is a 50 question, 1.5 hour multiple choice test covering the 6 BABOK knowledge areas at a basic level.
Lessons Learned on Uber's Journey into MicroservicesC4Media
Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/2a6wCn2.
Emily Reinhold shares stories of how a rapid growth company broke up a monolith into a series of microservices, with practices and lessons that can save time and money. Filmed at qconnewyork.com.
Emily Reinhold is a software engineer on Uber's Money team. Since joining Uber in early 2015, Emily has been involved in many aspects of money, including charging riders and paying driver partners. She has recently contributed to the effort to dismantle Uber's monolith while building its microservice architecture.
Design at Swiftkey – Scott Weiss, SwiftkeyJAM London
Sco Weiss is a mobile design visionary and has led design teams in many prominent tech companies across the globe. In 2001 he started work on his seminal book “Handheld Usability” a er discovering that there were no design texts for phones and other handheld devices, and has gone on to help create compelling user experiences on a wide range of mobile platforms.
He’s worked with LG, Samsung, Vodafone and many other well-known brands, held career-level roles at Apple, Microso , Sybase and Autodesk, and run his own UX agency in New York.
San Francisco Atlassian User Group - February 2014Nicholas Muldoon
Presentations by:
* Dan Chuparkoff, Atlassian: Latest updates on JIRA and an introduction to Service Desk
* Matt Sommer, Alanax: Tracking business leads in JIRA and reporting in Confluence
* Anas Alamoudi, Quad Dimensions: Growing a business on JIRA and HipChat
* Dave Elkan, Atlassian: Demo of Crontabs for automating team wallboards
* Alex Stillings, Twitter: Service Desk saved the HelpDesk!
Hosted by Heroku, February 12, 2014.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Weitere ähnliche Inhalte
Ähnlich wie Identifying an enterprise agile scorecard
This document summarizes a presentation given by Bianca Jiang and Ginny Ghezzo at the O'Reilly Software Architecture Conference on March 18, 2015 about re-architecting maintenance for continuous delivery. The presentation discussed the challenges faced with traditional maintenance approaches and how adopting DevOps practices like automation, continuous delivery and testing can help improve maintenance by providing quicker, higher quality updates on a more predictable schedule with lower costs. Key aspects covered included implementing maintenance as incremental patches in an automated pipeline, generating documentation, and ensuring quality through continuous testing. The goal is to make maintenance a seamless process for customers.
Atlassian builds tools for all teams... including ourselves! There's no right or wrong way to use our tools, but we've developed some best practices that a lot of our teams have adopted.
In this session you will learn how an Atlassian developer uses JIRA, Confluence, HipChat, BitBucket, and Bamboo to plan, build, test, and continuously deploy HipChat. You will also learn some tips and tricks for using the Atlassian toolset to take a project from a concept to a released application.
David Cruz, Senior Software Developer - HipChat Desktop, Atlassian
Mike Cottmeyer - How to Own a Really big complex ProductSFA
This document discusses how to manage product ownership at scale for complex, multi-team products. It notes that product owners do not scale effectively and common strategies like assigning one product owner per team do not work. Instead, it advocates developing organizational capabilities for business analysis, engineering, and leadership/coordination. These capabilities can be expressed differently depending on the level of scale, such as through product owner teams, Scrum of Scrums, integration teams, and alignment of culture. The key is delivering value across multiple teams by thinking holistically about capabilities rather than focusing on individual roles.
The document discusses implementing an agile approach for a project to develop a real-time application software for a textile care company. It describes understanding the business needs and defining an agile strategy, including conducting a "JumpStart" phase to define requirements, architecture, and release planning. Execution involved cross-functional teams, Scrum ceremonies, and challenges around testing hardware interfaces virtually. The agile approach delivered successful results, with high satisfaction from stakeholders and an MVP for the business needs. Recommendations include understanding agility needs, defining the approach, and allowing flexibility over the project lifecycle.
Sildes of an internal talk given at Twitter similar to a previous webinar for Redhat with the same title.
Speeding up development is a key concern, cloud and technology improvements like Docker speed up key steps that make continuous delivery possible. Breaking up the work into many separate microservices and datastores with stable APIs allows teams to make progress independently so that the organization scales. Monolithic apps are preferred for small projects, built by small teams and when very low latency and high efficiency is the primary requirement. Monitoring microservices is currently a challenge with solutions starting to emerge.
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://ow.ly/hAXz50g62ZM
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://cainc.to/CAW17-CD
The Service-Delivery Review: The Missing Agile Feedback LoopMatthew Philip
The document discusses the missing agile feedback loop between delivery teams and customers. It proposes a regular "Service-Delivery Review" meeting to close this loop. The review would quantitatively discuss metrics like delivery times, blockers, risks and options to improve fitness for purpose from the customer's perspective. Establishing clear service level expectations and involving both the customer and delivery team could help teams understand if their service is meeting the customer's needs.
Case Study: ING Builds Highly Available Continuous Delivery Pipeline with Mic...CA Technologies
ING improved time to market from 13 weeks to less than one week with DevOps and continuous delivery practices. According to ING, the process for releasing software must be repeatable and reliable and and software should be released into production as frequently as possible. Join us for this informative session and learn directly from the experiences of one of the world’s leading financial institutions. See how they are using container-based solutions, microservices and APIs along with CA Release Automation to build a flexible, resilient and highly available continuous delivery pipeline with little to no downtime.
For more information, please visit http://cainc.to/Nv2VOe
Creating a pull for DevOps in an Agile TransformationTimothy Wise
This presentation was used to start a conversation with the Atlanta DevOps community around patterns for introducing DevOps in large organizations. During the session, I presented findings from coaches around the US.
Learn how Twitch identifies key Extension developer challenges and works backwards to craft solutions. We provide recent examples from feature launches and explain how those features tie into larger visions for the future of Extension developers.
This webinar discusses the keys to success in scaling and measuring agile methods beyond a single team.
Damon Poole will discuss:
- The importance of Agile People, Agile Process, and Agile Tools
- The need to focus on measuring information which aids in decisions and actions.
- How the frequency of measurement is more important than accuracy
- Keys to scaling agile including: Agile tooling, test automation, self-healing and self-improvement mechanisms, a true understanding of Agile fundamentals, and one-piece-flow
- Important elements to measure success including: cycle time, story points forecast vs done, reduction of hardening time, work in progress, Net Promoter Score, and profits.
Read more at https://www.synerzip.com/webinar/scaling-and-measuring-agile-2/
In the rapidly changing world we live in now, Agile is the mantra to live by! We all need to be agile, nimble, adaptive and respond to the changes rapidly.
Texavi’s Tech Bootcamp is a series of free online courses on agile and digital transformation.Texavi's Tech Bootcamp will equip you to be job-ready with practical and real-time insights, as well as offering access to our treasure of insightful, high-quality resources and materials.
The part 1 of this series will be touching upon the overview and setting the context with introducing the agile mindset. This is very important in order to start the agile journey. We will tread through the foundation of agile, how its different from the mainstream waterfall model, and look at the evolution of the agile development methodologies over the decades.
We will then have a look at the various popular agile methodologies such as Kanban, Scrum, DSDM, SAFe, Lean etc.
APIdays London 2019 - The New Neobanking Stack with Woody Rousseau, Sipiosapidays
The document discusses key aspects of a neobank's technology stack, including product managers managing user journeys and the platform, C-levels being obsessed with complaints, building a quality-first software factory, and implementing a "trust no one" compatible architecture. It also discusses using generators to standardize work and ensure quality.
The document provides an overview of the ECBA certification from IIBA, including:
- ECBA stands for Entry Certificate in Business Analysis and is IIBA's entry-level certification.
- It targets individuals entering the BA profession, students, new graduates, and professionals transitioning careers. Only high school education and 21 hours of BABOK training are required.
- The ECBA exam is 50 multiple choice questions testing knowledge of the BABOK across the 6 knowledge areas, with the highest weightage on Elicitation and Collaboration and Requirements Life Cycle Management.
The document provides an overview of the ECBA certification from IIBA, including:
- ECBA stands for Entry Certificate in Business Analysis and is IIBA's entry-level certification.
- It targets individuals entering the BA profession, with eligibility requiring high school education and 21 hours of BABOK coursework.
- The ECBA exam is a 50 question, 1.5 hour multiple choice test covering the 6 BABOK knowledge areas at a basic level.
Lessons Learned on Uber's Journey into MicroservicesC4Media
Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/2a6wCn2.
Emily Reinhold shares stories of how a rapid growth company broke up a monolith into a series of microservices, with practices and lessons that can save time and money. Filmed at qconnewyork.com.
Emily Reinhold is a software engineer on Uber's Money team. Since joining Uber in early 2015, Emily has been involved in many aspects of money, including charging riders and paying driver partners. She has recently contributed to the effort to dismantle Uber's monolith while building its microservice architecture.
Design at Swiftkey – Scott Weiss, SwiftkeyJAM London
Sco Weiss is a mobile design visionary and has led design teams in many prominent tech companies across the globe. In 2001 he started work on his seminal book “Handheld Usability” a er discovering that there were no design texts for phones and other handheld devices, and has gone on to help create compelling user experiences on a wide range of mobile platforms.
He’s worked with LG, Samsung, Vodafone and many other well-known brands, held career-level roles at Apple, Microso , Sybase and Autodesk, and run his own UX agency in New York.
San Francisco Atlassian User Group - February 2014Nicholas Muldoon
Presentations by:
* Dan Chuparkoff, Atlassian: Latest updates on JIRA and an introduction to Service Desk
* Matt Sommer, Alanax: Tracking business leads in JIRA and reporting in Confluence
* Anas Alamoudi, Quad Dimensions: Growing a business on JIRA and HipChat
* Dave Elkan, Atlassian: Demo of Crontabs for automating team wallboards
* Alex Stillings, Twitter: Service Desk saved the HelpDesk!
Hosted by Heroku, February 12, 2014.
Ähnlich wie Identifying an enterprise agile scorecard (20)
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
5. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
6. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
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User Story
User Story
User Story
User Story
User Story
User Story
Clarity
7. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability
8. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Clarity Accountability Measureable Progress
9. #BBCCon 2015 Las Vegas
Simple enough… what keeps it
from working?
10. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
11. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack of
Clarity
12. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack of
Clarity
Little
Accountability
13. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack of
Clarity
Little
Accountability
Can’t
Measure Progress
15. #BBCCon 2015 Las Vegas
Team
Matrixed
Organizations
Limited Access to
Subject Matter
Expertise
Non-instantly
Available Resources
Too Much Work In
Process
Low Cohesion &
Tight Coupling
Shared Requirements
Between Teams
Technical Debt &
Defects
Large Products with
Diverse Technology
17. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Lack of
Clarity
Little
Accountability
Can’t
Measure Progress
18. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Little
Accountability
Can’t
Measure Progress
Structure
19. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Can’t
Measure Progress
20. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Governance MetricsStructure
21. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
Establish clarity through an
intentional value delivery
structure
22. #BBCCon 2015 Las Vegas
Team
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
23. #BBCCon 2015 Las Vegas
Team
Team
Delivery Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
24. #BBCCon 2015 Las Vegas
Team
Team
Team
Product Owner Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Delivery Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
25. #BBCCon 2015 Las Vegas
Team
Team
Team
Team
Portfolio Teams – These teams govern the
portfolio and make sure that work is moving
through the system.
Product Owner Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Delivery Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
26. #BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams:
Stories
Program
Teams:
Features
Team
Portfolio
Teams:
Epics
27. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… Next, establish Accountability
by governing demand with
Kanban and Scrum
28. #BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams:
Stories
Program
Teams:
Features
Scrum
Team
Portfolio
Teams:
Epics
29. #BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams:
Stories
Program
Teams:
Features
Scrum
Kanban
Team
Portfolio
Teams:
Epics
30. #BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams:
Stories
Program
Teams:
Features
Scrum
Kanban
Team
Portfolio
Teams:
Epics
Kanban
31. #BBCCon 2015 Las Vegas
The Work is Progressively
Elaborated by the Value
Delivery Structure
32. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… then, establish Measurable
Progress by focusing on the
Business Driver with metrics
33. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
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User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… And this has been a journey
34. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Org.
Enablement
Define the
Product
Plan &
Coordinate
Deliver
the
Solutio
n
Continuous
Improvement
35. #BBCCon 2015 Las Vegas
Rank a team’s agility adoption on a scale of 1 – 5 over time
36. #BBCCon 2015 Las Vegas
Rank a team’s agility adoption on a scale of 1 – 5 over time
37. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Org.
Enablement
Define the
Product
Plan &
Coordinate
Deliver
the
Solutio
n
Continuous
Improvement
Cool charts... but, are we
succeeding?
38. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
It’s impossible to know…
What’s the context?
39. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… why agile…
... what will it take …
40. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
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Structure Governance Metrics
… why agile…
... what will it take …
41. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
Typically the answer is
something similar to:
“We want Early ROI, Quality &
Predictability”
42. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… why agile …
… what will it take...
43. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
Typical Business Drivers
1. Deliver Early ROI
2. Quality, and
3. Predictability
44. #BBCCon 2015 Las Vegas
Typical Business Drivers
Strategic Objectives for each:
1. Deliver Early ROI
2. Quality, and
3. Predictability
45. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
2. Quality, and
3. Predictability
46. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality, and
3. Predictability
47. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
3. Predictability
48. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability
49. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
50. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
51. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
52. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
53. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. by:
– Delivering frequent, high quality releases
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
54. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
– Delivering the highest value features first
– Streamlining the delivery process
2. by:
– Delivering frequent, high quality releases
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
55. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
– Streamlining the delivery process
2. by:
– Delivering frequent, high quality releases
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
56. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
–
2. by:
– Delivering frequent, high quality releases
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
57. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
–
2. by:
–
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
58. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
–
2. by:
–
3. by:
–
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
59. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
–
2. by:
–
3. by:
–
–
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
60. #BBCCon 2015 Las Vegas
Are there Correlations between these?
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
61. #BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
62. #BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
63. #BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Smaller
commitments
Stable teams
64. #BBCCon 2015 Las Vegas
Are there Correlations between these?
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Smaller
commitments
Stable teams
65. #BBCCon 2015 Las Vegas
These are correlated…
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Smaller
commitments
Stable teams
66. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
67. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
68. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Customer
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
69. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Customer
Ops & Processes
(Plan, Coordinate & Deliver)
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
70. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Customer
Ops & Processes
(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
71. #BBCCon 2015 Las Vegas
So… org enablement objectives will
impact ops & process objectives which
will in turn impact customer objectives
Customer
Ops & Processes
(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
72. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… In answering the question
“what will it take” it becomes
clear that it takes intentionality
around the objectives
73. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… the objectives will need to be
realized through iterative and
incremental organizational
improvement
74. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
But... Are we succeeding???
75. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
We need specific measures …
76. #BBCCon 2015 Las Vegas
Strategic Objectives
Specific Measures for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
77. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
78. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
79. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Process Efficiency
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
80. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Process Efficiency
2. Quality by:
– Delivery Cycle Time
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
81. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Process Efficiency
2. Quality by:
– Delivery Cycle Time
3. Predictability by:
– Capacity Performance
– Making Smaller Commitments
82. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Process Efficiency
2. Quality by:
– Delivery Cycle Time
3. Predictability by:
– Capacity Performance
– Commitment Performance
83. #BBCCon 2015 Las Vegas
Specific Measures
1. Deliver Early ROI by:
– Time to Market (Succeeding or failing fast)
– Value Delivery Performance (Delivering highest value features first)
– Process Efficiency (Streamlining the process)
2. Quality by:
– Delivery Cycle Time (Frequent high-quality releases)
3. Predictability by:
– Capacity Performance (Stable teams)
– Commitment Performance (Smaller commitments)
84. #BBCCon 2015 Las Vegas
Create a scorecard for the transformation
Strategic Measures Score/Rating
Time to Market
Value Delivery Performance
Delivery Cycle Time
Process Efficiency
Capacity Performance
Commitment Performance
85. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
We now have the context to
answer the question…
Are we succeeding?
86. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… by focusing on the Business
Driver and it’s Strategic
Objectives…
87. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… we now have specific
measures to know if we are
succeeding!
88. #BBCCon 2015 Las Vegas
… and we understand that objectives will be
accomplished through iterative and
incremental organizational improvement
Customer
Ops & Processes
(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
89. #BBCCon 2015 Las Vegas
Let’s adjust the scorecard to allow for
incremental and iterative changes…
Strategic Measures Score/Rating
Time to Market
Value Delivery Performance
Delivery Cycle Time
Process Efficiency
Capacity Performance
Commitment Performance
90. #BBCCon 2015 Las Vegas
Modify scorecard to maintain context around both near
term incremental and iterative changes and long term
Key Objectives for Current Changes Rating
Strategic measurements for Enterprise Agile Success Rating
Time to Market
Value Delivery Performance
Delivery Cycle Time
Process Efficiency
Capacity Performance
Commitment Performance
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Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
So… the scorecard provides
meaningful metrics that ensure
measurable progress towards
the transformation’s goal
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#TeamWorldVision
TeamWorldVision
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Hinweis der Redaktion
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
Matrixed management
Non-instantly available resources
Project funding models
Limited access to subject matter expertise
Shared requirements between teams
Technical debt
Defects
Tightly coupled architectures
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.