The document describes the evolution of a company's process for managing customer bug reports and software maintenance releases. Originally, bugs were prioritized and addressed through periodic service packs. This led to long wait times for fixes and an inability to address urgent issues. A new process was introduced with a dedicated team and weekly cumulative hot fixes. This improved collaboration, reduced lead times, and allowed for continuous deployment of fixes. Metrics show the new process improved the number of bugs addressed, homes assigned, and total bugs open over time.
This webbinar is about a how a team can get in control of its work while understanding what needs to be improved. In the presentation, we see how a small team gradually introduces new policies to get a better clarity about the current situation and ends-up with a Kanban system. There is of course much more to say and present about Kanban than what is in the webbinar, but I find that it helps most of the teams I meet to get interested in the tool.
The document is a collection of photos from Flickr shared under various Creative Commons licenses. There are over 30 photos in total from different photographers showcasing people, nature, and other scenes. The photos come with attribution to the original photographers and are allowed to be used for both commercial and non-commercial purposes depending on the specific license of each image.
Science of Teams - a glimpse into some of the science of teams. These slides are only useful with the Game itself and a paper that supports the science. All of which are at agilepainrelief.com
The Joys of Designing Agile Solutions for New-Age ProblemsTathagat Varma
Tathagat Varma, VP of Strategic Process Innovations at 24/7 Innovation Labs, discusses challenges with traditional new product development processes and how companies can improve innovation through a more agile, customer-focused approach. Traditional NPD focuses on technology, large budgets, and closed innovation while newer approaches emphasize user needs, rapid experimentation, open innovation, and validating ideas with customers quickly through minimum viable products and iterative feedback loops. Companies need to get out of the building to better understand customer problems and test solutions, embracing a learning mindset of continuous improvement over rigid stage-gate processes.
This document summarizes how inflation has increased prices in India from 1920 to 2020. It also summarizes the different ways to earn income through network marketing outlined by Robert Kiyosaki - individual effort with finite income versus team effort with infinite income. Finally, it encourages choosing to join the MI Lifestyle Marketing team for the opportunity to earn infinite and passive income through network marketing.
The document summarizes key ideas from a presentation on agility in business given by Tathagat Varma at the Agile in Business Conference. It discusses how companies like Flickr, IMVU, WordPress, Google and Facebook deploy new versions of their products and code very frequently, in some cases multiple times a day. This allows them to change quickly based on feedback. It also discusses lean principles for eliminating waste and how companies like Toyota apply rapid iteration. The presentation argues businesses need an agile mindset to learn and change quickly to succeed.
The document is a collection of photos from Flickr shared under various Creative Commons licenses. There are over 50 photos in total contributed by different photographers on topics that are likely diverse given the variety of licenses and photographers. The photos are intended to be used and reused for both commercial and non-commercial purposes depending on the specific license of each photo.
This webbinar is about a how a team can get in control of its work while understanding what needs to be improved. In the presentation, we see how a small team gradually introduces new policies to get a better clarity about the current situation and ends-up with a Kanban system. There is of course much more to say and present about Kanban than what is in the webbinar, but I find that it helps most of the teams I meet to get interested in the tool.
The document is a collection of photos from Flickr shared under various Creative Commons licenses. There are over 30 photos in total from different photographers showcasing people, nature, and other scenes. The photos come with attribution to the original photographers and are allowed to be used for both commercial and non-commercial purposes depending on the specific license of each image.
Science of Teams - a glimpse into some of the science of teams. These slides are only useful with the Game itself and a paper that supports the science. All of which are at agilepainrelief.com
The Joys of Designing Agile Solutions for New-Age ProblemsTathagat Varma
Tathagat Varma, VP of Strategic Process Innovations at 24/7 Innovation Labs, discusses challenges with traditional new product development processes and how companies can improve innovation through a more agile, customer-focused approach. Traditional NPD focuses on technology, large budgets, and closed innovation while newer approaches emphasize user needs, rapid experimentation, open innovation, and validating ideas with customers quickly through minimum viable products and iterative feedback loops. Companies need to get out of the building to better understand customer problems and test solutions, embracing a learning mindset of continuous improvement over rigid stage-gate processes.
This document summarizes how inflation has increased prices in India from 1920 to 2020. It also summarizes the different ways to earn income through network marketing outlined by Robert Kiyosaki - individual effort with finite income versus team effort with infinite income. Finally, it encourages choosing to join the MI Lifestyle Marketing team for the opportunity to earn infinite and passive income through network marketing.
The document summarizes key ideas from a presentation on agility in business given by Tathagat Varma at the Agile in Business Conference. It discusses how companies like Flickr, IMVU, WordPress, Google and Facebook deploy new versions of their products and code very frequently, in some cases multiple times a day. This allows them to change quickly based on feedback. It also discusses lean principles for eliminating waste and how companies like Toyota apply rapid iteration. The presentation argues businesses need an agile mindset to learn and change quickly to succeed.
The document is a collection of photos from Flickr shared under various Creative Commons licenses. There are over 50 photos in total contributed by different photographers on topics that are likely diverse given the variety of licenses and photographers. The photos are intended to be used and reused for both commercial and non-commercial purposes depending on the specific license of each photo.
Mental models are deeply ingrained assumptions and generalizations that influence how we understand the world and take action. They are often implicit and shape our behavior and problem-solving approaches. While mental models can be useful, they also become problematic when they are unexamined and fail to evolve with changing realities. Organizational practices and innovation can be limited by unexamined mental models shared among key decision-makers. Various tools like examining the "ladder of inference" and "left-hand column" can help increase awareness of implicit mental models and make them more open to discussion and refinement. Balancing inquiry of other views with advocacy of one's own can also help organizations and individuals arrive at more informed positions.
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
Program management focuses on strategic objectives across multiple deliverables over a loose time scale, compared to project management. The Levin-Ward model outlines key competencies for program managers, including communicating, leading, building relationships, negotiating, thinking critically, facilitating, mentoring, and embracing change. Critical skills are initiative, managing interfaces between teams, and leading without authority through influence and credibility. Effective program management is about collaboration across teams through interface management to maximize benefits.
Product Development Using Agile and Lean PrinciplesTathagat Varma
The document appears to be an agenda for a training session on Agile and Lean software development frameworks and principles. It includes:
- A schedule for the day outlining topics to be covered such as Agile, Scrum, product development, and a Scrum simulation.
- Links and brief descriptions related to challenges with traditional waterfall development and benefits of iterative and incremental development.
- Descriptions and diagrams explaining key concepts like value, value streams, waste, Lean thinking, Agile principles, and comparisons of waterfall vs. Agile approaches.
- Overviews of topics like Scrum, Lean principles applied to software, and types of waste in software development.
The agenda aims to educate participants
Lean and Kanban-based Software DevelopmentTathagat Varma
This document discusses key concepts in Lean and Kanban-based software development. It defines Lean as focusing on maximizing customer value while minimizing waste. Key Lean principles outlined include identifying value, mapping the value stream, establishing flow and pull, and seeking perfection. Kanban is introduced as a scheduling system inspired by Toyota's just-in-time production to visualize workflow and limit work-in-progress. The document also discusses applying Lean concepts like value stream mapping, waste elimination, and 5S to software development processes and teams.
Agile coaching with Insights from Indian cultureAnand Murthy Raj
This document discusses using insights from Indian mythology to improve Agile coaching. It provides background on the presenter and defines mythology as old Indian scriptures written thousands of years ago in the form of stories. It explains that mythology communicates ideas through forms and stories that are passed down through generations. The document then discusses various aspects of Agile transformation and coaching, drawing parallels between mythology concepts and Agile principles. It focuses on people aspects of transformation and coaching leadership. It provides advice for selecting the right coach and for a coach's evolution and challenges in driving organizational transformation.
Agile ways of working necessitate changes in how organizations and HR operate. Agile prioritizes satisfying customers, embracing change, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and face-to-face communication. This requires shifts in organizational culture to be more flexible, transparent, empowering of individuals and teams. For HR, agile requires mindset and skills changes for individuals, redefining jobs and performance management, increased emphasis on continuous learning and coaching. The role of HR is to enable the strategic transformation to an agile culture and way of working.
From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...Tathagat Varma
The document describes how a company transitioned from a waterfall development process to a more agile process using evolutionary project management (Evo) and Kanban principles. They created a dedicated customer sustaining team using a cumulative hot fix process and weekly builds. This improved collaboration, reduced bugs and issues, increased customer satisfaction, and motivated the development team. The new process aligned well with Kanban principles of visualizing and limiting work in progress to improve flow.
The document discusses best practices for responding to customer emails and support tickets in a timely manner. It recommends using a ticket tracking system like OTRS to organize support requests, prioritize responses based on urgency, and measure key metrics like first response time. Responding to emails and providing updates and solutions quickly is important for customer satisfaction and business success.
John Rhodes - DevOps Automated TestingJohn Zozzaro
This document discusses best practices for development automation and DevOps. It recommends automating as many processes as possible, such as automated builds, tests, and deployments. Automation can improve agility, speed, and quality by reducing defects through practices like continuous integration and delivery. The document also discusses tools and techniques for test automation, including choosing a tool that supports end-to-end testing across technologies and technologies to maximize the benefits of automation over time.
Releasing the monolith on a daily basis - CodeMashVincent Kok
Struggling to get software released on a daily basis? Stressed about how to apply the same techniques that make companies successful with continuous deployment? Learn from the experience of Atlassian’s Confluence development team on its journey from releasing once a week to every day. The talk begins with the team’s build and deployment process, providing insights into dealing with particularly large builds and tests and deployment complexities. Next, the speaker explores, in detail, the cultural and technical problems that prevented the team from making that transition quickly, including: slow builds, flaky tests, a lack of automation, the wrong mindset and dealing with release blockers, to name a few. The talk concludes with a discussion of the strategies the team has implemented to resolve these problems, including: reducing complexity, defining ownership, setting and monitoring time limits and establishing a “culture of green.” Learn how you, too, can make continuous delivery happen in a real, (and not so perfect!), engineering organization.
Lean Business Building & Google Glass workshopJan Sauer
The document outlines an agenda for a Lean Business Building workshop hosted by Katapult Group. The day includes sessions on lean business principles and cases, group work to help a Brazilian ERP provider expand to North America, and a demonstration of Google Glass. Key lean principles discussed are defining riskiest assumptions, testing assumptions through customer engagement, learning from results, and iterating the solution. Success factors for international firms include executive support, a dedicated US team, understanding the perfect customer, and a long-term commitment to the US market.
Zero to Hero: Zero Week Strategies for Student Success
Zero Week is the week before online instruction begins, during which courses are open and
students are encouraged to engage, interact, and get oriented prior to the official start. This
will be an interactive presentation.
Lisa Young, Director, Center For Teaching And Learning; Mark Barton, Faculty, Business,
Scottsdale Community College, AZ
This document summarizes key points about library technology. It notes that major technological changes occurred rapidly between 1978-1993. It discusses how library technology differs from other fields in having mostly public organizations, finite resources, an aging workforce, and specialized needs. It recommends that libraries create agile institutions, foster ongoing staff development, and offer compelling local services. The document advises libraries to prepare for constant change, seek emerging technologies, and focus on direct user services while realigning priorities through improvisation, innovation and collaboration.
No estimates - a controversial way to improve estimation with results-handoutsVasco Duarte
Often we hear that estimating a project is a must. "We can't make decisions without them" we hear often.
In this session I'll present examples of how we can predict a release date of a project without any estimates, only relying on easily available data.
I'll show how we can follow progress on a project at all times without having to rely on guesswork, and we will review how large, very large and small projects have already benefited from this in the past.
At the end of the session you will be ready to start your own
#NoEstimates journey.
Problems are at the heart of any feature development, yet are usually defined after the fact. This workshop walks through how to define problems so you can find the right solutions.
Confluence of Broken Windows JavaOne 2016Vincent Kok
Struggling to get software released on a daily basis and with how to apply the same techniques that make companies successful with continuous deployment (CD). What if your company isn’t in a greenfield situation and carries legacy. What if developers on your team have a mindset that is the opposite of CD? This presentation is a story about the Confluence team and its journey from struggling to release once a week toward releasing every day. Learn about the challenges the team faced and the interesting solutions it came up with to reach its goals while avoiding many rabbit holes along the way. You will get many interesting insights and techniques that you can apply immediately in your own organization’s journey toward continuous deployment.
The document provides information on problem solving and root cause analysis processes used at Kriel Colliery. It discusses:
- Why root cause analysis is used, which is to identify origins of problems and eliminate possible reoccurrences.
- The general problem solving process, which includes identifying issues, describing the problem, specifying the root cause, identifying countermeasures, and implementing solutions.
- The root cause analysis process, which uses a 5Whys technique to iteratively ask why a problem is occurring to determine the underlying cause. Steps include establishing possible causes, validating causes, and developing and implementing corrective actions.
- Examples of applying the 5Whys technique to determine root causes for different problems like equipment
Dev opstalks 2018 releasing the monolith on a daily basisVincent Kok
Continuous Delivery is a solved problem. Really? A lot of organisations still struggle for many reasons and Confluence was one of them. What if the world your engineering team lives in is not perfect. This talk is all about making continues deployment happen in a real and not so perfect engineering organisation. This talk is all about the options you have a to achieve a goal without trying to solve all the problems at once.
The talk will start with setting the scene of Confluence’s build and deployment process. There will be some interesting insights in the sheer size of builds, tests and the complexities we have around deployments. Once the stage is set for Confluence’s environment, the next step is to explore the problems that are preventing the team to move faster both culturally and technically. To name a few: Build structure, build times, flakey tests, lack of automation, wrong culture, dealing with release blockers, test automation, post-deployment verification, monitoring and operating a production system.
With the problems defined, we will go into them in more detail and also learn about the ways the Confluence team resolved them. To wrap it all up we go through the current situation and explain how far we have come with the strategies taken and implemented by the team. As a bonus, a sneak peak of the road ahead for Confluence's Continuous Deployment and Site Reliability Engineering will be shared with the audience.
This document discusses agile estimating and planning. It explains that estimating is difficult but necessary to satisfy managers, customers, and other stakeholders. However, estimates are often too optimistic. The document recommends counting or measuring work instead of guessing whenever possible. It also advocates for ongoing planning and re-planning in agile instead of one-time upfront planning. Techniques like story points, user story splitting, planning poker, and historical velocity data can help create estimates and plans with good accuracy using minimal effort and information.
Mental models are deeply ingrained assumptions and generalizations that influence how we understand the world and take action. They are often implicit and shape our behavior and problem-solving approaches. While mental models can be useful, they also become problematic when they are unexamined and fail to evolve with changing realities. Organizational practices and innovation can be limited by unexamined mental models shared among key decision-makers. Various tools like examining the "ladder of inference" and "left-hand column" can help increase awareness of implicit mental models and make them more open to discussion and refinement. Balancing inquiry of other views with advocacy of one's own can also help organizations and individuals arrive at more informed positions.
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
Program management focuses on strategic objectives across multiple deliverables over a loose time scale, compared to project management. The Levin-Ward model outlines key competencies for program managers, including communicating, leading, building relationships, negotiating, thinking critically, facilitating, mentoring, and embracing change. Critical skills are initiative, managing interfaces between teams, and leading without authority through influence and credibility. Effective program management is about collaboration across teams through interface management to maximize benefits.
Product Development Using Agile and Lean PrinciplesTathagat Varma
The document appears to be an agenda for a training session on Agile and Lean software development frameworks and principles. It includes:
- A schedule for the day outlining topics to be covered such as Agile, Scrum, product development, and a Scrum simulation.
- Links and brief descriptions related to challenges with traditional waterfall development and benefits of iterative and incremental development.
- Descriptions and diagrams explaining key concepts like value, value streams, waste, Lean thinking, Agile principles, and comparisons of waterfall vs. Agile approaches.
- Overviews of topics like Scrum, Lean principles applied to software, and types of waste in software development.
The agenda aims to educate participants
Lean and Kanban-based Software DevelopmentTathagat Varma
This document discusses key concepts in Lean and Kanban-based software development. It defines Lean as focusing on maximizing customer value while minimizing waste. Key Lean principles outlined include identifying value, mapping the value stream, establishing flow and pull, and seeking perfection. Kanban is introduced as a scheduling system inspired by Toyota's just-in-time production to visualize workflow and limit work-in-progress. The document also discusses applying Lean concepts like value stream mapping, waste elimination, and 5S to software development processes and teams.
Agile coaching with Insights from Indian cultureAnand Murthy Raj
This document discusses using insights from Indian mythology to improve Agile coaching. It provides background on the presenter and defines mythology as old Indian scriptures written thousands of years ago in the form of stories. It explains that mythology communicates ideas through forms and stories that are passed down through generations. The document then discusses various aspects of Agile transformation and coaching, drawing parallels between mythology concepts and Agile principles. It focuses on people aspects of transformation and coaching leadership. It provides advice for selecting the right coach and for a coach's evolution and challenges in driving organizational transformation.
Agile ways of working necessitate changes in how organizations and HR operate. Agile prioritizes satisfying customers, embracing change, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and face-to-face communication. This requires shifts in organizational culture to be more flexible, transparent, empowering of individuals and teams. For HR, agile requires mindset and skills changes for individuals, redefining jobs and performance management, increased emphasis on continuous learning and coaching. The role of HR is to enable the strategic transformation to an agile culture and way of working.
From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...Tathagat Varma
The document describes how a company transitioned from a waterfall development process to a more agile process using evolutionary project management (Evo) and Kanban principles. They created a dedicated customer sustaining team using a cumulative hot fix process and weekly builds. This improved collaboration, reduced bugs and issues, increased customer satisfaction, and motivated the development team. The new process aligned well with Kanban principles of visualizing and limiting work in progress to improve flow.
The document discusses best practices for responding to customer emails and support tickets in a timely manner. It recommends using a ticket tracking system like OTRS to organize support requests, prioritize responses based on urgency, and measure key metrics like first response time. Responding to emails and providing updates and solutions quickly is important for customer satisfaction and business success.
John Rhodes - DevOps Automated TestingJohn Zozzaro
This document discusses best practices for development automation and DevOps. It recommends automating as many processes as possible, such as automated builds, tests, and deployments. Automation can improve agility, speed, and quality by reducing defects through practices like continuous integration and delivery. The document also discusses tools and techniques for test automation, including choosing a tool that supports end-to-end testing across technologies and technologies to maximize the benefits of automation over time.
Releasing the monolith on a daily basis - CodeMashVincent Kok
Struggling to get software released on a daily basis? Stressed about how to apply the same techniques that make companies successful with continuous deployment? Learn from the experience of Atlassian’s Confluence development team on its journey from releasing once a week to every day. The talk begins with the team’s build and deployment process, providing insights into dealing with particularly large builds and tests and deployment complexities. Next, the speaker explores, in detail, the cultural and technical problems that prevented the team from making that transition quickly, including: slow builds, flaky tests, a lack of automation, the wrong mindset and dealing with release blockers, to name a few. The talk concludes with a discussion of the strategies the team has implemented to resolve these problems, including: reducing complexity, defining ownership, setting and monitoring time limits and establishing a “culture of green.” Learn how you, too, can make continuous delivery happen in a real, (and not so perfect!), engineering organization.
Lean Business Building & Google Glass workshopJan Sauer
The document outlines an agenda for a Lean Business Building workshop hosted by Katapult Group. The day includes sessions on lean business principles and cases, group work to help a Brazilian ERP provider expand to North America, and a demonstration of Google Glass. Key lean principles discussed are defining riskiest assumptions, testing assumptions through customer engagement, learning from results, and iterating the solution. Success factors for international firms include executive support, a dedicated US team, understanding the perfect customer, and a long-term commitment to the US market.
Zero to Hero: Zero Week Strategies for Student Success
Zero Week is the week before online instruction begins, during which courses are open and
students are encouraged to engage, interact, and get oriented prior to the official start. This
will be an interactive presentation.
Lisa Young, Director, Center For Teaching And Learning; Mark Barton, Faculty, Business,
Scottsdale Community College, AZ
This document summarizes key points about library technology. It notes that major technological changes occurred rapidly between 1978-1993. It discusses how library technology differs from other fields in having mostly public organizations, finite resources, an aging workforce, and specialized needs. It recommends that libraries create agile institutions, foster ongoing staff development, and offer compelling local services. The document advises libraries to prepare for constant change, seek emerging technologies, and focus on direct user services while realigning priorities through improvisation, innovation and collaboration.
No estimates - a controversial way to improve estimation with results-handoutsVasco Duarte
Often we hear that estimating a project is a must. "We can't make decisions without them" we hear often.
In this session I'll present examples of how we can predict a release date of a project without any estimates, only relying on easily available data.
I'll show how we can follow progress on a project at all times without having to rely on guesswork, and we will review how large, very large and small projects have already benefited from this in the past.
At the end of the session you will be ready to start your own
#NoEstimates journey.
Problems are at the heart of any feature development, yet are usually defined after the fact. This workshop walks through how to define problems so you can find the right solutions.
Confluence of Broken Windows JavaOne 2016Vincent Kok
Struggling to get software released on a daily basis and with how to apply the same techniques that make companies successful with continuous deployment (CD). What if your company isn’t in a greenfield situation and carries legacy. What if developers on your team have a mindset that is the opposite of CD? This presentation is a story about the Confluence team and its journey from struggling to release once a week toward releasing every day. Learn about the challenges the team faced and the interesting solutions it came up with to reach its goals while avoiding many rabbit holes along the way. You will get many interesting insights and techniques that you can apply immediately in your own organization’s journey toward continuous deployment.
The document provides information on problem solving and root cause analysis processes used at Kriel Colliery. It discusses:
- Why root cause analysis is used, which is to identify origins of problems and eliminate possible reoccurrences.
- The general problem solving process, which includes identifying issues, describing the problem, specifying the root cause, identifying countermeasures, and implementing solutions.
- The root cause analysis process, which uses a 5Whys technique to iteratively ask why a problem is occurring to determine the underlying cause. Steps include establishing possible causes, validating causes, and developing and implementing corrective actions.
- Examples of applying the 5Whys technique to determine root causes for different problems like equipment
Dev opstalks 2018 releasing the monolith on a daily basisVincent Kok
Continuous Delivery is a solved problem. Really? A lot of organisations still struggle for many reasons and Confluence was one of them. What if the world your engineering team lives in is not perfect. This talk is all about making continues deployment happen in a real and not so perfect engineering organisation. This talk is all about the options you have a to achieve a goal without trying to solve all the problems at once.
The talk will start with setting the scene of Confluence’s build and deployment process. There will be some interesting insights in the sheer size of builds, tests and the complexities we have around deployments. Once the stage is set for Confluence’s environment, the next step is to explore the problems that are preventing the team to move faster both culturally and technically. To name a few: Build structure, build times, flakey tests, lack of automation, wrong culture, dealing with release blockers, test automation, post-deployment verification, monitoring and operating a production system.
With the problems defined, we will go into them in more detail and also learn about the ways the Confluence team resolved them. To wrap it all up we go through the current situation and explain how far we have come with the strategies taken and implemented by the team. As a bonus, a sneak peak of the road ahead for Confluence's Continuous Deployment and Site Reliability Engineering will be shared with the audience.
This document discusses agile estimating and planning. It explains that estimating is difficult but necessary to satisfy managers, customers, and other stakeholders. However, estimates are often too optimistic. The document recommends counting or measuring work instead of guessing whenever possible. It also advocates for ongoing planning and re-planning in agile instead of one-time upfront planning. Techniques like story points, user story splitting, planning poker, and historical velocity data can help create estimates and plans with good accuracy using minimal effort and information.
As a Small Business owner, you have taken the first step and decided that WordPress is the engine for your online business. But customizing your business website can be difficult – especially if you don’t know which are the right plugins to use to maximum effect. This presentation will help you find what types of plugins to use for which type of business, and how to customize them.
Heather Wilde is a Coach, Speaker and author of Fundamentals of Evernote as well as the CTO of ROCeteer.
Introduction à l'intégration continue en PHPEric Hogue
Talk given at PHP Québec on August 6 2015
L'intégration continue permet d'exécuter automatiquement les tests à chaque fois que du code est poussé.
Nous allons voir les types de tests qu'un serveur d'intégration continue peut exécuter. Comment interpréter les résultats de ces outils. Comment créer le script de ‘build'. Et comment configurer Jenkins pour qu'il exécute le build et affiche les rapport produits.
How to play basketball with a soccer team? - Make IC development more agileTobias Leisgang
The document discusses principles and practices for agile integrated circuit development. It advocates for frequent delivery of working software in short iterations of 4-14 weeks. Team members include designers, system engineers, verification engineers, test engineers, and software engineers who work together daily throughout the project. The agile approach promotes sustainable development where the team reflects after each iteration to improve.
This document appears to be a presentation about agile and continuous delivery practices. It discusses how agile practices provide the foundation for continuous delivery. Continuous delivery aims to improve business value through reducing time to market and improving product quality. The presentation outlines some of the key disciplines involved, including agile methods, craftsmanship in building robust code, and DevOps collaboration between development and operations teams.
Struggling to get software released on a daily basis? Wondering how to apply the same techniques that make companies successful with continuous deployment? What if your company isn’t in a greenfield situation and carries build legacy? What if developers on your team have a mindset that is the opposite of continuous deployment? This is a story about the Confluence development team and their journey from struggling to release once a week to releasing every day. Learn about the challenges the team faced and the interesting solutions they came up with to reach their goals while avoiding many rabbit holes along the way. In this session, you will get many interesting insights and techniques that you can apply immediately in your own organization's journey towards continuous deployment.
Products covered:
Confluence, HipChat, Bamboo
Software bugs are inevitable; some are especially difficult to track down, causing you to waste countless hours before throwing your hands up in defeat. It doesn't have to be this way! The mental fatigue and wasted time can be avoided by using strategies like identifying the most-appropriate tool, taking a logical & objective approach, challenging assumptions, listening to variables, isolating the code path, and reinforcing code with automated tests. Attendees will learn how to combine these techniques with the right mindset and attitude in order to debug their code quickly and effectively.
December 2022 CIAOPS Need to Know WebinarRobert Crane
Slides from CIAOPS December 2022 webinar that provided Microsoft 365 news update, open Q & A as well as a focus session on Power Virtual Agents. Video recording is available at www.ciaopsacademy.com
AI in Manufacturing: Opportunities & ChallengesTathagat Varma
AI has significant potential to create value in manufacturing through operational performance improvements, workforce augmentation, and sustainability gains. However, manufacturers often struggle to realize this value due to challenges such as a mismatch between AI capabilities and operational needs, a lack of strategic leadership and communication, insufficient cross-functional skills, and issues with data availability and governance. Addressing these adoption challenges will be key to unlocking the full promise of AI in manufacturing.
The document discusses key lessons learned from the COVID-19 pandemic and ongoing uncertainties. It emphasizes that preparing for future crises requires prioritizing people, culture, and resilience. Organizations need to embrace agility, technology, and interconnection to adapt quickly to changing situations. Leaders must build trust, transparency, and flexibility to inspire their teams during uncertain times. Overall, the document stresses using past crises like COVID-19 as opportunities to strengthen preparations for future uncertainties.
This document discusses leadership agility mindsets needed for successful digital transformations. It notes that the majority of change initiatives and digital transformations fail due to today's fast-paced environment with big, continuous changes. True leadership agility requires mindsets of continuously learning, getting help when needed, trusting one's team over being right, and building great teams through inspiration rather than just authority. Leaders must guide transformations through co-creation rather than just direction or management.
In this talk, I have discussed the issues around the need to recognize the business problem being solved, how to identify that, etc. rather than only focusing on the tech.
The document discusses challenges with developing and deploying AI/ML projects and proposes an agile framework called Data-Driven Scrum (DDS) to address these challenges. DDS integrates elements of Scrum and Kanban to allow for iterative experimentation in AI/ML projects. It supports capability-based iterations of varying length and focuses teams on creating models, observing results, and analyzing learnings. DDS aims to improve upon traditional agile methods that do not always translate well to data science work due to uncertainties in task estimation and the need for flexible iterations around data and modeling tasks.
This document discusses various "cognitive chasms" that can occur during the adoption of artificial intelligence (AI) technologies. It identifies several phases of an AI project where adoption can fall off, such as moving from hype to practical technology implementation, piloting to full production, and initial scaling to achieving business impact. The document provides examples of AI initiatives that failed to progress between these stages due to challenges like unrealistic timelines, lack of data or organizational support, and difficulties demonstrating return on investment or making insights actionable. Overall, the document seeks to examine why many AI projects struggle to move beyond early stages of adoption.
In this talk for the students of IIM Udaipur, I have discussed how AI as technology needs to deliver business value in order for AI as a discipline to be seen as relevant to business. I have also spoken briefly about my own research work.
The document discusses various aspects of nurturing an innovation mindset. It defines innovation and outlines the innovation process. It emphasizes the importance of properly defining problems before attempting to solve them. Organizations need to prioritize problems and consider customers, financial impacts, and time constraints. Fostering an innovation mindset involves being purpose-driven, curious, and willing to take risks and experiment. The document also discusses intrapreneurship and sustaining innovation as ongoing business-as-usual activities through alignment, scaling, continuous integration, and cultural embedding.
What is #ThoughtLeadership? Is it mindless self-promotion, or is it more like some fancy management fad? Is it more like your social media presence, or sharing stories? What is the real deal here? In this talk, I have shared some ideas from others, and also some of my own learning over the years. Hope you find the answers you were looking for...
The document discusses the evolution of project management offices (PMOs) and how increasing complexity affects their performance. It notes that while PMOs were traditionally established to improve project satisfaction through standardized processes, this approach is ineffective in complex, unpredictable environments. As complexity rises from simple to chaotic, linear, mechanistic methods break down. Up to 75% of PMOs fail within 3 years due to not adapting to complexity and focusing only on compliance. A new approach is needed to help PMOs succeed in dynamic landscapes through principles like emergent strategy, learning, and building trust relationships. The Cynefin framework categorizes contexts from simple to complex/chaotic and suggests matching approaches to sensemaking and decision making.
An Introduction to the Systematic Inventive Thinking (SIT) MethodTathagat Varma
This document provides an introduction to Systematic Inventive Thinking (SIT), an innovation method that uses five thinking patterns - subtraction, division, multiplication, task unification, and attribute dependency - to generate creative ideas. These patterns help overcome cognitive biases like functional fixedness that stifle creativity. SIT adheres to principles like the path of most resistance, closed world, and function follows form. It involves defining an existing situation and then applying SIT tools to mentally manipulate the situation and visualize virtual products with novel functions.
The document discusses various frameworks for scaling agile practices in large organizations, including Scrum of Scrums, Nexus, Scrum@Scale, Large Scale Scrum (LeSS), and the Scaled Agile Framework (SAFe). It provides overviews of the key concepts of each framework, such as how they divide work among multiple agile teams, coordinate cross-team efforts, and scale agile principles and practices to the organizational level. The document also discusses some of the challenges of scaling agile and principles that informed the development of these frameworks.
How does one go about blogging? Or, why to even blog in the first place? In this talk, I have shared some of my key learning over last 15 years of blogging
Bridging the gap between Education and LearningTathagat Varma
This document summarizes a presentation about bridging the gap between education and learning in India, specifically for the IT industry. It outlines several problems with the current education system in India including low labor productivity, scientific research output, and number of patents. It also notes that many engineering graduates lack necessary job skills. The presentation identifies challenges such as outdated curriculum, lack of faculty, and fast-changing technology knowledge. It provides recommendations to develop more applied, experience-based education through partnerships with industry and use of new technologies.
This document discusses digital business model innovation and transformation. It begins with an overview of business models and the business model canvas tool. It then covers digital business models, the stages of digital transformation, and frameworks for digital business models. Key components of digital business models are discussed. The document outlines drivers of business model innovation and a framework for digital business model innovation. It also discusses challenges in digital transformation, such as why many initiatives fail. The document concludes with sections on business model innovation opportunities in different areas like resources, offerings, customers, and finances.
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
How has the role and function of product management evolved over the years? In this talk, I have shared my notes from my personal journey over the last 25 years.
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
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30. Our Product
• Network Management domain
• Windows-based specialized hardware (“Appliances”)
• Installed in data centers for traffic monitoring, analysis
and network troubleshooting
• but not generally on production network
• Typical users are technical folks – CIO, Network
Manager, Network Engineers
• Selling cycles typically align with quarterly or annual
budget cycles
• Many sales require implementing customer specials
31. Old Process, circa 2003
• Customer Bugs prioritized based on multiple business parameters,
including (partial list) -
• Severity
• Impact on Revenue, Volume, Competitive, etc.
• Case age
• PMO would prepare Maintenance Release Plan of Record (MR POR)
and get buy-in for various types of MRs -
• Service Packs – bunch up ~50-60 bugs typically every quarter
• Hot Fixes – 1-2 high-urgency bugs that can’t wait until next SP
• Patches – workaround for customer-specific issues
• SPs would have
• Above The Line (ATL) requirements – must fix
• Below The Line (BTL) requirements – fix if time permits
32. Problems with Old Process
• Dev team had no bandwidth to take on maintenance releases
• Huge pile of customer escalations without “home”
• Compounded by high incoming field rate
• Low closure rate (largely due to no dedicated resources)
• Large wait for customers to get bug fixes
• Tech Support often tasked team directly and broke the process
• Hot fixes not always available to all customers
• Sometimes, a new bug fix might break a hot fix
• If a hot fix failed in the field, rollbacks would be very difficult
• Difficult to estimate time to resolve a bug and give an ETA
• High-priority bugs could arrive at any time
• Customer specials could arrive anytime with top priority
• High internal rejection rate of bug fixes by Tech Support
33. New Process, 2004-05
Dedicated
Customer
Sustaining
Team
New
“Cumulative
Hot Fix”
process
Improved
collaboration
with all
stakeholders
34. Our Kanban Process in action…
GUI
Product A
Backend
Product B
Product C
Product D
Protocols
Device Drivers
PMO
CST
Manager
Tech
Support
QA Team
Dev
Team
=
15
WIP
=
15
WIP
=
2
WIP
=
1wk
WIP
=
1wk
Queue
=
0
Queue
=
Infinite
38. So, what is happening?
• Though not an originally stated vision or goal, the “Work in
Progress” (WIP) is being limited to # of team members
• At any time, one developer is assigned only one piece of
work, thereby achieving “One-Piece Flow”
• New work is only assigned when current work is
completed (or cancelled/stalled), and a team member is
available
• No wait state or switching costs at an individual level
• Smaller lead time for bugs (in contract to lead time for SP)
• The process is allowing ‘continuous deployment’ of each of
the hot fixes – even though it is only being practiced in a
limited manner
• Finally, the flexibility gained is not a zero-sum game – there is
no penalty on performance in rest of the process
39. Did this move the needle?
• Bugs addressed each quarter
• Quality of bug fixes
• “Homes” for bugs
• Total bugs open
• Open days open
• People motivation
44. People motivation
• Started with 16 people dev team
• We had zero attrition in the team
• Once the backlog started coming down, engineers were ramped
off the team to do new features
• Eventually dismantled the team and rolled-up engineers into dev
teams when backlog came down to single digits
16 16 16 16 16 16 16 16 16 16 16 16
12 12 12 12 12
10 10 10
4 4 4 4 4
6 6 6
18
16
14
12
10
8
6
4
2
0
Resource Staffing
Sustaining Mainline Approved Headcount
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