Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
The document discusses Scrum, an agile framework for managing product development. It describes Scrum roles like Product Owner and Scrum Master. Key Scrum events are also outlined such as sprint planning, daily standups, sprint demos and retrospectives. Benefits of Scrum mentioned are rapid development, transparency and embracing change.
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
This document provides an introduction to Scrum, an agile framework for project management. It discusses the principles of agile development and Scrum, including self-organizing cross-functional teams, short sprint cycles, daily stand-ups, product backlogs and user stories, estimation techniques, and retrospectives for continuous improvement. The Scrum framework emphasizes empiricism, adaptation, transparency, inspection, and frequent delivery of working software.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
This document provides an overview of agile methodology and several agile frameworks. It begins with a brief history of the traditional waterfall model and its limitations. It then introduces the agile manifesto and some core agile principles. Several agile frameworks are described at a high level, including scrum, kanban, extreme programming, and others. Key practices of scrum and extreme programming like iterations, user stories, stand-up meetings, and test-driven development are defined. The document aims to give the reader a broad understanding of agile concepts and some of the most commonly used agile frameworks and practices.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Sprint Planning in Scrum and How to do it without Tearing Your Eyes OutJason Knight
There are 4 formal events in Scrum:
Sprint Planning
The Daily Scrum
The Sprint Review
Sprint Retrospective
This talk walks through the Scrum Guide's description of Sprint Planning, an example Sprint Planning event, and some suggestions of how to run an effective Sprint Planning session without tearing your eyes out.
The document provides an overview of value-driven delivery techniques for agile projects. It discusses assessing value through financial metrics like ROI and EVM. Key topics covered include prioritizing work based on customer value and schemes like MoSCoW and Kano analysis. The document also outlines delivering incrementally with techniques like minimal viable products, task boards, and WIP limits. Verifying value through practices like testing, integration and validation is also summarized.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
This is a short introduction to the practice of Sprint Planning in Scrum. It would be useful for people new to Scrum or Agile. For more, comment or write to read my blog : http://agilediary.wordpress.com/
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
UPDATE VERSION : https://www.slideshare.net/pmengal/scrum-in-ten-slides-v20-2018
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
- Scrum is an agile framework for managing complex projects using short development cycles ("sprints"), regular inspection of progress, and adaptation to change. It emphasizes communication, collaboration, and incremental delivery of work.
- Key Scrum roles include the Product Owner who prioritizes features, the Development Team who implements them, and the Scrum Master who facilitates the process.
- Core Scrum activities are Sprint Planning meetings, Daily Scrums, Sprint Reviews, and Sprint Retrospectives, which focus the team and enable inspection and adaptation.
- The Product Backlog contains prioritized features and the Sprint Backlog contains work for the current Sprint. A Burn Down Chart tracks progress. Scrum
This document provides guidance on facilitating effective Product Backlog Refinement sessions. It discusses that PBR is a process where the Scrum team reviews and revises product backlog items to provide more detail and clarity. It recommends having all Scrum team members participate. An agenda, required participants, time-boxing, environment setup, warmup activities, and techniques for refinement like prioritization matrices and estimation are discussed to help plan successful PBR sessions. Minutes and follow-up tasks are also important elements covered.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
This presentation introduces agile methodology, talks about scrum and the pros and cons of agile from a various perspectives. It also talks about cost of an agile project
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
This document provides an overview of agile methodology and compares it to traditional waterfall development. It describes waterfall development as a sequential process with distinct phases completed one after another. Agile approaches like Scrum and Kanban are presented as more iterative and adaptive alternatives that focus on delivering working software frequently in short cycles through self-organizing cross-functional teams. Key aspects of Scrum like sprints, daily stand-ups, and product backlogs are defined. Kanban emphasizes visualizing and limiting work in progress to optimize flow. Both aim to incorporate feedback and respond rapidly to changes over rigidly following pre-defined plans.
This document provides an overview of agile marketing and the Scrum framework. It discusses agile values and principles, including prioritizing customer satisfaction, welcoming change, and frequent delivery of working software. It then outlines the Scrum process, including sprints, roles of product owner, Scrum master and team. Key Scrum ceremonies are sprint planning, daily scrums, sprint reviews and retrospectives. Artifacts include the marketing backlog, sprint backlog and burn down charts.
Waterfall vs Agile : A Beginner's Guide in Project ManagementJonathan Donado
The document compares the Waterfall and Agile project management methodologies. Waterfall follows a sequential design process with distinct stages and heavy documentation, while Agile uses short iterative cycles, embraces change, and values team collaboration and customer feedback. Some advantages of Waterfall are its structure and clear expectations, while disadvantages include inflexibility. Agile allows for changes and prioritizes delivering working software frequently for customer input, though the dynamic process may lack formal planning. The document recommends selecting the methodology based on the project's needs and characteristics.
Agile Software Development proposal for UIW 3Sajjad Mansoor
The document proposes adopting an agile software development process to address current project problems like siloed work and lack of transparency. It summarizes the agile manifesto and Scrum framework, including roles like product owner and Scrum master. An implementation plan is outlined, with activities like sprint planning, daily stand-ups, and retrospectives. Metrics are suggested to measure velocity, defects, testing coverage. Management support is requested to shift mindsets to agile, provide training, tools, and accept that initial sprints may not go smoothly as the team learns.
This document outlines a model for a sustainable agile transformation within an organization. It begins with an overview of agile basics and scaling agile approaches. It then discusses why agile transformations are difficult, focusing on achieving safety from different stakeholder perspectives. The model proposes defining an operational framework structured around teams, products, and services. It recommends introducing change incrementally, starting with independent pilot teams, and measuring improvement through coaching and assessment. The transformation aims to tie back to business drivers like predictability, quality, and early return on investment.
The basics of Agile and Waterfall Project management methodologies. Description when each approach can be applied.
Advices How to create a Product backlog and how to colect requirements. Sprint planning, Burndown chart, Demonstration, Retrospective, Tasks board examples.
The document discusses the evolution of organizational structures away from traditional hierarchies towards more agile, self-organizing models like Agile, Management 3.0, Holacracy and #NoManager approaches. It provides background on why hierarchies were established and critiques their limitations in today's environment. Emerging frameworks aim to empower teams, develop competence, and structure organizations for innovation through practices like distributed leadership, cross-functional career paths, and network-based relationships over rigid hierarchies.
Design thinking is an approach that uses design methods and a human-centered mindset to address problems in a strategic and innovative way. It involves discovering users' needs through empathy, defining insights gained from research, developing ideas through prototyping, and delivering solutions for testing and feedback. The design thinking process is iterative, bringing together desirability for users, feasibility of technology, and viability for business. It provides a collaborative and multidisciplinary framework for addressing complex problems.
Enterprise Collaboration Change Management: 5 Tips To Ensure SuccessRightpoint
Enterprise social seems like a Catch-22—if you do stand it up and don't get an 80% increase in productivity if feels like a failure; if you don't stand it up then you're left in the dark ages. What's an organization to do?
During this webinar, Change Architect Katie Priest explored five change management strategies to increase usage and ultimately adoption within the social enterprise focusing on the following:
1. Start with what you know
2. Rally the troops
3. Empower and motivate
4. Recognize and reward
5. Measure and iterate
Agile lean workshop for teams, managers & exec leadershipRavi Tadwalkar
This Agile-Lean workshop covers topics related to adopting Agile and Lean principles for teams, managers, and executive leadership. It discusses key concepts like Agile versus Lean, Scrum versus Kanban, roles and responsibilities in Agile, and metrics for measuring Agile and Lean performance. The workshop also provides examples and models to help participants understand concepts like daily stand-up meetings, team rooms, and leadership assessments to support the transition to Agile and Lean approaches.
Agile development is both a philosophy and methodology for building products in an iterative and incremental way. It involves short development cycles called sprints where self-organizing cross-functional teams focus on continuously delivering working software. Daily stand-up meetings help ensure transparency and coordination across the team. While agile aims to be flexible and lightweight, some key practices like planning, pair programming, and tracking progress help teams stay aligned and deliver value continuously.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Visual Paradigm enables your team to manage enterprise transformation complexity for coping with the rapidly-changing markets, technologies, and regulatory requirements. It is an ideal one-stop-shop solution for enterprise architecture planning and business transformation, project management and agile software development, so that your company can stay in control and foster growth.
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...VersionOne
Dean Leffingwell, creator of SAFe, and Lee Cunningham, director of enterprise agile, at VersionOne, share insights on successful and repeatable patterns for implementing SAFe, the role of lean/agile leadership for transformational change, and more. Watch the webinar: http://bit.ly/1dZobtK
Is Agile Development right for you? Many proponents would say, of course it is. But it can also be a little scary, especially if you come from a traditional approach. This presentation describes two case studies in which Agile development was successful, and some situations in which it may not be the best choice.
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
Presented at CodeMash 2015. By Paul Holway.
Regardless of how you feel about felines, dead cats stink. What also stinks is what is happening to agile development practices. What started as a movement to increase quality and usefulness of code written, has been professionalized into certificates and ceremonies that are only marginally helping the process. Instead of blaming political and organizational forces, this humorous and irreverent talk focuses on what team members can do to overcome these corporate obstacles and to get to the spirit of agile through a focus on architectural innovation and personal improvement. Attendees should expect to laugh, to learn from the experience of implementing dozens of real world enterprise agile teams, and to come out with proven new techniques to try to bring more satisfaction to how they do their work and to bring the focus of agile back to software development.
Applying both of waterfall and iterative developmentDeny Prasetia
This document discusses applying both waterfall and iterative development models to a project to develop a tool with minimum functionality in a short time for an operating lease business. It identifies challenges of growing business needs, lack of standardized processes and manual data entry. An assessment is proposed to clarify requirements and scope. Both waterfall and iterative development models are described. The document recommends using iterative development within the waterfall model to allow for prototyping, user feedback and flexibility to changes. Key success factors include collaborative teams, monitoring progress daily, and continual improvement between iterations. Lessons focus on managing risks, quality processes and using story point estimation.
The document provides an overview of agile and how it relates to business intelligence. It discusses why agile adoption is rising, with 70% of BI solutions failing to meet expectations due to lack of business involvement. It then covers the agile mindset of emphasizing business participation, empiricism, building working software frequently, small team sizes, and transparency. The rest of the document details components of a successful agile execution including defining processes, technology practices, organizational change management, and managing interfaces between agile and non-agile teams.
The document discusses agile adoption and whether it leads to success or failure. It defines agile and compares it to the waterfall model, noting problems with waterfall like lack of flexibility. It also discusses reasons why agile projects may fail, such as not having the right tools, culture, or collaboration. The document provides a case study example and ways to measure agility of a team.
We are driven by helping teams and
individuals be the best they can be. We do
this through introducing and living agile,
people focused practices.
Agile
By: Zaheer Tariq
Agenda
AGILE INTRO 01 Waterfall Basics
LEARNING
OBJECTIVES Agile Overview
02
Agile Manifesto & Values
• Pre-agile waterfall methodology basics Agile Principles
• What agile is and is not
• Benefits of employing agile practices
Common Misconceptions
• Misconceptions about Agile
• Some Common Agile Methodologies
03 Common Agile Methodologies
Waterfall
A traditional approach to project management.
Project Management
Project Project
Project Project Team
Management Manager
Planned program Processes used Individual who Individuals that
of work that to complete a plans and do the work to
requires a project. directs the work deliver on
definitive amount required to project
of time, effort and complete a deliverables.
planning to project.
complete.
History of Waterfall Project Management
Photo Courtesy of thwapschoolyard.com
Photo Courtesy of flintgm100.com
Project management processes were Waterfall process developed from highly
developed based on step-by-step structured physical environments where after-
manufacturing models the United States the-fact changes are prohibitively costly, if not
military used during World War II. impossible.
In the waterfall method to managing
Requirements
projects, you complete work in stages. You
do not move to another stage until you
have completed the work in the previous
Design
stage.
Development
STAGES DEFINED Testing
Deployment
Agile and Traditional Project Management Homogeneous or Hybrid Mike Otranto
Gartner reports that 75% to 80% of organizations are using some form of agile project management process. Although agile project management has been around for many years, the way we adapt it has changed significantly, especially as project portfolio management (PPM) practices have evolved.
In today's businesses, technology plays a crucial role in our success, but technology also makes things more uncertain. This uncertainty has given us the motive to be more flexible and requires a “think on your feet” mentality. For this reason, we have seen a big spike in Agile PPM over the last few years. So how do we continue to deliver stability and efficiency, the result of traditional style PPM, while also giving in to necessary risks that lead to innovation and competitive edge? It’s simple…. we accept the value in each method, avoid the inevitable pains that will develop with segregation, and opt for a unified agile and traditional PPM model.
Join us in this webinar presentation as we discuss the benefits of bringing Agile and Traditional Project Portfolio Management together in one environment. Topics include:
- The Project Management Evolution
- Agile Project Managment Overview
- The Benefits of Hybrid/Unified PPM
- Hybrid Project Management Tools to Support Today’s PPM
Using Agile Principles to Deliver Real Business Value at ScaleEnterprise Knowledge
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.
Push or pull agile leadership model - 2019-11-06 w hilpert-rmedererWolfgang Hilpert
In this presentation we discuss our approach to balance alignment with autonomy of teams to help teams across the business to transition to an agile way of working
This document discusses the differences between waterfall and agile development approaches for SAP projects. It notes that it is not an "either/or" debate, as both approaches have advantages and neither is suitable for all situations. The document outlines some of the benefits of each approach, such as shorter time to market with agile but more extensive testing and change management with waterfall. It then discusses five fundamentals for becoming more agile with SAP: creating an enabling environment, building an agile development model, using smart bundling strategies, automating processes and shifting testing left, and focusing on culture change.
This document proposes adopting an Agile methodology called Kanban to improve the efficiency of digital teams at a communications agency called Text100. The agency is transitioning to integrated digital communications work from traditional PR. Currently, project planning and execution uses a "waterfall" approach that does not allow for flexibility.
The document introduces Kanban and how it can help by making work visible, limiting work-in-progress, ensuring steady workflow, and facilitating iteration. It describes a one-month experiment using Kanban boards, daily stand-up meetings, and fortnightly reflections for the OMRON client account. Initial results included prioritizing bottleneck tasks, understanding dependencies, and increased efficiency. The document reflects on Kanban's
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
In this presentation, we will use a fast-paced, methodical approach to provide a full picture of what Agile is, how it works, who is using it and how you can use it. We’ll cover a lot of information, but will introduce, compare, and contrast concepts which encourage an objective picture based on your experience. Agile is not a panacea or a prescriptive methodology. At its foundation, it is a mentality and a way of working and managing work that permeates everything you do. We will discuss how that is and what that means in practical terms.
The document is an agenda for a presentation on implementing agile processes for IT projects. It introduces the presenter and their theme of growing through change. It advocates adopting industry best practices and processes to increase efficiency, customer experience and competitiveness. The value of establishing a simple, customizable process is discussed. Scrum is presented as an agile methodology that focuses on short iterations with customer involvement, frequent releases and accountability. Process components like milestones, deliverables and team roles are outlined. The presentation agenda concludes with a recommended TED talk and time for questions.
Break data silos with real-time connectivity using Confluent Cloud Connectorsconfluent
Connectors integrate Apache Kafka® with external data systems, enabling you to move away from a brittle spaghetti architecture to one that is more streamlined, secure, and future-proof. However, if your team still spends multiple dev cycles building and managing connectors using just open source Kafka Connect, it’s time to consider a faster and cost-effective alternative.
Seamless PostgreSQL to Snowflake Data Transfer in 8 Simple StepsEstuary Flow
Unlock the full potential of your data by effortlessly migrating from PostgreSQL to Snowflake, the leading cloud data warehouse. This comprehensive guide presents an easy-to-follow 8-step process using Estuary Flow, an open-source data operations platform designed to simplify data pipelines.
Discover how to seamlessly transfer your PostgreSQL data to Snowflake, leveraging Estuary Flow's intuitive interface and powerful real-time replication capabilities. Harness the power of both platforms to create a robust data ecosystem that drives business intelligence, analytics, and data-driven decision-making.
Key Takeaways:
1. Effortless Migration: Learn how to migrate your PostgreSQL data to Snowflake in 8 simple steps, even with limited technical expertise.
2. Real-Time Insights: Achieve near-instantaneous data syncing for up-to-the-minute analytics and reporting.
3. Cost-Effective Solution: Lower your total cost of ownership (TCO) with Estuary Flow's efficient and scalable architecture.
4. Seamless Integration: Combine the strengths of PostgreSQL's transactional power with Snowflake's cloud-native scalability and data warehousing features.
Don't miss out on this opportunity to unlock the full potential of your data. Read & Download this comprehensive guide now and embark on a seamless data journey from PostgreSQL to Snowflake with Estuary Flow!
Try it Free: https://dashboard.estuary.dev/register
Explore the rapid development journey of TryBoxLang, completed in just 48 hours. This session delves into the innovative process behind creating TryBoxLang, a platform designed to showcase the capabilities of BoxLang by Ortus Solutions. Discover the challenges, strategies, and outcomes of this accelerated development effort, highlighting how TryBoxLang provides a practical introduction to BoxLang's features and benefits.
AI Chatbot Development – A Comprehensive Guide .pdfayushiqss
Discover how generative AI is transforming IT development in this blog. Learn how using AI software development, artificial intelligence tools, and generative AI tools can lead to smarter, faster, and more efficient software creation. Explore real-world applications and see how these technologies are driving innovation and cutting costs in IT development.
COMPSAC 2024 D&I Panel: Charting a Course for Equity: Strategies for Overcomi...Hironori Washizaki
Hironori Washizaki, "Charting a Course for Equity: Strategies for Overcoming Challenges and Promoting Inclusion in the Metaverse", IEEE COMPSAC 2024 D&I Panel, 2024.
Alluxio Webinar | 10x Faster Trino Queries on Your Data PlatformAlluxio, Inc.
Alluxio Webinar
June. 18, 2024
For more Alluxio Events: https://www.alluxio.io/events/
Speaker:
- Jianjian Xie (Staff Software Engineer, Alluxio)
As Trino users increasingly rely on cloud object storage for retrieving data, speed and cloud cost have become major challenges. The separation of compute and storage creates latency challenges when querying datasets; scanning data between storage and compute tiers becomes I/O bound. On the other hand, cloud API costs related to GET/LIST operations and cross-region data transfer add up quickly.
The newly introduced Trino file system cache by Alluxio aims to overcome the above challenges. In this session, Jianjian will dive into Trino data caching strategies, the latest test results, and discuss the multi-level caching architecture. This architecture makes Trino 10x faster for data lakes of any scale, from GB to EB.
What you will learn:
- Challenges relating to the speed and costs of running Trino in the cloud
- The new Trino file system cache feature overview, including the latest development status and test results
- A multi-level cache framework for maximized speed, including Trino file system cache and Alluxio distributed cache
- Real-world cases, including a large online payment firm and a top ridesharing company
- The future roadmap of Trino file system cache and Trino-Alluxio integration
Lots of bloggers are using Google AdSense now. It’s getting really popular. With AdSense, bloggers can make money by showing ads on their websites. Read this important article written by the experienced designers of the best website designing company in Delhi –
2. We are driven by helping teams and
individuals be the best they can be. We do
this through introducing and living agile,
people focused practices.
3. Chris Daily
Experiences across multiple
industries focused in Agile
Transformations and Software
Development. Led teams in start-
ups to Fortune 500 companies.
Tana Linback
Background focused on the
people and organizational culture
that are the foundation of
business and Agility. Unique
combination of work in software
development and human
resources leadership.
The Statement of Values from the Agile Manifesto is often misunderstood. I’ve highlighted the word
Five Myths of Agile Development
Source: http://blogs.versionone.com/agile_management/
Myth #1: Agile Development is Undisciplined
Interestingly, most of the practices associated with agile development have been around for decades. It is only more recently that the practices have been packaged together as collections of interdependent practices. These practices, whether incorporated within Extreme Programming, Scrum, Feature-Driven Development, or any other agile methodology, really help define the innovation which has taken place.
Myth #2 – Agile Teams Do Not Plan
This misconception generally relates to a lack of understanding of an agile, or incremental, planning approach. Most agile teams spend as much, if not more, time planning their projects.
Myth #3 – Agile is Not Predictable
Agile development replaces detailed, speculative plans with high-level, feature-driven plans that acknowledge the inherent complexity and uncertainty of software development projects. Ongoing reconciliation of actual effort to original plans is replaced with incremental planning and re-planning at a more granular level throughout the development process.
Myth #4 – Agile Does Not Scale
Over the last decade, enough agile projects involving hundreds of people have been performed by multiple teams, in multiple locations, across multiple time zones to have a high degree of confidence in the ability of agile development to scale.
The Agile methodology is an approach to project management, typically used in software development. It helps teams respond to the unpredictability of building software through incremental, iterative work cadences, known as sprints.
The results of this “inspect-and-adapt” approach to development greatly reduce both development costs and time to market. Because teams can gather requirements at the same time they’re gathering requirements, the phenomenon known as “analysis paralysis” can’t really impede a team from making progress. And because a team’s work cycle is limited to two to four weeks, it gives stakeholders recurring opportunities to calibrate releases for success in the real world.
In essence, it could be said that the agile development methodology helps companies build the right product. Instead of committing to market a piece of software that hasn’t even been written yet, agile empowers teams to optimize their release as it’s developed, to be as competitive as possible in the marketplace.
In the end, a development agile methodology that preserves a product’s critical market relevance and ensures a team’s work doesn’t wind up on a shelf, never released, is an attractive option for stakeholders and developers alike.
***ALLOWS YOU TO GO FASTER?
William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing and sales (the last through global markets)[1] through various methods, including the application of statistical methods.
Deming is probably most famous for the Deming Cycle, which has lives on in most business sites in America in some form. Kind of looks like Scrum, right? So how does this apply to Continuous Delivery.
In essence, it could be said that the agile development methodology helps companies build the right product. Instead of committing to market a piece of software that hasn’t even been written yet, agile empowers teams to optimize their release as it’s developed, to be as competitive as possible in the marketplace.
In the end, a development agile methodology that preserves a product’s critical market relevance and ensures a team’s work doesn’t wind up on a shelf, never released, is an attractive option for stakeholders and developers alike.