Business Decomposition

Slides from a presentation given by Steve Thomson to a meeting of IIBA UK's Scotland branch on 11 June 2015.

This document summarizes a webinar on introducing the Scaled Agile Framework (SAFe). It discusses scaling agile from the team, program, and portfolio levels. It introduces SAFe values and how it draws from agile, lean, and product development flow principles. It also outlines the SAFe framework at each level including elements like Agile Release Trains, program increments, and upcoming SAFe training events.

Digital transformation requires doing more with less. Projects should focus on ideation and design in the early phases to reduce costs and issues later. Following the principles of doing instead of trying can help organizations successfully transform digitally.

The Agile Business Analyst seems to be a bit of an unknown quantity to some people. Frameworks like Scrum and SAFe have no mention of the Business Analyst. Is it because they don't understand us? Is it because to outsiders we're living in secret? Andrew and Ryan will explain how the Agile Business Analyst is an essential role that is evolving as our the world around us is constantly change and becoming increasingly more complex. Our focus is shifting from just requirements to delivering value. Throughout this talk and discussion with the audience we will demystify the secret life of the Agile Business Analyst.

Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.

The document discusses identifying risks in an agile security process for web developers. It outlines steps like asset identification, risk identification, countermeasures, risks caused by solutions, and costs/tradeoffs. Specific risks covered include injection attacks, TLS downgrades, DDoS attacks, weak passwords, spoofing, spear phishing, and infectious media. The document also discusses agile practices like test-driven development, security regression testing, code reviews, and establishing a security champion to help integrate security practices into the development process.

Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia. These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other. This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.: * Scaled Agile Framework (SAFe) * Evidence-Based Management (EBMgt) * Disciplined Agile Delivery (DAD) * Enterprise Transition Framework (ETF) * Large-Scale Scrum (LeSS) * ScALeD Agile Lean Development * Scaling Agile @ Spotify (SA@S) * Product Development Flow by Reinertsen (PDFbyR)

This document discusses how to address scaling agile needs on JIRA using SAFe (Scaled Agile Framework). It introduces cPrime as a SAFe and Agile training partner. It provides an overview of SAFe concepts like portfolio, program and team levels. It describes how business and architectural epics flow through the system from identification to implementation. It shows how epics can be allocated to Agile release trains and decomposed into features. Finally, it discusses investment themes and some JIRA addons for supporting SAFe.

This document outlines an agile evolution lifecycle consisting of adoption, adjustment, and advancement. It discusses scaling challenges with initial agile adoption within teams and a lack of visibility outside teams. The adjustment phase emphasizes focusing on small, well-defined user stories and taking responsibility for deliveries. Advancement challenges working agile in organizations needing roadmaps for customers and discusses prioritizing features by business value and cost to fit within scope. The final culture stage involves organizational unity across functions, adapting approaches, and focusing on short cycles of gradual value to keep customers happy.

This document provides an overview of scaled agile portfolio management terminology and delivery model. It describes key terms like Potentially Shippable Increment (PSI), Epic, Feature, Enabler, Story, and Roadmap. It outlines the scaled agile delivery model which includes a portfolio backlog, epic roadmaps, program roadmaps, and team backlogs to plan and manage work at the portfolio, program, and team levels. It also includes a business kanban system to prioritize and allocate investment across the portfolio.

The document provides an overview of Agile methodology. It defines Agile as a set of practices and attitudes that value individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan. Key Agile concepts discussed include daily standups, storyboards, short releases, test-driven development, and retrospectives. The roles of Product Owner, Scrum Master, and team are described. Common Agile metrics like velocity and burn-up charts are also covered. The document concludes by noting many organizations now use Agile.

This webinar will introduce attendees to Agile and Scrum tools to “scale”across products, the enterprise and locations. Unlike other scaling approaches that are a one size fits all model, this interactive session shows how to apply Scrum and Agile without contradicting values, principles or frameworks.

The document discusses that while agile has better success rates than waterfall according to the CHAOS manifesto, agile is often practiced incorrectly by focusing on processes and practices instead of the underlying mindset and values. It emphasizes that agile is a mindset established by four values and 12 principles, and different practices can be manifestations of that mindset depending on the situation. For agile to truly succeed, teams must internalize the mindset and tailor practices appropriately rather than just "doing agile" through prescribed processes.

The document discusses the need for a service-delivery review feedback loop between customer and delivery teams. It proposes a regular, quantitative review to discuss the fitness of a team's service delivery for its intended purpose. Key metrics like delivery times, blockers, value-demand ratio would be reviewed. Establishing clear service-level expectations and collecting feedback helps teams understand failures and improve their service to better meet customer needs. Regular reviews in a collaborative spirit can strengthen relationships and build customer trust and loyalty.

The document provides an introduction to Agile software development. It outlines the Agile Manifesto and 12 principles of Agile. The Agile Manifesto values individuals, interactions, working software over processes, tools, comprehensive documentation, and contract negotiation. It emerged in response to shortcomings of traditional waterfall development as business needs began changing more rapidly. The 12 Agile principles place emphasis on customer satisfaction, responding to change, frequent delivery, collaboration between business and developers, motivated individuals, face-to-face communication, progress measurements, sustainability, technical excellence, simplicity, self-organizing teams, and continuous improvement.

YouTube Link: https://youtu.be/c2e0BchglOc ** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training ** This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below: What is Scrum? What is SAFe? Major Differences Between Scrum and SAFe Follow us to never miss an update in the future. YouTube: https://www.youtube.com/user/edurekaIN Instagram: https://www.instagram.com/edureka_learning/ Facebook: https://www.facebook.com/edurekaIN/ Twitter: https://twitter.com/edurekain LinkedIn: https://www.linkedin.com/company/edureka Castbox: https://castbox.fm/networks/505?country=in

The traditional view of the tester’s role is to write test cases based on requirements, and repeatedly test programmers’ code against those test cases. To be the gatekeepers of quality. To find and raise defects. To be the last line of defense against buggy software making it out to users. Then “Agile” came along – collaborative, incremental development methods promising the rapid delivery of high quality, valuable software to customers. Agile’s rise to prominence has resulted in a need for testers (and other software development specialist roles) to radically adapt their ways of working. This talk will present some core tenets of this adaptation. It will introduce both new and experienced “agile testers” to techniques for not only being a highly effective agile team member, but a key contributor in helping their team and organisation deliver better quality software. We will cover topics such as: “You can’t test quality into a product” (testing vs checks, quality assurance as a process and a mindset not a role) “Shifting left” (avoiding mini-waterfalls and being part of a collaborative, continuous testing process) Quality conversations using “3 amigos” / story kick-offs Establishing shared standards of product quality (“Definition of Done”) How to avoid quality problems caused by rapid incremental development

The document provides an overview of agile project management concepts. It discusses key agile principles like iterative development, prioritizing customer feedback, and responding quickly to changes. The document contrasts the agile methodology with traditional waterfall approaches. It also defines common agile terms like user stories, product backlog, burn down charts, and minimum viable product. The goal of agile is to deliver working software frequently in short cycles to obtain early customer feedback.