PMBOK and Scrum can live together happily if used appropriately for the situation. While PMBOK focuses on detailed upfront planning and heavy processes, Scrum emphasizes iterative development, minimal documentation, and rapid adaptation to change. Both aim to deliver value to customers, but Scrum may be better for situations requiring flexibility and rapid time to market. The best approach is to use the right tools for each project's specific needs.
This document provides an overview of agile software development methodologies, focusing on Scrum. It describes the traditional waterfall methodology and its limitations. Agile methodologies like Scrum promote iterative development through collaboration between cross-functional teams. Scrum uses sprints, daily stand-ups, sprint reviews and retrospectives. Key roles include the product owner, Scrum master, and self-organizing development team. The product backlog and sprint backlog are key artifacts that help manage work in progress.
This document provides an overview of the Agile (Scrum) methodology. It describes Scrum as a framework for project management that uses short development cycles called sprints. Key aspects of Scrum covered include roles like the product owner and scrum master, meetings like the daily scrum and sprint review, and terminology such as user stories, product backlog, and burn-down charts. The document outlines benefits of Agile like improved visibility and quality, as well as some potential disadvantages around documentation and management effort.
The document provides an overview of Agile concepts including roles, artifacts, meetings, and practices. It describes Scrum roles like the Scrum Team, Product Owner, and Scrum Master. It outlines artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It explains meetings in Scrum like Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. Finally, it touches on practices like estimating with story points, assigning business value, and tracking velocity.
The document provides an overview of agile product backlog management using the Scrum framework. It discusses key aspects of Scrum including the product owner, sprint backlog, product backlog, daily stand-ups, sprint reviews and retrospectives. The document also compares Scrum to the waterfall method and discusses benefits of Scrum such as faster time to market, higher quality and satisfying customers through iterative delivery of working software.
This document discusses work breakdown structures (WBS), which are hierarchical decompositions of the work required to complete a project. It defines a WBS and provides examples. The key purposes of a WBS are to define the project scope, assist with communication and planning, and provide a framework for monitoring progress. The document outlines best practices for constructing a WBS, including ensuring it includes all deliverables and work, decomposing work into an appropriate level of detail, and using a coding scheme. Risks of a poorly constructed WBS include an incomplete project definition and scope creep.
Scrum is an agile framework for managing complex projects. It emphasizes transparency, inspection, and adaptation. Key aspects of Scrum include short sprints with fixed durations, daily stand-ups, sprint planning and reviews, and retrospectives. The product owner prioritizes features in the backlog and the cross-functional team works to complete them in sprints. Applying Scrum principles like frequent delivery, transparency, and process improvement can help manage uncertainty, deliver value faster, improve quality, and eliminate waste.
Personally designed, Professional Scrum Master (PSM-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
This document provides an overview of Scrum training. It introduces the trainer, Deniz Gungor, and their background. It then outlines the agenda, which will cover Scrum fundamentals, a Scrum simulation game, and the Scrum framework. Key aspects of Scrum are defined, including self-organizing Scrum teams, iterative delivery, the Product Owner, Scrum Master, Development Team, events like the Daily Scrum and Sprint Review, and artifacts like the Product Backlog and Sprint Backlog. The training will help participants understand and apply the Scrum framework to projects.
There are 7 themes within Prince2 and they run through the project linking common items together. A theme is different to a principle in that the principles are like guidelines for the project whereas a theme runs through the project.
The 7 themes of Prince2 are:
Business Case
Organization
Quality
Plans
Risk
Change
Progress
This document discusses managing agile projects using Scrum. It provides an overview of Scrum, including common roles, artifacts, and events like sprints, sprint planning, daily scrums, sprint reviews, and retrospectives. It also discusses how project management practices from PMBOK like scope, schedule, cost can be addressed in Scrum, with the product backlog, release planning, and tracking work remaining. The document aims to explain how to use Scrum for managing agile software development projects.
Free notes on Project Scope Management,PMP Chapter 5, PMBOK, PMP Exam Preparation training
Why Manage Scope
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Online PMP Training,Instructor led PMP training,PMP training online,PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
Construção de uma Casa Residencial em Condomínio FechadoMarco Coghi
Titulo: Construção de uma Casa Residencial em Condomínio Fechado
Alunos:carolina aparecida de souza queiroz,Carolina Pereira Laurindo Thomas,Danusa Rocha Travain,FELIPE Toscan THOMAS,Paulo Evandro Lucas,Rafael de Oliveira Gianelli,
Cidade: Bauru
Disciplina: Integração
Turma: GP12
Data:27-11-2014
Hora:22:50
Comentarios:
Publico até ápos a correção
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
The document discusses setting up a Project Management Office (PMO) as a service to improve project success rates and organizational strategy execution. The PMO would execute the organization's strategy by composing a project roadmap, calculating returns on investment, and assigning resources and tools to projects. It would also take on a "watch dog" role to improve planning, reporting, risk management, and alignment of projects, programs and portfolios. Key metrics discussed for the PMO to monitor include time, cost, scope, quality and resource data. Charts are provided as examples to track schedule performance, cost performance, and milestone budgets versus actuals.
This PRINCE2 Principles ebook is an ideal revision guide for PRINCE2 Foundation students, a helpful aid to newly qualified PRINCE2 Practitioners or those who are looking to implement PRINCE2 on their projects for the first time.
Grasp the 7 PRINCE2 Principles in straight forward fashion with this free ebook by Knowledge Train. Forget your usual boring diagrams and flowcharts, this ebook includes 7 colourful, hand-illustrated mindmaps that are easy on the eye and will make sure the information sticks. Forget the thick text books!
Download this free 10 page ebook to understand the basis of PRINCE2, revise for your PRINCE2 Foundation exam or to learn whether your organization is managing their projects correctly with PRINCE2.
You will need to learn the PRINCE2 Principles, Themes and Processes for your PRINCE2 Foundation exam. You can download the full set of revision e-books and mind maps here: http://www.knowledgetrain.co.uk/project-management-ebooks.php
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This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
The document provides guidance on effective task management. It defines the differences between task management and project management, with task management referring to how an individual executes their daily work. It outlines best practices for task management, including the Getting Things Done methodology of writing down tasks, clarifying them, and parking or organizing the results. It also discusses tools for task management and tips, such as using due dates, color coding, and separate task lists for personal and work tasks.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. It defines the key roles of the Scrum Team, Product Owner, and Scrum Master. It describes the main artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It outlines the core Scrum events of Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Finally, it addresses common questions and concepts like estimating, prioritization by business value, and self-managing teams.
The document discusses key concepts for project management including work breakdown structures (WBS), organizational breakdown structures (OBS), responsibility assignment matrices (RAM), project schedules, critical paths, variance tracking, and earned value management. It provides examples and explanations of how these tools are used to plan, organize, assign responsibilities, track progress, and measure performance for software projects.
Scrum is an agile project management framework that focuses on iterative development, self-organizing teams, and frequent inspection points. The key aspects of Scrum include roles like the product owner, Scrum master, and self-organizing development team. Events in Scrum include sprint planning meetings, daily stand-ups, sprint reviews, and retrospectives. Artifacts include the product backlog, sprint backlog, and definition of done. Scrum aims to deliver working software frequently through short iterations called sprints.
This document provides an introduction to agile principles and Scrum methodology. It defines key Scrum roles like Product Owner and Scrum Master. It also explains common Scrum ceremonies such as sprint planning, daily stand-ups, sprint reviews and retrospectives. Artifacts like the product backlog, sprint backlog and burn down charts are also described. The document aims to give trainees an overview of agile and Scrum concepts to help them apply these principles.
This document provides an overview of the basics of Scrum, an agile project management framework. It defines key Scrum concepts like roles, activities, artifacts and processes. The document outlines that Scrum is a simple, flexible approach to managing complex projects that focuses on clarity, inspection and adaptation through short iterations and daily stand-ups. It emphasizes delivering working software frequently in sprints and adapting the backlog based on feedback.
The document discusses Yahoo's adoption of Scrum over several years from 2004-2008. It notes that in 2004, one person experimented with Scrum and that by 2008 there were 200 Scrum teams with over 1500 employees using Scrum. Key results included an average team velocity increase of 35% per year, development cost reductions of over $1 million per year, and a 100% ROI on trainings in the first year. However, 15-20% of employees consistently did not like Scrum in the first three years.
The document provides an overview of the Agile Scrum process. It describes traditional waterfall methodologies and how Agile and Scrum differ by being more iterative, collaborative with stakeholders, and able to adapt to changes. The Scrum framework involves three main roles - Product Owner, Scrum Master, and Team. It also describes the four main Scrum ceremonies - Sprint Planning Meeting, Daily Standup, Sprint Review, and Sprint Retrospective - as well as the typical artifacts like Product Backlog and Sprint Backlog.
The document discusses Scrum practices at Nucleus, a company following Agile principles. It describes how Nucleus uses Scrum ceremonies like daily standups and sprints. It notes the benefits of using tools to support continuous integration, tracking metrics, and managing backlogs and defects. However, it also discusses potential risks if quality practices like testing are not properly implemented. The presentation aims to showcase Nucleus' Agile practices and tools while also highlighting areas that require attention to fully achieve Agile principles.
This document provides an introduction to the Scrum framework for agile software development. It describes Scrum roles like the Product Owner, Scrum Master, and self-organizing team. It outlines Scrum ceremonies like sprint planning, daily stand-ups, sprint reviews, and retrospectives. It also discusses the product and sprint backlogs and how teams work in sprints to deliver working software increments every 2-4 weeks using the Scrum framework.
This document provides an overview of managing scope, time, cost, and team in Agile frameworks like Scrum. It discusses key Scrum concepts like artifacts, roles, ceremonies and how they relate to traditional project management. Scope, time and team are fixed within sprints in Scrum, unlike the waterfall model where scope is fixed upfront. Cost is estimated and budgets are determined, with value-driven development. Self-organizing cross-functional teams work in short sprints to deliver working software frequently using practices that enhance responding to change over rigid plans.
The document provides an introduction to Agile methodology and Scrum framework. It discusses the limitations of traditional waterfall approaches and how Agile and Scrum address those limitations through iterative development with frequent delivery and ability to adapt to changing requirements. The key aspects of Scrum like sprints, daily stand-ups, sprint planning, review and retrospective are explained to give an overview of how Scrum works in practice.
Agile and Scrum 101 – basics of Agile and Scrum
Scrum in 100 words:
• Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.
• It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).
• The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
• Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.
In the presentation we discuss the basics of Agile and Scrum, the roles, ceremonies and artifacts. We add from our, from the trenches, lessons learned and better practices.
Introduction to Agile software testing - The 5th seminar in public seminar series from KMS Technology which have been delivering from 2011 in every two months
This document provides an overview of SCRUM, an agile framework for managing software projects. It describes common software development problems like missed deadlines and falling quality that SCRUM aims to address. Key aspects of SCRUM covered include the agile manifesto, origins of SCRUM, roles like product owner and scrum master, activities like daily scrums and sprints, artifacts like product and sprint backlogs, and metrics for tracking progress. The document concludes that SCRUM is not a silver bullet but aims to manage what is manageable through transparency, inspection, and adaptation of the process.
The document provides an overview of agile software development practices compared to traditional waterfall approaches. It summarizes the author's experience transitioning from waterfall to agile development and embracing eXtreme Programming (XP) practices like test-driven development, pair programming, and continuous integration. The author then integrated XP with Scrum, the most popular agile framework. The document compares different agile methodologies and emphasizes that agile is about values and principles over prescriptive rules.
This document provides an introduction to agile project management and Scrum. It defines key concepts like the product backlog, sprint backlog, and Scrum roles. It compares the traditional waterfall lifecycle to the iterative nature of agile and Scrum. Key questions are presented around defining tasks as complete and defining project success.
The document provides an overview of the Agile methodology known as Scrum. It defines Scrum as an Agile process that allows teams to focus on delivering high business value in short iterations called sprints. The document outlines the key components of Scrum, including roles like Product Owner and Scrum Master, ceremonies like sprint planning and daily stand-ups, and artifacts like the product and sprint backlogs. It also discusses how Scrum teams self-organize to complete sprint goals and deliver working software incrementally in each sprint.
The document provides an overview of the Agile methodology known as Scrum. It defines Scrum as an Agile process that allows teams to focus on delivering high business value in short iterations called sprints. The document outlines the key components of Scrum, including roles like Product Owner and Scrum Master, ceremonies like sprint planning and daily stand-ups, and artifacts like the product and sprint backlogs. It also discusses how Scrum teams self-organize to complete sprint goals and deliver working software incrementally in each sprint.
Similar to PMBoK and Scrum: can we be friends? (20)
Silvana Wasitova is an agile coach with experience in agile practices since 2005. She has worked in several countries, including Canada, the US, UK, Germany, France and Switzerland, including for a private Swiss bank. The document then provides information on agile methods like Scrum, comparing them to traditional waterfall methods. It discusses characteristics of agile versus waterfall projects and when a project would be considered a Scrum project. It also briefly outlines practices of extreme programming and compares Scrum and waterfall approaches to requirements, scope, design, development and delivery.
The document outlines Silvana Wasitova's work as an Enterprise Agile Coach, including her experience leading teams and clients, managing projects, and helping over 600 million viewers through her work. It lists her contact information and links to her online profiles.
High-performing teams have several key characteristics: they have a common goal; collaborate to help each other deliver on that goal; and communicate effectively. They also continuously learn and experiment together, playing and having fun while developing good group norms. Having each other's backs and challenging one another to grow are also traits of successful teams.
Agile coaching involves carefully avoiding getting involved in a client's problems and instead helping clients find their own solutions through open-ended questions. An agile coach displays traits like having no judgement, promoting safety, empathy, and believing in people's potential. Effective skills for a coach include observing, listening at different levels, mirroring, clarifying, and providing feedback. Coaches can take on roles like a coach, teacher, facilitator, or advisor depending on the situation. Experience, continuous learning, and modeling good behavior are important for becoming and staying an effective agile coach.
This document discusses Silvana Wasitova's experience and credentials as an agile coach based in Switzerland with experience working in several countries. It also summarizes examples of successful agile adoptions at Yahoo and Salesforce, noting increases in productivity and cost savings. Finally, it discusses factors that can influence the success of an agile transformation, such as company size, culture, leadership commitment, and willingness to adapt.
The document outlines strategies for getting teams to high performance, including having a common goal to deliver on, communicating openly, collaborating by helping each other out and having each other's backs, continuously learning through meaningful retrospectives and experimentation, playing to have fun, and developing good habits through gotong royong which is an Indonesian concept of mutual cooperation. The strategies are presented by Silvana Wasitova, an agile coach based in Switzerland with over a decade of experience in scrum and previous experience in waterfall methodology across several countries.
1) Agile transformation at large companies can be complex due to company size, culture, and leadership support. Successful transformations require aligning goals around user needs, training employees, and producing early results through incremental experiments.
2) Yahoo and Salesforce.com successfully adopted agile/scrum approaches in 2004-2008 through coaching, growing from a few teams to hundreds while increasing productivity and reducing costs.
3) True agile adoption means defining your own culture and continuously adapting based on lessons learned, rather than copying practices without understanding ("cargo cult agile").
Silvana Wasitova is an Agile coach based in Switzerland who has worked with organizations in several countries. She shares some lessons learned from her experience implementing Agile practices. To successfully adopt Agile, teams must understand how it differs from traditional approaches. It is important to align goals, train people, produce early results to experience success, and continuously inspect and adapt processes.
PMI and Scrum - bridging the gap
Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.
This document summarizes a presentation by Silvana Wasitova about 10 intrinsic desires that motivate people according to Jurgen Apello. Wasitova has extensive experience managing projects across multiple countries and is certified in project management, agile practices, and scrum. Apello identifies 10 moving motivators derived from Maslow's hierarchy of needs: autonomy, mastery, purpose, curiosity, honor, acceptance, mastery, power, freedom, relatedness, order, and goal. Each motivator is briefly defined.
The document discusses where agile practices are heading and what may lie "beyond agile". It suggests agile practices are evolving towards more integral stages where all voices are heard, decisions are made through collective intelligence, and organizations have no hierarchy and self-manage through advice processes. Examples provided include holacratic organizations like Zappos that have no managers or job titles. The document argues organizations must become more adaptive to change and deliver faster value, not just faster delivery.
This document provides an overview of getting started with Scrum and examples of Scrum adoption. It discusses Silvana Wasitova's background working with Scrum. It then summarizes Yahoo's adoption of Scrum between 2004-2008, including increasing from one team to over 200 teams. Next, it summarizes a German IT company's Scrum adoption between 2010-2012, growing from one project to over 40 projects using Scrum. It then provides tips for successful Scrum adoption.
This document discusses Agile vs traditional project management methods. It provides an overview of Scrum, the most popular Agile framework, outlining its key roles, events and artifacts. Scrum emphasizes iterative development, early delivery of working software, transparency, collaboration and continuous improvement. It aims to eliminate waste and focus on delivering the highest business value. The document also discusses how Lean, Agile and Scrum philosophies relate, with all aiming to eliminate waste and increase customer value.
This document discusses women in science and engineering careers. It profiles several prominent female scientists and innovators such as Marie Curie, the first woman to win a Nobel Prize. The document also notes that women remain underrepresented in many science and engineering fields, comprising less than 30% of workers in areas like computer programming, engineering, and physical sciences. It provides recommendations for addressing issues like negative stereotypes that can undermine women's performance and participation in these careers.
Yahoo adopted Scrum in 2004 with one experimental team and gradually expanded to over 200 Scrum teams by 2008 with over 1500 employees. Key results included an average team velocity increase of 35% per year, development cost reductions of over $1 million per year, and a 100% return on investment in trainings in the first year. While 15-20% of employees did not like Scrum initially, Yahoo saw faster time to market, higher quality, and satisfied customers compared to waterfall.
This document discusses how project management professionals using traditional "waterfall" methods can work well with those using agile methods. It argues that agile practices align with the PMBOK process groups and that the definition of project success has changed to prioritize meeting stakeholder needs, quality, and return on investment over rigid schedules and budgets. It also provides tips on finding common language between the approaches and emphasizes that the fundamental difference is an iterative versus sequential workflow.
This document discusses opportunities and challenges of agile adoption. It provides examples of successful agile implementations at companies like Yahoo, Salesforce.com and British Telecom. These examples showed benefits like faster time to market, higher quality, and increased productivity. However, agile adoption also faces challenges like mindset change and overcoming barriers. The document recommends a strategy of adapting agile in small incremental steps, building organizational support, aligning incentives and continuously inspecting and adapting the process.
More from Silvana Wasitova, Scrum & Agile Coach (20)
MYIR Product Brochure - A Global Provider of Embedded SOMs & SolutionsLinda Zhang
This brochure gives introduction of MYIR Electronics company and MYIR's products and services.
MYIR Electronics Limited (MYIR for short), established in 2011, is a global provider of embedded System-On-Modules (SOMs) and
comprehensive solutions based on various architectures such as ARM, FPGA, RISC-V, and AI. We cater to customers' needs for large-scale production, offering customized design, industry-specific application solutions, and one-stop OEM services.
MYIR, recognized as a national high-tech enterprise, is also listed among the "Specialized
and Special new" Enterprises in Shenzhen, China. Our core belief is that "Our success stems from our customers' success" and embraces the philosophy
of "Make Your Idea Real, then My Idea Realizing!"
How to Avoid Learning the Linux-Kernel Memory ModelScyllaDB
The Linux-kernel memory model (LKMM) is a powerful tool for developing highly concurrent Linux-kernel code, but it also has a steep learning curve. Wouldn't it be great to get most of LKMM's benefits without the learning curve?
This talk will describe how to do exactly that by using the standard Linux-kernel APIs (locking, reference counting, RCU) along with a simple rules of thumb, thus gaining most of LKMM's power with less learning. And the full LKMM is always there when you need it!
Kief Morris rethinks the infrastructure code delivery lifecycle, advocating for a shift towards composable infrastructure systems. We should shift to designing around deployable components rather than code modules, use more useful levels of abstraction, and drive design and deployment from applications rather than bottom-up, monolithic architecture and delivery.
GDG Cloud Southlake #34: Neatsun Ziv: Automating AppsecJames Anderson
The lecture titled "Automating AppSec" delves into the critical challenges associated with manual application security (AppSec) processes and outlines strategic approaches for incorporating automation to enhance efficiency, accuracy, and scalability. The lecture is structured to highlight the inherent difficulties in traditional AppSec practices, emphasizing the labor-intensive triage of issues, the complexity of identifying responsible owners for security flaws, and the challenges of implementing security checks within CI/CD pipelines. Furthermore, it provides actionable insights on automating these processes to not only mitigate these pains but also to enable a more proactive and scalable security posture within development cycles.
The Pains of Manual AppSec:
This section will explore the time-consuming and error-prone nature of manually triaging security issues, including the difficulty of prioritizing vulnerabilities based on their actual risk to the organization. It will also discuss the challenges in determining ownership for remediation tasks, a process often complicated by cross-functional teams and microservices architectures. Additionally, the inefficiencies of manual checks within CI/CD gates will be examined, highlighting how they can delay deployments and introduce security risks.
Automating CI/CD Gates:
Here, the focus shifts to the automation of security within the CI/CD pipelines. The lecture will cover methods to seamlessly integrate security tools that automatically scan for vulnerabilities as part of the build process, thereby ensuring that security is a core component of the development lifecycle. Strategies for configuring automated gates that can block or flag builds based on the severity of detected issues will be discussed, ensuring that only secure code progresses through the pipeline.
Triaging Issues with Automation:
This segment addresses how automation can be leveraged to intelligently triage and prioritize security issues. It will cover technologies and methodologies for automatically assessing the context and potential impact of vulnerabilities, facilitating quicker and more accurate decision-making. The use of automated alerting and reporting mechanisms to ensure the right stakeholders are informed in a timely manner will also be discussed.
Identifying Ownership Automatically:
Automating the process of identifying who owns the responsibility for fixing specific security issues is critical for efficient remediation. This part of the lecture will explore tools and practices for mapping vulnerabilities to code owners, leveraging version control and project management tools.
Three Tips to Scale the Shift Left Program:
Finally, the lecture will offer three practical tips for organizations looking to scale their Shift Left security programs. These will include recommendations on fostering a security culture within development teams, employing DevSecOps principles to integrate security throughout the development
Blockchain technology is transforming industries and reshaping the way we conduct business, manage data, and secure transactions. Whether you're new to blockchain or looking to deepen your knowledge, our guidebook, "Blockchain for Dummies", is your ultimate resource.
Quantum Communications Q&A with Gemini LLM. These are based on Shannon's Noisy channel Theorem and offers how the classical theory applies to the quantum world.
How RPA Help in the Transportation and Logistics Industry.pptxSynapseIndia
Revolutionize your transportation processes with our cutting-edge RPA software. Automate repetitive tasks, reduce costs, and enhance efficiency in the logistics sector with our advanced solutions.
AC Atlassian Coimbatore Session Slides( 22/06/2024)apoorva2579
This is the combined Sessions of ACE Atlassian Coimbatore event happened on 22nd June 2024
The session order is as follows:
1.AI and future of help desk by Rajesh Shanmugam
2. Harnessing the power of GenAI for your business by Siddharth
3. Fallacies of GenAI by Raju Kandaswamy
Transcript: Details of description part II: Describing images in practice - T...BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and slides: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
Details of description part II: Describing images in practice - Tech Forum 2024BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and transcript: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
Are you interested in learning about creating an attractive website? Here it is! Take part in the challenge that will broaden your knowledge about creating cool websites! Don't miss this opportunity, only in "Redesign Challenge"!
Scaling Connections in PostgreSQL Postgres Bangalore(PGBLR) Meetup-2 - MydbopsMydbops
This presentation, delivered at the Postgres Bangalore (PGBLR) Meetup-2 on June 29th, 2024, dives deep into connection pooling for PostgreSQL databases. Aakash M, a PostgreSQL Tech Lead at Mydbops, explores the challenges of managing numerous connections and explains how connection pooling optimizes performance and resource utilization.
Key Takeaways:
* Understand why connection pooling is essential for high-traffic applications
* Explore various connection poolers available for PostgreSQL, including pgbouncer
* Learn the configuration options and functionalities of pgbouncer
* Discover best practices for monitoring and troubleshooting connection pooling setups
* Gain insights into real-world use cases and considerations for production environments
This presentation is ideal for:
* Database administrators (DBAs)
* Developers working with PostgreSQL
* DevOps engineers
* Anyone interested in optimizing PostgreSQL performance
Contact info@mydbops.com for PostgreSQL Managed, Consulting and Remote DBA Services
Implementations of Fused Deposition Modeling in real worldEmerging Tech
The presentation showcases the diverse real-world applications of Fused Deposition Modeling (FDM) across multiple industries:
1. **Manufacturing**: FDM is utilized in manufacturing for rapid prototyping, creating custom tools and fixtures, and producing functional end-use parts. Companies leverage its cost-effectiveness and flexibility to streamline production processes.
2. **Medical**: In the medical field, FDM is used to create patient-specific anatomical models, surgical guides, and prosthetics. Its ability to produce precise and biocompatible parts supports advancements in personalized healthcare solutions.
3. **Education**: FDM plays a crucial role in education by enabling students to learn about design and engineering through hands-on 3D printing projects. It promotes innovation and practical skill development in STEM disciplines.
4. **Science**: Researchers use FDM to prototype equipment for scientific experiments, build custom laboratory tools, and create models for visualization and testing purposes. It facilitates rapid iteration and customization in scientific endeavors.
5. **Automotive**: Automotive manufacturers employ FDM for prototyping vehicle components, tooling for assembly lines, and customized parts. It speeds up the design validation process and enhances efficiency in automotive engineering.
6. **Consumer Electronics**: FDM is utilized in consumer electronics for designing and prototyping product enclosures, casings, and internal components. It enables rapid iteration and customization to meet evolving consumer demands.
7. **Robotics**: Robotics engineers leverage FDM to prototype robot parts, create lightweight and durable components, and customize robot designs for specific applications. It supports innovation and optimization in robotic systems.
8. **Aerospace**: In aerospace, FDM is used to manufacture lightweight parts, complex geometries, and prototypes of aircraft components. It contributes to cost reduction, faster production cycles, and weight savings in aerospace engineering.
9. **Architecture**: Architects utilize FDM for creating detailed architectural models, prototypes of building components, and intricate designs. It aids in visualizing concepts, testing structural integrity, and communicating design ideas effectively.
Each industry example demonstrates how FDM enhances innovation, accelerates product development, and addresses specific challenges through advanced manufacturing capabilities.
5. History of PMBOK
• 1969: PMI established,
foremost advocate for the
project management profession
• 1987: First PMBOK
Established a standard and a lexicon
Introduced formal planning & control
5
6. History of “Waterfall”
• Waterfall Model
– Originated in manufacturing
and construction industries
– Highly structured physical environments
=> after-the-fact changes are
prohibitively costly
• 1970: Winston Royce article
– Showed waterfall as an example of a flawed,
non-working model
6
7. Winston Royce’s “Grandiose” Model
“Single Pass” phased model
to cope with US DoD
regulatory requirements
“I believe in this concept, but the
implementation is risky and invites failure.”
Winston W. Royce, “Managing the development of large
software systems”, Aug 1970
7
8. Winston Royce’s “Problem” Model
Problem:
Testing phase, at the end of Development
cycle, is the first time the integrated
components are “experienced”.
Failure may require a major redesign,
or modifying the requirements.
Can expect up to 100% schedule and/or cost overrun.
8
10. History of Scrum
1993 – Jeff Sutherland @ Easel Corporation
• Vertical-licing
• January 1994: first Scrum, self-organized team, half-
day planning, Monthly Demo to the CEO
• February: added “daily Scrums”
• March: pairing, “swarming” on top priorities
1995 – Scrum paper at OOPSLA,
Ken Schwaber and Jeff Sutherland
10
11. The Agile Manifesto - 2001
We are uncovering better ways of developing software.
Through this work we have come to value:
• Working software over comprehensive documentation
• Individuals and interactions over processes and tools
• Customer collaboration over contract negotiation
• Responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
11 11
12. PMBOK and Scrum: Similarities
• Deliver the right thing Scope
(on time, on budget)
Time Budget
12
13. The biggest danger in
Project and Product
Management:
Building
the
wrong
thing!
Page #
13
14. PMBOK and Scrum: Similarities
• Deliver the right thing
• Communicate, communicate, communicate
14
17. PMBOK and Scrum: Similarities
• Deliver the right thing
• Communicate, communicate, communicate
• Progressive elaboration
17
18. Continuous Evolution of Product Backlog
Initial Refined Ready End of S1
S S
1 2
R R S S
1 1
2 3
S S
3 4
S
4 R
R R 2
2 2 R
2
R R R
3 R 3
3
3
19. PMBOK and Scrum: Similarities
• Deliver the right thing
• Communicate, communicate, communicate
• Progressive elaboration
• Cyclical: Plan, Execute, Monitor & Control
19
20. SURPRISE!
• Agile practices are aligned with PMBOK process
groups: initiating, planning, executing, monitoring,
controlling, closing
• In each iteration:
– Planning, executing,
monitoring, controlling
– Manage: Scope, time,
cost and quality
20
25. PMBOK and Scrum: Differences
• Agile Focus: Minimize Waste (“Muda” in Lean)
• “Heavy” vs. “Light” process, umpteen checklists
• Maximize “work not done”
25
26. 64% implemented features are
rarely or never used
Focusing on customer needs ensures:
the right features are built
Sometimes Rarely not wasting effort (and resources) on
16% 19%
Often features that are not needed
13%
Always
7%
Never While the figures may vary by
45%
company, principle remains:
Only build the features that the
client/users need
Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in:
http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
Sample: government and commercial organizations, no vendors, suppliers or consultants
26
27. PMBOK and Scrum: Differences
• Agile Focus: Minimize Waste (“Muda” in Lean)
• “Heavy” vs. “Light” process, umpteen checklists
• Maximize “work not done”
• BDUF vs. build in increments, vertical slices
• Adaptability!
• Fail fast, inspect and adapt, keep learning
-> creates a “learning organization”
27
28. Waterfall, Agile and Scrum:
Characteristics
Waterfall Agile : Iterative Development
Scrum
Specifications Upfront, Detailed Emergent Design
• Daily “standup” status checks ≤ 15mins
• Delivery rhythm in iterations (Sprints)
• Demo & Retrospective at end of ea. Sprint
Linear hand-offs: Cross-functional & Continuous Improvement
Teamwork Dev then QA collaborative: Dev & QA
XP: eXtreme
Change Formal process, Welcomed,
Requests implemented at end prioritized vs. backlog Programming
• Automated Tests
• Pair Programming
Customer / User At beginning and • Automated / Continuous Builds
• TDD: Test-Driven Development
Involvement at delivery Throughout cycle • Continuous Deployment
Scrum is the most popular Agile method: RUP DSDM
74% of Agile practitioners (2009) 28
28
30. Project Management:
Agile vs. Waterfall approach
Waterfall Agile
Work Assignment Project Manager Self-organizing team
Responsibilities Delineated Shared
Task Ownership Separated Shared: all for one, one for all
Status reports By Project Manager Transparency, shared knowledge
Requirements Defined up-front, signed-of High level, detailed in collaborations
Plans Detailed plans upfront Evolutionary planning
Changes Not welcome Allow changes up to “last responsible moment”,
prioritized
30
31. Agile deals with
Ziv’s Law: • Specifications will never be fully understood
• The user will never be sure of what they want
Humphrey’s Law: until they see the system in production (if then)
Wegner’s • An interactive system can never be fully specified,
Lemma: nor can it ever be fully tested
Langdon’s • Software evolves more rapidly as it approaches
Lemma: chaotic regions (without spilling into chaos)
Wicked Problems, Righteous Solutions, Peter deGrace, Leslie Hulet
31
33. Lean, Agile, Scrum: How they relate
Two things in common: Eliminate Waste & Increase Customer Value
Waste: anything which does not advance the process, or add value
Value: any action or process that a customer would be willing to pay for
Lean Agile Scrum
• A production practice that •Agile is a group of methodologies •Scrum is the most popular Agile
considers the expenditure of based on iterative and incremental methodology used in software
resources for any goal other delivery, where requirements and development.
than the creation of value for solutions evolve through collaboration
the end-customer to be between clients and self-organizing, •Scrum emphasizes iterative
wasteful, and thus a target for cross-functional teams. approach to building
elimination. incremental business value.
•Agile practices include:
• Agile practices are rooted in lean
Scrum, Kanban, XP (eXtreme
philosophy.
Programming), TDD (Test Driven
Development), RUP (Rational Unified
Process from IBM).
33
35. Yahoo-Eurosport: 2008 Event Schedule
TDF
Euro
Paris-Dakar Tour de France
January February March April May June
Rugby 6 Nations Rolland Garros Wimbledon
FOOT: Moto GP Boxing
Olympic Games qualifiers Golf, Athletics, Cycling Horse Racing
World Cup qualifiers Basketball Hockey, etc
35
35
25-Nov-12
37. PMBOK Strengths
Process oriented
Clear project kickoff & administrative initiation
Enumeration of stakeholders,
formalized communication plan
More explicitly calls for cost management
Risk management formalized: identification,
qualitative and quantitative analysis,
response planning
37
38. Agile Strengths
Empowered, self-organizing team
Collaboration, cross-fertilization, disciplined,
shared responsibilities & commitments
Welcomes adjustments and learnings
Produces better results
Risk mitigation practices
Smaller units of work more accurate
Frequent checks fewer surprises & delays
Welcomes voice of the customer
Build the right thing
38
40. Decision Criteria: Scrum vs. Waterfall
Criteria Scrum Candidate Waterfall Candidate
What To Build or Iterate to clarify
Both are known
How to Build it direction / details
Market or User
Want Market/User input User/Market input
Feedback and
to improve usability not needed
Involvement
Time to Market vs.
Flexible about Scope Flexible about Time
Feature Content
40
41. Scrum Process
Key Practices
Self-directed; self-organizing teams
(preferably co-located)
15 minute daily stand up meeting
with 3 special questions
30-calendar day iterations
Iterative Adaptive planning
Stakeholder/Customer
Involvement
Team measures progress daily
Each iteration delivers tested,
fully-functional software for
demonstration
Iterative Retrospective Process
Always 30-days from
potential production release
42. PMI Agile Certification
• Wonderful development, recognition of real need
• Available May 2011
• Like PMP, requires experience:
o 1,500 hours working in Agile project teams
(any role) or in Agile methodologies in last 2 yrs
o 2,000 hours general PM experience in last 5 yrs (or PMP)
o 21 hours Training in Agile project management topics
• More info: http://www.pmi.org/en/Agile/
Agile-Certification-Eligibility-Requirements.aspx
42
46. PMBOK and Scrum:
Can we live together,
happily ever after?
Not a marriage, but:
Yes - Good, respectful, neighbours
46
47. PMBOK and PMP:
why keep them?
• Large Enterprises often have PMBoK-based
practices in place, PMOs
• It helps to “speak the language”, to do the
common mapping
47
49. Skype Beta Program
Unparalleled Global Beta Testing Program
Unique experiences from world-leading
SW Company
Access to Skype information system
Various incentive programs for beta testers
50. Skype Beta Program: Registration
Pre-requisites:
• Intermediate level of English (Read & Write)
+ Native Language
• Skype experience at least 1 year
• Curiosity for IT technology
Contact :
Beom Soo Park, Program Manager for APAC
beomsoo.park@skype.net
52. References
• Jeff Sutherland’s blog - http://scrum.jeffsutherland.com/
• “The New New Product Development Game” Takeuchi and Nonaka. Harvard Business Review,
January 1986
• “The PMBOK and Agile: Friends or Foes?”, Mary Gerush and Dave West, Forrester 2009
• “Five Myths of Agile Development”, Robert Holler, VersionOne, 2006
• Winston W. Royce, “Managing the development of large software systems”, Aug 1970
http://www.valucon.de/documents/managing_softwareprojects.pdf
• “Diagnosing and Changing Organizational Culture”, Cameron and Quinn, 2006
• “Living with Complexity”, Norman, Donald (2011), Cambridge, MA: MIT Press
• “Leading Change”, John Kotter
• http://www.stickyminds.com/pop_print.asp?ObjectId=10365&ObjectType=COL
• “Project Management Body of Knowledge” (PMBOK), 2004
• http://agile101.net/2009/08/18/agile-estimation-and-the-cone-of-uncertainty/
• http://www.mountaingoatsoftware.com
• http://www.agilealliance.org
• http://www.c-spin.net/2009/cspin20090204AgileTransformationAtBorland.pdf
• Primavera – PMISV presentation by Bob Schatz, Primavera VP of Development, 2005
• Why Agile Works http://www.slideshare.net/yourpmpartner/agile-secrets-revealed-whitepaper
52
53. Key Success Factors
Sufficient Motivation to change (Pain)
Team Rooms
Feature Budgeting
Build Process
Town Hall Project Meetings
Project Manager role transition
Information Radiators
No OT / Weekend work
Test-Driven Development
Rotating “ScrumMaster” Responsibilities
Best Team Performance Awards
Team-based bonus component
Sprint Defect Limits
Customer Webex Sprint Reviews
Commitment to Learning!
project success = business success TM
54. Scrum Adoption at
Ref: http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption
VP of Product Development experimented with scrum in 2004
Senior§ Director of Agile Development started in 2005
In 2008:
3 coaches, each coaching approx. 10 scrum teams/year
200 scrum teams world wide, of about 1500+ employees
Results in 2008:
Average Team Velocity increase estimated at +35% / year,
in some cases 300% - 400%
Development cost reduction over USD 1 million / year
ROI on transition and trainings about 100% in first year
Note: 15-20% of people consistently DID NOT like Scrum
54
Editor's Notes
Winston W. Royce,Managing the development of large software systemsProc. IEEE WESCON, Aug 1970Royce developed the phased delivery model to cope with regulatory requirements set out in the US DoD STD-2167 document, which was so byzantine and bureaucratic that the waterfall was the only way to cope with it;
http://www.techdarkside.com/is-there-really-any-rigor-in-waterfallIt is sad that software development philosophies and practices developed in a world of government regulation, punch cards, and very expensive computer time still have such a strong a hold on today’s commercial software development.Ben Simohttp://QuestioningSoftware.com
Winston W. Royce,Managing the development of large software systemsProc. IEEE WESCON, Aug 1970Royce’s Son:http://usability.typepad.com/confusability/2006/02/index.html
Reduce hierarchy
Can be on time, on budget, on scope, But still built the wrong product that no one needs.
Progressive elaboration
Discipline:Structured approach,Plan aheadmodel itself progresses linearly through discrete, easily understandable and explainable phases and thus is easy to understand; it also provides easily markable milestones in the development process.Steve McConnell, in Code Complete, (a book that criticizes widespread use of the waterfall model) refers to design as a "wicked problem"—a problem whose requirements and limitations cannot be entirely known before completion. The implication of this is that it is impossible to perfect one phase of software development, thus it is impossible if using the waterfall model to move on to the next phase.David Parnas, in A Rational Design Process: How and Why to Fake It, writes:[5]“Many of the [system's] details only become known to us as we progress in the [system's] implementation. Some of the things that we learn invalidate our design and we must backtrack.”The idea behind the waterfall model may be "measure twice; cut once," and those opposed to the waterfall model argue that this idea tends to fall apart when the problem constantly changes due to requirement modifications and new realizations about the problem itself. A potential solution is for an experienced developer to spend time up front on refactoring to consolidate the software, and to prepare it for a possible update, no matter if such is planned already. Another approach is to use a design targeting modularity with interfaces, to increase the flexibility of the software with respect to the design.[edit] Modified modelsIn response to the perceived problems with the pure waterfall model, many modified waterfall models have been introduced. These models may address some or all of the criticisms of the pure waterfall model.[citation needed] Many different models are covered by Steve McConnell in the "lifecycle planning" chapter of his book Rapid Development: Taming Wild Software Schedules.
Discipline: rhythm, daily scrum, work agreements, consistentAgile approach is Great Risk Management:Risk of not pleasing the customerRisk of poor estimation and planningRisk of festering issues and delaysRisk of over-commitmentRisk of not being able to ship
Recognition of real need for the professionWill bestow PMI credibility and supportAgile is best learned by practicing. I'm not too particular on how one learns, but putting the learning into practice in a team environment with frequent and effective retrospectives to adjust your process is key to internalizing agile. Hopefully the experience qualification ensures real agile project experience, not just observing agile teams. Experience requirement: working on Agile project teams, may be other role than Project Manager.
Plan-driven software methodologies use a command-and-control approach to projectmanagement. A project plan is created that lists all known tasks. The project manager’sjob then becomes one of enforcing the plan. Changes to the plan are typically handledthrough “change control boards” that either reject most changes or they institute enoughbureaucracy that the rate of change is slowed to the speed that the plan-drivenmethodology can accommodate. There can be no servant-leadership in this model.Project managers manage: they direct, administer and supervise.Agile project management, on the other hand, is much more about leadership than aboutmanagement. Rather than creating a highly detailed plan showing the sequence of allactivities the agile project manager works with the customer to layout a common set ofunderstandings from which emergence, adaptation and collaboration can occur. The agileproject manager lays out a vision and then nurtures the project team to do the bestpossible to achieve the plan. Inasmuch as the manager represents the project to thoseoutside the project he or she is the project leader. However, the project manager serves anequally important role within the project while acting as a servant to the team, removingtheir impediments, reinforcing the project vision through words and actions, battlingorganizational dysfunctionality, and doing everything possible to ensure the success ofthe team. The agile project manager is a true coach and friend to the project teams.
Old solutions may no longer work for new challenges
Global bet testing program – Europe, Asia, Americas. It’s closed and invitation based. In Asia we have 4 countries running the program (Japan, Korea, Taiwan, China) and we are eager to add more countriesBenefits – gain unique experiences how SW is developing and testing, direct communication with Skype engineers provided with dedicated access to internal information system incentive program beta testers’ high involvement in developing Skype – Bug fix, Quality testing, Localizations
Send mail to Beom that you are interested in participating the program and he will give further info.
Change Management expense http://drdobbs.com/tools/229401451 Gartner estimates that worldwide IT spending last year was $1.6 trillion, with IT services at $816 billion as the largest component of that figure. Typically, 3% to 10% of the IT services budget allocations can be associated with process improvement initiatives, so we can estimate that $17 billion in spending is doomed to not deliver the intended results (70% of $24.5 billion). And that doesn't include opportunity costs associated with failed process improvement and costs associated with lost productivity during the change. Gartner estimates that worldwide IT spending last year was $1.6 trillion, with IT services at $816 billion as the largest component of that figure. Typically, 3% to 10% of the IT services budget allocations can be associated with process improvement initiatives, so we can estimate that $17 billion in spending is doomed to not deliver the intended results (70% of $24.5 billion). And that doesn't include opportunity costs associated with failed process improvement and costs associated with lost productivity during the change. A Pragmatic ApproachOne approach, which I call SDLC 3.0, provides a pragmatic, experience-based approach for integrating the fragmented methodology landscape by using practices that are methodology agnostic. It focuses on yielding a useful, context-specific set of standard work advice for real product development. It also integrates the software development part of IT with the broader enterprise and functions such as enterprise architecture, IT service management, and project and portfolio management. Using lean as the overarching set of principles, SDLC 3.0 starts with the customer and ends with the accrual of value within IT operations. This focus makes sure that small groups don't try to optimize only their piece of the process, based only on what they know about their roles. Rather, a coherent big-picture view enables traditionally siloed communities to constructively participate rather than get bogged down in in-fighting.