Agile development methods can help improve the success rate of IT projects. Studies show that only 40% of traditional projects meet goals, while 65-80% of projects fail or run over budget and schedule. Requirements gaps, lack of collaboration, and poor communication are common causes of failure. Agile development addresses these issues through iterative development, frequent delivery of working software, and collaboration between developers and customers. Benefits of Agile include increased engagement, transparency, flexibility to adapt to changes, and a focus on delivering business value. Frameworks like Scrum, Kanban, and Scrumban structure the Agile process.
Agile metrics can be used to the advantage or the detriment of teams and an organisation’s Agile success. This session looks at several of the core Agile metrics used to measure success to help you understand what success looks like, why the metric is desirable and what the metrics can tell us.
Understanding why we want these metrics is critical to capturing something of value, rather than just doing 'because'. What will leaders and decision makers do with these metrics? What value do they add?
Steve will also dive into the negative impacts of some of the Agile metrics we are sometimes forced to capture, how chasing velocity leads to gaming the system etc. He’ll look at bad metrics such as the seven deadly sins of Agile measurement and how to avoid them in your enterprise.
This document discusses key performance indicators (KPIs) for measuring productivity, effectiveness, predictability, reliability, and business agility in network, application, server, and development groups. It maps traditional KPI areas like throughput, effectiveness, response time, and quality to Agile metrics like velocity, cycle time, lead time, variability, and defects. Specific Agile KPIs discussed include throughput/velocity, lead time/cycle time, predictability through meeting commitments and reducing variability, effectiveness through cost/operating expense, and release overhead. The document recommends starting KPI measurement without fully adopting Agile and provides examples of using Kanban to track metrics.
Market Trends: What new developments are shaping the way teams work?
Replacing HP Quality Center?: What hurdles are typically faced in replacing legacy Test Management?
Moving Beyond HP Unified Functional Tester?: What options exist to move to more modern automation tools?
Migration Best Practices: How are leading companies making the switch?
BizDevOps – Delivering Business Value Quickly at ScaleQASymphony
BIZDEVOPS – DELIVERING BUSINESS VALUE QUICKLY AT SCALE
65+% of surveyed organizations are currently on the path to switch to DevOps or have already implemented the process, and the benefits of a properly implemented DevOps program are clear – quicker time to customer value, better alignment between businesses and customers, and a better ability to respond to customer input. However, when it comes to DevOps adoption, many teams rush to focus on one specific issue within one area when they would actually benefit more from aligning business, development, testing, and operations up front. The five major problems in DevOps adoption include:
Lack of Test Automation Coverage
Lack of Visibility into Testing
Maintaining Various Test Versions and Aligning Tests with Versions of Source Code
Maintaining a Single Source of Truth in the Testing Process
Understanding Where Business Value Currently is in the “BizDevOps” Pipeline
After helping hundreds of customers in their DevOps journeys, these three industry experts will cover these major problems, as well as innovative strategies to overcome them:
Bobby Smith – Director of R&D, QAS Labs
Brandon Cipe – VP DevOps, cPrime
Kevin Dunne – VP Business Development, QASymphony
Tune in to learn more about the state of the industry, the direction that DevOps adoption is moving toward, and what we like to call “BizDevOps”. You won’t want to miss this session!
Quality Jam 2017: Jesse Reed & Kyle McMeekin "Test Case Management & Explorat...QASymphony
Jesse Reed, QA Director at Questar, and Kyle McMeekin discuss how Questar made the switch to qTest and the key factors you should consider in test case management and exploratory testing.
What Nobody's Telling You About Agile and DevOpsTasktop
Everyone is talking about improving software delivery using Agile and DevOps. They've had some success - but the secret nobody is talking about is that it's not really working at enterprise scale.
In this talk, we discuss:
* the common goals of Agile and DevOps transformations
* how these goals break down at enterprise scale
* how you can achieve an integrated value stream that will put your transformation back on track.
Moving QA from Reactive to Proactive with qTestQASymphony
This document discusses moving quality assurance from a reactive to a proactive approach using qTest. It outlines some of the challenges with the current reactive approach, such as crashes occurring and teams blaming the QA team. It then discusses how to take a more proactive approach by efficiently creating and organizing tests, monitoring tests, reusing tests and parameters, consolidating results, and defining test scenarios before coding using behavior driven development. The key recommendations are to record manual and exploratory tests, use a test management system that promotes reuse, radiate test results to development systems, build combined testing dashboards, and use BDD to ensure early test planning.
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
Quality Center has been the most widely adopted test management solution in the market to date, but times are changing with the completed acquisition by Micro Focus. Unfortunately, Micro Focus’ published 4-year plan focuses on profits and cost cutting, meaning a shift away from innovation and customer service.
Join us to learn how QASymphony champions the modern tester, as we highlight our 3-year strategic plan. We’ll highlight customers who have successful made the switch from Quality Center to qTest and share our experience migrating dozens of customers from HP Quality Center, following best practices for making a smooth transition into the next generation of test management.
Building Better Collaboration Between Development and Testing in a DevOps WorldQASymphony
This document discusses collaboration between development and testing teams in DevOps. It notes that most organizations now practice agile development and many are adopting DevOps. When testing is integrated into frequent code deployments, it allows for much higher performance. The document advocates for promoting collaboration across teams through practices like clarifying requirements upfront, adopting test-first approaches using behavior-driven development, and integrating testing feedback directly into builds for continuous feedback. It discusses capabilities needed like visibility into testing, consolidated dashboards, and integration with version control systems. The goal is to move testing earlier in the process and continuously deliver high quality software through better collaboration.
How do you address an organisations’ “quality problem”? Mark will be talking about his role as Head of Quality at Cambridge Assessment and exploring how he is approaching getting the answers to that very question.
QASymphony Atlanta Customer User Group Fall 2017QASymphony
Thanks to all who came out and were part of our first customer user group! All our expectations for the day were exceeded and we hope you feel the same way.
If you weren't able to make it, here's what you missed:
Judy Chung, Product Manager, gave a summary of recent and upcoming features (site level fields, new UI of TestPad) as well as a sneak preview of our newest product (codename: Automation Hub).
Elise Carmichael, VP of Quality, demo-ed several best practice topics, ranging from organizing your qTest repository to reviewing the different automation integration options.
Erika Chestnut, Director of QA at Sterling Talent Solutions, shared her story as a QASymphony customer who recently replaced HP Quality Center with qTest and provided insight into leading change management across her organization.
Agile Metrics - ASTQB Workshop by Philip Lew - XBOSoftXBOSoft
When implementing software quality metrics, you need to first understand the purpose of the metric and who will be using it. Will the metric be used for measuring people, the process, illustrate the level of quality in software products, or drive towards a specific objective? QA managers typically want to deliver productivity metrics, while management may want to see metrics that support customer or user satisfaction or cost related (ROI) initiatives.
With agile development methods, we often lose sight that our primary objective is the same: quality. We’ve also added the primary objective of velocity. However, we don’t now how to measure it other than ‘velocity’ itself.
With a agile mindset, define quality for your organization with an agile looking glass. Deliver software quality metrics with actionable objectives toward increasing or improving agile’s two primary objectives, quality and velocity for working software.
You Will Learn:
-- Mistakes people make in agile metrics and how to avoid them.
-- How to consistently and systematically improve root causes of low velocity.
-- How to reduce rework.
-- How to analyze your agile process and determine meaningful metrics to present to management.
Jacques G. Quereau is seeking a position that allows him to support his family and demonstrate values such as honesty, trust, and openness. He has over 30 years of experience in various roles including sales, service, operations supervision, and owner of a renovation business. His background includes wireline operations, well intervention supervision, and production assistance. He is skilled in Microsoft Office, sales software, public speaking, problem solving, and budgeting. References are provided from previous supervisors and business contacts spanning 10 to 20 years.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
Agile metrics: Measure and Improve:
Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by Wemanity - www.wemanity.com - the agile driving force
Agile without DevOps is incomplete as DevOps helps align development and operations teams to improve customer experiences and respond faster to business needs. DevOps utilizes automation, collaboration between teams, and continuous delivery to support Agile principles like iterative delivery and adapting to change. Specifically, DevOps automates testing, deployment, monitoring and other processes to enable Agile teams to release working software more frequently with high quality and reliability.
This document discusses agile metrics and why they matter. It begins with an introduction to Erik Weber and his background. It then provides a brief history of metrics usage, comparing traditional and agile environments. In traditional environments, metrics were often used punitively with negative effects, while agile focuses on building quality in through practices like definition of done. The document cautions that the only metric that truly matters is customer feedback. It discusses the human side of metrics, like the Hawthorne effect, and suggests focusing on outcomes rather than outputs. Finally, it provides examples of agile metrics like sprint burndowns, velocity, throughput and happiness that can provide value when used appropriately.
The document discusses various metrics that can be used to measure performance on Agile teams. It begins by explaining common metrics like velocity, running tested features, and bugs. It then covers metrics for each principle of the Agile manifesto, including customer satisfaction surveys to measure value, test coverage for quality, and burn up/down charts for delivery. Other metrics discussed include collaboration metrics like cumulative flow diagrams and team surveys, as well as continuous improvement metrics like team radar assessments. The document provides examples and references for further information.
The primary metric in an Agile project is whether working software actually exists, and is demonstrably suitable for its intended purpose. This is determined empirically, by demonstration, at the end of every single iteration and product increment
All teams and projects are encouraged to pivot most of their measuring-attention to this fact. All other metrics are subordinate to that objective and the overriding goal of keeping the focus on rapid delivery of quality, working software.
Our top 10 Metrics reveal the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
This document discusses how to assess an organization's adoption of Agile practices using a rating system. It describes 8 key Agile characteristics: iterative value delivery, breakdown and prioritization, continuous customer interaction, quality focus, self-organized teams, transparent status tracking, extreme automation, and organizational agility. The reader is prompted to rate their project/organization on each characteristic in order to identify strengths and areas for improvement in their "Agile ride". Making improvements across these dimensions can help make an organization's Agile adoption more effective.
Learn how TUI UK&I selected qTest as their preferred replacement Test Tool to meet their current and future Enterprise Testing challenges. How they successfully implemented qTest and where they hope to be in 12 months’ time.
The document discusses various metrics that can be used to measure progress on agile software development projects. It describes metrics like running tested features, earned business value, velocity, burn charts, and cumulative flow diagrams. It explains how these metrics can provide information on outcomes, identify areas for improvement, and influence team behavior in agile projects.
Agile Testing: The Role Of The Agile TesterDeclan Whelan
This presentation provides an overview of the role of testers on agile teams.
In essence, the differences between testers and developers should blur so that focus is the whole team completing stories and delivering value.
Testers can add more value on agile teams by contributing earlier and moving from defect detection to defect prevention.
What to expect in 30 60-90 days in agile transformation journey?SwatiKapoor43
In the first 30 days, the focus will be on conducting an as-is assessment of the organization's current agile practices. This includes interviews, exploring the business context, and understanding expectations. The next 30-60 days involve executing discovery sessions for new projects/releases and establishing agile roles, backlogs, and metrics to measure productivity. Teams will start delivering work incrementally. The next 60-90 days focus on refining practices, resolving issues identified in retrospectives, establishing velocity, and measuring improvements in agility health. The goal is to have self-organizing teams incrementally delivering value with transparent metrics by the end of 90 days.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
Quality Center has been the most widely adopted test management solution in the market to date, but times are changing with the completed acquisition by Micro Focus. Unfortunately, Micro Focus’ published 4-year plan focuses on profits and cost cutting, meaning a shift away from innovation and customer service.
Join us to learn how QASymphony champions the modern tester, as we highlight our 3-year strategic plan. We’ll highlight customers who have successful made the switch from Quality Center to qTest and share our experience migrating dozens of customers from HP Quality Center, following best practices for making a smooth transition into the next generation of test management.
Building Better Collaboration Between Development and Testing in a DevOps WorldQASymphony
This document discusses collaboration between development and testing teams in DevOps. It notes that most organizations now practice agile development and many are adopting DevOps. When testing is integrated into frequent code deployments, it allows for much higher performance. The document advocates for promoting collaboration across teams through practices like clarifying requirements upfront, adopting test-first approaches using behavior-driven development, and integrating testing feedback directly into builds for continuous feedback. It discusses capabilities needed like visibility into testing, consolidated dashboards, and integration with version control systems. The goal is to move testing earlier in the process and continuously deliver high quality software through better collaboration.
How do you address an organisations’ “quality problem”? Mark will be talking about his role as Head of Quality at Cambridge Assessment and exploring how he is approaching getting the answers to that very question.
QASymphony Atlanta Customer User Group Fall 2017QASymphony
Thanks to all who came out and were part of our first customer user group! All our expectations for the day were exceeded and we hope you feel the same way.
If you weren't able to make it, here's what you missed:
Judy Chung, Product Manager, gave a summary of recent and upcoming features (site level fields, new UI of TestPad) as well as a sneak preview of our newest product (codename: Automation Hub).
Elise Carmichael, VP of Quality, demo-ed several best practice topics, ranging from organizing your qTest repository to reviewing the different automation integration options.
Erika Chestnut, Director of QA at Sterling Talent Solutions, shared her story as a QASymphony customer who recently replaced HP Quality Center with qTest and provided insight into leading change management across her organization.
Agile Metrics - ASTQB Workshop by Philip Lew - XBOSoftXBOSoft
When implementing software quality metrics, you need to first understand the purpose of the metric and who will be using it. Will the metric be used for measuring people, the process, illustrate the level of quality in software products, or drive towards a specific objective? QA managers typically want to deliver productivity metrics, while management may want to see metrics that support customer or user satisfaction or cost related (ROI) initiatives.
With agile development methods, we often lose sight that our primary objective is the same: quality. We’ve also added the primary objective of velocity. However, we don’t now how to measure it other than ‘velocity’ itself.
With a agile mindset, define quality for your organization with an agile looking glass. Deliver software quality metrics with actionable objectives toward increasing or improving agile’s two primary objectives, quality and velocity for working software.
You Will Learn:
-- Mistakes people make in agile metrics and how to avoid them.
-- How to consistently and systematically improve root causes of low velocity.
-- How to reduce rework.
-- How to analyze your agile process and determine meaningful metrics to present to management.
Jacques G. Quereau is seeking a position that allows him to support his family and demonstrate values such as honesty, trust, and openness. He has over 30 years of experience in various roles including sales, service, operations supervision, and owner of a renovation business. His background includes wireline operations, well intervention supervision, and production assistance. He is skilled in Microsoft Office, sales software, public speaking, problem solving, and budgeting. References are provided from previous supervisors and business contacts spanning 10 to 20 years.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
Agile metrics: Measure and Improve:
Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by Wemanity - www.wemanity.com - the agile driving force
Agile without DevOps is incomplete as DevOps helps align development and operations teams to improve customer experiences and respond faster to business needs. DevOps utilizes automation, collaboration between teams, and continuous delivery to support Agile principles like iterative delivery and adapting to change. Specifically, DevOps automates testing, deployment, monitoring and other processes to enable Agile teams to release working software more frequently with high quality and reliability.
This document discusses agile metrics and why they matter. It begins with an introduction to Erik Weber and his background. It then provides a brief history of metrics usage, comparing traditional and agile environments. In traditional environments, metrics were often used punitively with negative effects, while agile focuses on building quality in through practices like definition of done. The document cautions that the only metric that truly matters is customer feedback. It discusses the human side of metrics, like the Hawthorne effect, and suggests focusing on outcomes rather than outputs. Finally, it provides examples of agile metrics like sprint burndowns, velocity, throughput and happiness that can provide value when used appropriately.
The document discusses various metrics that can be used to measure performance on Agile teams. It begins by explaining common metrics like velocity, running tested features, and bugs. It then covers metrics for each principle of the Agile manifesto, including customer satisfaction surveys to measure value, test coverage for quality, and burn up/down charts for delivery. Other metrics discussed include collaboration metrics like cumulative flow diagrams and team surveys, as well as continuous improvement metrics like team radar assessments. The document provides examples and references for further information.
The primary metric in an Agile project is whether working software actually exists, and is demonstrably suitable for its intended purpose. This is determined empirically, by demonstration, at the end of every single iteration and product increment
All teams and projects are encouraged to pivot most of their measuring-attention to this fact. All other metrics are subordinate to that objective and the overriding goal of keeping the focus on rapid delivery of quality, working software.
Our top 10 Metrics reveal the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
This document discusses how to assess an organization's adoption of Agile practices using a rating system. It describes 8 key Agile characteristics: iterative value delivery, breakdown and prioritization, continuous customer interaction, quality focus, self-organized teams, transparent status tracking, extreme automation, and organizational agility. The reader is prompted to rate their project/organization on each characteristic in order to identify strengths and areas for improvement in their "Agile ride". Making improvements across these dimensions can help make an organization's Agile adoption more effective.
Learn how TUI UK&I selected qTest as their preferred replacement Test Tool to meet their current and future Enterprise Testing challenges. How they successfully implemented qTest and where they hope to be in 12 months’ time.
The document discusses various metrics that can be used to measure progress on agile software development projects. It describes metrics like running tested features, earned business value, velocity, burn charts, and cumulative flow diagrams. It explains how these metrics can provide information on outcomes, identify areas for improvement, and influence team behavior in agile projects.
Agile Testing: The Role Of The Agile TesterDeclan Whelan
This presentation provides an overview of the role of testers on agile teams.
In essence, the differences between testers and developers should blur so that focus is the whole team completing stories and delivering value.
Testers can add more value on agile teams by contributing earlier and moving from defect detection to defect prevention.
What to expect in 30 60-90 days in agile transformation journey?SwatiKapoor43
In the first 30 days, the focus will be on conducting an as-is assessment of the organization's current agile practices. This includes interviews, exploring the business context, and understanding expectations. The next 30-60 days involve executing discovery sessions for new projects/releases and establishing agile roles, backlogs, and metrics to measure productivity. Teams will start delivering work incrementally. The next 60-90 days focus on refining practices, resolving issues identified in retrospectives, establishing velocity, and measuring improvements in agility health. The goal is to have self-organizing teams incrementally delivering value with transparent metrics by the end of 90 days.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
Benzne Webinar : What to expect in 30-60-90 days in Agile Transformation Jour...Tarun Singh
- The document discusses an Agile transformation journey and what to expect in the first 30-60-90 days.
- In the first 30 days, an as-is assessment would be conducted and focused workshops delivered. The first sprint would ensure role clarity, backlog readiness, and effective estimations.
- In the next 30-60 days, blockers would be resolved and insights from reviews would be collected. Velocity and team health progress would be evaluated. Implementation of growth plan points would begin.
- By 90 days, an agility health assessment would be conducted. Key initiatives and changes would be identified and metrics established to measure improvements. The transformation journey would continue beyond the initial 90 days phase.
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
Creating a pull for DevOps in an Agile TransformationTimothy Wise
This presentation was used to start a conversation with the Atlanta DevOps community around patterns for introducing DevOps in large organizations. During the session, I presented findings from coaches around the US.
The adoption of digitalization has profoundly impacted the different aspects of business operations, especially marketing. Thanks to digitally-focused marketing campaigns, companies can boost their marketing strategies in a faster and more simplified manner. In theory, this makes it more convenient for them to respond to changes in unpredictable markets effectively.
However, transforming internal dot-com marketing operations in a scaled agile way has been truly challenging. Most enterprises are blocked from effectively enabling digital campaign and efficient acquisitions and conversions through a timely cross functional collaboration for delivery planning and execution among creative designers, content creators, IT development/QA, analytics, and publishing. Please join us for a case study review, sharing how a Silicon Valley S/W market leader has transformed their dot-com digital marketing operations using scaled agile transformation.
DOES15 - Ramona Jackson and Aji Rajappan - Continuous Delivery at Cisco ITGene Kim
Cisco IT implemented a large-scale continuous delivery transformation to improve software quality, optimize costs, and accelerate time to capability. Their approach included establishing a core team, adopting agile methodologies, automating testing, embedding subject matter experts, and grouping applications into adoption waves. Key results were increased agile adoption rates, productivity savings, and measurable business value. The transformation required addressing needs like environment refreshes and concurrent code versions, as well as focusing on areas like tools, training, processes, and culture change.
This document discusses using a Kanban/Scrum mashup approach to execute fixed price projects. It proposes using Kanban boards to visualize work in progress, limiting work in progress, and tracking progress through burndown charts. It also discusses adapting earned value management techniques to track budget and schedule by defining productivity factors that account for team ramp-up. The approach aims to bring benefits of agile and lean thinking to fixed price projects while addressing needs for budget control and commitment to timelines.
AGILE PORTUGAL 2016: Adopted agile in a CMMI L5 enterprise: what were the fin...Délio Almeida
This document outlines the results and experiences of a company adopting Agile practices within an existing CMMI Level 5 enterprise. It describes the 5 phases of the process improvement, including defining Agile methodology, conducting pilots, deploying improvements, monitoring deployment, and evaluating effects. Key results included certifying 40 Scrum Masters, achieving sprint goals 86% of the time on average, and preliminary indications of a 7% improvement in net margins. Challenges included maintaining an Agile culture and slower than expected introduction of new tools. Overall, the company was able to successfully blend Agile and CMMI practices and saw benefits from the adoption of Agile.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
The document provides an overview of Lean Six Sigma. It discusses Lean, which aims to eliminate waste from processes. Tools of Lean include 5S, visual management, value stream mapping, and Kaizen for continuous improvement. The first presentation introduces Lean and Six Sigma. The second focuses on Lean tools to save money like 5S and value stream mapping. The third presentation covers the Six Sigma DMAIC process and statistical tools. 5S principles are sorting, simplifying, shining, standardizing and sustaining an organized work environment. An example of applying 5S to electronic components involves creating a database and organizing storage and design kits.
The document discusses implementing agile frameworks and principles beyond just using a specific methodology like Scrum. It emphasizes that agile is a mindset and collection of practices guided by values like being people-centric. The document outlines the stages of an agile journey from building awareness to scaling agility at different levels. It also provides examples of activities involved before, during and after executing an agile project like story mapping, prioritization, sprint planning and conducting agility health assessments.
The document discusses implementing agile frameworks and principles beyond just using a single framework like Scrum. It emphasizes that agile is a collection of practices guided by values like being people-centric. The document outlines the stages of an agile journey from business agility to creating high performing teams. It also discusses activities before, during and after executing projects like discovery, sprinting and agility health assessments. Key aspects covered include personas, story mapping, prioritization, estimation and metrics.
Physical Percent Complete is a primary measure of progress to plan for all project work. For Agile projects, this is a critical success factor. Here's how
LKIN 17: Lean Kanban Assessment and Implementation - NandakumarInnovation Roots
This document summarizes a Lean Kanban assessment and implementation conducted for a client. The assessment identified gaps between the client's Safe practices and Lean/Kanban principles. 20 recommendations were made and prioritized for implementation in waves over 0-180 days. The recommendations aimed to improve value delivery, flow, pull, perfection and visualization. Kaizen practices would be structured, quality circles established, and metrics/Kanbans better utilized to increase predictability, optimize processes and continuously improve using Lean techniques.
Lean Kanban India 2017 | Lean-Kanban Assessment and Implementation for an Ins...LeanKanbanIndia
Session Title : Lean-Kanban Assessment and Implementation for an Insurance client
Session Overview : An Insurance Client has been maturing with scaled agile practices and has been shifting the focus to adopt Safe 4.0 practices to align with Industry trends to improve the overall Value and predictability. The line of business wanted speed, predictability and transformation. The IT department of insurance client wanted continuous delivery, value, continual improvement. The IT Development team wanted mutual respect, cross-functional learning, and ownership. The primary outcome of this paper is to showcase the assessment and the implementation initiatives taken in the IT Process to address the above mentioned problems of the Insurance client in the IT Organization.
Kanban India 2024 | Jayalatha Ramachandran and Kiran K | Drive Business Agili...LeanKanbanIndia
This document shows the case study how by adopting KANBAN helped client to drive Business Agility in Implementing IT change and how Agile metrics helped to improve the delivery efficiency.
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
Agile Gurugram 2017 | DevOps > CI + CD | Sudipta LahiriAgileNetwork
DevOps involves integrating development and operations to enable continuous delivery of valuable software. This is achieved through practices like continuous integration (CI), where code changes are automatically built and tested frequently to detect issues early. CI involves integrating code changes daily on a mainline that builds on every commit. It also requires maintaining a single code repository, automating builds, testing, and deployments. Adopting architectures that support independent deployable services and embracing automation allows for higher quality, more reliable software to be delivered more rapidly through DevOps.
What AI Means For Your Product Strategy And What To Do About ItVMware Tanzu
The document summarizes Matthew Quinn's presentation on "What AI Means For Your Product Strategy And What To Do About It" at Denver Startup Week 2023. The presentation discusses how generative AI could impact product strategies by potentially solving problems companies have ignored or allowing competitors to create new solutions. Quinn advises product teams to evaluate their strategies and roadmaps, ensure they understand user needs, and consider how AI may change the problems being addressed. He provides examples of how AI could influence product development for apps in home organization and solar sales. Quinn concludes by urging attendees not to ignore AI's potential impacts and to have hard conversations about emerging threats and opportunities.
Make the Right Thing the Obvious Thing at Cardinal Health 2023VMware Tanzu
This document discusses the evolution of internal developer platforms and defines what they are. It provides a timeline of how technologies like infrastructure as a service, public clouds, containers and Kubernetes have shaped developer platforms. The key aspects of an internal developer platform are described as providing application-centric abstractions, service level agreements, automated processes from code to production, consolidated monitoring and feedback. The document advocates that internal platforms should make the right choices obvious and easy for developers. It also introduces Backstage as an open source solution for building internal developer portals.
Enhancing DevEx and Simplifying Operations at ScaleVMware Tanzu
Cardinal Health introduced Tanzu Application Service in 2016 and set up foundations for cloud native applications in AWS and later migrated to GCP in 2018. TAS has provided Cardinal Health with benefits like faster development of applications, zero downtime for critical applications, hosting over 5,000 application instances, quicker patching for security vulnerabilities, and savings through reduced lead times and staffing needs.
Dan Vega discussed upcoming changes and improvements in Spring including Spring Boot 3, which will have support for JDK 17, Jakarta EE 9/10, ahead-of-time compilation, improved observability with Micrometer, and Project Loom's virtual threads. Spring Boot 3.1 additions were also highlighted such as Docker Compose integration and Spring Authorization Server 1.0. Spring Boot 3.2 will focus on embracing virtual threads from Project Loom to improve scalability of web applications.
Platforms, Platform Engineering, & Platform as a ProductVMware Tanzu
This document discusses building platforms as products and reducing developer toil. It notes that platform engineering now encompasses PaaS and developer tools. A quote from Mercedes-Benz emphasizes building platforms for developers, not for the company itself. The document contrasts reactive, ticket-driven approaches with automated, self-service platforms and products. It discusses moving from considering platforms as a cost center to experts that drive business results. Finally, it provides questions to identify sources of developer toil, such as issues with workstation setup, running software locally, integration testing, committing changes, and release processes.
This document provides an overview of building cloud-ready applications in .NET. It defines what makes an application cloud-ready, discusses common issues with legacy applications, and recommends design patterns and practices to address these issues, including loose coupling, high cohesion, messaging, service discovery, API gateways, and resiliency policies. It includes code examples and links to additional resources.
Dan Vega discussed new features and capabilities in Spring Boot 3 and beyond, including support for JDK 17, Jakarta EE 9, ahead-of-time compilation, observability with Micrometer, Docker Compose integration, and initial support for Project Loom's virtual threads in Spring Boot 3.2 to improve scalability. He provided an overview of each new feature and explained how they can help Spring applications.
Spring Cloud Gateway - SpringOne Tour 2023 Charles Schwab.pdfVMware Tanzu
Spring Cloud Gateway is a gateway that provides routing, security, monitoring, and resiliency capabilities for microservices. It acts as an API gateway and sits in front of microservices, routing requests to the appropriate microservice. The gateway uses predicates and filters to route requests and modify requests and responses. It is lightweight and built on reactive principles to enable it to scale to thousands of routes.
This document appears to be from a VMware Tanzu Developer Connect presentation. It discusses Tanzu Application Platform (TAP), which provides a developer experience on Kubernetes across multiple clouds. TAP aims to unlock developer productivity, build rapid paths to production, and coordinate the work of development, security and operations teams. It offers features like pre-configured templates, integrated developer tools, centralized visibility and workload status, role-based access control, automated pipelines and built-in security. The presentation provides examples of how these capabilities improve experiences for developers, operations teams and security teams.
The document provides information about a Tanzu Developer Connect Workshop on Tanzu Application Platform. The agenda includes welcome and introductions on Tanzu Application Platform, followed by interactive hands-on workshops on the developer experience and operator experience. It will conclude with a quiz, prizes and giveaways. The document discusses challenges with developing on Kubernetes and how Tanzu Application Platform aims to improve the developer experience with features like pre-configured templates, developer tools integration, rapid iteration and centralized management.
The Tanzu Developer Connect is a hands-on workshop that dives deep into TAP. Attendees receive a hands on experience. This is a great program to leverage accounts with current TAP opportunities.
The Tanzu Developer Connect is a hands-on workshop that dives deep into TAP. Attendees receive a hands on experience. This is a great program to leverage accounts with current TAP opportunities.
Simplify and Scale Enterprise Apps in the Cloud | Dallas 2023VMware Tanzu
This document discusses simplifying and scaling enterprise Spring applications in the cloud. It provides an overview of Azure Spring Apps, which is a fully managed platform for running Spring applications on Azure. Azure Spring Apps handles infrastructure management and application lifecycle management, allowing developers to focus on code. It is jointly built, operated, and supported by Microsoft and VMware. The document demonstrates how to create an Azure Spring Apps service, create an application, and deploy code to the application using three simple commands. It also discusses features of Azure Spring Apps Enterprise, which includes additional capabilities from VMware Tanzu components.
SpringOne Tour: Deliver 15-Factor Applications on Kubernetes with Spring BootVMware Tanzu
The document discusses 15 factors for building cloud native applications with Kubernetes based on the 12 factor app methodology. It covers factors such as treating code as immutable, externalizing configuration, building stateless and disposable processes, implementing authentication and authorization securely, and monitoring applications like space probes. The presentation aims to provide an overview of the 15 factors and demonstrate how to build cloud native applications using Kubernetes based on these principles.
SpringOne Tour: The Influential Software EngineerVMware Tanzu
The document discusses the importance of culture in software projects and how to influence culture. It notes that software projects involve people and personalities, not just technology. It emphasizes that culture informs everything a company does and is very difficult to change. It provides advice on being aware of your company's culture, finding ways to inculcate good cultural values like writing high-quality code, and approaches for influencing decision makers to prioritize culture.
SpringOne Tour: Domain-Driven Design: Theory vs PracticeVMware Tanzu
This document discusses domain-driven design, clean architecture, bounded contexts, and various modeling concepts. It provides examples of an e-scooter reservation system to illustrate domain modeling techniques. Key topics covered include identifying aggregates, bounded contexts, ensuring single sources of truth, avoiding anemic domain models, and focusing on observable domain behaviors rather than implementation details.
How to Batch Export Lotus Notes NSF Emails to Outlook PST Easily?steaveroggers
Migrating from Lotus Notes to Outlook can be a complex and time-consuming task, especially when dealing with large volumes of NSF emails. This presentation provides a complete guide on how to batch export Lotus Notes NSF emails to Outlook PST format quickly and securely. It highlights the challenges of manual methods, the benefits of using an automated tool, and introduces eSoftTools NSF to PST Converter Software — a reliable solution designed to handle bulk email migrations efficiently. Learn about the software’s key features, step-by-step export process, system requirements, and how it ensures 100% data accuracy and folder structure preservation during migration. Make your email transition smoother, safer, and faster with the right approach.
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Meet the Agents: How AI Is Learning to Think, Plan, and CollaborateMaxim Salnikov
Imagine if apps could think, plan, and team up like humans. Welcome to the world of AI agents and agentic user interfaces (UI)! In this session, we'll explore how AI agents make decisions, collaborate with each other, and create more natural and powerful experiences for users.
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PDF Reader Pro is a software application, often referred to as an AI-powered PDF editor and converter, designed for viewing, editing, annotating, and managing PDF files. It supports various PDF functionalities like merging, splitting, converting, and protecting PDFs. Additionally, it can handle tasks such as creating fillable forms, adding digital signatures, and performing optical character recognition (OCR).
Microsoft AI Nonprofit Use Cases and Live Demo_2025.04.30.pdfTechSoup
In this webinar we will dive into the essentials of generative AI, address key AI concerns, and demonstrate how nonprofits can benefit from using Microsoft’s AI assistant, Copilot, to achieve their goals.
This event series to help nonprofits obtain Copilot skills is made possible by generous support from Microsoft.
What You’ll Learn in Part 2:
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Maxon Cinema 4D 2025 is the latest version of the Maxon's 3D software, released in September 2024, and it builds upon previous versions with new tools for procedural modeling and animation, as well as enhancements to particle, Pyro, and rigid body simulations. CG Channel also mentions that Cinema 4D 2025.2, released in April 2025, focuses on spline tools and unified simulation enhancements.
Key improvements and features of Cinema 4D 2025 include:
Procedural Modeling: New tools and workflows for creating models procedurally, including fabric weave and constellation generators.
Procedural Animation: Field Driver tag for procedural animation.
Simulation Enhancements: Improved particle, Pyro, and rigid body simulations.
Spline Tools: Enhanced spline tools for motion graphics and animation, including spline modifiers from Rocket Lasso now included for all subscribers.
Unified Simulation & Particles: Refined physics-based effects and improved particle systems.
Boolean System: Modernized boolean system for precise 3D modeling.
Particle Node Modifier: New particle node modifier for creating particle scenes.
Learning Panel: Intuitive learning panel for new users.
Redshift Integration: Maxon now includes access to the full power of Redshift rendering for all new subscriptions.
In essence, Cinema 4D 2025 is a major update that provides artists with more powerful tools and workflows for creating 3D content, particularly in the fields of motion graphics, VFX, and visualization.
This presentation explores code comprehension challenges in scientific programming based on a survey of 57 research scientists. It reveals that 57.9% of scientists have no formal training in writing readable code. Key findings highlight a "documentation paradox" where documentation is both the most common readability practice and the biggest challenge scientists face. The study identifies critical issues with naming conventions and code organization, noting that 100% of scientists agree readable code is essential for reproducible research. The research concludes with four key recommendations: expanding programming education for scientists, conducting targeted research on scientific code quality, developing specialized tools, and establishing clearer documentation guidelines for scientific software.
Presented at: The 33rd International Conference on Program Comprehension (ICPC '25)
Date of Conference: April 2025
Conference Location: Ottawa, Ontario, Canada
Preprint: https://arxiv.org/abs/2501.10037
Secure Test Infrastructure: The Backbone of Trustworthy Software DevelopmentShubham Joshi
A secure test infrastructure ensures that the testing process doesn’t become a gateway for vulnerabilities. By protecting test environments, data, and access points, organizations can confidently develop and deploy software without compromising user privacy or system integrity.
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Proactive Vulnerability Detection in Source Code Using Graph Neural Networks:...Ranjan Baisak
As software complexity grows, traditional static analysis tools struggle to detect vulnerabilities with both precision and context—often triggering high false positive rates and developer fatigue. This article explores how Graph Neural Networks (GNNs), when applied to source code representations like Abstract Syntax Trees (ASTs), Control Flow Graphs (CFGs), and Data Flow Graphs (DFGs), can revolutionize vulnerability detection. We break down how GNNs model code semantics more effectively than flat token sequences, and how techniques like attention mechanisms, hybrid graph construction, and feedback loops significantly reduce false positives. With insights from real-world datasets and recent research, this guide shows how to build more reliable, proactive, and interpretable vulnerability detection systems using GNNs.
Not So Common Memory Leaks in Java WebinarTier1 app
This SlideShare presentation is from our May webinar, “Not So Common Memory Leaks & How to Fix Them?”, where we explored lesser-known memory leak patterns in Java applications. Unlike typical leaks, subtle issues such as thread local misuse, inner class references, uncached collections, and misbehaving frameworks often go undetected and gradually degrade performance. This deck provides in-depth insights into identifying these hidden leaks using advanced heap analysis and profiling techniques, along with real-world case studies and practical solutions. Ideal for developers and performance engineers aiming to deepen their understanding of Java memory management and improve application stability.
Explaining GitHub Actions Failures with Large Language Models Challenges, In...ssuserb14185
GitHub Actions (GA) has become the de facto tool that developers use to automate software workflows, seamlessly building, testing, and deploying code. Yet when GA fails, it disrupts development, causing delays and driving up costs. Diagnosing failures becomes especially challenging because error logs are often long, complex and unstructured. Given these difficulties, this study explores the potential of large language models (LLMs) to generate correct, clear, concise, and actionable contextual descriptions (or summaries) for GA failures, focusing on developers’ perceptions of their feasibility and usefulness. Our results show that over 80% of developers rated LLM explanations positively in terms of correctness for simpler/small logs. Overall, our findings suggest that LLMs can feasibly assist developers in understanding common GA errors, thus, potentially reducing manual analysis. However, we also found that improved reasoning abilities are needed to support more complex CI/CD scenarios. For instance, less experienced developers tend to be more positive on the described context, while seasoned developers prefer concise summaries. Overall, our work offers key insights for researchers enhancing LLM reasoning, particularly in adapting explanations to user expertise.
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How can one start with crypto wallet development.pptxlaravinson24
This presentation is a beginner-friendly guide to developing a crypto wallet from scratch. It covers essential concepts such as wallet types, blockchain integration, key management, and security best practices. Ideal for developers and tech enthusiasts looking to enter the world of Web3 and decentralized finance.
Societal challenges of AI: biases, multilinguism and sustainabilityJordi Cabot
Towards a fairer, inclusive and sustainable AI that works for everybody.
Reviewing the state of the art on these challenges and what we're doing at LIST to test current LLMs and help you select the one that works best for you
Exceptional Behaviors: How Frequently Are They Tested? (AST 2025)Andre Hora
Exceptions allow developers to handle error cases expected to occur infrequently. Ideally, good test suites should test both normal and exceptional behaviors to catch more bugs and avoid regressions. While current research analyzes exceptions that propagate to tests, it does not explore other exceptions that do not reach the tests. In this paper, we provide an empirical study to explore how frequently exceptional behaviors are tested in real-world systems. We consider both exceptions that propagate to tests and the ones that do not reach the tests. For this purpose, we run an instrumented version of test suites, monitor their execution, and collect information about the exceptions raised at runtime. We analyze the test suites of 25 Python systems, covering 5,372 executed methods, 17.9M calls, and 1.4M raised exceptions. We find that 21.4% of the executed methods do raise exceptions at runtime. In methods that raise exceptions, on the median, 1 in 10 calls exercise exceptional behaviors. Close to 80% of the methods that raise exceptions do so infrequently, but about 20% raise exceptions more frequently. Finally, we provide implications for researchers and practitioners. We suggest developing novel tools to support exercising exceptional behaviors and refactoring expensive try/except blocks. We also call attention to the fact that exception-raising behaviors are not necessarily “abnormal” or rare.
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2. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
• This is NOT a PRESCRIPTIVE session
• Objective is to invoke thoughts on WHAT, HOW
& WHY we should measure
• “Agile Delivery Environment” used in the
presentation simply refers to a Scrum based
delivery structure – across industries (& NOT
ONLY IT)
• Be with me… it’s past midnight here (01:05 AM)!
Clarifications (just in case):
2
4. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
• Traditionally, businesses have always been
curious to know (or measure) few specific
elements – so that:
• Scope could be delivered On TIME, On SPEC,
On BUDGET
• Though time has changed, these basic asks
continue to remain valid
• But what needs improvement and change in
perspective is, WHAT should be measured, HOW
are those going to be measured & more
importantly WHY?
How to Use KPIs in an “Agile Delivery Environment”?
4
6. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
WHAT measure will help me to:
1. DELIVER on time?
2. REMOVE waste?
3. IMPROVE quality?
4. REDUCE cycle time?
5. INCREASE customer satisfaction?
6. STAY ahead of competition?
7. MAKE/SAVE more money?
How to identify “WHAT” should we measure?
6
Image Credit:Movie “Jerry Maguire”
7. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
But…Be Careful:
7
8. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
Goodhart’s Law:
COBRA Effect
8
1 2 3
9. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
Goal HOW do we achieve Goal? HOW do we measure?
Deliver on TIME Work EXTRA hours Log Hours/Swipes
Drive “good estimation” Track Committed vs Delivered User Stories
Add more people/teams Scaling Numbers (of Teams/Members)
Introduce Test Automation Automation Coverage
Reduce “Cycle Time” Control Charts
Identify “defects” early Defect Count in Dev Environment
Identify dependencies early Backlog Scoring
Once WHAT is Identified, Derive “HOW”:
9
10. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
• Coz THEY TOLD US TO
• TO AVOID KNOWING TOO LATE
• TO AVOID KNOWING TOO LITTLE
• TO KNOW THE RIGHT THINGS
• *** TO DO SOMETHING ABOUT IT ***
WHY do we measure what we measure?
10
A necessity (safety)
12. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
• Productivity
• Are we improving our ability to deliver product over time?
• Change in amount of working product delivered per Sprint
• Value Delivery
• Are we prioritizing the right features to deliver first?
• Business value per unit of team effort
• Quality
• Are we meeting our quality standards?
• Defect rate or service down-time
• Sustainability
• Are we working in a way we can continue for the long run?
• Mental well being/technical debt
Measurement should be done with specific views:
12
Credit: Scrum@Scale Practitioner Workshop
13. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
• Let’s look at metrics from the perspective of the Customer or Consumer
• Replace KPI by CPI i.e. Consumer Performance Indicator
• And put on the lens of a customer/consumer
Look at Measures Using “Correct Perspective”
13
Productivity
Value Delivery
Quality
Sustainability
Reduced Cost
Optimal Features
Better Product
Continuity
15. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
16. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
Executive Dashboard
10
20
40
12
20 20 20 20
15
10
15 14
0
10
20
30
40
50
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Velocity (SP/Sprint)
Team A Team B Team C
20%
50%
55%
75%
Automation Coverage
Sprint 1 Sprint 2 Sprint 3 Sprint 4
45 50
75 46
25
15
45 40
0
10
20
30
40
50
60
70
80
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Cumulative Story Points vs Defects
Cumulative Story Points Cumulative Defect Count
25
15
45
40
0
10
20
30
40
50
0 2 4 6
Defect Patterns
100%
100%
100%
100%
Story Completion
Sprint 1 Sprint 2 Sprint 3 Sprint 4
82
80
54
SP Delivery by Teams
Team A Team B Team C
16
17. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
Looking at Healthy Dashboard
Quarter
Rev $/point
$
Sprints
Velocity
(points)
V
Happiness rating
H
Quarter
Credit: Scrum@Scale Practitioner Workshop
17
Hypothesis: The Team is working well
18. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
• Identify Project/Program/Portfolio Objectives/Goals
• Set few but “well thought of” measures (which will NOT become targets)
• Make them TRANSPARENT
• Review these periodically → Are these measures allowing us to drive corrections/improvements?
• Rinse & Repeat
Key Takeaways: How to Use KPIs?
In an Agile Delivery Environment
18
19. SpringOne 2021: How to Use KPIs in an Agile DeliveryEnvironment – Arijit Sarbagna
Questions