際際滷shows by User: GeorgeAnghelache / http://www.slideshare.net/images/logo.gif 際際滷shows by User: GeorgeAnghelache / Tue, 12 Jan 2016 14:20:14 GMT 際際滷Share feed for 際際滷shows by User: GeorgeAnghelache Balancing the agile equation /slideshow/balancing-the-agile-equation/56957537 balancingtheagileequation-160112142014
Balancing the Agile Equation: people x process Individuals and interactions over processes and tools how often have you heard this phrase? I strongly believe in it however we see that a good balance between the two parts is the key to succeed. True respect for people means to provide them with what they need to get their job done. I this talk we will nuance People over process to People times process highlighting that if either are low, you get low productivity. Process does not ensure success, however a poor process needs heroes to succeed. ]]>
Balancing the Agile Equation: people x process Individuals and interactions over processes and tools how often have you heard this phrase? I strongly believe in it however we see that a good balance between the two parts is the key to succeed. True respect for people means to provide them with what they need to get their job done. I this talk we will nuance People over process to People times process highlighting that if either are low, you get low productivity. Process does not ensure success, however a poor process needs heroes to succeed. ]]> Tue, 12 Jan 2016 14:20:14 GMT /slideshow/balancing-the-agile-equation/56957537 GeorgeAnghelache@slideshare.net(GeorgeAnghelache) Balancing the agile equation GeorgeAnghelache Balancing the Agile Equation: people x process Individuals and interactions over processes and tools how often have you heard this phrase? I strongly believe in it however we see that a good balance between the two parts is the key to succeed. True respect for people means to provide them with what they need to get their job done. I this talk we will nuance People over process to People times process highlighting that if either are low, you get low productivity. Process does not ensure success, however a poor process needs heroes to succeed. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/balancingtheagileequation-160112142014-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Balancing the Agile Equation: people x process Individuals and interactions over processes and tools how often have you heard this phrase? I strongly believe in it however we see that a good balance between the two parts is the key to succeed. True respect for people means to provide them with what they need to get their job done. I this talk we will nuance People over process to People times process highlighting that if either are low, you get low productivity. Process does not ensure success, however a poor process needs heroes to succeed.
Balancing the agile equation from George Anghelache
]]> 663 6 https://cdn.slidesharecdn.com/ss_thumbnails/balancingtheagileequation-160112142014-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Back to the future /slideshow/back-to-the-future-56957302/56957302 backtothefuture-160112141443
Marty is a battle-scarred Scrum Master emerging victorious at the end of a long journey of agile discovery and adaptation. Marty vividly remembers everything from kicking off the 1st team, to the pain of working with 5 teams on the same backlog, then his first encounter with The Professor, right down to the launch of the 15th team and the delivery of the system. The Professor is the agile coach who taught him how to time travel and how to create his first Future Team: effecting Forward Planning as a new way of agile planning at product portfolio level. This is based on a real project, a 4 years programme of work that started with 1 team and grew to 15 teams, having 150+ business and technical people delivering a very complex and highly connected system. Follow our hero through his journey and find out how he and the teams have adapted the agile planning concepts to work at programme level.]]>
Marty is a battle-scarred Scrum Master emerging victorious at the end of a long journey of agile discovery and adaptation. Marty vividly remembers everything from kicking off the 1st team, to the pain of working with 5 teams on the same backlog, then his first encounter with The Professor, right down to the launch of the 15th team and the delivery of the system. The Professor is the agile coach who taught him how to time travel and how to create his first Future Team: effecting Forward Planning as a new way of agile planning at product portfolio level. This is based on a real project, a 4 years programme of work that started with 1 team and grew to 15 teams, having 150+ business and technical people delivering a very complex and highly connected system. Follow our hero through his journey and find out how he and the teams have adapted the agile planning concepts to work at programme level.]]> Tue, 12 Jan 2016 14:14:43 GMT /slideshow/back-to-the-future-56957302/56957302 GeorgeAnghelache@slideshare.net(GeorgeAnghelache) Back to the future GeorgeAnghelache Marty is a battle-scarred Scrum Master emerging victorious at the end of a long journey of agile discovery and adaptation. Marty vividly remembers everything from kicking off the 1st team, to the pain of working with 5 teams on the same backlog, then his first encounter with The Professor, right down to the launch of the 15th team and the delivery of the system. The Professor is the agile coach who taught him how to time travel and how to create his first Future Team: effecting Forward Planning as a new way of agile planning at product portfolio level. This is based on a real project, a 4 years programme of work that started with 1 team and grew to 15 teams, having 150+ business and technical people delivering a very complex and highly connected system. Follow our hero through his journey and find out how he and the teams have adapted the agile planning concepts to work at programme level. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/backtothefuture-160112141443-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Marty is a battle-scarred Scrum Master emerging victorious at the end of a long journey of agile discovery and adaptation. Marty vividly remembers everything from kicking off the 1st team, to the pain of working with 5 teams on the same backlog, then his first encounter with The Professor, right down to the launch of the 15th team and the delivery of the system. The Professor is the agile coach who taught him how to time travel and how to create his first Future Team: effecting Forward Planning as a new way of agile planning at product portfolio level. This is based on a real project, a 4 years programme of work that started with 1 team and grew to 15 teams, having 150+ business and technical people delivering a very complex and highly connected system. Follow our hero through his journey and find out how he and the teams have adapted the agile planning concepts to work at programme level.
Back to the future from George Anghelache
]]> 363 4 https://cdn.slidesharecdn.com/ss_thumbnails/backtothefuture-160112141443-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 CRASH & BURNdown /slideshow/crash-burndown/26276543 crashburndown-fordistribution-130917114624-phpapp02
Weve all dealt with the pain of helping Enterprise size clients to implement and work with Agile. Sometimes that failed abruptly. Have you worked with a poor product backlog? Was the Product Owner unable to take a decision on story priorities? Have you worked with a client partly committed to agile? Was the product deemed done by the PO and team only to be failed later in the path to production? Lets fictively explore together some of these pains and ponder on solutions for them. ]]>
Weve all dealt with the pain of helping Enterprise size clients to implement and work with Agile. Sometimes that failed abruptly. Have you worked with a poor product backlog? Was the Product Owner unable to take a decision on story priorities? Have you worked with a client partly committed to agile? Was the product deemed done by the PO and team only to be failed later in the path to production? Lets fictively explore together some of these pains and ponder on solutions for them. ]]> Tue, 17 Sep 2013 11:46:24 GMT /slideshow/crash-burndown/26276543 GeorgeAnghelache@slideshare.net(GeorgeAnghelache) CRASH & BURNdown GeorgeAnghelache Weve all dealt with the pain of helping Enterprise size clients to implement and work with Agile. Sometimes that failed abruptly. Have you worked with a poor product backlog? Was the Product Owner unable to take a decision on story priorities? Have you worked with a client partly committed to agile? Was the product deemed done by the PO and team only to be failed later in the path to production? Lets fictively explore together some of these pains and ponder on solutions for them. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/crashburndown-fordistribution-130917114624-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Weve all dealt with the pain of helping Enterprise size clients to implement and work with Agile. Sometimes that failed abruptly. Have you worked with a poor product backlog? Was the Product Owner unable to take a decision on story priorities? Have you worked with a client partly committed to agile? Was the product deemed done by the PO and team only to be failed later in the path to production? Lets fictively explore together some of these pains and ponder on solutions for them.
CRASH & BURNdown from George Anghelache
]]> 597 3 https://cdn.slidesharecdn.com/ss_thumbnails/crashburndown-fordistribution-130917114624-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-GeorgeAnghelache-48x48.jpg?cb=1523631969 A Projects Delivery Manager with 20 years of experience in the IT Software industry, has worked with clients such as RSA, Bupa, WorldPay, Barclays, Cadbury, Detica, KILN, Manchester United, VISA, The R&A, Vidiator, Nets, Ladbrokes, BPP, BrainJuicer, VocaLink, Thomsons, PayPoint, Truvo, Universal Music, Kraft. George began his career as Software Developer and quickly advanced though Team Lead, System Analyst and then worked 5 years as Technical Project Manager. In 2005 took the role of Delivery Director in one of the delivery centres of an international IT group managing all production departments: software development, software testing, project management and tech & app support. Later m... www.linkedin.com/in/georgea https://cdn.slidesharecdn.com/ss_thumbnails/balancingtheagileequation-160112142014-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/balancing-the-agile-equation/56957537 Balancing the agile eq... https://cdn.slidesharecdn.com/ss_thumbnails/backtothefuture-160112141443-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/back-to-the-future-56957302/56957302 Back to the future https://cdn.slidesharecdn.com/ss_thumbnails/crashburndown-fordistribution-130917114624-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/crash-burndown/26276543 CRASH &amp; BURNdown