�ݺ�ߣshows by User: IsecIndia

�ݺ�ߣshows by User: IsecIndia / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: IsecIndia / Thu, 18 Jan 2018 06:47:53 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: IsecIndia Deciphering Agile Big Data /slideshow/deciphering-agile-big-data/86332340 souravmaitra-180118064753
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach. During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method. Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.]]>
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach. During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method. Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.]]> Thu, 18 Jan 2018 06:47:53 GMT /slideshow/deciphering-agile-big-data/86332340 IsecIndia@slideshare.net(IsecIndia) Deciphering Agile Big Data IsecIndia The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach. During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method. Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/souravmaitra-180118064753-thumbnail.jpg?width=120&height=120&fit=bounds" /> The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach. During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method. Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.

Deciphering Agile Big Data from India Scrum Enthusiasts Community

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0 “How We Learnt to Stop Worrying and Live with Uncertainty” – Case Studies from Large Scale Agile Program Management /slideshow/how-we-learnt-to-stop-worrying-and-live-with-uncertainty-case-studies-from-large-scale-agile-program-management/86332333 maheshvaradharajanbeacon2017-180118064748
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges. My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.]]>
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges. My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.]]> Thu, 18 Jan 2018 06:47:48 GMT /slideshow/how-we-learnt-to-stop-worrying-and-live-with-uncertainty-case-studies-from-large-scale-agile-program-management/86332333 IsecIndia@slideshare.net(IsecIndia) “How We Learnt to Stop Worrying and Live with Uncertainty” – Case Studies from Large Scale Agile Program Management IsecIndia Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges. My talk will cover solutions to these challenges when multiple teams come together to deliver a solution. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/maheshvaradharajanbeacon2017-180118064748-thumbnail.jpg?width=120&height=120&fit=bounds" /> Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges. My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.

“How We Learnt to Stop Worrying and Live with Uncertainty” – Case Studies from Large Scale Agile Program Management from India Scrum Enthusiasts Community

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0 Rubber Meets the Road /slideshow/rubber-meets-the-road-86332222/86332222 alhadakolerubbermeetstheroad-180118064557
Session will have different aspects of the Agile Portfolio Management. Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan. Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management: Work Management Capacity Management Financial Management Value Management Continuous planning Continuous Visibility APM session will help you look at the portfolio in different way; and help you outpace changing business.]]>
Session will have different aspects of the Agile Portfolio Management. Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan. Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management: Work Management Capacity Management Financial Management Value Management Continuous planning Continuous Visibility APM session will help you look at the portfolio in different way; and help you outpace changing business.]]> Thu, 18 Jan 2018 06:45:57 GMT /slideshow/rubber-meets-the-road-86332222/86332222 IsecIndia@slideshare.net(IsecIndia) Rubber Meets the Road IsecIndia Session will have different aspects of the Agile Portfolio Management. Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan. Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management: Work Management Capacity Management Financial Management Value Management Continuous planning Continuous Visibility APM session will help you look at the portfolio in different way; and help you outpace changing business. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/alhadakolerubbermeetstheroad-180118064557-thumbnail.jpg?width=120&height=120&fit=bounds" /> Session will have different aspects of the Agile Portfolio Management. Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan. Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management: Work Management Capacity Management Financial Management Value Management Continuous planning Continuous Visibility APM session will help you look at the portfolio in different way; and help you outpace changing business.

Rubber Meets the Road from India Scrum Enthusiasts Community

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0 Can Agile Enthusiasm See The Organization Through? /slideshow/can-agile-enthusiasm-see-the-organization-through/86332211 karmathdangol-agilebeacon2017-180118064547
In modern organizations its important to understand the true meaning of being Agile. ]]>
In modern organizations its important to understand the true meaning of being Agile. ]]> Thu, 18 Jan 2018 06:45:47 GMT /slideshow/can-agile-enthusiasm-see-the-organization-through/86332211 IsecIndia@slideshare.net(IsecIndia) Can Agile Enthusiasm See The Organization Through? IsecIndia In modern organizations its important to understand the true meaning of being Agile. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/karmathdangol-agilebeacon2017-180118064547-thumbnail.jpg?width=120&height=120&fit=bounds" /> In modern organizations its important to understand the true meaning of being Agile.

Can Agile Enthusiasm See The Organization Through? from India Scrum Enthusiasts Community

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0 Agile HR From the trenches /slideshow/agile-hr-from-the-trenches/86332200 dovtsalbeacon-180118064533
An Agile transformation often focuses on IT, and at most cases runs into the boundaries of the softer side of the organisation. What if we initiate a transformation which is HR related? which is focused on employee engagement, and which applies Agile principles and the Scrum practice in HR? In this session I’d like to introduce you to the Agile HR manifesto, and share with you my HR agile journey, i hope to inspire you to have your own.]]>
An Agile transformation often focuses on IT, and at most cases runs into the boundaries of the softer side of the organisation. What if we initiate a transformation which is HR related? which is focused on employee engagement, and which applies Agile principles and the Scrum practice in HR? In this session I’d like to introduce you to the Agile HR manifesto, and share with you my HR agile journey, i hope to inspire you to have your own.]]> Thu, 18 Jan 2018 06:45:33 GMT /slideshow/agile-hr-from-the-trenches/86332200 IsecIndia@slideshare.net(IsecIndia) Agile HR From the trenches IsecIndia An Agile transformation often focuses on IT, and at most cases runs into the boundaries of the softer side of the organisation. What if we initiate a transformation which is HR related? which is focused on employee engagement, and which applies Agile principles and the Scrum practice in HR? In this session I’d like to introduce you to the Agile HR manifesto, and share with you my HR agile journey, i hope to inspire you to have your own. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/dovtsalbeacon-180118064533-thumbnail.jpg?width=120&height=120&fit=bounds" /> An Agile transformation often focuses on IT, and at most cases runs into the boundaries of the softer side of the organisation. What if we initiate a transformation which is HR related? which is focused on employee engagement, and which applies Agile principles and the Scrum practice in HR? In this session I’d like to introduce you to the Agile HR manifesto, and share with you my HR agile journey, i hope to inspire you to have your own.

Agile HR From the trenches from India Scrum Enthusiasts Community

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0 Evolutionary Change /slideshow/evolutionary-change-85756107/85756107 priyankpathak-evoltionarychange-beacon2017-180105102720
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach. In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value to manage change effectively and delivers a happier, innovative and better enterprise. Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.]]>
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach. In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value to manage change effectively and delivers a happier, innovative and better enterprise. Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.]]> Fri, 05 Jan 2018 10:27:20 GMT /slideshow/evolutionary-change-85756107/85756107 IsecIndia@slideshare.net(IsecIndia) Evolutionary Change IsecIndia Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach. In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value to manage change effectively and delivers a happier, innovative and better enterprise. Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/priyankpathak-evoltionarychange-beacon2017-180105102720-thumbnail.jpg?width=120&height=120&fit=bounds" /> Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach. In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value to manage change effectively and delivers a happier, innovative and better enterprise. Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.

Evolutionary Change from India Scrum Enthusiasts Community

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0 Software 4.0 : “How” of Building Software Driven Business /slideshow/software-40-how-of-building-software-driven-business/85755926 hareshamrebeacon2017hyderabad-180105102128
Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade. ‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world. Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed. Software 4.0 framework leverages nexus of following methodologies / initiatives – Business Model Canvas for value promise Design thinking Hackathon Modular Architecture Agile-at-scale CLM platform & Continuous Engineering Machine Learning Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.]]>
Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade. ‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world. Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed. Software 4.0 framework leverages nexus of following methodologies / initiatives – Business Model Canvas for value promise Design thinking Hackathon Modular Architecture Agile-at-scale CLM platform & Continuous Engineering Machine Learning Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.]]> Fri, 05 Jan 2018 10:21:28 GMT /slideshow/software-40-how-of-building-software-driven-business/85755926 IsecIndia@slideshare.net(IsecIndia) Software 4.0 : “How” of Building Software Driven Business IsecIndia Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade. ‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world. Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed. Software 4.0 framework leverages nexus of following methodologies / initiatives – Business Model Canvas for value promise Design thinking Hackathon Modular Architecture Agile-at-scale CLM platform & Continuous Engineering Machine Learning Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hareshamrebeacon2017hyderabad-180105102128-thumbnail.jpg?width=120&height=120&fit=bounds" /> Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade. ‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world. Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed. Software 4.0 framework leverages nexus of following methodologies / initiatives – Business Model Canvas for value promise Design thinking Hackathon Modular Architecture Agile-at-scale CLM platform & Continuous Engineering Machine Learning Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.

Software 4.0 : “How” of Building Software Driven Business from India Scrum Enthusiasts Community

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0 Agile Digital Architecture /slideshow/agile-digital-architecture/85755846 vijayakumarkhaderbadagiledigitalarchitecturev1-180105101914
The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.]]>
The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.]]> Fri, 05 Jan 2018 10:19:14 GMT /slideshow/agile-digital-architecture/85755846 IsecIndia@slideshare.net(IsecIndia) Agile Digital Architecture IsecIndia The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/vijayakumarkhaderbadagiledigitalarchitecturev1-180105101914-thumbnail.jpg?width=120&height=120&fit=bounds" /> The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.

Agile Digital Architecture from India Scrum Enthusiasts Community

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0 Governance mechanism to further business agility /slideshow/governance-mechanism-to-further-business-agility/85755580 srvsubrahmaniam-180105101111
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable. How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.]]>
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable. How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.]]> Fri, 05 Jan 2018 10:11:11 GMT /slideshow/governance-mechanism-to-further-business-agility/85755580 IsecIndia@slideshare.net(IsecIndia) Governance mechanism to further business agility IsecIndia Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable. How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/srvsubrahmaniam-180105101111-thumbnail.jpg?width=120&height=120&fit=bounds" /> Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable. How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.

Governance mechanism to further business agility from India Scrum Enthusiasts Community

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0 Opening the Mainframe world to Mobile Ecosystem in a seamless and beneficial way. /slideshow/opening-the-mainframe-world-to-mobile-ecosystem-in-a-seamless-and-beneficial-way/85755404 vishalvenkatesan-11-27-2017-180105100421
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability. In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.]]>
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability. In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.]]> Fri, 05 Jan 2018 10:04:21 GMT /slideshow/opening-the-mainframe-world-to-mobile-ecosystem-in-a-seamless-and-beneficial-way/85755404 IsecIndia@slideshare.net(IsecIndia) Opening the Mainframe world to Mobile Ecosystem in a seamless and beneficial way. IsecIndia Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability. In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/vishalvenkatesan-11-27-2017-180105100421-thumbnail.jpg?width=120&height=120&fit=bounds" /> Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability. In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.

Opening the Mainframe world to Mobile Ecosystem in a seamless and beneficial way. from India Scrum Enthusiasts Community

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0 Workplace Happiness - Is Business Agility Taking us Towards Happy Workplaces? /slideshow/workplace-happiness-is-business-agility-taking-us-towards-happy-workplaces-85755082/85755082 vivekganesanbeacon-isbusinessagilitytakingustowardshappyworkplaces-180102061634-180105095329
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense. The two studies that this session will discuss about are as follows: Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.]]>
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense. The two studies that this session will discuss about are as follows: Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.]]> Fri, 05 Jan 2018 09:53:29 GMT /slideshow/workplace-happiness-is-business-agility-taking-us-towards-happy-workplaces-85755082/85755082 IsecIndia@slideshare.net(IsecIndia) Workplace Happiness - Is Business Agility Taking us Towards Happy Workplaces? IsecIndia With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense. The two studies that this session will discuss about are as follows: Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/vivekganesanbeacon-isbusinessagilitytakingustowardshappyworkplaces-180102061634-180105095329-thumbnail.jpg?width=120&height=120&fit=bounds" /> With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense. The two studies that this session will discuss about are as follows: Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.

Workplace Happiness - Is Business Agility Taking us Towards Happy Workplaces? from India Scrum Enthusiasts Community

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0 Wave 2 of Agile: Agile Leadership Redefined /slideshow/wave-2-of-agile-agile-leadership-redefined-85751522/85751522 wave2ofagile-michaelsahota-180105072445
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results. Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth: “Be the change that you want to see in the world”. When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations. “To be or not to be? That is the question.”]]>
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results. Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth: “Be the change that you want to see in the world”. When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations. “To be or not to be? That is the question.”]]> Fri, 05 Jan 2018 07:24:45 GMT /slideshow/wave-2-of-agile-agile-leadership-redefined-85751522/85751522 IsecIndia@slideshare.net(IsecIndia) Wave 2 of Agile: Agile Leadership Redefined IsecIndia We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results. Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth: “Be the change that you want to see in the world”. When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations. “To be or not to be? That is the question.” <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/wave2ofagile-michaelsahota-180105072445-thumbnail.jpg?width=120&height=120&fit=bounds" /> We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results. Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth: “Be the change that you want to see in the world”. When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations. “To be or not to be? That is the question.”

Wave 2 of Agile: Agile Leadership Redefined from India Scrum Enthusiasts Community

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0 Agile Engineering Environment – 2017 /slideshow/agile-engineering-environment-2017-85751431/85751431 agileengineeringenvironment-vernonstinebaker-180105072022
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session. In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.]]>
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session. In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.]]> Fri, 05 Jan 2018 07:20:22 GMT /slideshow/agile-engineering-environment-2017-85751431/85751431 IsecIndia@slideshare.net(IsecIndia) Agile Engineering Environment – 2017 IsecIndia In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session. In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agileengineeringenvironment-vernonstinebaker-180105072022-thumbnail.jpg?width=120&height=120&fit=bounds" /> In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session. In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.

Agile Engineering Environment – 2017 from India Scrum Enthusiasts Community

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0 Management for Agility and Outcomes /slideshow/management-for-agility-and-outcomes/85427322 beaconhydisecavinashrao-171231071729
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.]]>
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.]]> Sun, 31 Dec 2017 07:17:29 GMT /slideshow/management-for-agility-and-outcomes/85427322 IsecIndia@slideshare.net(IsecIndia) Management for Agility and Outcomes IsecIndia There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/beaconhydisecavinashrao-171231071729-thumbnail.jpg?width=120&height=120&fit=bounds" /> There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.

Management for Agility and Outcomes from India Scrum Enthusiasts Community

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0 Agile Mindset Shifting: Agile For All /IsecIndia/agile-mindset-shifting-agile-for-all syedurrahman-171231071431
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments. Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile. ‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.]]>
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments. Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile. ‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.]]> Sun, 31 Dec 2017 07:14:31 GMT /IsecIndia/agile-mindset-shifting-agile-for-all IsecIndia@slideshare.net(IsecIndia) Agile Mindset Shifting: Agile For All IsecIndia An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments. Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile. ‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/syedurrahman-171231071431-thumbnail.jpg?width=120&height=120&fit=bounds" /> An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments. Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile. ‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.

Agile Mindset Shifting: Agile For All from India Scrum Enthusiasts Community

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0 Agile Engineering Environment – 2017 /IsecIndia/agile-engineering-environment-2017 agileengineeringenvironment-vernonstinebaker-171231070734
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session. In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.]]>
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session. In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.]]> Sun, 31 Dec 2017 07:07:34 GMT /IsecIndia/agile-engineering-environment-2017 IsecIndia@slideshare.net(IsecIndia) Agile Engineering Environment – 2017 IsecIndia In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session. In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agileengineeringenvironment-vernonstinebaker-171231070734-thumbnail.jpg?width=120&height=120&fit=bounds" /> In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session. In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.

Agile Engineering Environment – 2017 from India Scrum Enthusiasts Community

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0 Wave 2 of Agile: Agile Leadership Redefined /slideshow/wave-2-of-agile-agile-leadership-redefined/85426774 wave2ofagile-michaelsahota-171231070441
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results. Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth: “Be the change that you want to see in the world”. When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations. “To be or not to be? That is the question.”]]>
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results. Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth: “Be the change that you want to see in the world”. When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations. “To be or not to be? That is the question.”]]> Sun, 31 Dec 2017 07:04:41 GMT /slideshow/wave-2-of-agile-agile-leadership-redefined/85426774 IsecIndia@slideshare.net(IsecIndia) Wave 2 of Agile: Agile Leadership Redefined IsecIndia We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results. Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth: “Be the change that you want to see in the world”. When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations. “To be or not to be? That is the question.” <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/wave2ofagile-michaelsahota-171231070441-thumbnail.jpg?width=120&height=120&fit=bounds" /> We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results. Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth: “Be the change that you want to see in the world”. When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations. “To be or not to be? That is the question.”

Wave 2 of Agile: Agile Leadership Redefined from India Scrum Enthusiasts Community

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0 Five (Oops!) Six Mistakes You are Making as a Leader /slideshow/five-oops-six-mistakes-you-are-making-as-a-leader/85426625 sixmistakesleadersmakebeacon-171229165145-171231070113
The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values. Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.]]>
The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values. Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.]]> Sun, 31 Dec 2017 07:01:13 GMT /slideshow/five-oops-six-mistakes-you-are-making-as-a-leader/85426625 IsecIndia@slideshare.net(IsecIndia) Five (Oops!) Six Mistakes You are Making as a Leader IsecIndia The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values. Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/sixmistakesleadersmakebeacon-171229165145-171231070113-thumbnail.jpg?width=120&height=120&fit=bounds" /> The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values. Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.

Five (Oops!) Six Mistakes You are Making as a Leader from India Scrum Enthusiasts Community

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0 Empower the Forbidden Power Players /slideshow/empower-the-forbidden-power-players-85261258/85261258 sivaramathmakuri-171229082256
Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources. Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.]]>
Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources. Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.]]> Fri, 29 Dec 2017 08:22:56 GMT /slideshow/empower-the-forbidden-power-players-85261258/85261258 IsecIndia@slideshare.net(IsecIndia) Empower the Forbidden Power Players IsecIndia Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources. Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/sivaramathmakuri-171229082256-thumbnail.jpg?width=120&height=120&fit=bounds" /> Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources. Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.

Empower the Forbidden Power Players from India Scrum Enthusiasts Community

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0 Agility in Education System for Digital India /slideshow/agility-in-education-system-for-digital-india/85259605 sarithachalumuri-agilityineducationsystemfordigitalindia-02dec2017-171229080547
Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?]]>
Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?]]> Fri, 29 Dec 2017 08:05:47 GMT /slideshow/agility-in-education-system-for-digital-india/85259605 IsecIndia@slideshare.net(IsecIndia) Agility in Education System for Digital India IsecIndia Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/sarithachalumuri-agilityineducationsystemfordigitalindia-02dec2017-171229080547-thumbnail.jpg?width=120&height=120&fit=bounds" /> Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?

Agility in Education System for Digital India from India Scrum Enthusiasts Community

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0 https://cdn.slidesharecdn.com/profile-photo-IsecIndia-48x48.jpg?cb=1523156893 www.isec.co https://cdn.slidesharecdn.com/ss_thumbnails/souravmaitra-180118064753-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/deciphering-agile-big-data/86332340 Deciphering Agile Big ... https://cdn.slidesharecdn.com/ss_thumbnails/maheshvaradharajanbeacon2017-180118064748-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/how-we-learnt-to-stop-worrying-and-live-with-uncertainty-case-studies-from-large-scale-agile-program-management/86332333 “How We Learnt to Stop... https://cdn.slidesharecdn.com/ss_thumbnails/alhadakolerubbermeetstheroad-180118064557-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/rubber-meets-the-road-86332222/86332222 Rubber Meets the Road