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Scrum Day DK 2016 - Scrum Adoption Barriers
Scrum Day DK 2016 - Scrum Adoption BarriersMads Troels Hansen
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This document discusses barriers to adopting Scrum and provides recommendations to overcome them. Some common barriers include implementing Agile on top of an existing hierarchical structure, having fragile isolated teams with many dependencies, a project mindset focused on upfront planning and task management rather than product outcomes, neglecting technical practices, and treating Scrum as a mechanical process rather than with professionalism. The document recommends growing networks across teams, empowering teams, focusing on product metrics and user adoption, investing in software craftsmanship, establishing networks of co-managers to remove impediments, adopting an empirical mindset of learning through delivery, and scaling the product rather than Scrum process.ScrumDay DK 2014: Scrum, kanban, prince2, dos and donts
ScrumDay DK 2014: Scrum, kanban, prince2, dos and dontsMads Troels Hansen
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The document compares and contrasts Scrum, Kanban, and Prince 2 project management frameworks. It notes that Scrum focuses on managing complex work through self-organization, transparency, and empirical process adaptation. Kanban is more about managing flow and delivery rather than discovery. The Kanban Method advocates evolutionary change and visualizing work. Prince 2 includes 7 principles, 7 themes, and 7 processes for managing projects in controlled environments.Mortlake
Mortlakeislamapleson
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Mortlake is a small town in Victoria, Australia located near the Great Ocean Road. It has two schools, a lake called Tea Tree Lake, a caravan park, and used to host a buskers festival. Mortlake is known as the olive capital of Australia and has a quarry, 20 commercial buildings, a rose garden, and supports three football and netball clubs with an Olympic sized pool. The author enjoys Mortlake for its comfortable size that is not too small or large, feeling safe knowing others, and having opportunities to join sports clubs or fish at the local lake.Battlefield Bad Company 2
Battlefield Bad Company 2Amar Nath
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The document provides information about the Battlefield 3 video game, including its release date, developer, ratings, and sales. It discusses the game's vehicles, weapons, destructible environments, and regenerating health system. The document also covers the game's graphics, including texture quality, shadow quality, anisotropic filtering, and HBAO. It lists shader techniques used and includes concept art and 3D models with details on polygons, textures, and normal maps.Martha
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This photo album documents the growth and development of a child from 3 hours old to 2 years and 10 months old. Pictures show the child at various ages including 3 hours, 1 day, 1 week, 4 months, 7 months, 9 months, 1 year, 14 months, 2 years, 2 and a half years, 2 and 9 months, and 2 and 10 months old. The album tracks the child's physical changes and milestones over their first years.
X-box Kinect
X-box KinectAmar Nath
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Kinect is a motion sensing input device by Microsoft for the Xbox 360 video game console. It allows for controller-free gaming through gestures, voice commands, and object/image recognition using infrared sensors and cameras. At launch in 2010, Kinect was an immediate success, with over 2.5 million units sold in its first month. It brought new gamers to the market and interactive games through its innovative motion tracking technology. However, some hard-core gamers found it lacking and it required a significant amount of free space to play most titles. Overall, Kinect provided a unique casual gaming experience for parties and workouts as long as users had adequate room.Reviewing A Game - The Orange Box
Reviewing A Game - The Orange BoxAmar Nath
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Valve is an American video game company founded in 1996 that develops games like Half-Life and Portal. It owns Steam, the largest online gaming platform with over 25 million users. The Orange Box is a compilation released in 2007 that includes five games like Half-Life 2 and Portal that use Valve's Source engine. The Orange Box won numerous awards and was praised for its innovative games and value in including multiple titles.
Case metaconomy january2010
Case metaconomy january2010Mads Troels Hansen
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This document discusses Metaconomy's outsourcing of software development to Ukraine. It outlines Metaconomy's goals of starting fast, delivering an alpha release in January 2010, and establishing a team that could scale. It describes Metaconomy's process of selecting a vendor, establishing a team of a lead and two developers, and preparing the team through workshops on the product, development practices, and communication protocols. The initial results were positive, with the team established within two months and the first deliverable delivered after one week, putting Metaconomy on track to accelerate their release schedule and avoid common outsourcing problems.Øresund Agile 2009: ws7 customer_collaboration
Øresund Agile 2009: ws7 customer_collaborationMads Troels Hansen
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This document discusses using innovation games to gain insights into customer needs and collaborate with customers. It provides instructions for playing two games:
1) The Product Box game, where groups make boxes representing products and pitch them to each other, focusing on benefits.
2) The Remember the Future game, where groups envision how their Product Box has helped customers in the past, present and future to shape the product.
Debriefing questions are meant to understand customer perspectives and ensure product roadmaps align with customer visions. Innovation games are suggested as a fun market research method that uncovers both conscious and subconscious customer insights to inform product development and satisfaction.Offshore Software Patterns. ALE Berlin
Offshore Software Patterns. ALE BerlinMads Troels Hansen
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This document discusses patterns for offshore software development. It identifies 9 main patterns to address common global problems, improve trust, quality, productivity and ROI. The patterns are grouped around a global management system, global structure, global rhythm, global technical infrastructure, global communication protocols, global development practices, global requirements management, global domain knowledge, and cross-cultural understanding. Implementing these patterns can help avoid issues like missed deadlines, quality issues, and lack of collaboration between onshore and offshore teams.Lean startup intro - Marts 2012
Lean startup intro - Marts 2012Mads Troels Hansen
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Lean Startup intro, also available as Prezi on http://blog.lean-agile.dk/2012/03/26/lean-startup-concepts/
Do's and don'ts for distributed scrum. GOTO Aarhus
Do's and don'ts for distributed scrum. GOTO AarhusMads Troels Hansen
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Distributed Scrum requires careful coordination between teams to ensure alignment while allowing for autonomy. Teams should establish clear communication channels and use collaboration tools to facilitate coordination across locations. Daily standups and planning meetings need extra structure and discipline to keep distributed teams synchronized without unnecessary overhead.Balancing and growing agile testing with high productive distributed teams. B...
Balancing and growing agile testing with high productive distributed teams. B...Mads Troels Hansen
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This document summarizes a presentation about balancing agile testing in a distributed team. It discusses five problematic areas for testing: 1) testing bottlenecks, 2) testers seen as police, 3) remote testing, 4) overly focused automation, and 5) supporting too many versions. For each area, it describes symptoms and proposed cures. The cures focus on quality, collaboration, defining done, community, automation balance, and continuous delivery to improve testing, reduce bottlenecks, and increase innovation and customer adoption. It aims to balance under and over testing, automation vs. manual testing, and customer vs. product focus across local and distributed teams.Patterns For Successful Distributed Development - Agileee2009
Patterns For Successful Distributed Development - Agileee2009Mads Troels Hansen
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Mads Troels Hansen presents 8 patterns for successful distributed development: 1) Visibility and transparency using tools like Google Docs. 2) Focus on problem solving through retrospectives. 3) Establish flow and remove bottlenecks using techniques like limiting work in progress. 4) Maintain regular rhythm between teams through planning and releases. 5) Use highly automated and fast technical infrastructure. 6) Leverage video communication whenever possible. 7) Prepare for distributed meetings with checklists. 8) Develop a shared product vision through user story mapping and innovation games. The document provides examples and techniques for implementing these patterns.Kanban Personal Kanban 04102009
Kanban Personal Kanban 04102009Mads Troels Hansen
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This document is a presentation by Mads Troels Hansen from October 4th, 2009 on personal Kanban. It discusses using Kanban techniques for personal productivity, including using a Kanban board and limiting work in progress. It also covers establishing flow, removing bottlenecks, and improving through reflection with techniques like retrospectives and value stream mapping. The presentation provides examples and exercises to help explain Kanban concepts.Why both scrum and lean in dist dev 07092010
Why both scrum and lean in dist dev 07092010Mads Troels Hansen
Ìý
The document discusses challenges with outsourcing software development and scaling agile frameworks. It recommends adopting both Lean and Agile principles to address challenges like long feedback cycles. Specifically, it suggests doing a Lean-Agile assessment, value stream mapping, and regular retrospectives to improve processes and focus on continuous delivery of business value. Patterns for successful distributed development include establishing global structures, rhythms, and practices to facilitate collaboration across locations.From output to outcome with scrum
From output to outcome with scrumMads Troels Hansen
Ìý
Too many organizations are using Scrum with focus on Delivery and do not consider discovery to maximize outcome and value. Scrum is an Empirical process where you embrace uncertainty to be more effective and while doing that you will also be more efficient utilizing the potential of the people involved. More Related Content
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Case metaconomy january2010
Case metaconomy january2010Mads Troels Hansen
Ìý
This document discusses Metaconomy's outsourcing of software development to Ukraine. It outlines Metaconomy's goals of starting fast, delivering an alpha release in January 2010, and establishing a team that could scale. It describes Metaconomy's process of selecting a vendor, establishing a team of a lead and two developers, and preparing the team through workshops on the product, development practices, and communication protocols. The initial results were positive, with the team established within two months and the first deliverable delivered after one week, putting Metaconomy on track to accelerate their release schedule and avoid common outsourcing problems.Øresund Agile 2009: ws7 customer_collaboration
Øresund Agile 2009: ws7 customer_collaborationMads Troels Hansen
Ìý
This document discusses using innovation games to gain insights into customer needs and collaborate with customers. It provides instructions for playing two games:
1) The Product Box game, where groups make boxes representing products and pitch them to each other, focusing on benefits.
2) The Remember the Future game, where groups envision how their Product Box has helped customers in the past, present and future to shape the product.
Debriefing questions are meant to understand customer perspectives and ensure product roadmaps align with customer visions. Innovation games are suggested as a fun market research method that uncovers both conscious and subconscious customer insights to inform product development and satisfaction.Offshore Software Patterns. ALE Berlin
Offshore Software Patterns. ALE BerlinMads Troels Hansen
Ìý
This document discusses patterns for offshore software development. It identifies 9 main patterns to address common global problems, improve trust, quality, productivity and ROI. The patterns are grouped around a global management system, global structure, global rhythm, global technical infrastructure, global communication protocols, global development practices, global requirements management, global domain knowledge, and cross-cultural understanding. Implementing these patterns can help avoid issues like missed deadlines, quality issues, and lack of collaboration between onshore and offshore teams.Lean startup intro - Marts 2012
Lean startup intro - Marts 2012Mads Troels Hansen
Ìý
Lean Startup intro, also available as Prezi on http://blog.lean-agile.dk/2012/03/26/lean-startup-concepts/Do's and don'ts for distributed scrum. GOTO Aarhus
Do's and don'ts for distributed scrum. GOTO AarhusMads Troels Hansen
Ìý
Distributed Scrum requires careful coordination between teams to ensure alignment while allowing for autonomy. Teams should establish clear communication channels and use collaboration tools to facilitate coordination across locations. Daily standups and planning meetings need extra structure and discipline to keep distributed teams synchronized without unnecessary overhead.Balancing and growing agile testing with high productive distributed teams. B...
Balancing and growing agile testing with high productive distributed teams. B...Mads Troels Hansen
Ìý
This document summarizes a presentation about balancing agile testing in a distributed team. It discusses five problematic areas for testing: 1) testing bottlenecks, 2) testers seen as police, 3) remote testing, 4) overly focused automation, and 5) supporting too many versions. For each area, it describes symptoms and proposed cures. The cures focus on quality, collaboration, defining done, community, automation balance, and continuous delivery to improve testing, reduce bottlenecks, and increase innovation and customer adoption. It aims to balance under and over testing, automation vs. manual testing, and customer vs. product focus across local and distributed teams.Patterns For Successful Distributed Development - Agileee2009
Patterns For Successful Distributed Development - Agileee2009Mads Troels Hansen
Ìý
Mads Troels Hansen presents 8 patterns for successful distributed development: 1) Visibility and transparency using tools like Google Docs. 2) Focus on problem solving through retrospectives. 3) Establish flow and remove bottlenecks using techniques like limiting work in progress. 4) Maintain regular rhythm between teams through planning and releases. 5) Use highly automated and fast technical infrastructure. 6) Leverage video communication whenever possible. 7) Prepare for distributed meetings with checklists. 8) Develop a shared product vision through user story mapping and innovation games. The document provides examples and techniques for implementing these patterns.Kanban Personal Kanban 04102009
Kanban Personal Kanban 04102009Mads Troels Hansen
Ìý
This document is a presentation by Mads Troels Hansen from October 4th, 2009 on personal Kanban. It discusses using Kanban techniques for personal productivity, including using a Kanban board and limiting work in progress. It also covers establishing flow, removing bottlenecks, and improving through reflection with techniques like retrospectives and value stream mapping. The presentation provides examples and exercises to help explain Kanban concepts.Why both scrum and lean in dist dev 07092010
Why both scrum and lean in dist dev 07092010Mads Troels Hansen
Ìý
The document discusses challenges with outsourcing software development and scaling agile frameworks. It recommends adopting both Lean and Agile principles to address challenges like long feedback cycles. Specifically, it suggests doing a Lean-Agile assessment, value stream mapping, and regular retrospectives to improve processes and focus on continuous delivery of business value. Patterns for successful distributed development include establishing global structures, rhythms, and practices to facilitate collaboration across locations.From output to outcome with scrum
From output to outcome with scrumMads Troels Hansen
Ìý
Too many organizations are using Scrum with focus on Delivery and do not consider discovery to maximize outcome and value. Scrum is an Empirical process where you embrace uncertainty to be more effective and while doing that you will also be more efficient utilizing the potential of the people involved. Balancing and growing agile testing with high productive distributed teams. B...
Balancing and growing agile testing with high productive distributed teams. B...Mads Troels Hansen
Ìý