Archive for the ‘Agile’ Category

Agile & Fashion

Saturday, May 7th, 2016

When it comes to Fashion and Agile the leader in the industry is the well documented

Zara by Forbes back in 2012 by an article by Steve Denning.

http://www.forbes.com/sites/stevedenning/2012/09/20/when-will-us-firms-become-agile-part-2-internal-agility-at-zara/#397cf4a929d6

In 2004 Harvard business Review had an article on Rapid Fire Fulfilment

https://hbr.org/2004/11/rapid-fire-fulfillment

In the latest article by Steve Denning in 2015

http://www.forbes.com/sites/stevedenning/2015/03/13/how-agile-and-zara-are-transforming-the-us-fashion-industry/#5340a3d6c557

Zara’s management practices “questionable, if not downright crazy.” That was because “Zara defies most of the current conventional wisdom about how supply chains should be run.” And yet, strangely, even then, the performance was there: “The company can design, produce, and deliver a new garment and put it on display in its stores worldwide in a mere 15 days.

Agile Achievement consulted with Harlette Luxury Lingerie & Swimwear to put the Zara test into their first production of luxury swimwear in France during February and March 2016. The results were astounding 1st run 10 days, second run 5 days. Bikini designed, material cut, made, shipped, photographed, and on the runway in Caribbean within 6 days. Digital was also run concurrently with show & buy model + a live catwalk using periscope.

The next part of consulting is moving this proof of concept model into continuous delivery model during the next half of 2016.

 

Last Responsible Moment Thinking in Agile

Friday, March 25th, 2016

Last week, I travelled from UK through USA to Caribbean and back to UK. It was a week of long flights, not enough sleep and included mid week volunteering for MP for Richmond Park & North Kingston. Conservative candidate for Mayor of London Zac Goldsmith’s  campaign, who was supported by a very special guest, Prime Minister David Cameron.

The phone event was covered by the Evening Standard and Prime Minister David Cameron posted this image on Facebook, that was reposted by Zac Goldsmith and was kindly brought to my attention by a good friend.

There were many moments along the international journey to apply Last Responsible Moment thinking. Would the products be completed in time from France and UK to fly Friday to make the Caribbean for Saturday Morning?

Would I make connecting flight on time if I don’t speak to someone about that I have 1/2 hour left to get to next flight.

Will I make it in time to Volunteer, if this taxi continues to be stuck in traffic.

If I take a tube will it be faster than a taxi.

Each one of these decisions impacting a successful or unsuccessful outcome.

Many organisations I introduce Last Responsible Moment Thinking to, get surprised just how revolutionary this exercise is to identify where decisions need to be made and when they need to be made along the Agile planning cycle.

For teams that struggle with getting testing completed by the end of the sprint, or teams that are constantly refining stories in the first couple of the days of sprints Last Responsible Moment planning is truly liberating.

If you would like to know more about Last Responsible Moment and Agile email info@agileachievement.com to arrange a confidential discussion.

Teams that talk Last Responsible Moment, really discover what Agile Transformation means.

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Agile Transition or Agile Transformation

Wednesday, March 9th, 2016

 

I have noticed changes in the industry, in the media, and the language that people are using in organisations globally. Its taking most organisations away from significant profits and moving them to quick wins that are costing these corporations and organisations about 480% in unrealised benefits.

AgileTransformation

What is in a word, well quite a lot. Its why marketing departments, PR guru’s spend budgets getting colours correct, words right and ensuring that the message is correct and consistent.

Here is your Question

When did you replace the word Transformation to Transition?

How many people in how many organisations/corporations are you now using the word transition instead of the word transformation?

How effective have these organisations and corporations been in agile adoption since you have been using Transition to Agile instead of undertaking an Agile Transformation?

Success leaves Clues

What I observed and took part in one of the worlds most successful Agile Transformation at Suncorp Bank, successful Agile Transformation left lots of clues.

  1. 100% Top Down Support
  2. 100% Bottom Up Implementation
  3. 100% Self Organising Teams
  4. Clear Agile Strategy
  5. Agile Metrics
  6. Xtreme Programming, Scrum and Agile for pilot projects.
  • Suncorp communicated constantly
  • Suncorp celebrated success
  • Suncorp retrospected the retrospectives
  • Suncorp encouraged learning
  • Suncorp invested in training for every agile role in the Agile team
  • Suncorp created an Agile Academy

Telstra followed Suncorp to stand on the shoulders of giants, what I observed and experienced taking  part in the Telstra Agile Transformation, was Telstra embarked on a 1st of its kind global Agile Transformation. Telstra were initially told, that the transformation would fail.

Telstra did not listen, they went to USA, they researched, they started out on their own, without assistance, and along the way, strategy partners joined and the solution to the most ambitious Agile Transformation was discovered. Five of their main suppliers to go Agile with them. It was their Success Criteria, for if they changed so did the people that did business with them need to change.

“If you are changing the way you are doing business , then the people that do business with you need to change with you” – Naomi McGill -Agile Achievement

Telstra was changing the way it was doing business it was already undertaking an Agile Transformation with Suncorp cheering from the side lines.

Suncorp merged six companies into one during their Agile Transformation.

Telstra needed its suppliers to be just as fast as Telstra was moving internally.

Telstra’s suppliers had to transform to Agile to keep doing business

Telstra’s Agile Transformation took 6 companies along the Journey

If you think Scaling Agile is too hard for your organisation think about Scaling Agile across 5 suppliers and yourself. This is Global Agile

Preservation and Conservation of current ways of doing business with Telstra changed

Agile Transition

Transition is a waste of the corporations/organisations money, time, assets and people. Lasting change and the benefits of Agile are only achieved by the “Technology of Applying” the principles, framework in place across the whole organisation .

  1. Funding Model
  2. Idea to Market Model
  3. Organisation Model
  4. Communication Model

Be clear when you communicate with your staff, your clients, corporations/organisation, your vendors. If you take the road of transition your expected improvement gain is 20%. You will not see lasting change, your project, your team, your staff, your company, your clients, your suppliers at any point can roll back the transition, and the transition will not in most cases bubble the organisation forward to multiple transitions simultaneously inspiring the organisation forward into new products, new processes, new ways of thinking.

Agile Transformation

Agile Transformation will move and take the organisation/corporation forward and that requires courage, a plan, a centre of agile excellence. The economy does not preserve and conserve the profits from ten years ago. Most companies consolidate, get merged, get acquired, sell off, get out or go under without Transformation.

From 2010 to 2014 Australia was the only country in the world to see simultaneous  banking and telecommunications corporations undertake Agile Transformations at the same time.

Experimentation

Another word making its ways into Agile is Experiments. As most billion dollar organisations have a high regulatory environment. The idea of experimentation is a curious one from a quality and compliance perspective.

This idea of experimenting is great only if the framework of Agile Transformation is in place. Telstra set out on its experimentation once it had made the decision to make an Agile Transformation.

Telstra did not experiment with this Agile thing to see if it would work and then take the rest of the organisation Agile if it did.

Agile Evolution

Training & Coaching

Training a group of people for 2 days and expecting the organisation to be Agile as a result is a common mistake. Getting a coach and thinking that will make the organisation Agile is also another common mistake.

Telstra established a clear route to success modelled of what Suncorp Bank had achieved through their Agile Training Academy. Telstra trained every single person from an Agile Team, they tailored the training, on Agile, their specific role, how it fitted with other roles. No one was left in doubt to figure it out on their own.

The journey was taken together and everyone in the organisation changed and grew together. Improvements and changes welcomed and more and more solutions were found to complex challenges as suppliers came into the mix. Suppliers were trained, Telstra was open about achieving Agile Transformation.

I know this through experience, as I trained suppliers, teams, parts of the executive business as a national Agile trainer during the Agile Transformation.

Enterprise Agile & Centres of Excellence

  1. Resolve complex organisational waste issues including governance, finance and HR.
  2. Establish Agile CoE (ACE) Charter
  3. Create Communication Plan
  4. Develop an Adoption strategy
  5. Gather Metrics and Feedback
  6. Report Progress
  7. Identify improvement opportunities

Creating an Agile CoE to enhance and scale capabilities in applying Agile processes and practices to deliver business value when strategic objectives or critical capabilities in an enterprise require ongoing focus and specialty skills.

Transform to Enterprise Agile

Remember Enterprise Agile Transformation is not about one or two teams doing agile in a billion dollar highly regulated company.

Enterprise agility is more about being able to inspect and adapt across and at large. It’s about making smaller tactical execution plans & strategy at the executive level. It’s about having the ability to balance the sales and marketing side of the business with your ability to create working products & flowing processes.  How you then continuously support those products in a sustainable way. Enterprise agility is about integrating finance models and human resources so that your entire business is setup to respond to changes in the market, and holistically you are able to deliver the most value possible within the time and cost constraints you have identified or have firmly established.

20% Improvement or 500% Improvement for me there is no question which you would invest in to achieve the results for your organisation or corporation .

If you would like to discuss your transformation please email info@agileachievement.com for a confidential discussion.

 

NASA DSN (Deep Space Network) Canberra turns 50 in 2014

Wednesday, May 28th, 2014

NASA DSN Canberra celebrates 50 years this year @CanberraDSN https://twitter.com/CanberraDSN

Australia is host to 1 of 3 listening posts for NASA’s deep space network http://deepspace.jpl.nasa.gov/

Deep Space Network 46 #DSS46

2014-05-25 16.31.18

Canberra NASA listening post  is most famous for their retired antenna deep space network 46. This antenna received the first images of Neil Armstrong walking on the moon. This retired antenna started life 1965 at Honeysuckle Creek Tracking Station for the Apollo missions. Its small dish X Y configuration makes it ideal for tracking near earth spacecraft and when in commission moved rapidly.

 

Deep Space Network 34 #DSS34

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Deep Space Network 34 can be maintained while tracking transmission and reception equipment was built underground in 1997 when it was constructed.

 

Deep Space Network 33 #DSS33

2014-05-25 16.15.56

This is the largest steerable parabolic antenna  in the southern hemisphere and uses X, S ,L  K, Ku bands. Constructed between 1969 and 1973, it rotates on a film of oil approx. 0.17m and weighs 3000 tonnes.

2014-05-25 16.32.51

A short history of Deep Space Network

The human fascination with the world around them has prompted the exploration of our planet, from climbing the highest mountains, to plunging the greatest oceans depths. Equally, our fascination with the universe around us has taken humanity from the relatively safe confines of the Earth’s biosphere into the black, unforgiving vacuum of space. The space race began on the 4th October 1957, when the former Soviet Union launched a rocket carrying a tiny 83.6kg aluminium sphere named Sputnik-1 into Earth orbit. For the first time an object built on Earth was in space – the first artificial satellite. On 2nd January 1959, the Soviet Union launched the Luna 1 spacecraft, followed on the 3rd of March by the United States with the launch of Pioneer 4. Escaping the Earth’s gravitational pull, they reached the Moon, passing above its surface before eventually going into an orbit around the Sun. These two craft heralded the advent of interplanetary travel. The scientific community could now seriously begin looking towards the Moon and the planets as objects of exploration. To accomplish this, a communications network was needed that could receive and transmit information and instructions between the spacecraft and controllers back on Earth. Early attempts by the US Army to launch robotic spacecraft were supported through a series of ground stations set up in California, Nigeria, and Singapore, that were managed by the Jet Propulsion Laboratory. In December 1958, JPL was transferred from the US Army to the newly formed NASA, and a decision was made to form a more comprehensive arrangement of receiving stations, the Deep Space Network. These stations would be responsible for the tracking and relay of information between mission operations centres at JPL and their interplanetary spacecraft.

You can keep up with testing #dsn #DSS35 testing continues. Watch on webcam http://1.usa.gov/1hwZaFd and on DSN Now http://1.usa.gov/1iKgZhB

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Digital Humanitarian : Towards a Code of Conduct: Guidelines for the Use of SMS in Natural Disasters

Sunday, December 29th, 2013

Agile Disaster Response strategy day to prepare your company and your services to discuss the guidelines and your preparedness for Natural Disasters

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Around the globe right now there is a systems thinking approach taking place not just for Telecommunications and Emergency Services providers, the NGO’s and Aid Relief are at the driving edge and have resulted in reluctant innovation with SMS platforms.

How can Agile Analysis + System Thinking assist in these future reluctant innovations?

According to the BBC report on SMS Code of Conduct

A bit of thinking ahead of time could result in saving thousands of lives in the future

Agile Achievement suggest that you prepare for your natural disaster strategy review by downloading and review the Code of Conduct: Guidelines for the Use of SMS in Natural Disasters from GSMA

http://www.gsma.com/mobilefordevelopment/towards-a-code-of-conduct-guidelines-for-the-use-of-sms-in-natural-disasters

There are a number of active companies involved in the advancement of thinking and systems and approaches to responses to natural disasters and the role that technology can play to keep people linked during the crisis, located for medical treatment and delivery of emergency aid.

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Mapping is the direction that seems to be the most logical of directions with some of the newest innovations are taking place with Ericsson connected city  http://www.ericsson.com/campaign/connectedcity/#/startPage/

As we know with Power comes great Responsibility as we recently have seen in London with the privacy challenges around the capture and use of”BIG DATA” gathered. The City of London removed the technology by http://www.presenceorb.com/ with the removal of mobile phone recycle bins as they were capturing GEO Locations of smart phones users walking by and extrapolating information.  http://qz.com/112873/this-recycling-bin-is-following-you/

Each phone uses a unique address, called a MAC address, when it connects to WiFi device. By recording the address, it is then possible to track when a   phone reconnects. The technology can track speed and locations, potentially allowing personalised advertising that even adapts according to changing   behaviour.

http://www.telegraph.co.uk/technology/news/10237811/Bins-that-track-mobiles-banned-by-City-of-London-Corporation.html

So what exactly is the SMS Platform role in a Natural Disaster and for the Digital Humanitarian especially in the area of under served markets

Lets look at the role of SMS in a disaster cycle

SMS in Disaster Cycle

Insights from Haiti sourced from Issue 48 Humanitarian Practice Network

The Haiti earthquake: breaking new ground in the humanitarian information landscape

by Dennis King, US Department of State, Humanitarian Information Unit

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http://www.odihpn.org/humanitarian-exchange-magazine/issue-48/the-haiti-earthquake-breaking-new-ground-in-the-humanitarian-information-landscape

One of the contributors to the Towards a Code of Conduct: Guidelines for the Use of SMS in Natural Disasters Souktel have a number of successful initiatives with the SMS link for jobs to aid here is a link to one of their case studies for aid in Palestine and keeping isolated women in Iraq connected.

http://www.souktel.org/aidlink-crisis-response/416-gaza-aid-delivery-by-sms-looking-back-one-year-later.html

http://www.souktel.org/aidlink-democracygovernance/115-iraqi-womens-groups-use-sms-alerts-and-surveys-to-strengthen-communities-promote-peace.html

One of the major suppliers in this space  is Frontline SMS read here on there medic service http://medic.frontlinesms.com/

FrontlineSMS was one of the first platforms to help harness the power of mobile technology for social change. Having seen how SMS was widely used in sub-saharan Africa in 2004, Founder Ken Banks built and launched the first prototype of FrontlineSMS in 2005. Our first official user was the Kubatana Trust, in Zimbabwe. Interest in the platform grew rapidly, and we created the kiwanja Foundation, now the Social Impact Foundation, to house our work. In 2008, FrontlineSMS became open-source and began to see focussed sector-specific and awarded a Silicon Valley Tech Award . In 2013 they were also named the #1 Tech NGO in the world by the Global Journal.

Another player in this space is http://www.ushahidi.com/

Ushahidi”, which means “testimony” in Swahili, was a website that was initially developed to map reports of violence in Kenya after the post-election fallout at the beginning of 2008. Since then, the name “Ushahidi” has come to represent the people behind the “Ushahidi Platform”. Our roots are in the collaboration of Kenyan citizen journalists during a time of crisis. The original website was used to map incidents of violence and peace efforts throughout the country based on reports submitted via the web and mobile phones. This website had 45,000 users in Kenya, and was the catalyst for us realizing there was a need for a platform based on it, which could be used by others around the world. Since early 2008  they have grown from an ad hoc group of volunteers to a focused organization. The current team is comprised of individuals with a wide span of experience ranging from human rights work to software development. We have also built a strong team of volunteer developers primarily in Africa, but also Europe, South America and the U.S.

A recent BBC report looks at all angles of the digital humanitarian debate

Digital humanitarians are increasingly entering a crowded arena, and it has been
suggested that these well-meaning volunteers, sometimes monitoring and sending
texts or tweets for example, complicate the work of established emergency and
relief agencies.

For more on this listen to Click BBC report on SMS Code of Conduct http://www.bbc.co.uk/iplayer/episode/p01n9gmd/Click_SMS_Code_of_Conduct/

Best Practices around Social Media for Disaster Cycle

Social Media in Disaster Cycle

http://www.unapcict.org/ecohub/best-practices-the-use-of-social-media-throughout-emergency-disaster-relief-1

Four best practices were established: plan for social media use before a disaster occurs, utilize popular and relevant social media tools, localize disasters in social media use, and utilize mapping efforts.

Agile Disaster Response strategy day to prepare your company and your services to discuss the guidelines and your preparedness for Natural Disasters email info@agileachievement.com to facilitate your workshops and Agile consulting.

Scaled Agile : Telstra Case Study & Experience Centre

Wednesday, August 21st, 2013

Recently the Telstra Case study of Scaled Agile was blogged and presented at Agile Australia

http://scaledagileframework.com/new-telstra-case-study/

New Telstra Case Study

Posted by:

Screen Shot 2013-07-21 at 3.40.36 PMTelstra is Australia’s leading provider of mobile phones, mobile devices, home phones and broadband internet. When Telstra’s Enterprise Data Warehouse delivery team began their Agile journey, they found themselves struggling to make the leap from agile projects to an Agile program.  After reading Scaling Software Agility and Agile Software Requirements,” notes Mark Richards (Agile Coach) and Em Campbell-Pretty (General Manager, EDW Delivery), “we were inspired to establish Telstra’s first Agile Release Train.
” Later, they both followed up with SPC certification to further enhance their knowledge and skills.

This Case Study and presentation, from Agile Australia 2013 in June, covers how SAFe provided a recipe for success, reflecting on how Telstra translated Program-level SAFe theory into practice, transforming not only the delivery capability of the EDW team, but also the culture.

Here is a link to the slides and case study

http://www.scaledagileframework.com/telstra/

On other news this week an inspired visit to Telstra’s experience centre, where partners like Samsung, Cisco, Microsoft, Polycom have digital labs showcasing some exciting things in the future.

The overall theme of the centre is about  improved connectedness with customers/employees around the country or across the world through these new technologies.

These included products such as the pack and fold V-Pod, stand alone video conferencing, that could be placed in rural or remote areas such as libraries, schools, hospitals, councils etc. It reminded me of looking at the public phone of the future a V-Pod.

A connected home also was a highlight which showcased the latest integrated control systems for the home. Via the use of a single tablet (eg an iPad), all the home’s electrical devices can be controlled with one swipe of a finger, replacing several remote controls. television, internet, Foxtel, home security, the lights, and surround sound, could all be controlled easily with one single device.

The next horizon medical lab was a highlight, which is also featured in the Telstra Our Connected Future video at the top of this blog, showcasing some of the things that Telstra have in the experience centre.

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Bored of Earth Get Ready for a 9 year One Way Trip to Mars

Wednesday, August 21st, 2013

Mars One is taking applications for a 9 year One Way Trip to Mars

https://apply.mars-one.com/

Here are some of the criteria you need before applying to literally a job offer out of this world.

http://www.mars-one.com/en/faq-en/21-faq-selection/251-do-i-qualify-to-apply

What are the qualifications to apply?

Qualifications

In 2013 Mars One will conduct a global search to find the best candidates for the first human mission to Mars in 2023. On Mars, the primary responsibility for the astronauts is to keep everything, and everyone, up and running. This will be a particular challenge for the first teams. They will need the skills to solve any potential problem – some of which will be completely unforeseeable. Their combined skill sets of each team member must cover a very wide range of disciplines. The astronauts must be intelligent, creative, psychologically stable and physically healthy. On this page, we offer a brief introduction to the basics of our astronaut selection process.

The astronaut selection process

In spaceflight missions, the primary personal attributes of a successful astronaut are emotional and psychological stability, supported by personal drive and motivation. This is the foundation upon a mission must be built, where human lives are at risk with each flight.

Once on Mars, there is no means to return to Earth. Mars is home. A grounded, deep sense of purpose will help each astronaut maintain his or her psychological stability and focus as they work together toward a shared and better future.

Mars One cannot stress enough the importance of an applicant’s capacity for self-reflection. Without this essential foundation, the five key characteristics listed below cannot be utilized to the fullest potential.

Five Key Characteristics of an Astronaut

Characteristic Practical Applications
Resiliency
  • Your thought processes are persistent.
  • You persevere and remain productive.
  • You see the connection between your internal and external self.
  • You are at your best when things are at their worst.
  • You have indomitable spirit.
  • You understand the purpose of actions may not be clear in the moment, but there is good reason—you trust those who guide you.
  • You have a “Can do!” attitude.
Adaptability
  • You adapt to situations and individuals, while taking into account the context of the situation.
  • You know your boundaries, and how/when to extend them.
  • You are open and tolerant of ideas and approaches different from your own.
  • You draw from the unique nature of individual cultural backgrounds.
Curiosity
  • You ask questions to understand, not to simply get answers.
  • You are transferring knowledge to others, not simply showcasing what you know or what others do not.
Ability to Trust
  • You trust in yourself and maintain trust in others.
  • Your trust is built upon good judgment.
  • You have self-informed trust.
  • Your reflection on previous experiences helps to inform the exchange of trust.
Creativity / Resourcefulness
  • You are flexible in how an issue / problem / situation is approached.
  • You are not constrained by the way you were initially taught when seeking solutions.
  • Your humor is a creative resource, used appropriately as an emerging contextual response.
  • You have a good sense of play and spirit of playfulness.
  • You are aware of different forms of creativity.

Age

The astronaut selection program will be open for applicants who are 18 years or older.

Medical and Physical Requirements

In general, normal medical and physiological health standards will be used. These standards are derived from evidence-based medicine, verified from clinical studies. The applicant must be free from any disease, any dependency on drugs, alcohol or tobacco, must have the normal range of motion and functionality in all joints, visual acuity in both eyes of 100% (20/20) either uncorrected or corrected with lenses or contact lenses, free from any psychiatric disorders. It is important to be healthy, with an age- and gender-adequate fitness level. Blood pressure should not exceed 140/90 measured in a sitting position. The standing height must be between 157 and 190 cm.

Country of Origin & Language

Mars One accepts applicants from any country in the world. It is possible to apply in one of the 11 most used languages on Internet: English, Spanish, Portuguese, French, German, Russian, Arabic, Chinese Mandarin, Korean, Indonesian, Japanese. The official language will be English. Nevertheless, when a candidate applies for the selection program, it is not necessary for him or her to possess an extensive knowledge of English: we will provide candidates with documentation in different languages. As applicants progress through the selection procedure, requirements on their English skills will increase.

Read more about the plan here http://www.mars-one.com/en/mission/summary-of-the-plan

Glass: A Flexible Future with Corning’s Willow

Wednesday, May 15th, 2013

Devices are expected to experience a change with the new flexible Willow Glass by Corning. Willow opens us up to flexible thinking, and a flexible future that is different to the sturdy Gorilla v3 by Corning that making waves for its durability.

See the new device by Samsung recently covered by the Telegraph

We wait for the roll out of these smartphones and other products using flexible glass world-wide

Glass : Corning v’s Google

Wednesday, May 15th, 2013

In a recent Agile Business Analysis course we got thinking about the future and the conversation of Google Glass started. Where are we going what will the impact of Google Glass have on medical industry, the movie industry, telecommunications industry, manufacturing, motor and retail industries?

To experience it

http://www.google.com/glass/start/how-it-feels/

A great example of first adopters are the Media Industry and have already responded with the New York Times having a google glass app.

http://www.nytimes.com/googleglass

Its not just Google that have had Glass connecting us to the future, but Dal Corning makers of Intelligent Glass that can provide seamless connection in all areas of lives.

There are lots of interesting articles from the first group of google glass users and lots of debate about implications of wide adoption.

http://www.guardian.co.uk/technology/2013/may/13/google-glass-winky-mike-digiovanni

Agile Tour Sydney 2012

Saturday, November 24th, 2012

Yesterday we presented to a full session at the Agile Tour Sydney 2012, Agile Achievement were one of the sponsors of the event which was focused around agile practioners https://sites.google.com/site/agiletoursyd2012/home/sponsorship @agiletoursyd #agiletoursyd12

Here is the murmuration video from the session it shows the amazing natural occurrence rarely caught on video https://vimeo.com/31158841

Murmuration from Islands & Rivers on Vimeo.

Agile Achievement’s director Naomi McGill presented a 1hour workshop and it was a hot topic for everyone that attended.

Those that attended joined a very unique 100% experiential workshop on Agile Transformation, the 4 groups were challenged to present their findings at the end of the session. At one point a group took a fire extinguisher from to wall to assist with their demonstration.

As a result some of the slides that were scheduled to be shown are now available for home viewing or back at your desk.

If you want an email of the slide pack that will support the Shrinking the Gap on Agile Transformation process please email us directly info@agileachievment.com

There was a host of speakers at the event and a special mention to a session run by Anne-Marie Challett on It’s Not Manual or Automated its Sapient was really unique.

https://sites.google.com/site/agiletoursyd2012/home/agenda

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