1. AGILE - IMPLEMENTATION (C) CLARION TECHNOLOGIES

2. ability to move quickly and easily…. AGILE MEANING (LITERALLY)

3. AGILE METHODOLOGY Not a process, it's a philosophy or set of values… RapidAdaptiveAgileQuality-Driven Cooperative Iterative (C) CLARION TECHNOLOGIES

4. AGILE MANIFESTO Process and tools Individuals and interactions over Following a plan Responding to change over Comprehensive documentation Working software over Contract negotiation Customer collaboration over (C) CLARION TECHNOLOGIES

5. VARIOUS AGILE METHODOLOGIES (C) CLARION TECHNOLOGIES

6. MEANING OF SCRUM (LITERALLY) (C) CLARION TECHNOLOGIES

7. WHAT IS SCRUM? Scrum is an agile framework that allows us to focus on delivering the highest business value in the shortest time. It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month). The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint. (C) CLARION TECHNOLOGIES

8. SCRUM PROCESS

9. Product owner ScrumMaster Team Roles Product backlog Sprint backlog Burndown charts Artifacts SCRUM FRAMEWORK (C) CLARION TECHNOLOGIES Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies

10. SCRUM IS FOR ALL  “At OpenView, we’ve found that Scrum can double the production of anything – it doesn’t matter whether it’s sales, marketing, software, finance,” says Dr. Sutherland. “It works everywhere.”  https://www.youtube.com/watch?v=2vNjl_QHB lc

11. Understand how tasks fit into the bigger picture Because Scrum allows you to break down complex projects into manageable tasks, it forces you to think about the specific actions needed to reach a goal, and it encourages reviewing and revising those actions with your team. The ultimate goal is always in mind, but the steps necessary to achieve it are the main focus.

12. Keep tabs on your team Scrum encourages transparency, but not micromanagement. Your team needs to know what you’re doing and when they can expect it to be done, but it is up to you to complete your work how you want. There is no real “boss” on a Scrum team, although Product Owners are ultimately held accountable for a finished product. Scrum also encourages autonomy within a team structure.

13. Build in deliverables This is another way of saying “hold yourself accountable to deadlines and specifics.” It’s not particularly helpful to say, “I will publish an eBook by August 15th.” That’s a good goal, but what specific tasks do you need to complete, and when do you need to complete them? During each Sprint, your items will read more like, “I will complete a draft of my eBook and review it with my manager by August 1st.” That way, your manager knows when to expect it, and you know when it needs to be done.

14. Stay organized Effective project management requires organization, and that requires open communication and tracking. This is really at the heart of Scrum (and effective project management in general). You are laying out a logical roadmap for getting things done. Whether you use Scrum or any other framework, staying on top of tasks is the key to success.

15. Remain flexible but focused Scrum sometimes seems like it has a lot of “rules,” but it’s important to remember this: it is an agile framework. It is designed to deliver better products faster. This means you have to leave room in your Sprints for the unexpected, and you also have to be able to prioritize your work to say “no” to low-impact requests that come up. Having a Scrum Master (or equivalent team member) looking out for impediments and figuring out how best to handle them is important to reach team goals.Having a Scrum Master

16. TO-DO DOING DONE

19. Get a white board, break down the flow of work from the moment you start it to when it’s finished into distinctive steps and draw a column for each:

20. Next, get some stickies in as many colors as you can:

25. Kanban Recruitment Pipeline - Sample Candidate A Candidate B Resume Received Candidate C Interview Scheduled Candidate E Processed Candidate F Offerred Candidate G Joined

37. Content Courtesy:  http://www.fredharriman.com/resources/OriginsofKanban.htm http://www.fredharriman.com/resources/OriginsofKanban.htm  https://www.youtube.com/watch?v=2vNjl_QHBlc https://www.youtube.com/watch?v=2vNjl_QHBlc  http://labs.openviewpartners.com/how-scrum-can-be-applied-to-financial-reporting/ http://labs.openviewpartners.com/how-scrum-can-be-applied-to-financial-reporting/  http://jellobrain.com/node/538 http://jellobrain.com/node/538  http://labs.openviewpartners.com/scrum-for-non-technical-teams/  www.slideshare.net www.slideshare.net REFERENCES:

38. THANK YOU (C) CLARION TECHNOLOGIES