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000-639 | Rational Unified Process

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000-639 - Rational Unified Process - braindump

Vendor IBM
Exam Number 000-639
Exam Name Rational Unified Process
Questions 58 Q & A
Recent Update October 17, 2018
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000-639 exam Dumps Source : Rational Unified Process

Test Code : 000-639
Test Name : Rational Unified Process
Vendor Name : IBM
Q&A : 58 Real Questions

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IBM IBM Rational Unified Process

IBM presents New Collaboration equipment | killexams.com Real Questions and Pass4sure dumps

IBM on Wednesday launched new utility that it says will increase the effectiveness of collaboration between groups in a application company and cut back assignment screw ups. referred to as the Rational formulation Composer, it replaces the Rational method Workbench with new procedure customization tools.

On October 12, IBM donated a few half-million strains of code to open source that fell beneath the Rational Unified system. The newest providing will additionally fall below the RUP and add new top-rated practices to their system.

"IBM Rational formula Composer is a big upgrade of RUP and a herbal complement to the proposed contribution of tooling and manner assistance to the Eclipse open supply community," pointed out Roger Oberg, vp of advertising and marketing at IBM Rational.

"via assisting to create a huge ecosystem round superior practices, and providing complementary options for business-wide development tasks, IBM enables agencies to leverage the collective knowledge of the complete trade to create imaginative, awesome application."

The tools will help IT teams greater control utility projects by proposing templates to aid groups create project dreams, determine milestones and make more suitable use of their elements.

The period of time it might take to customise premiere practices could be decreased "from weeks and days to hours and minutes," IBM pointed out.

the new Rational system Composer equipment are expected to be made accessible via the end of the year at a cost of $395 USD per consumer.


IBM Rational's New tools raise Integration, Collaboration for developers | killexams.com Real Questions and Pass4sure dumps

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Managing to the next Century - The 5 huge issues For Agile Transitions | killexams.com Real Questions and Pass4sure dumps

Key Takeaways
  • a hit transformation wants mighty leadership to guide and give protection to agile culture
  • aid teams and stakeholders to self-organize
  • manipulate your portfolio with effects (now not Output)
  • Systematically eradicate sources of waste and prolong faced by means of Agile teams
  • Measure and enhance value delivered with everyday remarks (inspect and Adapt)
  • moving to Agile is tough, however critical

    As we move into the digital age, companies increasingly want to be greater agile. might be it is inspired by means of loss; lack of purchasers, personnel, market share or company value. It also may well be driven by means of a need to “sustain with the Joneses” and the need to be as cool as Amazon or Netflix. Motivation now not withstanding agile transitions are common region with many companies trying to become “greater agile”.

    however, for many groups, the experience to becoming “greater agile” is plagued by false begins, unhappy stakeholders and aggravated and confused leaders. fitting agile is tricky, not simply on account of agility, however usually because any alternate is challenging for agencies to embark upon. to quote Niccolo Machiavelli:

    there's nothing more problematic to soak up hand, more perilous to conduct, or more doubtful in its success, than to take the lead within the introduction of a new order of things. - The Prince (1532)

    And the circulation to agile is a new order of issues, a a good deal greater fundamental alternate than the adoption of a new methodology or system framework. Carlota Perez world famous economist describes the exchange as normal-sense response to the digital age.

    no one these days would suggest a centralized, inflexible, good-down organizational constitution, where you can't communicate throughout functions except through your bosses. although, that changed into exactly what Alfred Sloan installation at commonplace Motors, to a good potential at his time. With today’s communications and versatile applied sciences, agile creative networks make extra experience and result in a great deal more productiveness.

    Perez goes on to argue that the previous age concentrated on mass production. Which through its very nature is distinctive from digital creation. Mass product focuses on reducing the unit can charge, and lengthening nice by means of process optimization, conformity and standardization. Digital then again, focuses on the unit size of one, the place every little thing is pleasing when it comes to the problem, solution and ultimate cost stream. but how many companies nevertheless manipulate their digital products with the equal mass production paradigm with useful resource optimizations, standardized procedure and specialism of labor? The agile age requires a distinct approach to consequences, work, teams and management.

    a focus on results – taking possession of the enterprise value

    instead of a spotlight on getting work finished in the most low-budget, consistent, possibility hostile method, agile groups pay attention to providing price in the most helpful approach. They focal point now not on the work, however in its place the outcomes they are attempting to convey. Scrum, the area’s most popular agile framework, is empirical in method. for that reason, issues are broken down into small experiments with regular commentary which may result in alterations. Smaller batches of labor coupled with the should pay attention to value ability:

  • ownership turns into a proper priority - In most common businesses, selections are made in a slow, consensus driven manner. files are used to save the details and are signed off to ensure that every person is aware of who changed into involved. alternate is handled as a problem with costly management approaches, review committees and escalation procedures. Agility requires decisions to be made, and work to be delivered allowing remarks and development. That requires possession.
  • value must be clearly understood and measured, which appears like an easy requirement - The truth is that a lot work does not have a clear connection to price. size is additionally very difficult as companies battle with visibility, transparency and ownership.
  • teams need to be aligned to consumers – frequently groups have a bad figuring out of their relationship with a client and although they have the improvement of knowing the consumer they neither are aligned to them or can get entry to them. shoppers are managed by using the entrance end of the business, income, advertising and guide. Product development has to work with these corporations to get access and feedback.
  • universal realizing requires prevalent commentary – For digital items, that means providing them to valued clientele for use. providing generally has massive implications on every a part of the building manner from how necessities are managed, to how the product is demonstrated. How the underlying software is architected also alterations to help smaller greater regular changes. For non-digital or hybrid items the should acquire ordinary feedback also alterations the way work is achieved with greater of a spotlight on common assessment, simulation and checking out.  
  • Work is not owned by way of a manager

    in the new agile world, it's neither possible to inform americans to do a selected assignment or plan at the equal level of breadth or depth. Work is defined, managed and achieved through empowered teams who don't seem to be concentrated on the task, however as a substitute the effect they are attempting to achieve. first-rate including technical debt is treated within the identical way that price is handled allowing the crew and the business to make express, transparent selections on trade-offs. however moving faraway from ordinary managed work to a greater agile method requires greater than managers stepping away but requires organizations to have:

  • clarity of accountability and ownership – In most modern groups all and sundry is responsible, but nobody is liable. In an agile firm, it is obvious that the team is chargeable for the results, the business for deciding where to focal point the team in terms of value and the corporation responsible for building the ambiance for the team to be a success. by having clear tasks and enabling teams to make choices agile organizations can straight away cut away lots of the waste associated with typical correct down management techniques.
  • management focused on constructing the appropriate atmosphere – Many managers get their place as a result of they're good at doing the work. That results in a lifestyle of “parental-ism” with managers telling people what to do. For simple work this can be effective, but when work becomes complex and method variable it is terribly problematic requiring the supervisor to be at all times there. The management role hence has to exchange to teaching, and servant leadership helping the team take care of the work and focal point on the consequences.
  • tasks changed with the aid of items – for a lot of corporations, work is achieved through initiatives, and at anybody time there are hundreds of projects being run. every project has funding, supplies and loads of documentation. people work on diverse projects and teams are created and destroyed often. Agility does not force an organization no longer to do initiatives, but does motivate a extra focused, team centric approach to work. by cutting back initiatives and relocating to a product or client alignment, teams can enhanced focus on effects. additional benefits are simpler planning cycles, decreased complexity of verbal exchange and cutting back of the dreaded context switching problem. initiatives will nevertheless exist for initiatives that go multiple consumer / product / effect boundaries, but they aren't the norm. 
  • teams are actual

    at the very heart of the agile organization is a set of groups, self-equipped and empowered to make selections. they have all the correct potential to deliver cost and are supported by way of a firm that fills in any gaps and helps them to get greater.  At scale that skill groups of teams and the adoption of practices to make sure that dependencies are readily managed. but unlike in the world of mass creation, agile organizations don't benefit from “throwing loads of our bodies at an issue”, and instead motivate leaner, “smarter” organizational models. businesses could need to change their strategy to teams through:

  • focusing on building long lived groups – teams don't seem to be a brand new concept for agencies, in fact for a lot of they just like the conception so a whole lot they put americans on varied groups. Agile businesses inspire a extra concentrated, people centric model with groups having an identification and constant membership. That potential that work is delivered to the group as opposed to the crew forms across the work. this could require a metamorphosis in pondering and system for a lot of project management businesses.  
  • setting apart of labor administration from individuals management – It is very tough to be transparent when the adult who stories you, determines your bonus and decides on promotions is working with you on a daily foundation. by using having a clear separation of labor administration and people management on agile groups encourages transparency and openness. Work is managed through the group, individuals development and administration is both managed by using some sort of neighborhood or guild, or by using greater normal management.
  • Incrementally evolving the structure in opposition t consumers – for many businesses, individuals are aligned to functions and those purposes are reused in a variety of consumer or value contexts. That results in complexity with every thing affecting every thing. contemporary, agile enterprise architectures focal point on optimizing for agility. That might also mean that some issues are duplicated and that the entire charge of ownership for a person application should be would becould very well be higher, however ultimately the value of responding to the market outweighs that charge. Optimization moves in terms of location within the stack as it has finished outdated with changes to the cost of disk space or processing.
  • diversity matters – To respond to complicated issues requires skilled teams with a number of diverse views and capabilities. variety of opinion, idea and answer are critical for supplying price. but for a lot of businesses group boundaries re-implement departmental, equipment and journey boundaries. For agile to work, and for agencies to deliver remarkable consumer solutions it's critical to construct distinct groups that challenge the popularity quo, seem to be and think distinctive.
  • Introducing the 5 challenges of Agile Transition

    moving to the “new order” isn't convenient, and many organizations have begun the event with the adoption of Scrum, and are taking a look at scaling frameworks similar to less, safe and Nexus, and organizational models just like the Spotify. sadly, there is not any single silver bullet for “reworking” your firm into an agile, digital native business. looking at organizational frameworks and scaling fashions are first-rate tools and only 1 piece of the puzzle, because the flow requires a greater holistic method to agility. It additionally cannot be thought of as replacing one methodology with an extra, but instead whatever extra primary to the way the corporation responds to the market and provides value. groups may still concentrate on 5 huge challenges.

  • help and offer protection to agile subculture with strong management
  • aid groups and stakeholders to self-prepare
  • manipulate your portfolio with outcomes (no longer output)
  • Systematically eradicate sources of waste and lengthen faced via Agile teams
  • Measure and enrich price delivered with established comments (inspect and adapt)
  • help and give protection to agile way of life with strong leadership

    The lifestyle of the company is defined by the norms enacted via the organization in how they do every little thing. leadership defines and re-enforces these norms within the movements and words. Having leaders that embody the values of agility and enhance its ideas is essential for any transition. for example, agility requires a continual method to learning and figuring out, but when leaders focal point on errors and apportioning blame, then it is probably going that any empirical process will not work.

    help teams and stakeholders to self-arrange

    growing an atmosphere the place groups self-arrange and are empowered to make selections that deliver price is the foundation for agility.  alas, simply telling teams to be empowered and self-organize is not an ideal way to introduce those ideas. instead change has to be added incrementally and practices corresponding to Delegation Board from management three.0 can support slowly stream groups to taking the lead.  

    control your portfolio with outcomes (no longer output)

    Agility like the rest is just as good because the influence you're concentrated on. through constructing an agile commercial enterprise that is focused on customer outcomes instead of work you no longer only allow more suitable alignment, however you also power a clear vision and objective. natural groups have always concentrated on the system, with best small ingredients of the corporation being related to the client and the results they are looking for. modern, agile organizations make effects in the context of customers’ wants entrance and middle and make everybody liable for them.

    Systematically get rid of sources of waste and delay confronted by means of Agile teams

    Waste is the enemy not of effectivity however of value. Waste to agile groups is anything that stops them from offering value and enhancing. Waste equivalent to hand-offs to external departments to waste in time spent in overview conferences. To become more agile every little thing is on the “waste elimination” agenda and nothing is “set in stone”. That potential that corporations equivalent to finance, audit and compliance deserve to be part of the change enabling them to be overview existing methods with a purpose to trade. Planning is often a neighborhood where waste is current with long term planning cycles and change administration processes taking positive time away from key stakeholders and delivery teams. In Scrum, waste is managed right through by using making it transparent in the every day Scrum and opportunities for growth being discussed in sprint assessment and Retrospective. but outside of any certain framework agile groups analyze everything with an eye to learn and enrich. They also have the braveness to challenge the reputation quo.

    Measure and enrich value delivered with familiar remarks (check up on and Adapt)

    in case you have been going to measure one element to investigate if an enterprise is agile it would be how frequently they get their valued clientele, stakeholders and teams to assessment the delivered objects. Getting precise statistics on the use on what you have got delivered, coupled with a need to create the simplest aspect to get remarks are cornerstones to agility. famous agile corporation client centric company Amazon famously gives you application each eleven.6 seconds. not because it wants to add greater facets, but because it desires to are trying new ideas with its purchasers and get remarks.

    abstract

    It seems ironic, but many businesses believe of a stream to agile as a hill to be climbed using natural techniques. construct a plan, find the resources after which execute. but becoming an agile commercial enterprise is a good deal greater than adopting a selected system framework or altering job titles. it is a fundamental change to the way wherein you respond to the market. Organizational fashions, techniques, tools and even the underlying products will alternate frequently in response the needs of the customer, market and stakeholders. An agile commercial enterprise is at its coronary heart a consumer-centric studying firm. Peter Senge in his publication the 5 self-discipline, The artwork and practice of a getting to know corporation describes the need for a firm to becoming focused on studying.

    “The simplest sustainable competitive competencies is a company's means to study faster than the competitors”.

    sooner or later, through concentrating on the 5 challenges of agile leadership, self-firm, becoming customer influence centric, waste adverse and frequently supplying studying the subculture of the firm, businesses will develop into greater focused on getting to know and should become more agile.  

    about the writer

    Dave West is the Product proprietor and CEO at Scrum.org. he is a accepted keynote at fundamental business conferences and is a generally posted writer of articles and research experiences. He is also the co-creator of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented evaluation and Design. He led the building of the Rational Unified system (RUP) for IBM/Rational. After IBM/Rational, West again to consulting and managed Ivar Jacobson Consulting for North the united states. Then as VP, analysis director Forrester research, he ran the software construction and beginning practice. ahead of becoming a member of Scrum.org he become Chief Product Officer at Tasktop where he became liable for product management, engineering and structure. As a member of the enterprise’s govt administration crew turned into additionally instrumental in turning out to be Tasktop from a functions business into a VC backed product enterprise with a group of nearly 100.




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    Key Takeaways
  • Successful transformation needs strong leadership to support and protect agile culture
  • Help teams and stakeholders to self-organize
  • Manage your portfolio with Outcomes (not Output)
  • Systematically remove sources of waste and delay faced by Agile teams
  • Measure and improve value delivered with frequent feedback (Inspect and Adapt)
  • Moving to Agile is hard, but necessary

    As we move into the digital age, organizations increasingly want to be more agile. Maybe it is motivated by loss; loss of customers, employees, market share or brand value. It also could be driven by a need to “keep up with the Joneses” and the desire to be as cool as Amazon or Netflix. Motivation not withstanding agile transitions are common place with many organizations looking to become “more agile”.

    However, for many organizations, the journey to becoming “more agile” is littered with false starts, unhappy stakeholders and annoyed and confused leaders. Becoming agile is difficult, not just because of agility, but actually because any change is hard for organizations to embark upon. To quote Niccolo Machiavelli:

    There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. - The Prince (1532)

    And the move to agile is a new order of things, a much more fundamental change than the adoption of a new methodology or process framework. Carlota Perez world famous economist describes the change as common-sense response to the digital age.

    No one today would propose a centralized, rigid, top-down organizational structure, where you cannot communicate across functions except through your bosses. However, that was precisely what Alfred Sloan set up at General Motors, to a great advantage at his time. With today’s communications and flexible technologies, agile creative networks make more sense and lead to much more productivity.

    Perez goes on to argue that the previous age focused on mass production. Which by its very nature is different from digital production. Mass product focuses on reducing the unit cost, and increasing quality by process optimization, conformity and standardization. Digital on the other hand, focuses on the unit size of one, where everything is unique in terms of the problem, solution and ultimate value stream. But how many organizations still manage their digital products with the same mass production paradigm with resource optimizations, standardized process and specialism of labor? The agile age requires a different approach to outcomes, work, teams and management.

    A focus on outcomes – taking ownership of the business value

    Instead of a focus on getting work done in the most cost-efficient, consistent, risk adverse manner, agile teams concentrate on delivering value in the most effective way. They focus not on the work, but instead the outcomes they are trying to deliver. Scrum, the world’s most popular agile framework, is empirical in approach. Thus, problems are broken down into small experiments with frequent observation which may result in changes. Smaller batches of work coupled with the need to concentrate on value means:

  • Ownership becomes a top priority - In most traditional organizations, decisions are made in a slow, consensus driven manner. Documents are used to store the details and are signed off to ensure that everyone knows who was involved. Change is treated as a problem with expensive management processes, review committees and escalation approaches. Agility requires decisions to be made, and work to be delivered allowing feedback and improvement. That requires ownership.
  • Value needs to be clearly understood and measured, which seems like a simple requirement - The reality is that much work does not have a clear connection to value. Measurement is also very difficult as organizations wrestle with visibility, transparency and ownership.
  • Teams must be aligned to customers – Often teams have a poor understanding of their relationship with a customer and even if they have the benefit of knowing the customer they neither are aligned to them or can get access to them. Customers are managed by the front end of the business, sales, marketing and support. Product development has to work with these organizations to get access and feedback.
  • Frequent understanding requires frequent observation – For digital products, that means delivering them to customers to be used. Delivering frequently has huge implications on every part of the development process from how requirements are managed, to how the product is tested. How the underlying software is architected also changes to support smaller more frequent changes. For non-digital or hybrid products the need to gather frequent feedback also changes the way work is done with more of a focus on frequent review, simulation and testing.  
  • Work is not owned by a manager

    In the new agile world, it is neither possible to tell people to do a particular task or plan at the same level of breadth or depth. Work is defined, managed and executed by empowered teams who are not focused on the task, but instead the outcome they are trying to achieve. Quality including technical debt is treated in the same way that value is treated allowing the team and the business to make explicit, transparent decisions on trade-offs. But moving away from traditional managed work to a more agile approach requires more than managers stepping away but requires organizations to have:

  • Clarity of accountability and ownership – In most modern organizations everyone is responsible, but no one is accountable. In an agile organization, it is clear that the team is responsible for the outcomes, the business for deciding where to focus the team in terms of value and the organization accountable for building the environment for the team to be successful. By having clear responsibilities and allowing teams to make decisions agile organizations can quickly cut away lots of the waste associated with traditional top down management approaches.
  • Management focused on building the right environment – Many managers get their position because they are good at doing the work. That leads to a culture of “parental-ism” with managers telling people what to do. For simple work this can be effective, but when work becomes complex and process variable it is very difficult requiring the manager to be always there. The management role therefore has to change to coaching, and servant leadership helping the team deal with the work and focus on the outcomes.
  • Projects replaced by products – For many organizations, work is done through projects, and at any one time there are thousands of projects being run. Each project has funding, resources and lots of documentation. People work on multiple projects and teams are created and destroyed frequently. Agility does not force an organization not to do projects, but does encourage a more focused, team centric approach to work. By reducing projects and moving to a product or customer alignment, teams can better focus on outcomes. Additional benefits are simpler planning cycles, reduced complexity of communication and reducing of the dreaded context switching problem. Projects will still exist for initiatives that cross multiple customer / product / outcome boundaries, but they will not be the norm. 
  • Teams are real

    At the very heart of the agile organization is a collection of teams, self-organized and empowered to make decisions. They have all the right skills to deliver value and are supported by an organization that fills in any gaps and helps them to get better.  At scale that means teams of teams and the adoption of practices to ensure that dependencies are effectively managed. But unlike in the world of mass production, agile organizations do not benefit from “throwing lots of bodies at a problem”, and instead encourage leaner, “smarter” organizational models. Organizations may need to change their approach to teams by:

  • Concentrating on building long lived teams – Teams are not a new concept for organizations, in fact for many they like the idea so much they put people on multiple teams. Agile organizations encourage a more focused, people centric model with teams having an identity and consistent membership. That means that work is brought to the team rather than the team forms around the work. This will require a change in thinking and process for many project management organizations.  
  • Separating of work management from people management – It is very hard to be transparent when the person who reviews you, determines your bonus and decides on promotions is working with you on a daily basis. By having a clear separation of work management and people management on agile teams encourages transparency and openness. Work is managed by the team, people development and management is either managed by some sort of community or guild, or by more traditional management.
  • Incrementally evolving the architecture towards customers – For many organizations, individuals are aligned to applications and those applications are reused in many different customer or value contexts. That leads to complexity with everything affecting everything. Modern, agile enterprise architectures focus on optimizing for agility. That may mean that some things are duplicated and that the total cost of ownership for an individual application might be higher, but ultimately the value of responding to the market outweighs that cost. Optimization moves in terms of location in the stack as it has done previous with changes to the cost of disk space or processing.
  • Diversity matters – To respond to complex problems requires experienced teams with a variety of different perspectives and skills. Diversity of opinion, idea and solution are crucial for delivering value. But for many organizations team boundaries re-enforce departmental, system and experience boundaries. For agile to work, and for organizations to deliver great customer solutions it is important to build diverse teams that challenge the status quo, look and feel different.
  • Introducing the 5 challenges of Agile Transition

    Moving to the “new order” is not easy, and many organizations have begun the journey with the adoption of Scrum, and are looking at scaling frameworks such as LeSS, SAFe and Nexus, and organizational models like the Spotify. Unfortunately, there is no single silver bullet for “transforming” your organization into an agile, digital native enterprise. Looking at organizational frameworks and scaling models are great tools and just one piece of the puzzle, as the move requires a more holistic approach to agility. It also cannot be thought of as replacing one methodology with another, but instead something more fundamental to the way the organization responds to the market and delivers value. Organizations should concentrate on 5 broad challenges.

  • Support and protect agile culture with strong leadership
  • Help teams and stakeholders to self-organize
  • Manage your portfolio with outcomes (not output)
  • Systematically remove sources of waste and delay faced by Agile teams
  • Measure and improve value delivered with frequent feedback (inspect and adapt)
  • Support and protect agile culture with strong leadership

    The culture of the organization is defined by the norms enacted by the organization in how they do everything. Leadership defines and re-enforces those norms in the actions and words. Having leaders that embody the values of agility and reinforce its principles is crucial for any transition. For example, agility requires a continuous approach to learning and understanding, but if leaders focus on mistakes and apportioning blame, then it is likely that any empirical process will not work.

    Help teams and stakeholders to self-organize

    Creating an environment where teams self-organize and are empowered to make decisions that deliver value is the foundation for agility.  Unfortunately, just telling teams to be empowered and self-organize is not an effective way to introduce those ideas. Instead change needs to be introduced incrementally and practices such as Delegation Board from management 3.0 can help slowly move teams to taking the lead.  

    Manage your portfolio with outcomes (not output)

    Agility like anything is only as good as the outcome you are focused on. By building an agile enterprise that is focused on customer outcomes rather than work you not only enable better alignment, but you also drive a clear vision and objective. Traditional organizations have always focused on the system, with only small parts of the organization being connected to the customer and the outcomes they seek. Modern, agile enterprises make outcomes in the context of customers’ needs front and center and make everyone responsible for them.

    Systematically remove sources of waste and delay faced by Agile teams

    Waste is the enemy not of efficiency but of value. Waste to agile teams is anything that stops them from delivering value and improving. Waste such as hand-offs to external departments to waste in time spent in review meetings. To become more agile everything is on the “waste removal” agenda and nothing is “set in stone”. That means that groups such as finance, audit and compliance need to be part of the change allowing them to be review existing processes with a view to change. Planning is often an area where waste is present with long term planning cycles and change management processes taking valuable time away from key stakeholders and delivery teams. In Scrum, waste is managed throughout by making it transparent in the daily Scrum and opportunities for improvement being discussed in Sprint Review and Retrospective. But outside of any particular framework agile teams look at everything with an eye to learn and improve. They also have the courage to challenge the status quo.

    Measure and improve value delivered with frequent feedback (Inspect and Adapt)

    If you were going to measure one thing to determine if an enterprise is agile it would be how frequently they get their customers, stakeholders and teams to review the delivered items. Getting real data on the use on what you have delivered, coupled with a desire to create the simplest thing to get feedback are cornerstones to agility. Famous agile organization customer centric organization Amazon famously delivers software every 11.6 seconds. Not because it wants to add more features, but because it wants to try new ideas with its customers and get feedback.

    Summary

    It seems ironic, but many organizations think of a move to agile as a hill to be climbed using traditional approaches. Build a plan, find the resources and then execute. But becoming an agile enterprise is much more than adopting a particular process framework or changing job titles. It is a fundamental change to the way in which you respond to the market. Organizational models, processes, tools and even the underlying products will change frequently in response the needs of the customer, market and stakeholders. An agile enterprise is at its heart a customer-centric learning organization. Peter Senge in his book the 5 Discipline, The Art and Practice of a learning organization describes the need for an organization to becoming focused on learning.

    “The only sustainable competitive advantage is an organization's ability to learn faster than the competition”.

    Ultimately, by concentrating on the 5 challenges of agile leadership, self-organization, becoming customer outcome centric, waste adverse and frequently delivering learning the culture of the organization, organizations will become more focused on learning and will become more agile.  

    About the Author

    Dave West is the Product Owner and CEO at Scrum.org. He is a frequent keynote at major industry conferences and is a widely published author of articles and research reports. He also is the co-author of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented Analysis and Design. He led the development of the Rational Unified Process (RUP) for IBM/Rational. After IBM/Rational, West returned to consulting and managed Ivar Jacobson Consulting for North America. Then as VP, research director Forrester Research, he ran the software development and delivery practice. Prior to joining Scrum.org he was Chief Product Officer at Tasktop where he was responsible for product management, engineering and architecture. As a member of the company’s executive management team was also instrumental in growing Tasktop from a services business into a VC backed product business with a team of almost 100.


    Agile in the enterprise: To succeed, avoid the fundamentalists | killexams.com real questions and Pass4sure dumps

    I remember it as though it were just months ago, but it was early 2005 when a heated discussion rippled across our company. A new way to develop software had matured and had been growing fast since 2001: the agile software development approach. We knew that it would disrupt the very controlled way CI&T had been developing custom software for big companies for over 6 years, and that was scary.

    Until then, we were exclusively implementing a formal process called RUP (rational unified process), a successful implementation of the ideas from the unified process framework. In our pitch we were purposely fighting the waterfall method that had been eroding the reputation of software houses over time. Studies were consistently showing that more than 65 percent of big software projects would fail.

    Today, it comes without a single sign of pain to say that 100 percent of our projects are carried out using agile, but during that time we were uncertain about the future. That pristine CMMI level 5 certification we had conquered with so much effort over the years was, after all, going to be irrelevant for the industry. Not to mention the detailed processes we had built to align teams and clients in very well defined tasks and waves of work, would all be compromised by a novelty we would need to learn how to use from scratch.

    But as clients were demanding us to use it, we found ourselves in a Matrix-like situation where we had no option but to take the red pill.

    And then in 2006, we delivered our first 100 percent agile project. It wasn’t all peaches and cream. We struggled to let go of things RUP had taughted us over the years. But nothing resists positive reinforcement, and soon after we would have reinvented the way we build software to fully embrace the agile manifesto.

    Enterprises are a rough terrain for whatever new ideas may increase uncertainty, even if in favor of better potential outcomes. We admit that at the beginning we took the manifesto too literally. We had become some sort of fundamentalists who wanted to rigidly follow and implement the philosophy by pushing it down our clients’ throats.

    But as we grew from hundreds of employees to half a thousand and later to more than a thousand, and our projects were large scale software implementations for Fortune 100 companies, reality started to wake us up. We realized we were fooling ourselves to believe that we could follow the manifesto so literally. We were more “fragile” than “agile” and we knew we needed to carefully take into consideration the enterprise scale and constraints. The challenge was how to make information and decision making processes work in an environment where it is just impossible to have all stakeholders in the daily meetings.

    Let’s take a look at each of the contrasts made in the manifesto, which state that “while there is value in the items on the right, we value the items on the left more”:

    1. Individuals and interactions over processes and tools

    There’s an intrinsic beauty in allowing self-sufficient teams to get their hands dirty to develop the user stories by collaborating with a few key stakeholders like a product owner. While this is great for small teams or start-ups, inside enterprises, a lack of alignment in different levels often generates more heat than results.

    As a colleague of mine recently wrote, we have a more holistic view on the “people over process” piece and extend the concept of teams to different areas of the enterprise so that we can achieve a common ground before and during a project. And there are very simple tools that don’t cost any money that will help teams to communicate efficiently.

    We also found out that user experience design as part of the development process is a great way to align expectations with business areas.

    2. Working software over comprehensive documentation

    Some people don’t realize how profound this mindset change has been to software development. While start-ups do it intuitively, since they have to minimize their costs to get products and services to the market, inside established enterprises a mold of irrational attachment to documentation had to be broken.

    There are, however, cases where comprehensive documentation might be necessary — like in highly regulated financial services. If taken too literally, a radical agilist might despise any documentation, which might make the use and proliferation of APIs, to give a simple example, impossible.

    3. Customer collaboration over contract negotiation

    Individuals in big enterprises attuned to the new pace of technology are on board with different contract models where they (and their organizations) can accommodate changes in scope.

    Enterprises, however, cannot afford to have zero visibility about deadlines and the productivity of agile teams.

    Some agile extremists fiercely fight to disprove any attempt to measure performance of agile teams. But how can one improve on what’s not being measured? And most importantly, how is it possible to adapt to the fast changing pace of technology without adapting processes?

    4. Responding to change over following a plan

    Companies small and big see a lot of value in having a software development team quickly responding to change without hours of deep discussions. Changes, after all, have become more common and more decisive to project success.

    It’s clear, however, that big companies need a plan to accommodate changes, otherwise they will quite often run out of budget. Value engineering has proved to be of tremendously effective tool to help with this.

    If you ever heard one or more of the following phrases from agile developers, ask yourself if you aren’t dealing with an agile fundamentalist:

  • “Software development is a form of art and thus can’t be measured.”
  • “The feature will be ready when it’s ready. Projections from management won’t help, we are working on adding value as quickly as possible.”
  • “Productivity measurements and metrics are things of the past, from the mass production processes. Artifacts used by managers to squeeze life out of developers.”
  • “The measurement of productivity is a risk because the teams will find a way to artificially prove that they are productive.”
  • “We can’t do a fixed price project because we won’t be able to accommodate changes.”
  • Those are all myths that can be proven wrong.

    Metrics can be used to measure processes, not people, and productivity should be collected and monitored by the teams themselves. A team that is not capable of measuring its own performance and understanding what’s affecting it will never be able to promote continuous improvement.

    As we found out when we grew to over 1,200 people (we are now at 1,700), the lean principles offer the best set of philosophical baselines and tools for the best implementation of agile, be it with SCRUM, Kanban or anything else.

    “Lean” was the key for us to overcome the agile manifesto pitfalls and to be able to scale that approach inside big companies like Johnson & Johnson, Pfizer, and Coca-Cola, to name a few.

    We are now a smart collection of “lean agile enterprise” evangelists, as opposed to agile fundamentalists, and our clients are happy with that, reporting quality and throughput performances never before seen.

    Our organization isn’t the only one who’s noticed this phenomenon. Dave Thomas, one of the founders of the Agile Manifesto, recently wrote a blog post to suggest the term “agile” should be dropped.

    In my opinion, we just need to discern between evangelists and fundamentalists.

    Márcio “Mars” Cyrillo is executive director at CI&T, creator of smart applications that add a layer of intelligence to business. He is currently responsible for global marketing operations, the global partnership with Google and CI&T’s strategic early involvement with the emergent market of smart applications (CI&T Digital Brain). With CI&T since 1999, Mars holds a PhD in applied physics from Universidade Estadual de Campinas and two MBAs in sales management and entrepreneurship from Fundacao Getulio Vargas and Babson College. Mars is driven by constant improvement in: technology, his running, and the best lens to capture the NYC skyline.


    How Christianity can be an “alternative” to consumerism | killexams.com real questions and Pass4sure dumps

    Essayist Meghan O’Gieblyn was raised in a fundamentalist Christian household in Michigan by parents who, at one point, believed the apocalypse was imminent. In fact, the family stored up so much nonperishable food in the event of the end of the world that they ended up subsisting for months on “colorless suppers of dried meat and powdered mashed potatoes,” refusing to admit their error.

    O’Gieblyn writes about her upbringing, and the influence of religion in her life, in the 15 essays that comprise her debut essay collection, Interior States, which comes out this week. Diverse in subject — in one essay, she writes about the way critics of Alcoholics Anonymous are uncomfortable with its spiritual character; in another, she analyzes a theme park devoted to biblical creationism — the writings are consistently, exquisitely thought-provoking. In all, the collection of essays is at once challenging and lyrical, and portrays a nuanced, complicated look at faith, secularism, and evangelical culture in 2018.

    While O’Gieblyn writes, frequently and movingly, of losing her faith in adulthood, her criticisms of evangelical culture and Christianity are filled not with polemic but with yearning: a spiritual and moral hunger for what Christianity could and should have been, and the “missed opportunities” for faith in a capitalist, secular age.

    I spoke with O’Gieblyn about American evangelicalism, her own faith, and her process. The interview has been lightly edited and condensed for length and clarity.

    Tara Isabella Burton

    In a lot of your essays, you talk about different elements of what you call your “deconversion” experience, out of a quite extreme form of evangelical Christianity. Can you tell me a bit more about your faith journey?

    Meghan O’Gieblyn

    I was raised in a fundamentalist home in Michigan. I was homeschooled until 10th grade. And when I was 18, I went to Moody Bible Institute in Chicago, which is a very small, very old, conservative Christian college founded by Dwight L. Moody in the 19th century. And it was while I was there — while I was studying theology and really getting in depth into the Bible for the first time in a way that I hadn’t as a child — that I started contending with a lot of problems. Particularly the theology surrounding hell, predestination, the problem of evil, that I didn’t really think about in any depth until I was at that school.

    I was also driven by the cultural problems within Christianity — a lot of the hypocrisy in that culture, the way that women were regarded. So I ended up leaving Moody after two years of a four-year program, and spent many years still struggling. I didn’t call myself an “atheist” when I left. It wasn’t a clean break. But writing was one of the ways that helped me make sense of these questions and forge a new identity. All of my essays are in different ways trying to make sense of that experience.

    Tara Isabella Burton

    Something I find really striking about your work is that while you absolutely do criticize much of the faith tradition you come from, you’re also similarly critical of a secular world (and media) that fails to understand that faith tradition. Throughout your essays, you reserve harsh words for magazine articles that refer, say, to the idea that the Western world “stopped believing in hell” sometime around the European Enlightenment, or scholars who refer to Satan as an “antiquarian relic of a superstitious age,” as biblical scholar Elaine Pagels did. What does the secular world get wrong about evangelicalism and fundamentalism?

    Meghan O’Gieblyn

    I think the thing they get wrong most often is that it’s a very simplistic worldview and that it depends upon wishful thinking and faith. Faith is obviously a big part of Christianity, and a lot of believers do defer to that, no question. But the type of Christianity I grew up in was a very intricate worldview that depended upon rational principles, that functioned within that world sort of separate from secular rationality. So you know we were taught apologetics as children. We were taught to defend our faith, to use Scripture as evidence to respond to these common attacks on Christianity.

    When I was at Moody Bible Institute, the intellectual culture there was very intense and academically rigorous, even though we were studying the Bible from a literalist point of view. We weren’t studying liberal theologians. It was a very insular world. But we read the Bible with a kind of attention and depth that I think would be familiar to academics. It’s hard to explain that to a secular audience because a lot of the things we were studying in depth sound insane to a secular audience. We’re talking about how to prove that the Earth was actually created in six days based on all of these theologically arcane methods. But it did function within its own insular world as a system of rational thought.

    Tara Isabella Burton

    That makes a lot of sense within the paradigm of your work, which treats religion and the ideas behind it extremely seriously, and with depth, even when you’re criticizing it. And at times, you still see the value in it. In your essay on the differing ways hell has been treated in contemporary Christianity, for example, you talk about how there is a potential within the narrative of hell to find “a sober counternarrative to the simplistic story of moral progress that stretches from Silicon Valley to Madison Avenue.” What elements of your religious upbringing would you like to see preserved, and why?

    Meghan O’Gieblyn

    When I was writing many of these essays, my biggest criticism of the church is that it didn’t provide an antidote to capitalism. And it could have! I grew up in the 1990s during the megachurch era. There was still this idea that they could compete with secular youth culture. I have an essay in here, for example, about the phenomenon of Christian music, and how a lot of Christian artists in the 1990s were trying to compete with bands, which were on MTV, to compete with whatever was popular and add a Christian “twist” and sell whatever was popular. It leads to an inauthenticity.

    There was a missed opportunity to offer an alternative to this culture of consumerism, of capitalism, that a lot of us were already disillusioned with, and the church was doing the exact same thing. It wasn’t providing an escape. It was marrying the culture.

    I talk about this in my piece on hell. In the 2000s, people stopped talking about hell to appeal to a larger audience. Pastors started running churches like a business. They did market research and found that hell made people uncomfortable. People didn’t want to hear about hell, or how they were sinners. But the gospel message doesn’t really work if there’s no stakes, nothing to be saved from. And I think there was a missed opportunity to reinterpret hell — as a metaphor for evil, for these difficult experiences that people go through, like addiction or war.

    Tara Isabella Burton

    Let’s home in on that a little bit more. In Interior States, you talk a lot about the evangelicalism of the late ’90s and early 2000s. In the past few decades, how have you seen that world change? Where has evangelicalism gone in America?

    Meghan O’Gieblyn

    It’s become much stranger, I think, than it was even when I was a Christian. It’s interesting watching the movement evolve now, as an outsider. With the Trump presidency, and the overwhelming amount of white evangelicals who voted for him — that was an incredible disillusionment for me. The narrative of when I grew up at school during the Bush years was, “He’s one of us; he’s a good man.”

    And then to see the church do a total 180 and support someone like Trump, who is not a Christian, who is an adulterer, who totally goes against all their values — it makes it clear that [Christian politics] were about cultural dominance, Christian nationalism, patriarchy, white supremacy. I think the Trump presidency sort of revealed the extent to which maybe Christian politics were always about those issues.

    And there’s been a rift, too, within evangelicalism. I think a lot of Christians, particularly younger evangelicals, have become really disillusioned with that label, or are calling themselves “ex-evangelicals” or gravitating toward mainline Protestant denominations that are more concerned with things like social justice.

    Penguin Random House Tara Isabella Burton

    Let’s talk a little bit more about your own work and your process. In your essay “On Subtlety,” you talk about how your experience of faith informs your writing on a narrative as well as content level. You talk about how a kind of sense of meaningfulness pervading the world, and a compact of trust between a narrator and a reader that mirrors that between God and creation, made you more prone to writing “subtle” pieces, where you trust the reader to get it. Can you expound further on how your faith tradition informs your writing as well as your subject matter?

    Meghan O’Gieblyn

    I actually started off as a fiction writer. And one of the criticisms I always got in workshop with my work was that I wasn’t being explicit enough — that I was forcing the reader to make connections that I should have been making as a writer. And I’ve gotten criticism even as a nonfiction writer. It started to seem like it was larger than a craft problem — like it was actually a problem with the way I looked at the world.

    When I was growing up in the church, there was this whole narrative of “you have to pay attention. God can speak to you in mysterious ways.” And you have to be careful in calling attention to those connections. Christians were always looking for signs, like, “God is speaking to me through the words of a popular song.”

    There’s also this interpretative vigilance that we were taught as children. We were taught that the secular world was kind of this unified ideology that was trying to dupe us, and we had to deconstruct these messages and be vigilant guarding ourselves against it. And I think that was a useful education in a lot of ways, because it taught me critical thinking.

    Also, there’s a way in which that idea of religious mystery is something that has informed my writing. I do sometimes think of writing as a very mystical process. A lot of writers do. Sometimes you don’t understand the way your subconscious works — the way the ideas rise to the surface. It can feel like a religious experience at times.



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