4.3 SCRUMThe 3 Ceremonies1.Sprint PlanningEvery business project, regardless of whether it's agile, begins when a project sponsorhas an idea for a new or an enhanced business function.As every IT professional orconsultant knows, these project ideas can start in a very ambiguous and unformedmanner, with the potential sponsor.Most agile teams utilize some type of envisioning process, in which they work with theproduct owner and other stakeholders to de ne the broad goals and business driversfor the project.
4.3 SCRUMThe 3 Ceremonies1.Sprint PlanningThis broad outline is then re ned iteratively into stories (or features), and once thesestories are eshed out, the team can begin the work of prioritizing features anddetermining where in the series of iterations, or sprints, they might best t. Once thebacklog is determined, it's typically recorded on Jira/Con uence.The ScrumMaster, the product owner, the team, and the collaborators will usually worktogether in a facilitated session to determine where in the overall product roadmapvarious features might t.
4.3 SCRUMThe 3 Ceremonies1.Sprint PlanningThe determination of best placement for a particular feature is often made based onbusiness value, with those features that are expected to deliver the most visible andcompelling value rst.This is not the only criteria, however; sometimes it makes sense toprioritize the most dif cult technical elements rst, as a sort of feasibility exercise, toensure that they will actually work as expected.When scrum teams select features to include in the initial sprint, they pay close attentionto the team's size and capabilities, the amount of ceremony and reporting activityrequired for the environment, and the business value considerations discussed above.
4.3 SCRUMThe 3 Ceremonies1.Sprint PlanningIt's also important to consider the fact that early iterations act as a showcase of theentire project and can be important to building credibility and momentum for theproject within the organization. When preparing for the rst sprint, politically savvyScrum teams will show the stakeholders something that illustrates why they're investingin this project in the rst place.
4.3 SCRUMThe 3 Ceremonies2. Daily MeetingThe Daily Meeting is an integral part of most agile approaches and follows a well-knownpattern.These sessions typically have a strict time limit; in the case of a strict Scrumenvironment, the sessions are expected to run only 15 minutes.The Daily Meetings aredesigned for status only and are prohibited from becoming problem-solving or planningsessions.These sessions are designed to allow each team member to explain three status itemsto the rest of the team:a. what they accomplished since the last meeting;
4.3 SCRUMThe 3 Ceremonies2. Daily Meetingb. what they intend to accomplish before the next meeting;c. what impediments they've found or expect to encounter.Anyone can attend this meeting, but only team members who have committed to deliv-er work contribute; everyone else is only an observer.This daily status session gives allteam members, the ScrumMaster, and the product owner the chance to make anyrequired course corrections on a daily basis, thus keeping the project under control.
4.3 SCRUMThe 3 Ceremonies3. Sprint ReviewA guiding principle of agile methods is the feedback loop, and agile practitioners stressthe importance of continuously improving the content we deliver, and the process weuse to deliver it. If you're familiar with Extreme Programming, for example, you'llrecognize the concept of refactoring which requires developers to review their workand ensure that it is as tight, elegant, and clear as possible, to ensure maintainability andperformance.
4.3 SCRUMThe 3 Ceremonies3. Sprint ReviewThis idea of refactoring is applied to this process as well, as Scrum teams use the ReviewMeeting as an opportunity to evaluate the work done so far and the practices and thetechniques they used to develop those deliverables.Sprint Reviews are typically time-boxed to a maximum of four hours and include theproduct owner and the interested stakeholders, so they can evaluate the suitability ofthe product to date. This is also the forum for discussing changes in the market, thetechnology, or the business value proposition that may affect the effort, and for possiblycorrecting the project's course to ensure that it is still on track to deliver the businessbene ts envisioned upfront.
4.3 SCRUMThe 3 Ceremonies3. Sprint ReviewIt's important to remember the underlying intent of agile methods: to ensure that wedeliver the right product for the current need, not the need that existed when we beganthe project.Applying this idea requires Scrum teams to be open to, and embrace,changes that make sense based on transformations in the business or in the market-place.
4.2 KANBANKanban uses the stages in the software development lifecycle to represent the differ-ent stages in the manufacturing process.The aim is to control and manage the ow offeatures (represented by Kanban cards) so that the number of features entering theprocess matches those being completed.Kanban speci cally focuses on exceptional prorities of “work in progress” and “lanes”of work that are required to deliver software.The primary advantage of Kanban is that it’s a “pull” process for the team — they takethe top item in their vertical lane, work on it until it’s done, and move it to the nextlane. Once that’s done, they take the next item in the lane and work it until it’s done,then move that to the next lane.
5. PEOPLE
5.1. OBJECTIVES,VALUES Lorem ipsum dolor sit amet, consectetuer adip- iscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exerci tation ullamcorper suscipit lob- ortis nisl ut aliquip ex ea commodo consequat. Theo Punter COO
Lorem ipsum dolor sit amet, consec-tetuer adipiscing elit, sed diam nonum-my nibh euismod tincidunt ut laoreetdolore magna aliquam erat volutpat.Ut wisi enim ad minim veniam, quis Theo PUNTER COO
5.2 BENEFITS- the new IAAS domain and its great future capabilities- creative, exciting working place in which the freedom of ideas blends well with asavourus tea, a good coffee and fresh fruits- the green location of Liberty Technology Park- many sporting and relaxing locations through 7Card- medical services offered by Regina Maria throughout the country- special offers in various stores via Blitz Vip- 23 days of holidays / year- 1500 EUR professional development budget / year
5.2 WORKING PRACTICES- distribution of working programme is: 8 hours per day, between 7 a.m. and 19, veconsecutive days and 2 days free- arrival at the of ce at least between 9-10 a.m.- work from home to be announce until 10 a.m. by Slack - iwelcome-Cluj andparticipate via Skype at stand-up or other meetings- stand-up - at 10:30 daily- days off - recorded in Absence + nominate a back-up person- no one takes a day off if It is not approved by TL/COO- daily of ce agenda - in Exchange's calendar- the last person who leave the of ce close the door with the key- each Friday, at 17:00, the food will be thrown from the refrigerator
6. REFERENCE CASES
We've already proved OUR VALUE MILIONS of European identies under our management each day 10.000 business customers 100.000employees managed by our customers
6. REFERENCE CASES - PostNL 3 million + Consumers 51.000 Employees 100 + Applications 100 % Cloud strategyAs Jikkelien van Marle, PostNL’s Business Project Manager puts it, “It was much like entering a supermarket thatrequired checking out in separate areas for meat, bread and vegetables.What we needed was a customer-friendly systemwith Single Sign-On capabilities.”This project was rewarded by KuppingerCole with a European Identity & Cloud Award for best Cloud SecurityProject and nominated for the Computable award. In the press it is further emphasised that IDaaS is key in thepublic cloud strategy of PostNL, for example by Computer Weekly.
6. REFERENCE CASES - KB 10 million + Citizens 200 + Employees 1 Authentication Service 1 Identity PlatformBeing the hub in the library ecosystem, KB’s digital library requires a generic authentication service to provide au-thorized users, personalized access to the broad range of services of KB and all af liated public libraries and datap-roviders. KB selected iWelcome’s Identity as-a-service (IDaaS) platform as the basis for this generic authenticationservice.
6. REFERENCE CASES - ADMIRAL 5 million + Consumers 5 BrandsAdmiral Insurance, UK, started out in 1993 with the aim of offering lower insurance prices to more people, withoutcompromising on the quality of their service or products.You may know them as a car & home insurer but theyoffer a lot more.Through third parties they can arrange cover for your holiday, pet and even your life.Admiral isthere to make sure you’re covered every step of the way.
6. REFERENCE CASES - usg people 5000 Employees 20.000 Business customers 2 million + Flex workers 4 Brands 6 CountriesWhat is certain is that the portals meet a need, for candidates/employees and secondees, as well as for clients andUSG People.“With the platform we digitize the engagement and interaction with these important customergroups,” says Wendy Zwaaf-Hoogland, General Manager Online Services.
We need YOU toHELP US MAKE IT BETTER! Enjoy the Journey!
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