4.3 SCRUMThe 3 Ceremonies1.Sprint PlanningEvery business project, regardless of whether it's agile, begins when a project sponsor has an idea for a new or anenhanced business function. As every IT professional or consultant knows, these project ideas can start in a veryambiguous and unformed manner, with the potential sponsor.Most agile teams utilize some type of envisioning process, in which they work with the product owner and otherstakeholders to de ne the broad goals and business drivers for the project. 51
4.3 SCRUMThe 3 Ceremonies1.Sprint PlanningThis broad outline is then re ned iteratively into stories (or features), and once these stories are eshed out, the teamcan begin the work of prioritizing features and determining where in the series of iterations, or sprints, they mightbest t. Once the backlog is determined, it's typically recorded on Jira/Con uence.The ScrumMaster, the product owner, the team, and the collaborators will usually work together in a facilitatedsession to determine where in the overall product roadmap various features might t. 52
4.3 SCRUMThe 3 Ceremonies1.Sprint PlanningThe determination of best placement for a particular feature is often made based on business value, with thosefeatures that are expected to deliver the most visible and compelling value rst.This is not the only criteria, however;sometimes it makes sense to prioritize 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, theypay close attention to the team's size and capabilities, the amount of ceremony and reporting activity required for theenvironment, and the business value considerations discussed above. 53
4.3 SCRUMThe 3 Ceremonies1.Sprint PlanningIt's also important to consider the fact that early iterations act as a showcase of the entire project and can beimportant to building credibility and momentum for the project within the organization. When preparing for the rst sprint, politically savvy Scrum teams will show the stakeholders something that illustrates why they're investing inthis project in the rst place. 54
4.3 SCRUMThe 3 Ceremonies2. Daily MeetingThe Daily Meeting is an integral part of most agile approaches and follows a well-known pattern.These sessionstypically have a strict time limit; in the case of a strict Scrum environment, the sessions are expected to run only 15minutes.The Daily Meetings are designed for status only and are prohibited from becoming problem-solving orplanning sessions.These sessions are designed to allow each team member to explain three status items to the rest of the team: 55
4.3 SCRUMThe 3 Ceremonies2. Daily Meetinga. what they accomplished since the last meeting;b. 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 deliver work contribute; everyoneelse is only an observer.This daily status session gives all team members, the ScrumMaster, and the product ownerthe chance to make any required course corrections on a daily basis, thus keeping the project under control. 56
4.3 SCRUMThe 3 Ceremonies3. Sprint ReviewA guiding principle of agile methods is the feedback loop, and agile practitioners stress the importance ofcontinuously improving the content we deliver, and the process we use to deliver it. If you're familiar with ExtremeProgramming, for example, you'll recognize the concept of refactoring which requires developers to review theirwork and ensure that it is as tight, elegant, and clear as possible, to ensure maintainability and performance. 57
4.3 SCRUMThe 3 Ceremonies3. Sprint ReviewThis idea of refactoring is applied to this process as well, as Scrum teams use the Review Meeting as an opportunityto evaluate the work done so far and the practices and the techniques they used to develop those deliverables.Sprint Reviews are typically time-boxed to a maximum of four hours and include the product owner and theinterested stakeholders, so they can evaluate the suitability of the product to date.This is also the forum fordiscussing changes in the market, the technology, or the business value proposition that may affect the effort, and forpossibly correcting the project's course to ensure that it is still on track to deliver the business bene ts envisionedupfront. 58
4.3 SCRUMThe 3 Ceremonies3. Sprint ReviewIt's important to remember the underlying intent of agile methods: to ensure that we deliver the right product forthe current need, not the need that existed when we began the project.Applying this idea requires Scrum teams tobe open to, and embrace, changes that make sense based on transformations in the business or in the marketplace. 59
4.4 KANBANKanban uses the stages in the software development lifecycle to represent the different stages in the manufacturingprocess.The aim is to control and manage the ow of features (represented by Kanban cards) so that the numberof features entering the process matches those being completed.Kanban speci cally focuses on exceptional prorities of “work in progress” and “lanes” of work that are required todeliver software.The primary advantage of Kanban is that it’s a “pull” process for the team — they take the top item in their verticallane, work on it until it’s done, and move it to the next lane. Once that’s done, they take the next item in the laneand work it until it’s done, then move that to the next lane. 60
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 a savourus tea, a good coffee andfresh 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 / year1500 EUR professional development budget / year 64
5.2 WORKING PRACTICES distribution of working programme is: 8 hours per day, between 7 a.m. and 19, ve consecutive 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 and participate 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 - PostNL3 million +Consumers51.000Employees100 +Applications100 %Cloud strategyAs Jikkelien van Marle, PostNL’s Business Project Manager puts it, “It was much like entering a supermarket that 68required 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 provideauthorized users, personalized access to the broad range of services of KB and all af liated public libraries and data-providers. KB selected iWelcome’s Identity as-a-service (IDaaS) platform as the basis for this generic authenticationservice. 69
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. 70
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. 71
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