How an Agile Software Process Is Changing Non-Tech Companies | Roula Lombardi | TEDxStonehillCollege

Agile is a framework used in software development that is now expanding beyond software industries to financial markets, retail and other businesses and is changing how projects are conducted. Agile allows businesses to respond more efficiently to ever changing technology and needs of the market. The Agile framework uses scrum and sprints to break down projects into smaller iterations allowing for constant feedback and faster delivery to market. My Ted talk topic would focus on the Agile framework, what it means, and how it has benefited software development since its inception in 2001, and is now expanding beyond software to retail, financial and HR institutions. It will also cover how it will benefit any business or corporation. Roula is the owner of Bardo WebTeks, a small business specializing in website development, design and Agile coaching. She also works as an Agile coach, scrum master, and consultant. Roula received her Bachelor's degree in Journalism and Public Relations from New England College and her Master's degree in Journalism from Boston University. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at www.ted.com/tedx

[@mediadittany5483]

Great talk. Appreciate finding a discussion of agile applications beyond software development. Also admire her courage.

[@evamacid3834]

This talked really helped me to understand better Agil ❤

[@snowwhite2146]

Excellent way of explaining what agile is about! Brilliant!!

[@Mayaadyby.]

Great explanation! Thank you.

[@MakeMoneyGuide]

Keep posting interesting contents like this!

[@shanedemorais7397]

It's interesting that she didn't mention ken schwaber (the founder of SCRUM).

[@lorrainesimo8760]

great talk

[@mohammednaseeb151]

Excellent..

[@prometheas]

The agile part of this talk is fairly mediocre, which is fine. But the reason I'm comment is that it's kind of astonishing to me that Ms. Lombardi somehow expected that this business of embedding chips in one's flesh for tracking purposes would somehow seem compelling and/or attractive strikes me as absolutely bizarre. I'm both a tech-forward "early adopter" (software developer by trade), who has happily practiced Scrum for a decade now-and who talks very favorably about it, both within and outside of the software development contexts-find this association as absolutely terrifying.

[@tompuijpeNL]

Yeah well, you may have too much experience that makes you to be automatically skeptic of radical innovations.

[@lukes5631]

The problem-solution fit is not quite there yet for implants. I believe it is coming. I will absolutely not be inserting technology into my body without dire need, e.g. a pacemaker, god forbid. I agree with your sentiment. Chatting so casually and excitedly about how great implants are... some people are openly transhumanist and others are unconsciously proponents. It is a sweeping force moving through society at the moment.. you're comment is from 3 years ago, so today in 2024 and having now come out of the pandemic, I'd say there is a little more 'awareness' on the subject globally.

[@MJS2376]

micro chip in hands = yikes, didn't hear anything after that

[@camgere]

Lean or Agile? I say Lean. Ries, E. (2011). “The Lean Startup”. Product development in the face of uncertainty. The business and marketing functions of a startup should be considered as important as engineering and product development. Customer value is the most important thing, marketing, representing the customer, is key. Entrepreneurship is management. Validated learning. Use scientific methods. Assumptions and hypothesis should be tested. Note that this book is NOT called “the Agile Startup”. Agile believes in “people over process”. Lean believes that when you repeat processes over and over you should get better at them. You can only do this by documenting your process. Then your documented process can be continuously improved by the people doing the work (not management). The process goes where it goes. Besides, Agile, Scrum Extreme Programming all have a process that you have to adhere to (contradiction?). Agile believes in working software over documentation. Unfortunately for manufacturing, you need to release perfect documentation, or the product will fail. Interchangeable parts and standard work are required. How do you do integration tests on undocumented software? The engineers are off to the next sprint and never look back (or forward). One thing at a time. How do teams of developers coordinate when there are no specifications? I guess you look at “customer complaints”. (Then why bother with unit and integration testing?) If the sprint is checked off on the last day, when does the “customer feedback” come in? Does that erase the checkmark? The whole point of Agile is that software engineers have to “commit” to meeting the schedule and work as much unpaid overtime as it takes. Managers can then have predictable schedules and budgets. You can even calculate the “velocity” of work. You can bully and intimidate those lazy programmers into working harder. The risk is transferred from management to engineers. Investors are risk takers. Employees are security seekers. Scientific testing in Lean. Define metrics upfront. Split A/B testing can be used. Two groups (cohorts) are given the same test with one change. Differences in outcome can be attributed to that one change. If you look at overall statistics such as sales, it is impossible to tell what contributed to what. It’s like you changed a dozen things at once and then declared the result due to only one thing. This test may be in the form of a Minimum Viable Product or a change in the standard product. The learning is important, not the revenue. Build-Measure-Learn. The method for Validated Learning. This may be designed backwards. You decide what you want to learn (validate). Define metrics. Then build the test. But you run it in the forward direction: Build-Measure-Learn. Specifically, you are learning about customer value and willingness to use or buy. Cycle (start-to- finish) time is important and needs to be minimized. Anything not necessary for test results is waste. The cycle is not complete until the customer feedback is evaluated and learning is done. Innovation Accounting. Early on, knowledge is much more important than revenue. Focus on validated learning. Spending a year to brilliantly develop something the customer doesn’t want is a complete waste. Pivot or Persevere. At some point inadequate test results may require a major change (pivot). You may decide to sell online rather than retail. You may decide to focus on just one item, or expand the lineup to multiple items. Engines of Growth. Word-of- mouth. (Viral) A side effect of product usage. Paid advertising. (Sticky) Recurring revenue through repeat customers. Customer growth needs to exceed customer loss. I suggest ”The Lean Startup” way.