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000-839 - Rational Unified Process v7.0 - Dump Information

Vendor : IBM
Exam Code : 000-839
Exam Name : Rational Unified Process v7.0
Questions and Answers : 117 Q & A
Updated On : October 22, 2018
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000-839 Questions and Answers

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000-839 Rational Unified Process v7.0

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000-839 exam Dumps Source : Rational Unified Process v7.0

Test Code : 000-839
Test Name : Rational Unified Process v7.0
Vendor Name : IBM
Q&A : 117 Real Questions

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IBM IBM Rational Unified Process

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

IBM on Wednesday launched new utility that it says will enrich the effectiveness of collaboration between teams in a application enterprise and cut back project disasters. referred to as the Rational formulation Composer, it replaces the Rational process Workbench with new technique customization equipment.

On October 12, IBM donated about a half-million lines of code to open source that fell beneath the Rational Unified method. The latest offering will also fall under the RUP and add new greatest practices to their components.

"IBM Rational formula Composer is a major upgrade of RUP and a natural complement to the proposed contribution of tooling and procedure guidance to the Eclipse open supply community," stated Roger Oberg, vice chairman of advertising and marketing at IBM Rational.

"by way of assisting to create a broad ecosystem round most useful practices, and offering complementary solutions for commercial enterprise-extensive construction initiatives, IBM permits corporations to leverage the collective competencies of the whole business to create imaginitive, excellent application."

The equipment will aid IT groups better control utility projects by providing templates to support groups create mission desires, determine milestones and make more advantageous use of their materials.

The period of time it could take to customise gold standard practices can be decreased "from weeks and days to hours and minutes," IBM talked about.

the brand new Rational system Composer equipment are expected to be made obtainable through the conclusion of the year at a value of $395 USD per consumer.


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

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

Key Takeaways
  • a success transformation wants potent management to aid and offer protection to agile lifestyle
  • aid groups and stakeholders to self-organize
  • manage your portfolio with results (no longer Output)
  • Systematically remove sources of waste and delay confronted through Agile groups
  • Measure and improve cost delivered with customary feedback (check up on and Adapt)
  • moving to Agile is hard, however critical

    As we movement into the digital age, agencies more and more want to be more agile. might be it is stimulated via loss; loss of purchasers, personnel, market share or manufacturer cost. It also can be pushed by means of a need to “sustain with the Joneses” and the desire to be as cool as Amazon or Netflix. Motivation no longer withstanding agile transitions are ordinary region with many companies trying to turn into “more agile”.

    besides the fact that children, for a lot of corporations, the experience to fitting “greater agile” is affected by false begins, unhappy stakeholders and aggravated and puzzled leaders. fitting agile is intricate, no longer simply as a result of agility, but often because any change is complicated for groups to embark upon. to quote Niccolo Machiavelli:

    there is nothing extra difficult to absorb hand, greater perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a brand new order of issues. - The Prince (1532)

    And the move to agile is a new order of issues, a an awful lot more basic exchange than the adoption of a new methodology or procedure framework. Carlota Perez world noted economist describes the exchange as average-feel response to the digital age.

    no person nowadays would suggest a centralized, rigid, right-down organizational structure, where you can't communicate across services except via your bosses. despite the fact, that was precisely what Alfred Sloan set up at prevalent Motors, to a great abilities at his time. With today’s communications and versatile applied sciences, agile inventive networks make greater feel and lead to lots greater productiveness.

    Perez goes on to argue that the outdated age concentrated on mass creation. Which with the aid of its very nature is distinctive from digital construction. Mass product specializes in reducing the unit charge, and increasing satisfactory by using process optimization, conformity and standardization. Digital nonetheless, makes a speciality of the unit measurement of one, the place every thing is unique in terms of the issue, answer and ultimate price move. but what number of businesses nevertheless control their digital items with the identical mass production paradigm with resource optimizations, standardized process and specialism of labor? The agile age requires a unique approach to effects, work, teams and management.

    a spotlight on consequences – taking ownership of the company price

    as an alternative of a focus on getting work achieved within the most low cost, constant, chance adverse manner, agile teams pay attention to offering cost in the most useful approach. They focus now not on the work, but as a substitute the outcomes they are attempting to convey. Scrum, the area’s most universal agile framework, is empirical in approach. hence, issues are damaged down into small experiments with typical statement which may end up in alterations. Smaller batches of labor coupled with the should be aware of value capability:

  • ownership turns into a accurate priority - In most usual organizations, choices are made in a gradual, consensus pushed manner. files are used to store the particulars and are signed off to ensure that all and sundry is aware of who was concerned. trade is handled as an issue with expensive administration strategies, evaluate committees and escalation methods. Agility requires selections to be made, and work to be delivered enabling comments and growth. That requires ownership.
  • cost has to be evidently understood and measured, which seems like an easy requirement - The truth is that a lot work doesn't have a clear connection to cost. measurement is additionally very problematic as businesses battle with visibility, transparency and possession.
  • groups need to be aligned to customers – regularly teams have a terrible knowing of their relationship with a client and even though they've the benefit of figuring out the consumer they neither are aligned to them or can get entry to them. purchasers are managed by way of the entrance end of the company, earnings, advertising and assist. Product construction has to work with these agencies to get access and feedback.
  • ordinary knowing requires ordinary remark – For digital items, that skill providing them to consumers to be used. delivering generally has massive implications on each a part of the building method from how necessities are managed, to how the product is validated. How the underlying utility is architected additionally changes to support smaller more customary adjustments. For non-digital or hybrid items the need to collect generic comments also changes the way work is finished with more of a focus on customary evaluation, simulation and testing.  
  • Work is not owned through a manager

    in the new agile world, it's neither feasible to tell individuals to do a particular project or plan on the identical level of breadth or depth. Work is defined, managed and accomplished through empowered groups who don't seem to be concentrated on the task, however as an alternative the outcomes they are trying to obtain. first-rate together with technical debt is treated within the same manner that price is treated enabling the team and the company to make express, transparent selections on exchange-offs. but moving faraway from natural managed work to a more agile approach requires more than managers stepping away but requires agencies to have:

  • clarity of accountability and possession – In most up to date groups everybody is responsible, but no person is dependable. In an agile company, it is apparent that the group is accountable for the results, the business for deciding where to focus the crew in terms of value and the organization liable for constructing the environment for the group to be a hit. via having clear responsibilities and allowing teams to make selections agile groups can rapidly cut away loads of the waste linked to normal properly down management strategies.
  • administration focused on constructing the appropriate environment – Many managers get their position as a result of they're respectable at doing the work. That results in a culture of “parental-ism” with managers telling americans what to do. For standard work this can be beneficial, however when work turns into complicated and procedure variable it is terribly difficult requiring the supervisor to be at all times there. The administration role therefore has to exchange to teaching, and servant management helping the crew cope with the work and focal point on the effects.
  • initiatives changed via items – for many businesses, work is carried out via initiatives, and at anyone time there are lots of tasks being run. each assignment has funding, materials and loads of documentation. people work on numerous projects and teams are created and destroyed generally. Agility doesn't drive an organization now not to do initiatives, but does motivate a more concentrated, group centric method to work. via cutting back tasks and moving to a product or consumer alignment, groups can stronger focal point on outcomes. additional advantages are less complicated planning cycles, decreased complexity of verbal exchange and cutting back of the dreaded context switching difficulty. projects will still exist for initiatives that pass numerous client / product / outcomes boundaries, however they are not the norm. 
  • teams are actual

    on the very heart of the agile corporation is a group of groups, self-organized and empowered to make selections. they've the entire right talents to deliver price and are supported by a firm that fills in any gaps and helps them to get superior.  At scale that capacity teams of teams and the adoption of practices to make certain that dependencies are conveniently managed. however not like in the world of mass creation, agile companies don't benefit from “throwing a lot of our bodies at a problem”, and as a substitute encourage leaner, “smarter” organizational models. companies may wish to alternate their approach to teams by way of:

  • targeting building long lived teams – teams aren't a new theory for organizations, in reality for many they like the concept so tons they put americans on varied teams. Agile businesses encourage a greater focused, individuals centric model with groups having an id and constant membership. That capability that work is dropped at the crew in place of the crew forms across the work. this can require a change in considering and process for a lot of mission management businesses.  
  • isolating of labor management from individuals administration – It is terribly difficult to be transparent when the grownup who reports you, determines your bonus and decides on promotions is working with you on an everyday foundation. by way of having a clear separation of work management and americans administration on agile groups encourages transparency and openness. Work is managed by the crew, individuals construction and administration is either managed through some type of community or guild, or by using greater natural administration.
  • Incrementally evolving the architecture towards shoppers – for many organizations, people are aligned to functions and people functions are reused in various client or value contexts. That results in complexity with every thing affecting every thing. contemporary, agile business architectures center of attention on optimizing for agility. That may suggest that some issues are duplicated and that the whole cost of ownership for a person application could be better, but eventually the price of responding to the market outweighs that can charge. Optimization strikes when it comes to area within the stack because it has accomplished outdated with changes to the can charge of disk area or processing.
  • range concerns – To respond to complicated issues requires skilled groups with lots of distinctive perspectives and knowledge. range of opinion, idea and solution are crucial for supplying value. but for a lot of corporations crew boundaries re-enforce departmental, system and event boundaries. For agile to work, and for businesses to convey first rate consumer solutions it's vital to construct distinctive teams that challenge the repute quo, seem and suppose distinct.
  • Introducing the 5 challenges of Agile Transition

    relocating to the “new order” is not handy, and many companies have begun the adventure with the adoption of Scrum, and are taking a look at scaling frameworks corresponding to much less, safe and Nexus, and organizational fashions just like the Spotify. unfortunately, there is no single silver bullet for “remodeling” your organization into an agile, digital native business. organizational frameworks and scaling models are awesome equipment and just one piece of the puzzle, because the circulate requires a extra holistic strategy to agility. It also can not be notion of as changing one methodology with an additional, however instead some thing extra simple to the style the organization responds to the market and offers cost. groups should pay attention to 5 wide challenges.

  • aid and protect agile subculture with effective management
  • support groups and stakeholders to self-prepare
  • manipulate your portfolio with consequences (not output)
  • Systematically eliminate sources of waste and extend faced by way of Agile teams
  • Measure and increase cost delivered with frequent remarks (inspect and adapt)
  • assist and offer protection to agile subculture with robust management

    The lifestyle of the firm is defined by the norms enacted by the organization in how they do every thing. leadership defines and re-enforces these norms in the movements and phrases. Having leaders that embody the values of agility and fortify its concepts is critical for any transition. for instance, agility requires a continuous method to studying and figuring out, but when leaders focal point on mistakes and apportioning blame, then it is probably going that any empirical procedure will no longer work.

    aid teams and stakeholders to self-organize

    growing an ambiance the place teams self-arrange and are empowered to make decisions that carry price is the basis for agility.  regrettably, simply telling teams to be empowered and self-arrange is not an easy way to introduce these ideas. instead alternate has to be added incrementally and practices equivalent to Delegation Board from management three.0 can aid slowly move teams to taking the lead.  

    manage your portfolio with results (no longer output)

    Agility like anything is just nearly as good as the effect you are focused on. by using building an agile business it's concentrated on client consequences instead of work you now not only permit improved alignment, but you additionally power a transparent vision and goal. normal businesses have at all times concentrated on the system, with best small constituents of the corporation being related to the customer and the outcomes they are searching for. up to date, agile organisations make consequences in the context of purchasers’ needs entrance and core and make everybody accountable for them.

    Systematically get rid of sources of waste and extend confronted by using Agile teams

    Waste is the enemy not of efficiency but of value. Waste to agile groups is anything that stops them from offering value and enhancing. Waste equivalent to hand-offs to exterior departments to waste in time spent in assessment conferences. To turn into extra agile everything is on the “waste elimination” agenda and nothing is “set in stone”. That capability that agencies equivalent to finance, audit and compliance should be part of the exchange allowing them to be evaluation present strategies in an effort to alternate. Planning is often a neighborhood the place waste is current with long run planning cycles and alter administration processes taking beneficial time faraway from key stakeholders and birth groups. In Scrum, waste is managed all through via making it clear in the day by day Scrum and alternatives for growth being mentioned in sprint evaluation and Retrospective. however outdoor of any particular framework agile teams look at every little thing with an eye fixed to gain knowledge of and enhance. They also have the courage to challenge the fame quo.

    Measure and enrich price delivered with widely wide-spread feedback (check out and Adapt)

    if you have been going to measure one issue to assess if an business is agile it could be how frequently they get their customers, stakeholders and teams to overview the delivered objects. Getting actual information on the use on what you have delivered, coupled with a desire to create the simplest factor to get comments are cornerstones to agility. noted agile company customer centric corporation Amazon famously can provide application every eleven.6 seconds. not because it wishes to add extra facets, however since it wants to are attempting new ideas with its customers and get remarks.

    abstract

    It seems ironic, but many companies believe of a circulation to agile as a hill to be climbed using typical procedures. construct a plan, locate the elements and then execute. but becoming an agile business is plenty greater than adopting a specific process framework or altering job titles. it's a basic alternate to the style wherein you respond to the market. Organizational fashions, approaches, equipment and even the underlying products will alternate frequently in response the wants of the consumer, market and stakeholders. An agile enterprise is at its heart a client-centric gaining knowledge of firm. Peter Senge in his e-book the 5 self-discipline, The paintings and apply of a gaining knowledge of corporation describes the want for an organization to fitting focused on learning.

    “The simplest sustainable competitive capabilities is a firm's means to be taught quicker than the competitors”.

    subsequently, by targeting the 5 challenges of agile management, self-corporation, becoming customer influence centric, waste opposed and often providing researching the way of life of the organization, groups will develop into more concentrated on researching and should turn into more agile.  

    concerning the creator

    Dave West is the Product owner and CEO at Scrum.org. he is a normal keynote at important trade conferences and is a widely posted writer of articles and research stories. 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 technique (RUP) for IBM/Rational. After IBM/Rational, West returned to consulting and managed Ivar Jacobson Consulting for North america. Then as VP, analysis director Forrester analysis, he ran the software development and start observe. just before becoming a member of Scrum.org he become Chief Product Officer at Tasktop where he changed into responsible for product administration, engineering and structure. As a member of the business’s government management team turned into additionally instrumental in turning out to be Tasktop from a functions business into a VC backed product company with a group of pretty much 100.


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    Managing to the Next Century - The 5 Big Things For Agile Transitions | killexams.com real questions and Pass4sure dumps

    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.


    Systems Evolution Acquires eLead Solutions to Strengthen IBM/Rational Software Practice | killexams.com real questions and Pass4sure dumps

    June 09, 2004 08:52 ET | Source: Systems Evolution, Inc

    STAFFORD, Texas, June 9, 2004 (PRIMEZONE) -- Systems Evolution Inc. (OTCBB:SEVI), an information technology services company, announced today that it has acquired eLead Solutions, a software methodology mentoring services company, to enhance their Business and Technology Practice.

    Jim McAllister, current president of eLead Solutions, will join Systems Evolution in the position of Senior Manager for the Business and Technology Division to assist with the Practice based in Houston. Jim has an extensive background in Rational Unified Process (RUP), requirements management, modeling and software development. He brings extensive experience in the process of mentoring and transitioning organizations to a consistent methodology.

    According to Richard Hartmann, Chief Operating Officer of Systems Evolution, "We are very pleased to have Jim join Systems Evolution. His expertise will provide leadership to our team at a time when we see the marketplace showing increased interest in taking a disciplined approach to software development. This type of leadership is critical to firms that are preparing to work with outsourced or offshore resources. Jim enables companies in elevating their teams to the appropriate CMM level and develops a requirement package that can be efficiently transitioned to stateside, offshore, or nearshore development teams."

    Jim McAllister, President of eLead Solutions commented, "I am very excited to join Systems Evolution. My passion is in software development and working closely with clients to help them transition to a consistent and repeatable approach based on the RUP and the supporting development tools. I was attracted to Systems Evolution Inc. because they share my enthusiasm for process as well as my dedication to client satisfaction."

    Systems Evolution will participate in the Rational Software Development User Conference in Dallas on July 18th through 22nd at the Gaylord Texan Resort & Convention Center in Grapevine, Texas.

    About Systems Evolution Inc.

    Systems Evolution Inc., www.systemsevolution.com, founded in 1993, is an information technology services company, focused on delivering outstanding value in the IT outsourcing and consultancy industry. The Company has been successful over the last decade adapting and implementing new technologies as they emerge, with a commitment to long-term customer and partner relationships. SEVI focuses on providing value to its clients by helping them maintain, integrate, and extend their legacy systems, and plan for the future with strategic application development.

    Safe Harbor Statement

    The statements in this release relating to future product availability and positive direction are forward-looking statements within the meaning of The Private Securities Litigation Reform Act of 1995. Some or all of the aspects anticipated by these forward-looking statements may not, in fact, occur. Factors that could cause or contribute to such differences include, but are not limited to, contractual difficulties, the future market price of SEVI common stock and the Company's ability to obtain necessary future financing.

    FOCUS Partners LLC David Zazoff (212) 752-9445

    Stafford, Texas, UNITED STATES

      http://www.systemsevolution.com

    FOCUS Partners LLC David Zazoff (212) 752-9445

    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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