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C2140-839 - Rational Unified Process v7.0 - BrainDump Information

Vendor Name : IBM
Exam Code : C2140-839
Exam Name : Rational Unified Process v7.0
Questions and Answers : 117 Q & A
Updated On : October 16, 2018
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C2140-839 exam Dumps Source : Rational Unified Process v7.0

Test Code : C2140-839
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 tools | killexams.com Real Questions and Pass4sure dumps

IBM on Wednesday launched new software that it says will enrich the effectiveness of collaboration between groups in a software enterprise and cut back task failures. called the Rational system Composer, it replaces the Rational manner Workbench with new procedure customization tools.

On October 12, IBM donated a few half-million strains of code to open supply that fell below the Rational Unified technique. The newest providing will also fall beneath the RUP and add new choicest practices to their components.

"IBM Rational formula Composer is a big improve of RUP and a natural complement to the proposed contribution of tooling and procedure advice to the Eclipse open source group," observed Roger Oberg, vice president of advertising at IBM Rational.

"by way of helping to create a broad ecosystem around most appropriate practices, and offering complementary solutions for business-extensive building tasks, IBM allows for groups to leverage the collective skills of the complete trade to create ingenious, splendid utility."

The equipment will support IT groups improved control application initiatives via featuring templates to help teams create assignment desires, work out milestones and make greater use of their components.

The period of time it would take to personalize most fulfilling practices would be reduced "from weeks and days to hours and minutes," IBM talked about.

the brand new Rational formulation Composer equipment are anticipated to be made accessible with the aid of the end of the year at a cost of $395 USD per person.


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

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

Key Takeaways
  • successful transformation wants amazing leadership to support and give protection to agile way of life
  • aid groups and stakeholders to self-arrange
  • manipulate your portfolio with outcomes (not Output)
  • Systematically eliminate sources of waste and extend confronted by way of Agile groups
  • Measure and increase value delivered with accepted feedback (inspect and Adapt)
  • relocating to Agile is difficult, however fundamental

    As we movement into the digital age, groups more and more want to be greater agile. possibly it is encouraged with the aid of loss; loss of consumers, personnel, market share or manufacturer price. It also can be driven by using a need to “sustain with the Joneses” and the want to be as cool as Amazon or Netflix. Motivation not withstanding agile transitions are standard place with many agencies seeking to develop into “more agile”.

    youngsters, for a lot of corporations, the event to fitting “extra agile” is suffering from false starts, sad stakeholders and irritated and perplexed leaders. fitting agile is elaborate, now not just on account of agility, but often because any trade is hard for organizations to embark upon. to cite Niccolo Machiavelli:

    there's nothing extra problematic to absorb hand, greater perilous to conduct, or extra unclear in its success, than to take the lead in the introduction of a new order of issues. - The Prince (1532)

    And the circulation to agile is a new order of things, a tons greater primary change than the adoption of a brand new methodology or system framework. Carlota Perez world famous economist describes the trade as commonplace-feel response to the digital age.

    no one today would suggest a centralized, inflexible, right-down organizational constitution, where you can't talk across services except through your bosses. youngsters, that changed into exactly what Alfred Sloan set up at familiar Motors, to a great knowledge at his time. With nowadays’s communications and versatile technologies, agile inventive networks make more sense and lead to a whole lot greater productiveness.

    Perez goes on to argue that the old age concentrated on mass creation. Which by means of its very nature is diverse from digital creation. Mass product specializes in reducing the unit charge, and extending first-class via method optimization, conformity and standardization. Digital in spite of this, makes a speciality of the unit dimension of one, where every little thing is pleasing when it comes to the difficulty, solution and supreme value move. however what number of companies nonetheless control their digital items with the equal mass creation paradigm with useful resource optimizations, standardized manner and specialism of labor? The agile age requires a special approach to effects, work, teams and administration.

    a focus on results – taking ownership of the company price

    in its place of a spotlight on getting work executed within the most good value, constant, chance antagonistic method, agile teams pay attention to supplying price in the most helpful manner. They focal point now not on the work, however as a substitute the consequences they are trying to carry. Scrum, the world’s most standard agile framework, is empirical in strategy. accordingly, issues are broken down into small experiments with popular commentary which can result in changes. Smaller batches of work coupled with the deserve to be aware of price means:

  • possession becomes a exact precedence - In most natural corporations, selections are made in a sluggish, consensus pushed manner. documents are used to shop the particulars and are signed off to ensure that everyone knows who became involved. alternate is treated as an issue with high priced administration tactics, overview committees and escalation tactics. Agility requires selections to be made, and work to be delivered enabling comments and improvement. That requires ownership.
  • cost must be clearly understood and measured, which appears like a simple requirement - The truth is that a whole lot work does not have a clear connection to value. dimension is additionally very complicated as agencies struggle with visibility, transparency and possession.
  • groups should be aligned to shoppers – frequently groups have a bad realizing of their relationship with a client and however they've the advantage of realizing the customer they neither are aligned to them or can get access to them. shoppers are managed with the aid of the entrance end of the enterprise, earnings, advertising and aid. Product development has to work with these groups to get access and remarks.
  • prevalent realizing requires accepted statement – For digital products, that skill providing them to customers to be used. offering frequently has huge implications on each part of the construction method from how necessities are managed, to how the product is tested. How the underlying software is architected also adjustments to guide smaller greater popular adjustments. For non-digital or hybrid products the need to accumulate standard feedback additionally changes the style work is accomplished with greater of a spotlight on everyday evaluation, simulation and testing.  
  • Work is not owned through a supervisor

    in the new agile world, it is neither viable to inform americans to do a selected task or plan on the identical level of breadth or depth. Work is described, managed and executed by using empowered groups who aren't focused on the assignment, but as a substitute the effect they are trying to obtain. great including technical debt is treated within the same manner that cost is treated enabling the group and the company to make express, transparent selections on trade-offs. however moving far from traditional managed work to a more agile strategy requires greater than managers stepping away however requires groups to have:

  • readability of accountability and ownership – In most up to date groups each person is liable, but no one is in charge. In an agile corporation, it is clear that the crew is answerable for the consequences, the business for identifying where to focus the crew when it comes to cost and the firm liable for building the atmosphere for the group to be a success. by way of having clear duties and enabling groups to make selections agile corporations can instantly reduce away a lot of the waste linked to normal correct down administration methods.
  • administration concentrated on building the appropriate atmosphere – Many managers get their place as a result of they are respectable at doing the work. That leads to a lifestyle of “parental-ism” with managers telling americans what to do. For fundamental work this will also be valuable, but when work turns into advanced and method variable it is terribly complicated requiring the manager to be all the time there. The administration function hence has to exchange to coaching, and servant leadership assisting the team cope with the work and focal point on the consequences.
  • projects changed by means of products – for a lot of companies, work is accomplished via tasks, and at any one time there are hundreds of tasks being run. each undertaking has funding, materials and a lot of documentation. people work on multiple initiatives and teams are created and destroyed generally. Agility doesn't force a company no longer to do projects, however does motivate a more concentrated, team centric approach to work. by reducing tasks and relocating to a product or client alignment, teams can stronger focal point on effects. further advantages are easier planning cycles, reduced complexity of conversation and cutting back of the dreaded context switching issue. projects will still exist for initiatives that cross multiple customer / product / outcomes boundaries, however they will not be the norm. 
  • teams are true

    on the very coronary heart of the agile corporation is a collection of groups, self-prepared and empowered to make decisions. they have all the right knowledge to bring cost and are supported by using a company that fills in any gaps and helps them to get superior.  At scale that potential teams of teams and the adoption of practices to make sure that dependencies are conveniently managed. but in contrast to in the world of mass construction, agile groups do not benefit from “throwing lots of bodies at an issue”, and as a substitute encourage leaner, “smarter” organizational models. companies could need to trade their approach to groups via:

  • focusing on building long lived teams – groups aren't a new conception for corporations, really for many they like the idea so much they put people on multiple groups. Agile corporations motivate a extra concentrated, americans centric mannequin with groups having an id and consistent membership. That skill that work is delivered to the team in place of the crew types around the work. this will require a metamorphosis in considering and method for a lot of mission administration agencies.  
  • keeping apart of labor management from people management – It is very tough to be transparent when the grownup who reviews you, determines your bonus and decides on promotions is working with you on an everyday basis. by having a transparent separation of labor administration and americans management on agile teams encourages transparency and openness. Work is managed via the group, people building and administration is both managed by some sort of community or guild, or by extra usual management.
  • Incrementally evolving the structure towards purchasers – for a lot of businesses, people are aligned to functions and people functions are reused in a variety of consumer or cost contexts. That leads to complexity with everything affecting everything. contemporary, agile commercial enterprise architectures focus on optimizing for agility. That can also mean that some things are duplicated and that the total cost of possession for a person software could be better, but eventually the value of responding to the market outweighs that can charge. Optimization moves when it comes to location within the stack as it has done outdated with alterations to the charge of disk house or processing.
  • variety concerns – To respond to complex issues requires experienced teams with quite a lot of distinctive perspectives and potential. range of opinion, theory and solution are vital for delivering price. however for many agencies group boundaries re-enforce departmental, system and journey boundaries. For agile to work, and for agencies to carry extremely good client options it's crucial to build different groups that problem the popularity quo, seem to be and feel distinctive.
  • Introducing the 5 challenges of Agile Transition

    relocating to the “new order” is not convenient, and many organizations have begun the event with the adoption of Scrum, and are taking a look at scaling frameworks comparable to much less, protected and Nexus, and organizational models just like the Spotify. lamentably, there is not any single silver bullet for “remodeling” your corporation into an agile, digital native enterprise. organizational frameworks and scaling models are fantastic tools and just one piece of the puzzle, as the flow requires a extra holistic approach to agility. It also cannot be thought of as changing one methodology with another, but as a substitute some thing more basic to the manner the firm responds to the market and gives you price. corporations may still pay attention to 5 large challenges.

  • help and offer protection to agile tradition with effective management
  • assist groups and stakeholders to self-arrange
  • manage your portfolio with effects (now not output)
  • Systematically get rid of sources of waste and prolong confronted through Agile teams
  • Measure and enhance value delivered with accepted feedback (inspect and adapt)
  • aid and give protection to agile culture with potent management

    The subculture of the corporation is defined with the aid of the norms enacted through the company in how they do every little thing. management defines and re-enforces these norms within the actions and phrases. Having leaders that embody the values of agility and reinforce its principles is vital for any transition. as an example, agility requires a continuous strategy to gaining knowledge of and knowing, but when leaders focal point on errors and apportioning blame, then it is probably going that any empirical manner will not work.

    support groups and stakeholders to self-prepare

    creating an ambiance the place teams self-prepare and are empowered to make selections that carry cost is the foundation for agility.  unfortunately, simply telling teams to be empowered and self-arrange is not an effective way to introduce these concepts. instead change has to be delivered incrementally and practices comparable to Delegation Board from administration 3.0 can assist slowly flow teams to taking the lead.  

    manipulate your portfolio with consequences (now not output)

    Agility like anything is barely pretty much as good because the outcome you are focused on. with the aid of constructing an agile business it really is focused on client results instead of work you now not most effective allow enhanced alignment, but you also power a clear imaginative and prescient and aim. ordinary groups have all the time focused on the gadget, with handiest small elements of the corporation being linked to the customer and the effects they are seeking. modern, agile businesses make results in the context of consumers’ wants front and core and make everyone chargeable for them.

    Systematically remove sources of waste and prolong faced by using Agile teams

    Waste is the enemy not of efficiency however of price. Waste to agile groups is the rest that stops them from supplying price and improving. Waste akin to hand-offs to external departments to waste in time spent in overview meetings. To turn into extra agile every thing is on the “waste elimination” agenda and nothing is “set in stone”. That capability that businesses comparable to finance, audit and compliance deserve to be part of the alternate permitting them to be review current methods in order to trade. Planning is commonly an area the place waste is present with long term planning cycles and alter administration procedures taking constructive time far from key stakeholders and start teams. In Scrum, waste is managed right through by way of making it clear in the each day Scrum and alternatives for improvement being discussed in sprint overview and Retrospective. but outdoor of any specific framework agile groups analyze every little thing with an eye fixed to study and improve. They even have the courage to problem the repute quo.

    Measure and enhance cost delivered with regular remarks (inspect and Adapt)

    if you were going to measure one factor to determine if an business is agile it might be how generally they get their consumers, stakeholders and teams to evaluation the delivered objects. Getting real information on the use on what you have got delivered, coupled with a want to create the easiest component to get remarks are cornerstones to agility. noted agile corporation customer centric company Amazon famously supplies application every 11.6 seconds. no longer because it needs to add more facets, however because it desires to try new ideas with its customers and get remarks.

    summary

    It appears ironic, however many businesses consider of a stream to agile as a hill to be climbed using traditional procedures. construct a plan, discover the components after which execute. but becoming an agile business is a great deal more than adopting a selected system framework or altering job titles. it is a fundamental exchange to the style wherein you reply to the market. Organizational models, techniques, equipment and even the underlying products will alternate frequently in response the needs of the consumer, market and stakeholders. An agile business is at its coronary heart a client-centric studying firm. Peter Senge in his booklet the 5 self-discipline, The paintings and practice of a learning corporation describes the want for a company to fitting focused on studying.

    “The handiest sustainable aggressive skills is an organization's means to study quicker than the competition”.

    subsequently, with the aid of targeting the 5 challenges of agile management, self-organization, becoming consumer influence centric, waste hostile and frequently supplying researching the tradition of the organization, groups will turn into extra concentrated on discovering and may become more agile.  

    in regards to the writer

    Dave West is the Product owner and CEO at Scrum.org. he's a accepted keynote at fundamental business conferences and is a greatly posted creator of articles and analysis studies. He is also the co-author 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 technique (RUP) for IBM/Rational. After IBM/Rational, West again to consulting and managed Ivar Jacobson Consulting for North the us. Then as VP, analysis director Forrester analysis, he ran the utility building and start apply. previous to becoming a member of Scrum.org he became Chief Product Officer at Tasktop the place he changed into liable for product administration, engineering and architecture. As a member of the enterprise’s executive management crew turned into also instrumental in starting to be Tasktop from a capabilities company right into a VC backed product business with a group of pretty much one hundred.




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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.


    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.


    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


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