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Cutter Consortium, fue fundada en 1986. Su principal objetivo es ayudar a las organizaciones a generar soluciones para los retos del negocio y las TI.

A través de su base de conocimiento, entrenamiento y servicio de Consultoría, Cutter apoya a aquellas organizaciones que soportan sus objetivos de negocio y alientan la innovación, durante la creación, implementación y mantenimiento de sus sistemas de información. Cutter promueve la reflexión sobre las TI alentando el debate y la colaboración entre líderes de diferentes dominios, países y disciplinas. Siendo una entidad totalmente independiente de marca o proveedor alguno, Cutter Consortium se concentra en proveer información imparcial y objetiva para sus clientes. Cutter Consortium proporciona acceso a los pensadores más destacados en el ámbito de las TI.

Cutter Consortium, 37 Broadway, Suite 1, Arlington, MA 02474, USA. Phone: +1 781 648 8700, Fax: 781 648 8707

Cutter Consortium América Latina Retorno 30 #2, Colonia Avante, C.P. 04460, Delegación Coyoacán, México D.F. Teléfonos: D.F. (55) 53360418. Monterrey, N.L. (81) 22826266 Más informes en info@cutter.com.mx o eventos@cutter.com.mx

Business intelligence systems are complex and dynamic organisms that require a lot of care, feeding, and proper upbringing in order for them to contribute value back into the organization. In fact, they are a lot like our children, who require constant nurturing to grow into the mature and contributing adults that we hope they will become. At birth, a BI system represents a vision of what it will someday become. This vision is a collection of the wishes and dreams of key stakeholders based on current issues and needs. Just like the visions and plans of young inexperienced parents, these issues and needs change over time, and so do stakeholder visions. As the system matures it must adapt to these changes in order mature into a relevant and valuable business intelligence solution.

Historically BI practitioners have treated the development of these systems more like incubating an egg than raising a child. That is, the BI system is built inside a shell with limited visibility or guidance by the business stakeholders until it eventually hatches as the first production release. Imagine if we raised our children like we build BI systems. We would keep them in highly controlled and protected environments, away from others until they are mature and fully developed. Then we would release them into the world to see if they can function effectively. Clearly this is not a healthy way to raise a child, nor is it a healthy way to build a business intelligence solution or system.

The Introduction to this Workshop sets the stage for exploration and insight into one of the most important business aspects of Agile software development at scale: the Project Portfolio.   The teams will then manage their project portfolios as time passes with dependencies and impacts from the other portfolios to simulate a large-scale environment.

Scrum teams speak in points (velocity) and Sprints, but senior level business managers think in terms of dollars and dates. These concepts and language barriers make strategic business planning, funding, and project status reporting a significant challenge for Agile teams. Because of these barriers, many successful Scrum initiatives become less and less agile over time.

The audience will use Business metrics to prioritize and select projects for the portfolio based on business constraints.  Next, the workshop will simulate about one year of activity where the participants will identify opportunities, problems and be asked to make decisions.  Good decisions may lead to improvement in the company performance and bad decisions could harm the company significantly. 

•Small work groups form teams that are able to create a project portfolio

•Audience runds Agile simulations to create value

•By fast-forwarding several times over a simulated year, the teams are able to identify opportunities and problems and take action

•Exercises develop skills for supporting Scrum at scale from a project portfolio perspective

•Learn to adapt based on Agile feedback and Improve the value earned of a project portfolio

Based on the book by Chris Sterling Managing Software Debt: Building for Inevitable Change, this workshop helps teams and individuals find ways to manage their own software debt. Software debt slowly creeps into software assets if left unnoticed. Fortunately, modern tools, frameworks, and software development approaches help us manage software debt effectively at a reasonable cost to implement. The workshop will show ways to identify and manage software debt in the following 5 debt areas:

●      Technical Debt

●      Quality Debt

●      Configuration Management Debt

●      Design Debt

●      Platform Experience Debt

Participants should be ready to take away specific and actionable approaches to managing software debt on their real world projects.

Kanban is a 2nd generation agile method being adopted worldwide at enterprises of all sizes, from less than a dozen to over 100,000 employees. A Kanban adoption study conducted by Cutter, and led by Masa, found that among organizations currently doing or adopting Kanban, around 70% report productivity improvement, 65% report quality improvement, and 60% report customer satisfaction improvement over projects where other methodologies (agile or not) were used. Furthermore, Kanban scales smoothly, without adding operational complexity, at a low cost.

Kanban’s effectiveness is due in part to:

1. •High visualization of the workflow
   

2. •Effective management of the workflow
   

3. •Control over the amount of work in progress
   

4. •Well-defined, explicit process policies
   

5. •Clear definition and understanding of the different activities within your project
   

6. •Quantification through statistical process control and other Kanban metrics such as cumulative flow diagrams
   

7. •Root cause analysis
   

8. •Continuous communication, collaboration, analysis, decision making and execution to foster and make improvements
   

This one-day workshop covers:

1. •Introduction
   

2. •Lean and systems thinking
   

3. •The Lean-Agile Prism
   

4. •Bases
   

5. •Theory of constraints
   

6. •Visualize workflow
   

7. •Limit work in progress
   

8. •Manage flow
   

9. •Explicit Policies
   

10. •Prioritization
    

11. •Kaizen
    

12. •Kanban Systems
    

13. •Kanban board
    

14. •Classes of service
    

15. •WIP
    

16. •Policies
    

17. •Flow generation and control
    

18. •Quantification
    

19. •Cumulative Flow
    

20. •Statistical Process Control
    

21. •Kanban game
    

22. •Discussion of steps to bring Kanban to your organization
    

Hillel will be conducting a workshop based on his keynote presentation on how to engineer a high performance operation to turn compliance into competitive advantage.  This workshop will walk through the ideas in the keynote and put into practical terms what it takes to methodically work through a business' operation to create a high performance operation that is lean, agile, and compliant to external expectations.

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