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Author Notes: This is the IBM Rational standard template for internal and external Rational presentations. It was created in Microsoft PowerPoint Standard Edition 2003. This template is also converted and provided in Lotus Symphony v3.0. Additional IBM Rational presentation assets and resources can be found on Rational ’s Managing the Brand W3 Intranet site : https://w3-03.ibm.com/software/marketing/marksite.nsf/AllMarketingPages/Brand-Rational-rt_rtb?opendocument?opendocument IBM Rational Brand Overview slides, as well as other important brand messaging assets, can be found on the Rational Brand Content Page : http://w3-103.ibm.com/software/xl/portal/content?synKey=R789607U42052O71 If internal presentations are confidential, please add: “IBM Confidential” to the slide masters Select: View / Master / Slide Master and add “IBM Confidential” to both the title master and slide master Use sentence case capitalization for presentation titles, slide titles, category labels and bullets: Format / Change Case / Sentence Case. Initial capitalization is limited to our products and offerings. Applying this template to your existing presentation Task Pane needs to be viewable: Select View / Task Pane Select Slide Design - Design Templates from the Task Pane pull-down menu Select “Browse” at the bottom, and find “Rational_Standard_Template.pot” on your hardrive and click Apply Please note that not all slides will reformat appropriately once template is applied. Some reformatting will be necessary Printing your presentation on a black and white printer Prior to printing your presentation, view the slides in grayscale mode: Select View / Color/Grayscale / Grayscale Select problem graphics or text and right-click and select Grayscale Setting Select the grayscale setting that displays the problem graphic/text the best Note: Changing the greyscale setting does not affect the color view Return to Normal View by selecting View / Color/Grayscale / Color
Author notes: Note that the contents/agenda items are written in sentence case. Initial caps are reserved for IBM-branded solution names. When referring to IBM products, use the correct full name, (e.g., IBM Rational ClearCase). Title the page “Table of contents” if the document is meant to be read or is a “leave behind.” Use “Agenda” if the document will be presented formally This page should appear at the beginning of each section, with the highlighted section appearing in blue and bold
Too often, processes are owned by a centralized Software Engineering Process Group. The people who use the processes are not sufficiently empowered to drive improvements. Resolving this issue is CRITICAL to the successful implementation of disciplined agile delivery and Agility@Scale. Toyota Production 7 Wastes – Some apply to or are related to software development: Defects - Quality defects prevent the customers from accepting the product produced. The effort to create these defects is wasted. New waste management processes must be added to reclaim some value for the otherwise scrap product. Overproduction - Overproduction is the production or acquisition of items before they are actually required. It is the most dangerous waste for the company because it hides the production problems. Overproduction must be stored, managed, and protected. Transportation - Each time a product is moved, it stands the risk of being damaged, lost, or delayed. And, transportation does not make any transformation to the product that the consumer is disposed to pay for. Waiting - Refers to the time spent by the workers waiting for resources to arrive, the queue for their products to empty, and the capital sunk in goods and services that are not yet delivered to the customer. Inventory – Whether in the form of Raw Materials, Work-In-Progress (WIP), or Finished Goods, inventory represents a capital outlay that has not yet produced an income either by the producer or for the consumer. Any of these three items not being actively processed to add value is waste. Motion - As compared to Transportation, Motion refers to the producer, worker, or equipment. Motion relates to issues of damage, wear, and safety. It also includes fixed assets, and expenses incurred in the production process. Over processing – Can include using a more expensive or otherwise valuable resource than is needed for the task, or adding features that are not needed by the customer. Lean Software Development (or LSD) was adapted from the work done at Toyota Production Systems and was first proposed in a book written by Mary and Tom Poppendieck.
According to the Poppendiecks, the people behind Lean Software Development, the three biggest wastes in software development are: Extra features Churn Crossing boundaries What are the 7 Wastes? Eliminate Waste - Seeing Waste and Value Stream Mapping Amplify Learning - Feedback, Iterations, Synchronization, and Set-Based Development Decide as Late as Possible – Options Thinking, The Last Responsible Moment, and Making the Decision Deliver as Fast as Possible – Pull Systems, Queuing Theory, and Cost of Delay Empower the Team – Self-Determination, Motivation, Leadership, and Expertise Build Integrity In – Perceived Integrity, Conceptual Integrity, Refactoring and Testing See the Whole – Measurements and Contracts
Author Note: Optional Rational slide. Graphic is available in English only.
Author Note: Mandatory Rational closing slide (includes appropriate legal disclaimer). Graphic is available in English only.