InfoJobs Agile

InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.

Introduction to AgileScrum, kanban & scrumban

1diumenge 29 d’abril de 12

WHO AM I?

h'p://www.slideshare.net/gabriprat/infojobs-‐agile

h'p://www.infojobs.net/gabriel-‐prat-‐masramon.prf

InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.diumenge 29 d’abril de 12

What doyouExpect?

GROUNDRULES

Interrupt as needed

Change order

Control schedule

Add topics

diumenge 29 d’abril de 12

COMMONPROBLEMS

Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference

(SACWIS Implementation)

Florida Minnesota

Budget

Scheduleddura3on

COMMONPROBLEMS

Florida Minnesota

Budget

Scheduleddura3on

8 years

109 people

COMMONPROBLEMS

Florida Minnesota

Budget

Scheduleddura3on

$32M $1,1M

8 years 1 year

109 people 8 people

COMMONPROBLEMS

Florida Minnesota

Budget

Scheduleddura3on

$32M $1,1M

8 years 1 year

109 people 8 people

15 years

COMMONPROBLEMS

Florida Minnesota

Budget

Scheduleddura3on

$32M $1,1M

8 years 1 year

109 people 8 people

15 years

COMMONPROBLEMS

Florida Minnesota

Budget

Scheduleddura3on

$32M $1,1M

8 years 1 year

109 people 8 people

15 years

COMMONPROBLEMS

Florida Minnesota

Budget

Scheduleddura3on

$32M $1,1M

8 years 1 year

109 people 8 people

15 years

$230M200x productivity!

VICIOUSCIRCLE

Unsatisfied client

Low qualityBugs & rework

Late deliveries

Rings a bell? :)

VICIOUSCIRCLE

Unsatisfied client

Low qualityBugs & rework

Late deliveries

Rings a bell? :)

Demotivation +never ending project

AG·ILEQuick and well-coordinatedin movement; lithe.

- adjective

CUSTOMERCOLLABORATIONover contract negotiation

INDIVIDUALS andINTERACTIONSover processes and tools

RESPONDING toCHANGEover following a plan

WORKINGSOFTWAREover full documentation

DELIVER SOFTWARE1

EMBRACE CHANGE2

SHOW OFTEN3

WORK TOGETHER4

PROVIDE ENVIRONMENT5

CHAT FACE-to-FACE6

MINIMIZE WASTE7

MAINTAIN PACE8

SEEK TECH EXCELLENCE9

LOVE SIMPLICITY10

SELF-ORGANIZE TEAMS11

IMPROVE CONTINUOUSLY12

DELIVER SOFTWARE1

WATERFALL

DELIVER SOFTWARE1

WATERFALL

DELIVER SOFTWARE1

WATERFALL

DELIVER SOFTWARE1

WATERFALL

DELIVER SOFTWARE1

WATERFALL

DELIVER SOFTWARE1

WATERFALL

DELIVER SOFTWARE1

WATERFALL

DELIVER SOFTWARE1

WATERFALL

DELIVER SOFTWARE1

EMBRACE CHANGE2

FEAR OFCHANGE

EMBRACE CHANGE2AGILEPRINCIPLES

EMBRACE CHANGE2AGILEPRINCIPLES SHOW OFTEN3

http://www.slideshare.net/jallspaw/ops-metametrics-the-currency-you-pay-for-change

EMBRACE CHANGE2AGILEPRINCIPLES SHOW OFTEN3

AGILEPRINCIPLES

Increase adaptability

User feedback

DevelopPlan

AGILEPRINCIPLES

User feedback

DevelopPlan

Reduce risk

Release size

AGILEPRINCIPLES

User feedback

DevelopPlan

Reduce risk

Release size

AGILEPRINCIPLES SHOW OFTEN3

AGILEPRINCIPLES

AGILEPRINCIPLES SHOW OFTEN3

WORK TOGETHER4

How the customer explained it

How the project manager understood it

How the analyst designed it

How the programmer wrote it

How pathes were applied

What the customer really needed

CHAT FACE-to-FACE6

http://en.wikipedia.org/wiki/Media_richness_theory

MORE EFFECTIVE

LESS EFFECTIVE

Chat with whiteboard

Chat face to face

Videoconference

Telephone

MINIMIZE WASTE7

Poppendieck, Mary and Tom. Implementing Lean Software Development: From Concept to Cash. Addison-Wesley, 2006.

#1 Partially Done Work

#2 Extra Features

#3 Relearning

#4 Handoffs

#5 Delays

#6 Task Switching

#7 Defects

http://agile.dzone.com/articles/seven-wastes-software

RESULTS ≠ TIMEFocus on results, minimize waste, be brave, learn from failure

MAINTAIN PACE8

No work

Capacity

Maximum

We don’t...

We don’t have time

Automate testWrite docsRefactor...

use Because

We don’t...

We don’t have time

Automate testWrite docsRefactor...

use Because

LOVE SIMPLICITY10

“Perfect is the enemy of good”

Voltaire

LOVE SIMPLICITY10

Kay = Change

Zen = Good

Kayzen = Continuous improvement

DELIVER SOFTWARE1

EMBRACE CHANGE2

SHOW OFTEN3

WORK TOGETHER4

CHAT FACE-to-FACE6

MINIMIZE WASTE7

MAINTAIN PACE8

LOVE SIMPLICITY10

Currentstate

Desired state

J-CURVEEFFECT

Adapted from David Viney, The J-Curve Effect observed in change

Currentstate

Desired stateWhat stakeholders (mistakenly) expect

J-CURVEEFFECT

Currentstate

What actually happens in most

J-CURVEEFFECT

Currentstate

J-CURVEEFFECT

Currentstate

J-CURVEEFFECT

Currentstate

J-CURVEEFFECT

Had not experienced a failed project

SCRUMDEFINITION

iterative, incremental methodology for project management often seen in agile software development.

SCRUMDEFINITION

iterative, incremental methodology for project management often seen in agile software development.

24 hours

2 weeksSprint

backlogProductbacklog

Shippableproduct

Daily scrummeeting

SCRUMDEFINITION

GROUNDRULES

Change is the only constant

”Tao Principle

fail faster to succeed sooner

”David Kelley, CEO Ideo

GROUNDRULES

Scrum roles, artifacts, events and rules are immutable

- Why should we change? The old ways were good enough

GROUNDRULES

Shared goals and responsibilities

Daily standup, daily communication, daily involvement

GROUNDRULES

All team members’ role is “team member”, no sub-teams dedicated to specific domains

- We have a bottle neck in the XXX phase

- How may I help you today?

GROUNDRULES

Full time team members

- Sorry, I can’t help you, I’m working on something else

- Make everything visible! Look at the whiteboard

GROUNDRULES

Avoid paralellization

- Everything is important

GROUNDRULES

Bueno, Bonito, Barato: Choose two of them

TimeCost

Traditional

Estimated

GROUNDRULES

CostTime

Agile!

TimeCost

Traditional

Estimated

GROUNDRULES

TIMEBOX

Traditional

Estimated

TIMEBOX

Traditional

Estimated

TIMEBOX

Traditional

Estimated

Real Ouch!

TIMEBOX

Traditional

Estimated

Real Ouch!

Estimated

Agile!

TIMEBOX

Traditional

Estimated

Real Ouch!

Estimated

Agile!

TIMEBOX

Traditional

Estimated

Real Ouch!

Estimated

Agile!

TIMEBOX

Traditional

Estimated

Real Ouch!

Estimated

Replan

Agile!

Continuous improvement

TIMEBOX

Traditional

Estimated

Real Ouch!

Estimated

Replan R1.0

Agile!

Working software!Early & continuous

delivery

TIMEBOX

Traditional

Estimated

Real Ouch!

Estimated

Replan R1.0 R2.0

Agile!

TIMEBOX

SCRUMOVERVIEW

Roles Artifacts Meetings

SCRUMROLES

1 PRODUCT OWNERthe voice of the customer

3 SCRUM MASTERfacilitator, mentor, coach

2 TEAM MEMBERdeliver the product

4 EXTERNAL EXPERTSconsultants, assessors, auditors

SCRUMTEAMS

Tech Lead

Developers

Test engineers Int. designer

Front-end dev.

Prod. Owner

Scrum Master

#" #" #"

#*# ?" ?"

QA Lead?*#

Visual Interfacedesigner

AUTONOMOUSTEAMS

Competent Self-organized

Accountable Multi-disciplinar

Capaple of doing the work end-to-

end to meet goals

Acknowledgment and assumption of responsibility about goal achievement

Composed by members from

multiple departments

They (so not their managers) decide how to meet goals

Group of individuals working in concert toward shared specific goals without the direct influence of an outside party

PRODUCT OWNERROLE

Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped

PRODUCT OWNERROLESeats in the driver’s seat, prioritize what to do and

knows when the software should be shipped

PRODUCT OWNERROLE

Here be the team

PRODUCT OWNERROLE

Thousands of clients!

Scary, aren’t they?

Here be the team

PRODUCT OWNERROLE

Here be the team

Product owner.

PRODUCT OWNERROLE

Here be the team

Product owner.

The brave gatekeeper.

PRODUCT OWNERROLE

Guardians of the scrum teams. They keep orcs at the doors.

PRODUCT OWNERROLE

✓ Responsible for delivering the maximum value to the company.

✓ Must be up to date of the sprint status

✓ Responsible for having good user stories from the PM on time having the client’s ok before the sprint planning

PRODUCT OWNERROLE

Writes code *sigh*

Designs software architecture

Don’t let the team build a Rube Goldberg machine

Co-responsible for the team’s output

"With great power there must also come -- great responsibility!"Stan Lee - Amazing Fantasy #15 (First Spider-Man story)

"To whom much has been given, much will be expected"Jesus - Luke 12:48

DEVELOPER!ROLE

Focused on the output, not the process. Helps in the process of converting ideas to architecture, to tasks, to code.

TECH LEADROLE

Global project technical vision

Leading scrum meetings

Remove technical impediments

Manage team’s technical skills

Write code. Write a lot of code

Create interactive environment

TECH LEADROLE

Be the only responsible

Make the hard decisions alone

Impose his opinion

Be the best at everything

Write all the hard code

http://www.flyingtomoon.com/2011/06/do-we-need-technical-leads-in-scrum.htmlhttp://blog.franktrindade.com/2009/08/11/whats-the-tech-lead-doing-anyway/

http://www.magpiebrain.com/2006/09/12/a-tech-lead-manifesto/

TECH LEADROLE

Be the only responsible

Make the hard decisions alone

Impose his opinion

Be the best at everything

Write all the hard code

SCRUM MASTERROLEFocused on the methodology, the

people and the team improvement, not the output of the current sprint.

Care for all the people in team

(Train the team to) Remove impediments

Make retrospective enhancements happen

Have the best people skills

Protects team against interruptions.

Have management authority

Commits to work on behalf of the team

Need to be a developer

Be the only one concerned about people’s feelings

for SCRUM MASTERS51

The SM observes the world but trusts his inner vision.He allows things to come and goHis heart is open as the sky. (12)

The SM doesn't talk, he acts.When this is done, the team says, "Amazing: we did it, all by ourselves!" (17)

When the SM leads, the team is hardly aware that he exists.Next best is a leader that is loved.Next, one who is feared.The worst one who is despised. (17)

A good traveler has no fixed plans and isn’t intent upon arriving.A good artist lets his intuition lead him wherever it wants.A good scientist has freed himself of concepts and keeps his mind open to what is. Thus the SM is available to everybody and doesn't reject anyone.He is ready to use all situations and does not waste anything. (27)

Therefore the SM controls without authority.Working, yet not taking credit. Work is done, then forgotten. Therefore it lasts forever. (2)

When the process is lost, there is good practice.When good practice is lost, there are rules.When rules are lost, there is ritual.Ritual is the beginning of chaos. (38)

The SM concerns himself with the depth and not the surface,with the fruit and not the flower. (38)

The SM allows things to happen.He shapes events as they come.He steps out of the ways and let the design speak for itself. (45)

The SM gives himself up to whatever the moment brings.He knows that he is going to leave, he has nothing left to hold on to: no illusions, no resistance in mind.He holds nothing back from the project, therefore is ready for departure, as a man is ready for sleep after a good day's work. (50)

The great way is easy, yet developers prefer the side paths.Be aware when things are out of balance.Remain centered within the design. (53)

The SM's power is like this.He let all things come and go effortlessly, without desire.He never expect results; thus he is never disappointed.He is never disappointed, thus his spirit never grows old. (55)

Those who don’t have a clue are still debating about the processThose who know, just do it. (56)

SM is content to serve as an example and not to impose his will.He is pointed, but doesn't pierce.Straightforward, but supple.Radiant, but easy on the eyes. (58)

If you want to be a great SM, stop trying to control.Let go of fixed plans and concepts and the team will govern itself.The more rules you have, the less disciplined the team will be.The more coercion you exert, the less secure the team will be.The more external help you call, the less self-reliant the team’ll be. (57)

for SCRUM MASTERS51

TEST ENGINEERROLETesting is not a phase.

Development = testing + coding

Writes automated tests

Designs test plan

Run auto/manual tests

Co-responsible for team’s output

Writes automated tests

Designs test plan

Run auto/manual tests

Co-responsible for team’s output

Be the only responsible for output’s quality

Run all the tests

Makes the decision on whether the product is “done-done” aloneD

on’ts

AGILEQA

QA is not a phase, it's a state of mind

If it is not tested it is not done-done

Programmers write tests

Test driven development? (TDD)

SCRUMARTIFACTS

1 PRODUCT BACKLOGa prioritized features list

3 BURN DOWNa progress tracking method

2 SPRINT BACKLOGa list of to-do tasks

PRODUCTBACKLOG

As�� a�� who

I�� want�� what,

so�� that�� why

Prioritized & estimated stack of user stories

DEEPBACKLOG

Detailed appropriately

Estimated

Emergent

Prioritized

DETAILEDAPPROPRIATELYMore estimation errors

Unwanted dependencies

False sentiment of control

Useless rework

Loss of overview

Hardly manageable

MANY DETAILED

SMALL STORIES

DEEPBACKLOG

Product BacklogHorizon Details Priority

The unknown

Less detailed

Detailed epics

Detailed US + AC

Any other sprint

Next two sprints

First sprint High

DASHBOARD

Selected Backlog Code Test

Done! Design

Rdy Rdy Rdy On On On

-!Ante bloqueos,

ayudar tester con criterios

aceptación

-!Test automatizados antes de ready

-!Seguir estándar de código

-!Doc. actualizada

-!95% coverage -!Max. 3 avatars por persona

Atención inmediata

Atención prioritaria

Sólo si hay buffer y el

Sprint va bien

-!Normal

-!Evolutivo

Burndown Burnup Impediments

BURNDOWN

Ideal evolution

BURNDOWN

Ideal evolutionReal evolution

BURNDOWN

SCRUMMEETINGS

1 DAILY STANDUPwhat I did, what I’ll do today, impediments

3 SPRINT DEMOshows sprint’s accomplishments

2 SPRINT PLANNINGcreation of the sprint backlog

4 SPRINT RETROSPECTIVEreview the way team works

5 BACKLOG GROOMINGkeep the backlog DEEP

SPRINTSCHEDULE

Planning (3h)Grooming (1h)

Work! (4h)

Day 10

Work! (4h)Demo (1h)Retro (2h)

DAILYSTANDUP

Who?When?

Team synchronization

Scrum master

Team membersAlways at the same time

Always at the same place

Always 15 minutes

What did I do yesterday?

What will I do today?

Any impediments found?

SPRINTPLANNING

Team commitment

Scrum master

Team members

Product owner4h at the beginning

of every sprint

What will we do? (with PO)

How will we do it?(wo PO)

SPRINTPLANNING

Team commitment

Scrum master

Team members

Product owner4h at the beginning

of every sprint

What will we do? (with PO)

How will we do it?(wo PO)

The team decide what will they do

ESTIMATIONGAMES

Dish washing

Dog walking

Lawn mowing

Plants watering

Beds changing

Laundry

Ironing

Oven cleaning

Monthly shopping

Paint bedroom

Floor cleaning

Windows cleaning

PLANNINGPOKER

24ZZZZZ

Without poker planning

PLANNINGPOKER

24ZZZZZ

PLANNINGPOKER

24ZZZZZ

7... 3...

PLANNINGPOKER

I think it’s a 3 because...

PLANNINGPOKER

Convergence!

PLANNINGPOKER

Ok... not complete convergence. But they agree that an estimate of 5 should be close enough. Next story.

Convergence!

PLANNINGPOKER

SPRINTDEMO(a.k.a. sprint review)

Show work, PO validates

Scrum master

Team members

Product owner2h at the end of

the sprint

Explain what’s (not) done

Show what’s done

PO validates release

SPRINTRETROSPECTIVE

Who?When?

Scrum master

Team members

And nobody else2h after the demo

Review the process(see next slides)

SPRINTRETROSPECTIVE

Who?When?

Scrum master

Team members

And nobody else2h after the demo

Review the process(see next slides)

Don’t give opinions on other’s work.

RETROSPECTIVEPRIME DIRECTIVE

Regardless of what we discover, we must understand and truly believe that everyone did the best job he or she could, given what was known at the time, his or her skills and abilities, the resources available, and the situation at hand.

RETROSPECTIVEWHAT DO WE TALK ABOUT?

What helped me in my work?

What hindered my performance?

What made me enjoy my work?

What made me feel bad?

RETROSPECTIVEWHAT DO WE TALK ABOUT?

What helped me in my work?

What hindered my performance?

What made me enjoy my work?

What made me feel bad?

I’m talking about me

RETROSPECTIVEHOW TO SAY IT?

1 FACT DESCRIPTIONSnot evaluations of behaviors or judgements

3 CONFIRMATION ASKINGto make sure your message has been understood

2 POSITIVE LANGUAGEbecause you know we’ll learn from your message

4 ACTIVE LISTENINGto learn from what others have to say

GROOMINGMEETING

Make backlog DEEP

Help PO write stories

Participate in early stage

1 hour per sprintAfter sprint planning?

Read/write/improve USEstimation game

Scrum master

Team members

Product owner

GROOMINGMEETING

Make backlog DEEP

Help PO write stories

Participate in early stage

1 hour per sprintAfter sprint planning?

Read/write/improve USEstimation game

Scrum master

Team members

Product owner

ESTIMATIONGAME 1/5

User�� story

�� or�� Epic

or�� IdeaUser�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Backlog

User�� story

or�� Idea

ESTIMATIONGAME 1/5

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Backlog First card

User�� story

or�� Idea

ESTIMATIONGAME 2/5

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Backlog First card

User�� story

or�� Idea

ESTIMATIONGAME 2/5

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Backlog First card

User�� story

or�� Idea

Next card

ESTIMATIONGAME 2/5

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Backlog First card

User�� story

or�� Idea

Next cardSi

ESTIMATIONGAME 2/5

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Backlog First card

User�� story

or�� Idea

Next cardSi

ESTIMATIONGAME 2/5

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Backlog First card

User�� story

or�� Idea

Next cardSi

ESTIMATIONGAME 3/5

User�� story

or�� Idea

User�� story

or�� Idea

Backlog Stack 1

User�� story

or�� Idea

User�� story

or�� Idea

Stack 2

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Ordered stacks, from most simple to most complex

ESTIMATIONGAME 3/5

User�� story

or�� Idea

User�� story

or�� Idea

Backlog Stack 1

User�� story

or�� Idea

User�� story

or�� Idea

Stack 2

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Similar to cards in an existing stack?Create new stack?

ESTIMATIONGAME 4/5

Stack 2

User�� story

or�� Idea

User�� story

or�� Idea

Stack N

User��

storyUser�� story

or�� Idea

User�� story

or�� Idea

Stack 1

User�� story

or�� Idea

User�� story

or�� Idea

ESTIMATIONGAME 4/5

Stack 2

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Stack N

User��

or�� Idea

User�� story

or�� Idea

Stack 1

User�� story

or�� Idea

User�� story

or�� Idea

ESTIMATIONGAME 4/5

Stack 2

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Stack N

User��

or�� Idea

User�� story

or�� Idea

Stack 1

User�� story

or�� Idea

User�� story

or�� Idea

...Disagree?

ESTIMATIONGAME 4/5

Stack 2

User�� story

or�� Idea

User�� story

or�� Idea

User�� story

or�� Idea

Stack N

User��

or�� Idea

User�� story

or�� Idea

Stack 1

User�� story

or�� Idea

User�� story

or�� Idea

...Disagree?

Move to other stack or create new one

ESTIMATIONGAME 5/5

Stack 2

User�� story

or�� Idea

User�� story

or�� Idea

Stack N

User��

or�� Idea

User�� story

or�� Idea

Reviewed and agreed ordered stacks, from most simple to most complex

Stack 1

User�� story

or�� Idea

User�� story

or�� Idea

Assign points to each stack: 1, 2, 3, 5, 8, 15, 25, 40, 70, 120, 200, 350 or ∞diumenge 29 d’abril de 12

ESTIMATIONGAME 5/5

Stack 2

User�� story

or�� Idea

User�� story

or�� Idea

Stack N

User��

or�� Idea

User�� story

or�� Idea

Reviewed and agreed ordered stacks, from most simple to most complex

Stack 1

User�� story

or�� Idea

User�� story

or�� Idea

Assign points to each stack: 1, 2, 3, 5, 8, 15, 25, 40, 70, 120, 200, 350 or ∞diumenge 29 d’abril de 12

SCRUMSUMMARY

Scrum masterProduct ownerTeam memberExternal expert

Product backlogSprint backlogBurndown chart

Daily standupSprint PlanningSprint DemoRetrospectiveBacklog grooming

Artifacts Meetings

DONE-DONEDEFINITION

http://www.presionblogosferica.com/2009/09/14/el-horno-de-las-magdalenas/

MYSCRUM?

shu ha ri

MYSCRUM?

shu ha ri

In this beginning stage the student follows the teachings of one master precisely. He concentrates on how to do the task, without worrying too much about the underlying theory. If there are multiple variations on how to do the task, he concentrates on just the one way his master teaches him.

At this point the student begins to branch out. With the basic practices working he now starts to learn the underlying principles and theory behind the technique. He also starts learning from other masters and integrates that learning into his practice.

Now the student isn't learning from other people, but from his own practice. He creates his own approaches and adapts what he's learned to his own particular circumstances.

Currentstate

J-CURVEEFFECT

THANK YOU!QUESTIONS?

h'p://www.slideshare.net/gabriprat/infojobs-‐agile

h'p://www.infojobs.net/gabriel-‐prat-‐masramon.prf

InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.diumenge 29 d’abril de 12

InfoJobs Agile

Technology

Transcript of InfoJobs Agile

InfoJobs lean startup recipe book

Estudi del mercat laboral 2011 infojobs esade

Indicadores IJ Octubre 2011 · No puede utilizar este informe para fines comerciales sin el previo consentimiento por escrito de InfoJobs (prensa@infojobs.net). INDICADORES INFOJOBS

Libro blanco Infojobs app

Registro infojobs

Experiencias con Neo4j en InfoJobs

Principales conclusiones Informe InfoJobs ESADE 2012 Estado del ...

Infojobs Freelance: una puerta al autoempleo

La Ruta del Empleo- Infojobs

Actualización app infojobs

InfoJobs Italia - Soluzioni per il Reclutamento e l'Employer Branding 2016

Informe infojobs-esade-2012

Informe InfoJobs ESADE - DiarioAbierto...Informe InfoJobs ESADE 2015 · Estado del mercado laboral en España· Principales Conclusiones 6 Informática y telecomunicaciones, junto

Personal Branding o cómo destacar entre 3000 candidatos en Infojobs

Indicadores IJ Noviembre 2011 · No puede utilizar este informe para fines comerciales sin el previo consentimiento por escrito de InfoJobs (prensa@infojobs.net). INDICADORES INFOJOBS

Guia formación técnicos[2] infojobs

Ebook infojobs - reddecontactos-150204140155-conversion-gate02

Informe infojobs esade_2011

Red profesional Contactos en InfoJobs

App Challenge infojobs