In this presentation we provide an overview of how the SAE process can evolve to support Application Modernization, by introducing new disciplines to cover the planning and architectural aspects of Application Modernization, the discovery of knowledge encapsulated in the applications, and finally to perform the reengineering that may result in new business requirements.
SAP Engineering Control Center interface to PTC Creo: Product Presentationriessengineering
Shown software:
SAP Engineering Control Center 5.1
SAP Engineering Control Center interface to PTC Creo 1.1
Official SAP Product Presentation of the SAP Engineering Control Center interface to PTC Creo.
Watch the official Product Video Guide here: https://www.youtube.com/watch?v=GdL6f3G0Kyg
For more information about the SAP Engineering Control Center and the SAP Engineering Control Center interface to PTC Creo check www.riess.de/en.
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
In this presentation we provide an overview of how the SAE process can evolve to support Application Modernization, by introducing new disciplines to cover the planning and architectural aspects of Application Modernization, the discovery of knowledge encapsulated in the applications, and finally to perform the reengineering that may result in new business requirements.
SAP Engineering Control Center interface to PTC Creo: Product Presentationriessengineering
Shown software:
SAP Engineering Control Center 5.1
SAP Engineering Control Center interface to PTC Creo 1.1
Official SAP Product Presentation of the SAP Engineering Control Center interface to PTC Creo.
Watch the official Product Video Guide here: https://www.youtube.com/watch?v=GdL6f3G0Kyg
For more information about the SAP Engineering Control Center and the SAP Engineering Control Center interface to PTC Creo check www.riess.de/en.
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
In June of 2012, Oracle published their Release Value Proposition (RVP) for PeopleSoft HCM release 9.2. We anticipate the general release of PeopleSoft HCM V9.2 sometime in early 2013.
Our resident HCM expert Anne Meyer has analyzed and summarized the salient points from the 85-page HCM RVP into a this presentation. Anne's commentary provides solid information on the most current release of one of PeopleSoft’s primary modules.
This whitepaper considers the alignment of ITSM within a TOGAF aligned enterprise.
A key driver for having such an alignment is to remove the business execution silos that come to exist in an enterprise when implementing projects that fall under either ITIL 3 or TOGAF 9. At a high level, we propose to remove such silos by creating a mapping between the two frameworks as well as between ITSM and TOGAF 9. This should create a standard set of artifacts or standard interfaces between those artifacts so that an enterprise may have a common platform for both service management and enterprise architectures. Such commonality is best implemented at the initial requirements establishment phase of an initiative and so the necessary information sharing and processes should be in place at the outset.
Our recommendation is for this to happen within the wider TOGAF 9 context where ITIL 3 can be considered as an integral extension of enterprise architecture. This is achievable because there is a lot of synergy between ITSM’s ITIL 3 and the TOGAF 9 framework, especially since TOGAF 9 has shifted to a more service-orientated approach to Enterprise Architecture.
SAP Product Lifecycle Management: Implementation Tip, Tricks and LessonsEric Stajda
A SAP PLM lessons learned presentation. Learn about selecting SAP PLM as your tool, defining the right project scope, setting up your team, and project methodology to follow.
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
When a company invests in ITIL, very often Architecture is not much involved: this is a mistake because there is much overlap, and Architecture can end up side-lined by the ITIL juggernaut. But there are a lot of benefits Architecture can bring to an ITIL-oriented organization.
This slide deck goes a step or two further than the white-papers out there I've found to date in providing some concrete guidance on how to actually integrate Architecture activities into ITIL. The deck uses TOGAF as the reference framework, but the concepts can be applied to any modern Architecture practice, since the discussion focuses on the types of deliverables and activities, which analogously exist in most frameworks.
Architecture Series 5-4 Solution Architecture DraftFrankie Hsiang
Use Solution Architecture as a tool to produce solid solutions that fully meet business needs, within budget, deploy on schedule, easy to maintain, and use fewer resources.
This presentation will cover first exam of SOA , by introducing terms related to Service oriented Computing umbrella to start your knowledge base about Service Orientation world.
TOGAF - a teaser for our traning courseLars Lundgren
Level 1
Provide validation that the Candidate has gained knowledge of the terminology, structure, and basic concepts of TOGAF 9.1, and understands the core principles of Enterprise Architecture and TOGAF.
Level 2
Provide validation that in addition to the knowledge and comprehension of Level 1, the Candidate is able to analyze and apply this knowledge. The learning objectives at this level focus on application and analysis, in addition to knowledge and comprehension.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
In June of 2012, Oracle published their Release Value Proposition (RVP) for PeopleSoft HCM release 9.2. We anticipate the general release of PeopleSoft HCM V9.2 sometime in early 2013.
Our resident HCM expert Anne Meyer has analyzed and summarized the salient points from the 85-page HCM RVP into a this presentation. Anne's commentary provides solid information on the most current release of one of PeopleSoft’s primary modules.
This whitepaper considers the alignment of ITSM within a TOGAF aligned enterprise.
A key driver for having such an alignment is to remove the business execution silos that come to exist in an enterprise when implementing projects that fall under either ITIL 3 or TOGAF 9. At a high level, we propose to remove such silos by creating a mapping between the two frameworks as well as between ITSM and TOGAF 9. This should create a standard set of artifacts or standard interfaces between those artifacts so that an enterprise may have a common platform for both service management and enterprise architectures. Such commonality is best implemented at the initial requirements establishment phase of an initiative and so the necessary information sharing and processes should be in place at the outset.
Our recommendation is for this to happen within the wider TOGAF 9 context where ITIL 3 can be considered as an integral extension of enterprise architecture. This is achievable because there is a lot of synergy between ITSM’s ITIL 3 and the TOGAF 9 framework, especially since TOGAF 9 has shifted to a more service-orientated approach to Enterprise Architecture.
SAP Product Lifecycle Management: Implementation Tip, Tricks and LessonsEric Stajda
A SAP PLM lessons learned presentation. Learn about selecting SAP PLM as your tool, defining the right project scope, setting up your team, and project methodology to follow.
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
When a company invests in ITIL, very often Architecture is not much involved: this is a mistake because there is much overlap, and Architecture can end up side-lined by the ITIL juggernaut. But there are a lot of benefits Architecture can bring to an ITIL-oriented organization.
This slide deck goes a step or two further than the white-papers out there I've found to date in providing some concrete guidance on how to actually integrate Architecture activities into ITIL. The deck uses TOGAF as the reference framework, but the concepts can be applied to any modern Architecture practice, since the discussion focuses on the types of deliverables and activities, which analogously exist in most frameworks.
Architecture Series 5-4 Solution Architecture DraftFrankie Hsiang
Use Solution Architecture as a tool to produce solid solutions that fully meet business needs, within budget, deploy on schedule, easy to maintain, and use fewer resources.
This presentation will cover first exam of SOA , by introducing terms related to Service oriented Computing umbrella to start your knowledge base about Service Orientation world.
TOGAF - a teaser for our traning courseLars Lundgren
Level 1
Provide validation that the Candidate has gained knowledge of the terminology, structure, and basic concepts of TOGAF 9.1, and understands the core principles of Enterprise Architecture and TOGAF.
Level 2
Provide validation that in addition to the knowledge and comprehension of Level 1, the Candidate is able to analyze and apply this knowledge. The learning objectives at this level focus on application and analysis, in addition to knowledge and comprehension.
What’s Next? Application Modernization Roadmap For Socializing IBM Notes and ...John Head
Some organizations neglect or under-utilize one of the greatest IT assets in their portfolio - the line of business application. Most were built 10+ years ago with no Web, mobile, or social. This session describes the application revolution taking place, covering the options and best practices required for success. Migration and new development will be compared and contrasted. Real-world data will demonstrate the positive potential return on investment. We will discuss PSC's Application Modernization Center and how it helps move customers from merely maintaining Notes applications to increasing their value with XPages. If your organization is considering a migration or an XPages solution for your Notes/Domino investments, this session is for you!
The current economic climate, with its increased level of competition, market consolidations, offshoring, and outsourcing landscape shifts, as well as disruptive technologies and increased regulations, is imposing enormous pressure on insurance firms.
Now more than ever, the insurance business demands major cost reductions, increased speed to market and the need to mitigate delivery risk
Faster responses to changing business needs and being more cost effective at the same time is a challenge for many organizations.
To help our customers focus more on innovation, Fujitsu will work to reduce the operation and maintenance costs of their existing ICT assets and build a platform for growth through the modernization of these assets. It enables customers to divert their investments from operations and maintenance to innovation and growth.
The Application Value Assessment (AVA) is a strategic consulting assignment, and it's the first step towards your Application/Legacy Modernization project.
A short presentation for beginners on Introduction of Machine Learning, What it is, how it works, what all are the popular Machine Learning techniques and learning models (supervised, unsupervised, semi-supervised, reinforcement learning) and how they works with various Industry use-cases and popular examples.
Overview of Machine Learning and Feature EngineeringTuri, Inc.
Machine Learning 101 Tutorial at Strata NYC, Sep 2015
Overview of machine learning models and features. Visualization of feature space and feature engineering methods.
Become a Better Engineer Through WritingIntuit Inc.
Intuit's iOS Software Engineer, Kristina Thai, presents 4 writing channels that help engineers at the 2015 Grace Hopper Celebration of Women in Computing Conference.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
A comprehensive methodology for the design, implementation and deployment of PLM solutions. The approach is based on insights and lessons learned from over 100 PLM implementations and 10 years of experience.
Comprehensive And Integrated Approach To Project Management And Solution Deli...Alan McSweeney
Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
Effective solution delivery requires an integrated approach to projects across all key disciplines
Project portfolio management
Project management
Business analysis
Solution design
Having silos of expertise that do not communicate or co-operate leads to significant risk
Project Management Plan Templatewww.ProjectManagementDocs.com.docxwkyra78
Project Management Plan Template
www.ProjectManagementDocs.com
NOTE: As you complete each section for Week 2 (not submitted until Week 3), Week 3, and 4 remove the Green text in the template as you update each section with your own thoughts on how you will manage the project you are proposing. Using sections verbatim from the Template is considered Plagiarism and the template is just an Example of what should be in each section. Each section should be updated with your OWN work.
Project Management Plan
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Table of Contents
2Introduction
2Project Management Approach
3Project Scope
3Milestone List
4Schedule Baseline and Work Breakdown Structure
4Change Management Plan
5Communications Management Plan
7Cost Management Plan
9work Management Plan
9Project Scope Management Plan
10Project Monitoring Strategies
10Quality Management Plan
11Risk Management Plan
12Risk Register
12Staffing Management Plan
13Resources
13Budget
14Quality Baseline
15Sponsor Acceptance
Introduction
The Introduction provides a high level overview of the project and what is included in this Project Management Plan. This should include a high level description of the project and describe the projects deliverables and benefits. Excessive detail is not necessary in this section as the other sections of the project plan will include this information. This section should provide a summarized framework of the project and its purpose. Look back at the Project Charter for information to include in this section.
Total Software Incorporated (TSI) has recently approved the SmartVoice project to move forward for project initiation within the research and development (R&D) group. This project will result in the development of new voice recognition software and supports TSI’s corporate strategy of providing progressive solutions to clients which improve productivity in both the workplace and home environment. While voice recognition software is currently available, TSI believes that new technological developments will enable our team to develop a solution far superior to what is currently available.
TSI has been successful in gaining market share because of its aggressive pursuit of product quality, ease of use, flexibility, and customer service. Additionally, customers understand that our products may be applied to a wide range of uses for business and personal functions. By leveraging our reputation for superior quality and user-friendly products, and capitalizing on new technology, TSI can position itself as the premier provider of effective and easy to use voice recognitions software in today’s marketplace.Project Management Approach
This section is where you outline the overall management approach for the project. This section should describe, in general terms, the roles and authority of project team members. It should also include which organizations will provide resources for the project and any res ...
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here
https://flevy.com/browse/business-document/itil-process-assessment--service-design-xls-3668
DOCUMENT DESCRIPTION
This Excel spreadsheet system with approx. 400 Questions allows you to conduct a Assessment of ITIL v3 Service Design processes:
1 Design Coordination
2 Service Catalogue Management
3 Service Level Management
4 Supplier Management
5 Availability Management
6 Capacity Management
7 IT Service Continuity Management
8 Information Security Management
Assessment highlights areas that require particular attention and gives you idea on process maturity. It can also be used as a benchmarking mechanism and a boost in creating continual improvement culture for your ITSM / ITIL processes.
The assessment is based on Process maturity framework (PMF), (as recommended in ITIL Service Design book). Maturity rating levels are:
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
(Level 3 +: Deployed )
Level 4: Managed
Level 5: Optimizing
The use of the PMF in the assessment of service management processes relies on an appreciation of the IT organization growth model. At the process level, assessment covered following groups of questions regarding process attributes to establish process maturity:
1. Process performance (outcomes achieved)
2. Performance Management ( activities performed)
3. Work product management ( inputs/outputs)
4. Process Definition ( roles documentation)
5. Process deployment( accepted, performed)
6. Process Measurement
7. Process control
8. Process innovation
9. Process optimisation
While working as the information systems manager for LPA, Inc., a Southern California-based architecture firm, I was responsible for the upgrade of Deltek Vision, a project-based Enterprise Resource Planning (ERP) system designed for professional architecture and engineering firms . Vision was used primarily by the accounting department but managers also used it to access project management reports and all employees used it for their timesheets. Thus, the upgrade affected everyone in the organization.
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Identification of all areas contributing to problems and determining scope of projects are challenges for many organizations. A method to improve the outcomes can help reduce risk - find out how!
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Similar to Agile Application Modernization Project (20)
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
Agile Application Modernization Project
1. The Agile Application Modernization Project By Lawrence Wilkes and Denzil Wasson Practice Guide This presentation summarizes the introduction to our in-depth report on the Agile Application Modernization Process
2.
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7. Work Packages and Iteration For each Service Assess Realize Modernization Solution 1 Deploy Solution 1 Operate Solutions/ Services Measure For each Solution Deploy Solution 2 Revisions to Plan Plan (scope) Plan (scope) Realize Modernization Solution 3 Deploy Solution 3 Realize Service 3 Measure Deploy Service 3 For each Unit of Planning Scope Revisions to Assessment Evolve Deliver Analyze Assess Plan Revisions to Solution Realize Service 1 Deploy Service 1 Realize Service 2 Deploy Service 2 Operate Solutions/ Services Revisions to Service For each Improvement Uses other Services Revision to Plan Realize Modernization Solution 2
8. Agile Approach to Realization Realize Modernization Solution 1 Solution Component and Service Requirements Prioritized, Coherent Set Working Solution Component or Service Delivery Activities Analyze Deliver Outline Architecture and Plan Detailed Architecture and Plan For each Solution Component or Service Revisions to Architecture and Plan Ongoing iteration and refinement
9. High Level Mapping of CBDI-SAE Disciplines to Project Lifecycle Phases Solution Assembly/ Implementation Business Modeling Business Improvement Legacy to Service Reengineering Solution Provisioning Service Provisioning Solution/Service Deployment Solution/Service Platform Design & Installation Enable Solution/Service Platform Architecture Solution/Service Operations & Management Consume Provide Legacy Application Reengineering Solution Architecture & Design Knowledge Discovery Service Oriented Architecture & Design Information Architecture Service Implementation Application Modernization Planning Evolve Deliver Analyze Assess Plan
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12. Independent Guidance for Service Architecture and Engineering www.cbdiforum.com www.everware-cbdi.com
Editor's Notes
In a previous report we introduced the Application Modernization process decomposing it into Disciplines, Process Unit and Tasks. In this report, we discuss an agile project structure and organization and provide a detailed breakdown of the Application Modernization process in terms of Project Phases and Work Packages, starting with the Assess and Plan phases. This approach to application modernization will allow an escalation from a solution specific modernization effort to an enterprise SOA effort over time. It can be viewed as the pragmatic middle ground between a difficult to motivate enterprise level SOA and successive SOA projects that will inevitably lead to service anarchy.
Introduction In CBDI-SAE we use Disciplines as a way of separating out the different capabilities required by an organization. For example the capabilities required to deliver the Service Architecture – such as skills or tools - will be different to that required to deliver Service Implementations. Disciplines are also responsible for one or more key deliverables in Application Modernization and SOA. Application Modernization Planning produces the Application Modernization Plan; Service Oriented Architecture & Design produces the Service Portfolio Plan, and so on. The process decomposition of Disciplines, Process Units and Tasks forms the basic ‘building blocks’ from which various types of project plans can be assembled to meet different needs. Think of Disciplines as the ‘service providers’ to an IT process. Most projects will be focused on delivering a solution to a business requirement. The project will be tasked with understanding the requirement, mapping out the architecture, provisioning and implementing the various components and services, and finally assembling and deploying the solution. Consequently it will be using the ‘services’ provided by a number of Disciplines.
However, not all Application Modernization projects are exactly the same. A project that deals with a larger unit of scope may require iteration through some activities, whereas a smaller one may not. One project may have a strategic focus that requires significant investment in planning and architecture, whereas another may be more tactical and start with an existing architecture that needs little refinement. Most projects should be business-driven in response to new business requirements, whereas some may be more IT-driven, for example retiring an obsolete platform, and consequently have less need to identify business improvements or build business models. Mapping the process decomposition to appropriate project phases and into work packages enables us to explore these different options and to construct various types of project plans.
In this report we use a generic project lifecycle. We recognize that readers may follow frameworks such as RUP or various agile approaches that provide their own lifecycle phases. Mapping to these should be straightforward. In context with Application Modernization, the phases cover: Assess: Obtain initial business requirements and assess current system status, structure, issues and opportunities, functional backlog and agility potential. Plan: Produce plans and architectures including the Business improvement plan, Service and Solution architectures (at an outline level), the Application modernization plan, and any Reference Architecture that will underpin the work. Analyze: Produce detailed To-Be models and architectures as well as models of current systems, for the scope of the modernization project. Deliver: Realize the plan by provisioning new or reengineering existing assets, and assembling and deploying the solution. Evolve: Transition (go live) to the new business and solution, then measure/monitor and produce refinements (to the assessment, plans or realizations).
Agile Approach For reasons discussed in Business Requirements for Application Modernization, an agile approach is required. The approach described in this report addresses agility requirements via a number of mechanisms: Scoping and decomposing activities into manageable Work Packages. Iteration through the various Work Packages leading to revisions at all levels to fine-tune the next iteration. Continuous improvement of the assessment and plan Separation of Solution and Service Architecture, and Solution and Service Delivery, to ensure tight focus of activities, and to deliver a layered Service Architecture that is not too tightly bound to a single solution and is inherently flexible. The incremental delivery of an inventory of shared services and solution components that reduce time and effort in subsequent projects. Agile methods used within Work Package (or within phase, depending on how broad the scope is) With necessary planning and architecture to provide some coherence across and within the Work Packages CBDI Journal, January 2010
Work Packages Figure 1 shows the identification of several Work Packages that roughly follow the project phases. In a large project there may be the execution of: For each Business Improvement, one Assessment Work Package, that leads to the identification of . . . Several Planning Work Packages for each unit of scope. In turn these identify . . . Several Realization (Analyze and Deliver) Work Packages that deliver: each solution, or significant solution component each service, or part of (e.g. certain operations) And a Deployment Work Package for each of those Finally, there is one Operations Work Package and one Measure Work Package for the Plan.
As shown in Figure 1, revisions may be surfaced at the end of each of these Work Packages. The revisions may lead to changes in the assessment, the plan, or to the solution itself. For example, at the Plan phase architectures are only delivered to an outline level. As a consequence of the detailing of the architectures in the Analyze and Deliver phases it is therefore likely that some refinement will be necessary to the assumptions that we made in the assessment and planning. Making refinements to the architectures and plans ensures that subsequent projects will be better scoped, and can start with a higher level of precision in the outline architecture that is their starting point. Figure 1 also illustrates that a Solution may use Services already delivered in previous projects. Clearly not all Services and Solution Components are necessarily shared. Many will be solution specific. However, correctly identifying the opportunities for shared Services and Solution Components is important in ensuring agility and reduction in effort.
Considering the Analyze and Deliver stages in more detail, figure 2 shows how further iteration and refinement takes place. Though we do not advocate any particular agile approach, figure 2 shows a SCRUM-like approach to realization. The complete set of Solution Component and Service requirements is prioritized into a coherent set, reflecting a coarse-grained solution component or service (from a functionality point of view – the software may be further componentized). The architecture and plan is then detailed for this unit of scope.
Figure 3 provides a high level mapping of CBDI-SAE Disciplines to project lifecycle phases. As discussed some Disciplines span phases, reflecting that architectures for example are produced at an outline level in the Plan phase, but then detailed in the Analyze phases.
Scoping Correct scoping is crucial to the success of any iterative method and becomes more so when the complexity of service dependencies are thrown into the mix. The SAE modernization approach calls for a philosophy of “Just enough and Just in time”. For example, even though an outline understanding of the To-Be and As-Is architecture is necessary for assessment and planning in order to determine scope and impact, the key is to keep this at a high level; since subsequent phases and iterations will deliver the required detail In Service Portfolio Planning we advise scoping the Service Architecture based on business domains. The coupling between domains should be low, facilitating concurrent activity to proceed in relative isolation. New discoveries about the coupling across domains may lead to refinement of the architecture for domains that have already been analyzed. However, in Application Modernization, the project scope of a business improvement is more likely to be determined by the impact on the current systems or the business processes requiring modernization. As illustrated in Figure 3, more often than not these will span multiple business domains. In a well-ordered enterprise, one might hope that Applications are aligned with business domains. However, an ERP application is a prime example of where this is typically untrue. This is not to say that the Service Architecture should be scoped by a current system or business process, and business domains ignored. In order to achieve future agility the To-Be architecture should not be constrained by only considering the scope of the As-Is. However a pragmatic balance needs to be achieved so that the modernization effort is not turned into an enterprise level SOA effort, where the requirements of every stakeholder in a business domain are analyzed in-depth. Instead what we suggest is that (where appropriate) a portion of the solution being modernized participates in one or more domains and that we are producing an increment of service capability for those domains. From an agile modernization perspective we explicitly use this stepwise refinement technique and constrain the scope of the service architecture to that slice of the business domain that is under modernization. So for example if we are modifying an application that deals with Customers and we know that Customer is a future domain service, we will initially scope the Customer service to only the known requirement (i.e. the piece under modernization).Critical to success with this approach is that we deliver the partial Customer service explicitly as an SOA deliverable and not as a dedicated solution component. There are a few other principles at work here that will allow us to grow this tactical service into strategic service over time: we actually have funding for the current increment scope. this particular scope has been prioritized by the business and is our first view of Customer. we believe, based on a high level Business domain model and the Service Portfolio Plan, that Customer is worth factoring out as a service. since all the deliverables of customer will be Service Oriented, the end of this increment will give us a starting point for a Customer service from an enterprise perspective. we know we are going to iterate and even though that iteration may drive necessary changes into the current service, we do know that the current service does support part of the business and we have also made that portion of the architecture more agile by having it loosely coupled and producing SOA deliverables for it. the service is still analyzed and designed in a ‘top down’, contract-first approach, based on the Business Type Model, and not ‘bottom’ up from the implementation. Practical Service Specification and Design. CBDI Journal, March 2005 http://www.cbdiforum.com/secure/interact/2005-03/Practical_Service_Spec.php
The complete report contains a full process decomposition identifying tasks, inputs and deliverables, plus process diagrams The report is available to CBDI Forum Gold and Platinum subscribers as part of a CBDI Journal or Knowledgebase subscription See http://cbdi.wikispaces.com/Price+List