In software development, Agile’s practices have the advantage of encouraging teamwork by breaking down barriers between various teams in sales, development, business consulting, operations, and IT.
A close look at the methodologies, stages and best practices involved in developing products for our times)
What you will get out of this book:
Why Lean IT + Lean Development methodologies are two must-have approaches in your start-up toolkit
Making the right cloud provider and development partner choice for your startup
A thorough overview of how you can build an app on the Google App Engine and how and when integrations will take place
A guide to what a prospective client must look for in a development partner
Lean UX - Applying Lean Principles to improve
User Experience in Agile environment. It accomplishes this by getting out of the deliverables business and instead focusing on successful experiences.
The Scrum Product Owner needs to bring creative thinking to the team and to the product development. This was presented at the Atlanta Scrum Gathering 2012.
Product Owners need Super Powers to unlock the creative potential to innovate in the context of their organisation. The #PoDojo is the place to get your level up.
A close look at the methodologies, stages and best practices involved in developing products for our times)
What you will get out of this book:
Why Lean IT + Lean Development methodologies are two must-have approaches in your start-up toolkit
Making the right cloud provider and development partner choice for your startup
A thorough overview of how you can build an app on the Google App Engine and how and when integrations will take place
A guide to what a prospective client must look for in a development partner
Lean UX - Applying Lean Principles to improve
User Experience in Agile environment. It accomplishes this by getting out of the deliverables business and instead focusing on successful experiences.
The Scrum Product Owner needs to bring creative thinking to the team and to the product development. This was presented at the Atlanta Scrum Gathering 2012.
Product Owners need Super Powers to unlock the creative potential to innovate in the context of their organisation. The #PoDojo is the place to get your level up.
Surviving Back to Back Design Sprints and Securing UX Presence in Product DesignUXPA International
A modified Google Ventures design sprint methodology was applied to seven back to back design sprints on three product lines. The UX team had previously been a reactive agile design team that had minimal support from product owners and stakeholders. With management championship, the design sprints were implemented with the UX team, product owners and stakeholders. Additions were made to the Google Venture methods to minimize our internal challenges and increase the success of the sprint. Outputs from each design sprint were presented to upper management and became part of the product road maps. The sprints not only increased collaboration between roles, but transformed the UX team into a spearheading product vision and solutions team.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
Agile is a philosophy for delivering solutions that embraces and promotes evolutionary change throughout the life-cycle of a product. Many teams and organizations have been using Agile to, deliver software more timely, increase quality, and ultimately increase customer satisfaction.
These planning levels were originally described by Hubert Smits in the whitepaper "5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up".
Ik gebruik deze checklist zelf als Scrum coach. De mindmap bevat een samenvatting van alle waarden rondom Scrum.
Door op deze waarden te letten, naast het eenvoudig kijken naar de "mechanica" van Scrum, ontstaat er een veel betere Scrum implementatie. Zo wordt Scrum "naar de geest" toegepast.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
Advantages of reading the e-book:
Better understanding of basic Scrum, Agile and outsourcing method,
Understanding of the importance of group work and consequences of that approach,
Understanding of business value that comes with getting project done in Scrum,
Better understanding and need of preparedness for making a project in Scrum.
The goal of this presentation is to explore the most efficient way to manage the product backlog, using blitz planning, story maps (walking skeleton) and improving the quality of our stories by focusing on stronger acceptance criteria, as well as using personas. The benefit of having a better way to organize and visualize the product backlog is to improve our ability to conduct release and iteration planning, as well as produce a better product road map. By attending this session you will be better equipped to help your team and product owner work with the product backlog. As a project manager, you will be introduced to simple techniques that will help you better manage your Agile project and improve visibility to all the work.
Effective Product Development Using Agile MethodsNaresh Jain
Effective Product Development Using Agile Methods presentation by Baps for Agile Chennai 2007 conference http://agileindia.org/agilechennai07/index.htm
The development of software is planned in stages and steps that culminate in the construction of functional applications of software. As a start-up, you are a new bug in this competitive industry.
Surviving Back to Back Design Sprints and Securing UX Presence in Product DesignUXPA International
A modified Google Ventures design sprint methodology was applied to seven back to back design sprints on three product lines. The UX team had previously been a reactive agile design team that had minimal support from product owners and stakeholders. With management championship, the design sprints were implemented with the UX team, product owners and stakeholders. Additions were made to the Google Venture methods to minimize our internal challenges and increase the success of the sprint. Outputs from each design sprint were presented to upper management and became part of the product road maps. The sprints not only increased collaboration between roles, but transformed the UX team into a spearheading product vision and solutions team.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
Agile is a philosophy for delivering solutions that embraces and promotes evolutionary change throughout the life-cycle of a product. Many teams and organizations have been using Agile to, deliver software more timely, increase quality, and ultimately increase customer satisfaction.
These planning levels were originally described by Hubert Smits in the whitepaper "5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up".
Ik gebruik deze checklist zelf als Scrum coach. De mindmap bevat een samenvatting van alle waarden rondom Scrum.
Door op deze waarden te letten, naast het eenvoudig kijken naar de "mechanica" van Scrum, ontstaat er een veel betere Scrum implementatie. Zo wordt Scrum "naar de geest" toegepast.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
Advantages of reading the e-book:
Better understanding of basic Scrum, Agile and outsourcing method,
Understanding of the importance of group work and consequences of that approach,
Understanding of business value that comes with getting project done in Scrum,
Better understanding and need of preparedness for making a project in Scrum.
The goal of this presentation is to explore the most efficient way to manage the product backlog, using blitz planning, story maps (walking skeleton) and improving the quality of our stories by focusing on stronger acceptance criteria, as well as using personas. The benefit of having a better way to organize and visualize the product backlog is to improve our ability to conduct release and iteration planning, as well as produce a better product road map. By attending this session you will be better equipped to help your team and product owner work with the product backlog. As a project manager, you will be introduced to simple techniques that will help you better manage your Agile project and improve visibility to all the work.
Effective Product Development Using Agile MethodsNaresh Jain
Effective Product Development Using Agile Methods presentation by Baps for Agile Chennai 2007 conference http://agileindia.org/agilechennai07/index.htm
The development of software is planned in stages and steps that culminate in the construction of functional applications of software. As a start-up, you are a new bug in this competitive industry.
Highest quality code in your SaaS project. Why should you care about it as a ...The Codest
We are launching a SaaS report dedicated to the whole SaaS market.
It is a useful pill of knowledge for the non-technical founders who are struggling with many challenges, especially the technological ones. In the report, we cover the specific problems/dilemmas such as:
- Is it worth making SaaS start-up if you are a non-technical founder?
- What are the biggest challenges to a non-technical founder?
- MVP as the most popular way to deliver product time to market
- Useful tips on how to build a SaaS product in 6 simple steps
Check out the report and make sure to eliminate common mistakes that can hurt your business. Are you a non-technical founder? Don’t worry!
In the short tutorial, you will learn how to successfully build a SaaS product with no programming skills.
HOW TO SCALE AGILE IN OFFSHORE SOFTWARE DEVELOPMENT.pdfLaura Miller
Offshore outsourcing can deliver surprising but cozy value for enterprises—increased agility, reduce overall development cost, leverage of world-class talent pool; all are subjected to effective communication and collaboration.
Agile and outsource development are two jargons of the technology industry. No doubt outsource development gives the state of the art advantages to enterprises to get a high-end cost-effective software solution AND easy access to seasoned software professionals.
In many ways, the Agile Manifesto gives us a road-map and lays a firm foundation for efficient software development.
There are naysayers among those who swear by traditional methods; but these criticisms do not hold water because the
entire agile movement rests on robust methodologies and concepts. So what does this augur for the future? No one can
tell with certainty.
Agility encompasses believing and relying on one's ability to respond to unpredictable events, rather than banking on the
competence to indulge in pre-planning. At the end of the day, the methodologies remind us that even though we create
and work with software, the human element, and the resultant collaboration it enhances, is all too important in the larger
scheme of things.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
I collated this simply as a conversation starter at the Scottish Public Sector Barcamp on 27-03-09. In the event I didn't get the opportunity and so was able to put the material 'in the bank' for another time. But on reflection it seemed silly not to make it available anyway - you can do your own voice-over!
Uniting product development, business strategy, and agile software practices.
Covers thinking about product development wholistically from a customer-first perspective. Suggests good principles for established companies and boostrappers.
oftware modernization, otherwise known as legacy modernization, refers to the work of converting, rewriting or porting a legacy program to bring it up to the latest standards in computing and software. This includes such things as modern programming language, software libraries, protocols, cloud technologies (Serverless architecture, Microservices, etc.), hardware platforms, etc.
Perhaps this is a good place to define legacy software, to help us better understand what is at stake when we talk about software modernization.
ChatBots, once the product of inventive sci-fi writers (such as Arthur C. Clarke’s HAL, the “sentient” computer), may be one of the most useful customer service inventions for business of modern times.
While computers, software and the myriad of apps that have been produced (is there an app for that?) have greatly improved many areas of the customer experience, the one thing often lacking is the personal, “human” touch that people crave.
Will AI produce really good music or even music that is merely a commercial success in the moment? Can computer brains put composers and musicians out of business? Is the day of amazing guitarists like Jimi Hendrix gone, replaced by computer generated perfection guaranteed to gain the widest possible audience?
Microservices – or micro-services – may simply be a term for something already being used, but by giving something a name and defining it, we sometimes give ourselves the advantage of recognizing a tool we perhaps should be including in our systems.
DevOps has changed the market and also the tools we use in the software industry. Gone are the days of separation. We have quickly passed from “waterfall” through the separated infancy of “agile system administration” and “agile operations” to “DevOps.”
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
1. Agile or how to break down barriers between teams
In software development, Agile’s practices have the advantage of encouraging teamwork by breaking
down barriers between various teams in sales, development, business consulting, operations, and IT.
Google defines it as “relating to or denoting a method of project management, used especially for
software development, that is characterized by the division of tasks into short phases of work and
frequent reassessment and adaptation of plans.'agile methods replace high-level design with frequent
redesign'”. If that sounds a little confusing, here's another way of explaining it. When a software
company is developing an application, they use agile software development – or ASD – as a creative
process that is able to anticipate the need for both flexibility between teams and a pragmatic approach to
the technical debt that produces the finished product as expected by the client.
As Martin Fowler, agile software development “guru,” and CTO of Thoughtworks has said about this,
“The beauty of agile approaches is they recognize the value of refactoring, and have the automated, test-
driven discipline to make this low risk.”
In a previous article, I wrote about Balancing Technical Debt with Business Constraints. ASD is
perhaps THE key to successfully reaching this balance.
What do I mean by that?
In traditional software development, a client approaches with a problem they need a software solution
for. The software company sales department tells the client when to expect delivery, then hands the
order to the CTO, who then has to decide how in the world he can get his busy engineers to get it
finished in time. After much protesting and arguing with the sales manager, he takes the order to his
engineers and tells them what they have to do and when it has to be finished. They grumble and grump
about the pressure they're already under, then get to work on it as soon as they finish what they're
already doing. When the software is finally finished, often late, it's a huge and possibly still very buggy
solution, but it works fairly well, and they promise to give their client great customer support – aka –
removing the bugs at no charge as they come in...
2. Enter ASD. The idea for agile software development came from the dynamic systems development
method (DSDM) from the 1990s, and the DSDM Consortium, founded in 1994, which was intended to
help bring some order to rapid application development, which greatly decreased the time from order to
delivery, compared to prior methods with a strong emphasis on rigorous planning and specifications, but
had the unfortunate side effect of created sometimes massive tech debt by putting too much emphasis on
getting the finished product delivered quickly.
In early 2001, at a ski lodge in Utah, seventeen representatives from Adaptive Software Development,
Crystal, DSDM, Extreme Programming, Feature-Driven Development, Pragmatic Programming,
SCRUM, and others who recognized the need for an alternative to the old "waterfall" software
development processes got together to talk.
Out of that meeting came what is known as The Manifesto for Agile Software Development, or Agile
Manifesto.
The idea of the Agile method, in a nutshell, is twofold.
One – for all the teams involved in software development to work together, including the client, the
sales department, the research and development team, business consultants, operations people and IT
guys, so that they all understand and agree with each other about the vision, the backlog of features and
the roadmap.
Two – to continuously deliver in small, “digestible” and working applications, with continuous input
from the client, rather than in one large, cumbersome and potentially tech-debt-laden monstrosity. This
allows management to make changes, because the client and its users can use each new version earlier,
step by step, find the bugs and correct them, or even change priorities entirely.
The manifesto, wisely, while keeping these two principles in mind, makes customer satisfaction the
highest priority, by offering early and continuous delivery of valuable software. Again, rather than
trying to solve every single problem of the customer in one grand (and probably buggy) solution, we
deliver solutions to smaller, individually and recognizable problems that are an important part of the
whole. In doing this, the customer's life and confidence begins to improve very early in the relationship,
which is almost priceless in the even that we DO happen to run into a major bug later.
Rather than freaking out when the customer changes their mind or their needs change late in the
development of a product, we welcome changing requirements, because agile processes allow us to use
such changes to give our customer a competitive advantage.
Rather than spending six months to a year (or more) developing a total solution for all our customer's
needs, we deliver working software as often as possible, preferably in a couple of months or less.
We must put our business people and developers together on a daily basis throughout each project. This
is SO important. In our meetings, we all sat around the table as equals, each one bringing her or his own
perspective, insights and expertise to the table. It is critically important that business people and
developers see each other as allies and team-mates working toward the same goal.
If we want to achieve something great, rather than mundane and merely acceptable, we need our team
members to be motivated. This is why some of the most successful companies in the world, today, like
Google, Facebook and Microsoft encourage their employees to play and provide bright, cheerful
atmospheres with everything from games, to gym and yoga classes, to letting them bring their pets to
work and even to playing pranks on each other, such as Mark Zuckerberg posted on Facebook.
The point is, if we want creative and motivated people, we need to create the culture (environment and
support system) they need, then trust them to get the job done.
3. One very obvious part of the Agile Manifesto, although it is seventh on the list of twelve, is the fact that
we need to remember that working software must be the primary measure of success. One of the things
I often used to hear is, “It's all fun and games until somebody loses an eye.” The point was that we
have to remember why we go in every day, or we won't be going in for long. The business still has to
produce the product it exists for, or it will fold up.
A beautiful thing about the agile way of doing things is that it promotes sustainable development. When
everyone recognizes that the world of business is constantly and quickly evolving, it's possible for all
stakeholders to maintain a constant pace indefinitely. As Robbrrecht Van Amerongen so aptly put it,
“Software development is like running a marathon and not (a)100 meters sprint. You have to keep up to
speed but not run so fast that you exhaust yourself or your team members.”
The idea of agile is not to slap a product together for delivery, then quickly come up with version II for
next week, but to continually focus on technical excellence and good design. This means that a good
product gets delivered this week and an even better product in version II.
When I coached my kids as they learned to color, I first coached them on very tidy results by instilling
in them the importance of first choosing well defined outlines, then not coloring over the lines, then
focusing more and more on filling in everything inside the lines. Always, the focus was on design and
excellence. So we must focus on design and technical excellence in software production.
As in almost everything in manufacturing, from the Mars Rover to software, we must use the K.I.S.S.
Approach. Keep It Simple Stupid. Or, as I always liked to put it, Keep It Stupidly Simple. I used to tell
people that the job needs to be done right, but not hard. In other words, don't create unnecessary work
to get the job done. As a wise person once told me, “As soon as you create a foolproof system, they will
come up with a better fool.” As the Agile Manifesto succinctly puts it, “...the art of maximizing the
amount of work NOT done is essential.”
We need to encourage our teams to think for themselves and be able to organize themselves. They will
produce the best designs, architectures and requirements. I can't tell you how many times I have had
this proven to me. Let your people thrive on the pride of their own accomplishments! As shared in a
previous article, the CTO is the maestro in this orchestra, not the one who makes all the music!
I remember the day I said to my team in charge of our software products for airlines’ flight operations :
“We’re going to develop an optimization engine!” There was a blank stare. I was confident in the
project as I knew that our clients would sponsor us, I would acquire the skills by doing the research, and
the team would tackle the challenge. After we designed the architecture, we started to code business
logic, month after month, reporting our progress first to our clients and sharing our difficulties. 8 months
after, we delivered the beta version and 4 months later we finalized V1.
Again, I can't emphasize how important it is to have regular, short team meetings (from 15 to 30 min),
where everybody can brainstorm on how they can be more effective, allowing them to tune and adjust
their behavior accordingly. The results of doing this are quite amazing to observe. When everybody
realizes their input is important to the company, they become enthusiastic and motivated performers, not
only able, but willing to go that extra mile and produce something extraordinary.
The agile method for software development breaks down barriers between teams from every department
and area, creates a better, brighter, friendlier and happier work environment, and produces a higher
quality and evolving product in less time that everybody is happy with.
In keeping with the agile spirit, I welcome your comments and insight below!
Jean-Christophe (Jay C) Huc 14 July 2016
jch@huc.name