Agile Development Overview (with a bit about builds)David Benjamin
I gave this presentation to our dev team when i started at Hannan IT back in October. Its a quick run through the Agile basics, with a bit of extra discussion on continuous integration.
I experimented here with scripting in two tangential sections in the hopes that it would avoid many more spontaneous tangents. It worked!
Presentation delivered by Craig Smith at Fusion in Sydney, Australia in September 2012.
When XP and Scrum were devised over 10 years ago, they were created to improve the delivery of software development projects. As many enterprises have matured in the Agile adoption, many of the business users on IT projects are now attempting to use Agile approaches on their own non-IT projects.
In this session we will cover using Agile in a non-IT environment and demonstrate how the original XP practices map extremely well over to business processes. And how those in SD can help your business counterparts.
Agile Development Overview (with a bit about builds)David Benjamin
I gave this presentation to our dev team when i started at Hannan IT back in October. Its a quick run through the Agile basics, with a bit of extra discussion on continuous integration.
I experimented here with scripting in two tangential sections in the hopes that it would avoid many more spontaneous tangents. It worked!
Presentation delivered by Craig Smith at Fusion in Sydney, Australia in September 2012.
When XP and Scrum were devised over 10 years ago, they were created to improve the delivery of software development projects. As many enterprises have matured in the Agile adoption, many of the business users on IT projects are now attempting to use Agile approaches on their own non-IT projects.
In this session we will cover using Agile in a non-IT environment and demonstrate how the original XP practices map extremely well over to business processes. And how those in SD can help your business counterparts.
Subscribe: http://www.aipmm.com/subscribe
An Internet Thanksgiving
By Tristan Louis
To all who make the internet great, a big thank you.
I'd like to thank the product managers, who study the data and talk to customers in order to figure out the right color or right kind of button needed on an app. Their work lives in the myriad of details that go into creating a product.
For everyone of those questions, there's a product manager out there who's worked hard on figuring the best answer based on market data, customer input, discussion with developers, and study of related products.
Evidence-Based Management for Software Organizations. How not to get fooled by our believes. How to measure organizational value. How stop jumping from fad to fad brainlessly.
Agile Architecture and Modeling - Where are we TodayGary Pedretti
Ideals, Misinterpretations, Backlash, a New Hope - A talk on where we've been and where we're going with agile application architecture. As presented at Toronto Agile and Software 2014 on 11/10/2014.
My talk on agile software development at Philips Healthcare. In this talk, I was exploring how could heavily-regulated environments such as medical industry benefit from principles of agility.
Agile2009 - How to sell a traditional client on an Agile project planOpenSource Connections
12 suggestions for how to convince traditional clients to agree to an Agile project plan. Presented by Arin Sime of OpenSource Connections at Agile 2009 in Chicago.
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
10 bezcennych lekcji dla software developera stającego się szefem firmyWojciech Seliga
[Originally Polish lecture with English slides - with a few exceptions]
Przez wiele lat byłem software developerem. Koncentrowałem się na kodzie, projektach software'owych oraz interakcjach w moim zespole i z klientami. Byłem pewny, że Agile rozwiązuje wszystkie problemy tego świata. Śmiałem się z komiksów Scotta Adamsa i stworzonej przez niego karykatury szefa (PHB). Życie było proste i piękne...
Teraz od ponad 8 lat prowadzę firmę software'ową, którą przy blisko 90 osobach trudno już nazwać maleństwem. Sam stałem się "szefem" na pełen etat.
Podczas prezentacji podzielę się z Wami różnymi doświadczeniami oraz naukami (nieraz bolesnymi) jakie wyniosłem w ostatnich latach podczas mojej stopniowej przemiany z developera/inżyniera w przedsiębiorcę i szefa firmy. O ile zapewne nie wszystkie sytuacje i wnioski mają lub mogą mieć (o ile marzysz o własnym startupie czy zespole) zastosowanie w Twoim życiu, same sobie ich uświadomienie może oszczędzić Ci w przyszłości straty mnóstwa czasu, energii i pieniędzy oraz uniknąć przykrych rozczarowań.
Ten lessons I painfully learnt while moving from software developer to entrep...Wojciech Seliga
My presentation from InfoShare 2016 conference.
For many years I was a software developer. I would concentrate on the code, software projects and the interactions with my closes team and the users. I was sure that Agile solves all world’s problems. I would laugh over Scott Adam’s Dilbert comics with his Point Hair Boss. Life was simple, life was good. Now for 8+ years I have been running a software company, not a small one anymore. I became myself a full-time boss who only codes sometimes at home or during hackathons.
This session is about sharing with you those critical lessons which I painfully learnt when trying to grow into this new role - transitioning from being a software engineer into being an entrepreneur and top manager. Wheres not all of the lessons may or will (if you dream about your own startup) apply to your case, being aware of them may save you tons of time, energy, money or even help you to avoid the total disaster - burying your own company or dreams. And after all, sharing war stories from the past is fun … when these stories are the past.
Liberating your Teams from Rigid Scope and Date Agreements.pdfRowan Bunning
Liberating your Teams from Rigid Scope and Date Agreements
Q: Do you start initiatives in a complex domain by attempting to answer “what are we going to deliver and when”?
Q: Do internal stakeholders negotiate a scope and date agreement with development and then expected teams to keep “on track” to deliver the agreed deliverables by the agreed date?
Q: Do developers cut corners in order to achieve this?
In this session we will explore how the scope and date-based “Contract Game” is misaligned with Agile as well as Scrum. Also how game theory can help us raise awareness how this competitive game results in many negative outcomes when reality does not go to plan (inevitable in a complex domain). This damage is often unrecognised because it is experience by a different group of people, often much later.
We will also outline how to lead your organisation to the co-operative game aligned with Agile methods. This includes at least 7 specific techniques.
You can expect to walk away with new language and a practical Scrum-based approach for eliminating the Contract Game so that empiricism and agility can thrive.
AgileCville: How to sell a traditional client on an Agile project planOpenSource Connections
Presentation given to AgileCville on 7/16/2009, describing different strategies for convincing a traditional software development client to use an Agile project plan. Presented by Arin Sime, Senior Consultant to OpenSource Connections in Charlottesville Virginia.
Ten lessons I painfully learnt while moving from software developer to entrep...Wojciech Seliga
My presentation from Devoxx Poland 2016 conference - the newest, slightly revised version.
For many years I was a software developer. I would concentrate on the code, software projects and the interactions with my closes team and the users. I was sure that Agile solves all world’s problems. I would laugh over Scott Adam’s Dilbert comics with his Point Hair Boss. Life was simple, life was good. Now for 8+ years I have been running a software company, not a small one anymore. I became myself a full-time boss who only codes sometimes at home or during hackathons.
This session is about sharing with you those critical lessons which I painfully learnt when trying to grow into this new role - transitioning from being a software engineer into being an entrepreneur and top manager. Wheres not all of the lessons may or will (if you dream about your own startup) apply to your case, being aware of them may save you tons of time, energy, money or even help you to avoid the total disaster - burying your own company or dreams. And after all, sharing war stories from the past is fun … when these stories are the past.
Choosing your technology stack is one of many decisions you’ll have to make when creating a company from scratch. Along with this, you’ll need to figure out who you should found a company with, who you should take money from, what the company culture should be, management processes, and who to hire when. Joe will be covering basic technology stack choices (cloud v. hosted, frameworks, etc.) as well as other critical decisions one faces when starting a startup.
Agile Project Failures: Root Causes and Corrective ActionsTechWell
Agile initiatives always begin with the best of intentions—accelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issues—or mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to a failing project. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
WordCamp Nashville 2016: The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face
Overview of Agile for Business AnalystsSally Elatta
This seminar was presented to the IIBA Omaha group. My goal was to provide a quick overview of Agile and then dive into the role and skills needed for a BA on an Agile team. Let me know if you would like me to present this or a similar topic at your organization. sally@agiletransformation.com
Three Secrets of Agile Leadership: From Working Hard to Working SmartPeter Stevens
Updated Version. Keynote Talk at Agile Business Day 2020. Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility for more impact in your life and work.
Subscribe: http://www.aipmm.com/subscribe
An Internet Thanksgiving
By Tristan Louis
To all who make the internet great, a big thank you.
I'd like to thank the product managers, who study the data and talk to customers in order to figure out the right color or right kind of button needed on an app. Their work lives in the myriad of details that go into creating a product.
For everyone of those questions, there's a product manager out there who's worked hard on figuring the best answer based on market data, customer input, discussion with developers, and study of related products.
Evidence-Based Management for Software Organizations. How not to get fooled by our believes. How to measure organizational value. How stop jumping from fad to fad brainlessly.
Agile Architecture and Modeling - Where are we TodayGary Pedretti
Ideals, Misinterpretations, Backlash, a New Hope - A talk on where we've been and where we're going with agile application architecture. As presented at Toronto Agile and Software 2014 on 11/10/2014.
My talk on agile software development at Philips Healthcare. In this talk, I was exploring how could heavily-regulated environments such as medical industry benefit from principles of agility.
Agile2009 - How to sell a traditional client on an Agile project planOpenSource Connections
12 suggestions for how to convince traditional clients to agree to an Agile project plan. Presented by Arin Sime of OpenSource Connections at Agile 2009 in Chicago.
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
10 bezcennych lekcji dla software developera stającego się szefem firmyWojciech Seliga
[Originally Polish lecture with English slides - with a few exceptions]
Przez wiele lat byłem software developerem. Koncentrowałem się na kodzie, projektach software'owych oraz interakcjach w moim zespole i z klientami. Byłem pewny, że Agile rozwiązuje wszystkie problemy tego świata. Śmiałem się z komiksów Scotta Adamsa i stworzonej przez niego karykatury szefa (PHB). Życie było proste i piękne...
Teraz od ponad 8 lat prowadzę firmę software'ową, którą przy blisko 90 osobach trudno już nazwać maleństwem. Sam stałem się "szefem" na pełen etat.
Podczas prezentacji podzielę się z Wami różnymi doświadczeniami oraz naukami (nieraz bolesnymi) jakie wyniosłem w ostatnich latach podczas mojej stopniowej przemiany z developera/inżyniera w przedsiębiorcę i szefa firmy. O ile zapewne nie wszystkie sytuacje i wnioski mają lub mogą mieć (o ile marzysz o własnym startupie czy zespole) zastosowanie w Twoim życiu, same sobie ich uświadomienie może oszczędzić Ci w przyszłości straty mnóstwa czasu, energii i pieniędzy oraz uniknąć przykrych rozczarowań.
Ten lessons I painfully learnt while moving from software developer to entrep...Wojciech Seliga
My presentation from InfoShare 2016 conference.
For many years I was a software developer. I would concentrate on the code, software projects and the interactions with my closes team and the users. I was sure that Agile solves all world’s problems. I would laugh over Scott Adam’s Dilbert comics with his Point Hair Boss. Life was simple, life was good. Now for 8+ years I have been running a software company, not a small one anymore. I became myself a full-time boss who only codes sometimes at home or during hackathons.
This session is about sharing with you those critical lessons which I painfully learnt when trying to grow into this new role - transitioning from being a software engineer into being an entrepreneur and top manager. Wheres not all of the lessons may or will (if you dream about your own startup) apply to your case, being aware of them may save you tons of time, energy, money or even help you to avoid the total disaster - burying your own company or dreams. And after all, sharing war stories from the past is fun … when these stories are the past.
Liberating your Teams from Rigid Scope and Date Agreements.pdfRowan Bunning
Liberating your Teams from Rigid Scope and Date Agreements
Q: Do you start initiatives in a complex domain by attempting to answer “what are we going to deliver and when”?
Q: Do internal stakeholders negotiate a scope and date agreement with development and then expected teams to keep “on track” to deliver the agreed deliverables by the agreed date?
Q: Do developers cut corners in order to achieve this?
In this session we will explore how the scope and date-based “Contract Game” is misaligned with Agile as well as Scrum. Also how game theory can help us raise awareness how this competitive game results in many negative outcomes when reality does not go to plan (inevitable in a complex domain). This damage is often unrecognised because it is experience by a different group of people, often much later.
We will also outline how to lead your organisation to the co-operative game aligned with Agile methods. This includes at least 7 specific techniques.
You can expect to walk away with new language and a practical Scrum-based approach for eliminating the Contract Game so that empiricism and agility can thrive.
AgileCville: How to sell a traditional client on an Agile project planOpenSource Connections
Presentation given to AgileCville on 7/16/2009, describing different strategies for convincing a traditional software development client to use an Agile project plan. Presented by Arin Sime, Senior Consultant to OpenSource Connections in Charlottesville Virginia.
Ten lessons I painfully learnt while moving from software developer to entrep...Wojciech Seliga
My presentation from Devoxx Poland 2016 conference - the newest, slightly revised version.
For many years I was a software developer. I would concentrate on the code, software projects and the interactions with my closes team and the users. I was sure that Agile solves all world’s problems. I would laugh over Scott Adam’s Dilbert comics with his Point Hair Boss. Life was simple, life was good. Now for 8+ years I have been running a software company, not a small one anymore. I became myself a full-time boss who only codes sometimes at home or during hackathons.
This session is about sharing with you those critical lessons which I painfully learnt when trying to grow into this new role - transitioning from being a software engineer into being an entrepreneur and top manager. Wheres not all of the lessons may or will (if you dream about your own startup) apply to your case, being aware of them may save you tons of time, energy, money or even help you to avoid the total disaster - burying your own company or dreams. And after all, sharing war stories from the past is fun … when these stories are the past.
Choosing your technology stack is one of many decisions you’ll have to make when creating a company from scratch. Along with this, you’ll need to figure out who you should found a company with, who you should take money from, what the company culture should be, management processes, and who to hire when. Joe will be covering basic technology stack choices (cloud v. hosted, frameworks, etc.) as well as other critical decisions one faces when starting a startup.
Agile Project Failures: Root Causes and Corrective ActionsTechWell
Agile initiatives always begin with the best of intentions—accelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issues—or mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to a failing project. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
WordCamp Nashville 2016: The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face
Overview of Agile for Business AnalystsSally Elatta
This seminar was presented to the IIBA Omaha group. My goal was to provide a quick overview of Agile and then dive into the role and skills needed for a BA on an Agile team. Let me know if you would like me to present this or a similar topic at your organization. sally@agiletransformation.com
Three Secrets of Agile Leadership: From Working Hard to Working SmartPeter Stevens
Updated Version. Keynote Talk at Agile Business Day 2020. Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility for more impact in your life and work.
Fail Fast, Learn Fast, Move Fast: My UX journey to move fasterJeremy Johnson
We've all heard about the Lean Startup, and now Lean UX. This is a intro into how I've been using these methods to speed up the UX process, and work better within product teams.
Agile Project Failures: Root Causes and Corrective ActionsTechWell
Agile initiatives always begin with the best of intentions—accelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issues—or mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to project failure. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
Supercharge Your Digital Transformation by Establishing a DevOps PlatformXebiaLabs
Although DevOps practices have gained wide adoption across industries, many organizations are still failing in their digital transformation efforts because they focus on tools over people and processes. You can avoid this trap by providing DevOps as a platform that is built and maintained by experts who provide standardized tools, templates, and processes to teams across the organization—regardless of those teams’ roles within the company, the type of applications or environments they work with, or the software delivery patterns they’ve adopted.
A centralized DevOps platform allows developers to leverage predefined delivery processes, so they don’t have to reinvent the wheel to get their apps into Production. It also helps ensure the right processes are followed and the right people are involved at the right times. A DevOps platform can provide both technical users and business stakeholders with end-to-end visibility into the software delivery process—promoting information sharing and collaboration across the organization.
Learn how to successfully implement a DevOps platform in your organization, so that every team gets the tools, templates, and visibility they need to deliver software faster than ever before.
Genuine agility at scale through LeSS Product Ownership - April 2018Rowan Bunning
Scrum is too often seen as a way for development to deliver faster without concern for agility, customer value optimisation or learning. Whilst there may be a role called “Product Owner”, it may be subordinated to little more than a team-centric SME taking orders from stakeholders and feeding “stories” to a team. In this session, we explore how the LeSS (Large-Scale Scrum) guidance on the Product Owner role can be used to address these problems and achieve scalable agility at a whole of customer-centric product level, no matter how many teams contribute.
Learning objectives:
- Recognise the limitations that you may be experiencing with the Product Owner implementation at your organisation
- Be aware of well proven patterns for scaling the Product Owner role to endeavours involving dozens or hundreds of people
- Be equipped to have an informed conversation about how your organisation can increase agility at scale.
As presented at the Global Scrum Gathering Minneapolis 2018.
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
Similar to Agile Resiliency: How CMMI can make Agile thrive and survive (20)
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
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/
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.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
2. Has your customer (or manager) ever said:
• Let’s be more Agile. But how about we only have a “weekly” standup?
• Let’s transition all of our projects “over to Agile.” By November. 2012.
• Sure, go ahead and be agile . . . Just don’t bother the customer.
• Be Agile. Be CMMI Level 3. Be ISO Certified. By Tuesday.
… or some other anti-pattern directive?
WHAT THE *#$*%&!! Does That Mean?
1
3. Welcome back my friends … to the show that never ends!
Jeff
Dalton
Thinne
r withou
t the be
President
of
Broadsword
ard . . .
Blogger,
twi5erer,
and
social
media
fana8c
Cer8fied
Lead
Appraiser
Cer8fied
CMMI
Instructor
Consultant
and
Speaker
Scrum
Master
Author
of
AgileCMMI
Airplane
Builder
“You
cut
through
the
noise
and
get
us
to
the
solu8on”
-‐
Client
who
named
our
company
“Broadsword.”
h#p://www.askTheCMMIAppraiser.com
h#p://www.broadswordsolu;ons.com
One of my favorite pastimes is to sit alone in a room and yell into a computer . . .
2
4. Appraisals – Training – Consulting – Accelerators
The full presentation will be available on our website at:
http://www.broadswordsolutions.com/resources
3
5. This event will be more interesting if you . . .
Par$cipate!
Ask
ques$ons!
Make
comments!
Actually,
your
phone
is
muted,
because
500
people
talking
at
once
is
really
annoying.
But
you
can
send
messages.
You
can
also
ask
ques8ons
on
my
blog
h5p://asktheCMMIAppraiser.com
and
I’ll
answer
within
24
hours.
4
6. Download our Technical Report
CMMI or Agile: Why not
embrace both!
SEI Technical Report
Hillel Glazer, Jeff Dalton, David Anderson, Mike Konrad, Sandy Shrum
SEI Technical Publication CMU/SEI-2008-TN-003
http://www.sei.cmu.edu/publications/documents/08.reports/08tn003.html
www.broadswordsolutions.com/resources.php
5
7. The CMMI is not a death-march that saps your
powers and transforms you in zombies . . . .
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8. Successful Agile is not free-for-all where self organizing
teams do whatever they want!
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9. Both CMMI and Agile are about solving problems
Requirements change too often
Projects are late and over budget
Frequent staff turnover
Can’t understand risk
In the dark about project status
Too many meetings
Customers unhappy
Customers discovering defects
Projects are unpredictable
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10. Think of both as “levers” that change behavior
Want to change an
outcome?
Change the right upstream
process and you’ll see
something different come
out the other end.
But tread carefully –
unintended results are
likely to occur
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11. Agile success has attracted a few small, new adopters . . .
The DOD is actively pursing The VA is already having
agile adoption, and working organic success with Agile
with the SEI on research
General Motors alone has announced it is going to
insource IT by hiring thousands of IT professionals, and
“Agile” will be front-and-center
The Federal Government and General Motors will be the world’s largest purchasers of Agile IT Services
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12. The large-scale adopters historically drive the standard
“Danger! Danger! Agile will change!” **
HINT #1: “Waterfall” was not created to be heavy,
burdensome, and document focused with mind-
numbing, soul-killing processes. It evolved to meet
the information needs of the large scale adopters
who were ALREADY running their business this way!
Hint #2: They are still like this!
** or as we say in Detroit: “Suppliers don’t change GM. GM changes suppliers.”
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13. “What we need is a useless, rigid and audit-
driven death-march that turns us into
zombies and forces us into
slave-like adherence to
THE PROCESS”
Said No One. Ever.
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14. The challenge with Agile is that while
we’re all off iteratin’ the biz is all off
waterfallin’
@CMMIAppraiser
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15. Large, new adopters will make under-educated demands
You’ll be Agile by Tuesday – and you’ll like it!
I want my MS Project Work Breakdown Structure!
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16. Why do we need Agile Resilience?
re·sil·ience [ri-zil-yuhns, -zil-ee-uhns]
noun
1.
the power or ability to return to the original form, position, etc., after being
bent, compressed, or stretched; elasticity.
2.
ability to recover readily from illness, depression, adversity, or the like;
buoyancy.
15
17. Start building an Resilient Agile Architecture NOW!
• Agile is something you ARE
• CMMI is something you use to strengthen what you ARE by building
a resilient framework
• Forget “CMMI Levels.” It’s about the architecture
• Think of the CMMI as a set of QUESTIONS to ask yourself about
your Agile Architecture
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18. Resilient Agile 3-Tiered Architecture
Techniques “Doing the Work”
Techniques include planning poker, continuous
build, storytime, retrospectives. Merely adopting
techniques does not make you Agile.
Methods
/Framew
or ks
“Managing the work”
Methods and frameworks include Scrum, Spiral,
Kanban, Scrum-ban . . .
Value
s
“Guiding the work”
Values include “Fail fast, iterative and
incremental, collaboration . . .
17
19. Agile teams don’t use process, right?
Planning Poker Sprint Demos
PP SP1.1, SP1.2 VAL SP2.1, RD SP3.1
Refactoring Pair Programming
REQM SP1.5 VER SP2.2
Value Velocity Test-Driven
PMC SP1.1 Development
RD SP3.4, SP3.5
Many Agile teams embrace TECHNIQUES, but do not have a Resilient Agile Architecture
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20. Level Focus Process Area
Continuous Process • Organizational Performance Quality
5 Optimizing • Casual Analysis & Resolution
Improvement Management Productivity
4 Quantitatively Quantitative • Organizational Process • Quantitative Project
Managed Management Performance Management
• Requirements Development • Organizational Process
• Technical Solutions Definition
Process • Product Integration • Organizational Training
3 Defined
Standardization • Verification • Integrated Project Management
• Validation • Risk Management
• Organizational Process Focus • Decision Analysis & Resolution
• Requirements Management • Measurement & Analysis
• Project Planning • Process & Product Quality
Basic Project Assurance
2 Managed • Project Monitoring & Control
Management
• Supplier Agreement • Configuration Management
Management
1 Initial
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21. Strengthening Agile Values
• Values are a set of behaviors we all commit to in order to make the project successful
• Establishing values are fairly easy within a small team, but much more difficult in
large settings
• You can use the CMMI to help establish Agile Values across the enterprise by answering
the questions and using the guidance from these Process Areas:
- Organizational Training (“Are we training our people enough? How are we training?”)
- Organizational Process Definition (“Are the values clear to everyone? Do they understand?”)
- Organizational Process Focus (“What’s the plan for ensuring people understand them?”)
- The CMMI’s “Generic Practices”
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22. Strengthening Agile Methods and Frameworks
• Methods and Frameworks help to manage the work that we do
• They define sequencing, priority, ceremonies, artifacts, and roles
• You can use the guidance in the CMMI to help establish a set of Agile methods and
frameworks by answering the questions and using the guidance from the following
Process Areas:
- Organizational Process Focus (“What’s the plan for rolling this out across the
enterprise?”)
- Organization Process Definition (“Which methods are we supporting?”)
- Organizational Training (“What’s the plan for getting everyone up to speed?”)
- Integrated Project Management (“Which projects use which methods, and why?”)
- Project Planning (“How long are our sprints?” “How many sprints are in a release?”)
- The CMMI’s Generic Practices
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23. Strengthening Agile Techniques
• Agile techniques define how we do our work
• They describe the specific actions we’ll take to deliver the products
• You can use the guidance in the CMMI to help establish a set of Agile techniques
by asking the questions and asking the questions from the following Process Areas:
- Organizational Process Focus (“What’s the plan for all of these techniques out?”)
- Organization Process Definition (“Which techniques will we be able to support with tools
and other resources?”)
- Organizational Training (“How are we going to teach everyone how to use them?”)
- Integrated Project Management (“Which projects use which techniques and why”)
- Technical Solutions (“What design and coding techniques are we going to use?”)
- The CMMI’s Generic Practices
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24. Strengthening Agile Resilience across the Enterprise
The CMMI’s “Generic Practices”
The Generic Practices (GP’s) represent the most important part
of the CMMI model – and poor implementation will ALWAYS
lead to process failure (especially Agile deployments)
The key to strengthening the Agile Architecture, and being a
good “Agile Citizen,” is in these “Generic Practices”
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25. Generic Practice 2.1 – Establish an Organizational Policy
Agile version: Set clear
expectations across the
enterprise which Agile values,
methods, and techniques will
be deployed and adopted.
Processes are the behaviors of real people and events – not documents! People need to
know what is expected for them to be successful.
You can help them by clearly setting those expectations.
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26. Generic Practice 2.2 - Plan the Process
Agile version: Carefully plan the roll-
out and deployment of Agile values,
methods, and techniques. Use Agile to
deploy Agile!
Processes are made up of roles, events, and work products. All of these things require
planning to be successful.
For instance, code reviews can improve code quality. They include people, events, and
work products. Plan them out to get maximum value.
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27. Generic Practice 2.3 - Provide Resources
Agile version: Provide the
right tools and facilities to
successfully deploy Agile
values, methods, and tools
Processes represent real work that needs to get done, and it takes tools,
equipment, money, and other resources.
For instance, if you were performing as an administrative assistant, you might
need some of the resources pictured above. If you are a member of a Scrum
team, you need a team room, board, sticky notes, or software.
26
28. Generic Practice 2.4 - Assign Responsibility
Agile version: Assign
responsibility, appropriately, to the
right players, and give them the
authority they need to do their jobs!
Who leads that JAD workshop? What “hats” are people wearing at what times?
Who selects tools? Are they the right people with appropriate authority?
It’s not always clear who is responsible for the different aspects of the process.
Make it clear by attaching roles to each primary event and work product.
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29. Generic Practice 2.5 - Train People
Agile version: Train ALL stakeholders
in Agile values, methods, and
techniques using role-based training
The productivity difference between a new trained team member, and one who
is dropped into the fire? Really High.
If that’s not enough to convince you, there’s nothing I can do!
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30. Generic Practice 2.6 - Control Work Products
Agile version: Ensure code and
artifact management is effective, and
that continuous build processes are
working for all stakeholders.
In case you haven’t been paying attention, keeping track of your work is just
cool. Be a friend and “just say no” to chaos.
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31. Generic Practice 2.7 - ID and Involve Relevant Stakeholders
Agile version: Identify when you
need to collaborate, and who needs to
participate. Keep track of TeamScore
– it represents project risk!
Remember GP2.2 “Plan the Process?” Now here’s your chance? Who are the
people, and did they participate (curious minds are dying to know!)?
Stakeholders who do not participate as planned are injecting risk into the
project, and, well, I just don’t like that.
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32. Generic Practice 2.8 - Monitor and Control the Process
Agile version: Always understand
team performance, and be able to
communicate it effectively to NON-
AGILE practitioners (like accounting
and marketing ….)
Remember GP2.2 “Plan the Process” (again?). That pesky practice keeps
coming back. How are we doing? Are Agile values, methods, and techniques
WORKING?
Because if they’re not working, we should change it!
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33. Generic Practice 2.9 - Objectively evaluate adherence
Agile version: When you conduct
Retrospectives, don’t just evaluate
the work, evaluate HOW you did the
work also. And don’t be afraid to ask
someone else to do the same.
How are Agile values, methods, and techniques working? Are people using it?
If not, why not?
This is less an “audit” and more mentoring. Don’t turn into the process police.
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34. Generic Practice 2.10 - Review Status with Higher Level Management
Agile version: Engage your
management (technical and NON-
TECHNAL in reviewing the results
of Agile adoption. This is about
operations AND Politics!
Are we getting the results we hoped for? Why? Why not? What are the
issues?
Management does a great job of reviewing PROJECT information, but when it
comes to PROCESS information . . . Uh, not so much.
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35. Generic Practice 3.1 - Establish a Defined Process
Agile version: Clearly define HOW
you are adopting agile values,
methods, and techniques. Define
what can effectively be supported
across the enterprise – because
you can’t do everything!
ML3 does not mean “we have a single DEFINED organizational process!”
It means each project defines THEIR process using processes derived from the
organization SET (more than one….).
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36. Generic Practice 3.2 - Collect Process Related Experiences
Agile version: Ensure lessons
collected from Retrospectives and
Sprint Demos can be shared with
internally and externally.
Many companies collect lessons learned . . . into a black hole on a network
drive.
Don’t make that same mistake. Build a SYSTEM to ensure OTHER projects
learn from your mistakes.
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37. Anti-Pattern Insanity! (Bob Hartman, aka “Agile Bob”)
Never meeting Iteration commitments
- Look to Practices in Project Planning, Project Monitoring, Requirements Management, Requirements
Development for ideas on a additional strengthening
Testing Late
- Look to Practices in Verification, Validation, Project Planning, Technical Solutions, and Product Integration for
ideas on additional strengthening
Poor Estimating
- Look to Practices in Project Planning and Integrated Project Management for ideas on additional strengthening
Not Trying to Improve
- Look to Practices in Integrated Project Management, Organizational Process Development, and Generic Goal
Three for ideas on strengthening
Not Assigning Action Items
- Look to Practices in Project Planning and Project Monitoring and Control for ideas on additional strengthening
http://www.agileforall.com/2009/06/03/agile-antipattern-insanity-5-insanity-antipatterns/
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39. Both Agile and CMMI are intended to make you GREAT.
Why not embrace both?
Make Agile Resilient and Scalable by adopting CMMI – and make your organization great!
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40. Cutter IT Journal - November
Don’t miss my article in Novembers’ Cutter IT Journal:
Scrum vs. CMMI? No! Scrum + CMMI!
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