This document discusses bringing agile practices to a multinational enterprise. It begins by describing single team, co-located, and distributed agile. It then characterizes a traditional multinational as valuing upfront planning and signoffs over flexibility. Bringing agile to such an enterprise requires focusing on changing people's mindsets through patience, relationships, communication, and training rather than focusing on mechanics. The benefits are large but it is a long journey that requires support from senior leaders and celebrating small successes along the way.
Money, Process, and Culture- Tech 20/20 June, 2012Adrian Carr
A talk about Company Culture, Software, People, Lean Thinking, Agile Software.
This is the Powerpoint for a talk I gave at Tech2020, in Oak Ridge, Tennessee in June, 2012.
Pellissippi State AITP Meeting November 2014Adrian Carr
Things your professors probably never told you, but will make you more money and help you have fun doing it. A talk to future programmers and other IT professionals.
Product and Technology, CTO Circle Berlin April 2015Thomas Boltze
A brief presentation made during a CTO Circle meet in Berlin, exploring thoughts on vision to execution, the tension between founders and technology people and tools to help manage them.
This very much just thoughts, supporting a discussion, not fully formulated guidance.
FPlive - Scaling Engineering: Pre and Post AcquisitionForward Partners
Sam Phillips from Shutl gave this talk on July 21st 2015 at FPlive, the startup community speaker event organised by Forward Partners. Sam talked about building Shutl's engineering team and becoming an eBay company.
Simplicity (Agile Tour 2011 China) - Bill Liguobiao_li
This presentation was delivered by me in Agile Tour 2011 in total of 4 cities' events. It is on the topic of "Simplicity" and related Agile mindset and practices.
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Money, Process, and Culture- Tech 20/20 June, 2012Adrian Carr
A talk about Company Culture, Software, People, Lean Thinking, Agile Software.
This is the Powerpoint for a talk I gave at Tech2020, in Oak Ridge, Tennessee in June, 2012.
Pellissippi State AITP Meeting November 2014Adrian Carr
Things your professors probably never told you, but will make you more money and help you have fun doing it. A talk to future programmers and other IT professionals.
Product and Technology, CTO Circle Berlin April 2015Thomas Boltze
A brief presentation made during a CTO Circle meet in Berlin, exploring thoughts on vision to execution, the tension between founders and technology people and tools to help manage them.
This very much just thoughts, supporting a discussion, not fully formulated guidance.
FPlive - Scaling Engineering: Pre and Post AcquisitionForward Partners
Sam Phillips from Shutl gave this talk on July 21st 2015 at FPlive, the startup community speaker event organised by Forward Partners. Sam talked about building Shutl's engineering team and becoming an eBay company.
Simplicity (Agile Tour 2011 China) - Bill Liguobiao_li
This presentation was delivered by me in Agile Tour 2011 in total of 4 cities' events. It is on the topic of "Simplicity" and related Agile mindset and practices.
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
The UC Summit is considered the industry-leading event for unified communications. With only 120 invited guests, UC experts come to share, learn, and weigh in on the latest applications, trends, and challenges.
Paul Hillman attended for the 3rd consecutive year, and on June 6th summarized The Summit’s top sessions and findings for Michigan IT directors and executives. Attendees learned the pros and cons of:
• Cisco
• Avaya
• IBM
• Mitel
• ShoreTel
• Digium
• Microsoft
Paul also highlighted pertinent whitepapers and studies, including Phil Edholm's controversial findings on value of video in the enterprise-and what responsibilities and work roles that are enhanced, or not enhanced, by video.
View Paul’s slide deck today
And for more information on this or other topics, visit our blog at www.cdhtalkstech.com.
Crash Course - managing software people and teams (sfelc, 10.26.16)Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.”
But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley).
In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see.
You'll take away a few best practices that take most managers years to discover.
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
Product talk good sw mgmt 11.13.12 (startup product meetup)Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
10 questions: Global Product Mgmt Talks: 10 questions to stimulate thinking (& enable Socratic discussion):
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What part of “cheap, fast, good – pick any two” isn’t clear?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Systematic Innovation and Agile Portfolio ManagmentTeemu Toivonen
Agile Finland Scaled Agile meetup presentation on systematic innovation on the portfolio level. The presentation gives guidance on what are the building blocks in addition to Agility to achieve innovation.
Challenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoftXBOSoft
In this hour-long webinar, BlackLine's Director of Software Development Greg Burns and Scrum Master and Agile Coach Ron Ben Yosef discuss the company's agile conversion experience -- the challenges, successes, and benefits gained from implementation.
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.
Research on Impediments to Product Development FlowKen Power
Presentation on my PhD research that I gave at Lero, the Irish Software Engineering Research Centre, on Monday October 14, 2013.
http://systemagility.com
http://lero.ie/event/leroindustryresearchday
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
Lessons Learned: Creating Software as a Service from ScratchSVPMA
Starting from Scratch? Lessons Learned From Trying to Create Software as a Service at SAP by Mike Tschudy at SVPMA Monthly Event February 2012
Go to link below for notes from this event http://svpma.org/2012/02/february-2012-event/
The UC Summit is considered the industry-leading event for unified communications. With only 120 invited guests, UC experts come to share, learn, and weigh in on the latest applications, trends, and challenges.
Paul Hillman attended for the 3rd consecutive year, and on June 6th summarized The Summit’s top sessions and findings for Michigan IT directors and executives. Attendees learned the pros and cons of:
• Cisco
• Avaya
• IBM
• Mitel
• ShoreTel
• Digium
• Microsoft
Paul also highlighted pertinent whitepapers and studies, including Phil Edholm's controversial findings on value of video in the enterprise-and what responsibilities and work roles that are enhanced, or not enhanced, by video.
View Paul’s slide deck today
And for more information on this or other topics, visit our blog at www.cdhtalkstech.com.
Crash Course - managing software people and teams (sfelc, 10.26.16)Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.”
But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley).
In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see.
You'll take away a few best practices that take most managers years to discover.
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
Product talk good sw mgmt 11.13.12 (startup product meetup)Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
10 questions: Global Product Mgmt Talks: 10 questions to stimulate thinking (& enable Socratic discussion):
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What part of “cheap, fast, good – pick any two” isn’t clear?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Systematic Innovation and Agile Portfolio ManagmentTeemu Toivonen
Agile Finland Scaled Agile meetup presentation on systematic innovation on the portfolio level. The presentation gives guidance on what are the building blocks in addition to Agility to achieve innovation.
Challenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoftXBOSoft
In this hour-long webinar, BlackLine's Director of Software Development Greg Burns and Scrum Master and Agile Coach Ron Ben Yosef discuss the company's agile conversion experience -- the challenges, successes, and benefits gained from implementation.
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.
Research on Impediments to Product Development FlowKen Power
Presentation on my PhD research that I gave at Lero, the Irish Software Engineering Research Centre, on Monday October 14, 2013.
http://systemagility.com
http://lero.ie/event/leroindustryresearchday
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
Lessons Learned: Creating Software as a Service from ScratchSVPMA
Starting from Scratch? Lessons Learned From Trying to Create Software as a Service at SAP by Mike Tschudy at SVPMA Monthly Event February 2012
Go to link below for notes from this event http://svpma.org/2012/02/february-2012-event/
Доклад: “Secrets of Selling Your Global Software Development Services”
Многие из вас наверняка являются экспертами в области программного обеспечения, может быть даже считают себя гениями. Но технические гении не отличаются хорошими навыками в области продаж.
Этот доклад будет посвящен секретам успешных продаж услуг по разработке программного обеспечения, в частности клиентам из Северной Америки. Важно правильно оценить ваши шансы и перспективы и суметь убедить покупателя в том, что именно вы будете для него лучшим разработчиком. Из доклада вы узнаете, как использовать современные маркетинговые технологии для демонстрации ваших возможностей и убеждения клиентов.
Конечно, хорошо быть гением. Но кроме ваших родных и близких кто нибудь об этом знает?
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.
Using Agile and Lean to Stay Ahead in a Tough EconomySally Elatta
This seminar was presented to a group of IT and Business managers and executives on the topic of how to use Agile and Lean methods to stay ahead in the current economic conditions.
Contact me if you would like this presented for your organization.
sally@agiletransformation.com
Integrating accessibility in the organization's web development lifecycleAccessibilitéWeb
Web accessibility standards introduce inclusion concerns for people with disabilities that disrupt traditional patterns within organizations. These standards challenge development practices that are often considered to be tried and true. Introducing these guidelines to a web development team leads to changes in practices that may jeopardize a project's profitability. While accessibility principles are generally not difficult to implement, the amount of details to consider while doing so is significant and therefore, the risks of falling into certain traps abound. Based on a theoretical workflow model anyone can relate to, this training session will explain how Web accessibility, unlike other Web-related practices, is characterized by the fact that it influences every aspect of the web development lifecycle. This means that accessibility is not just another specialist the project manager needs to squeeze in the traditional process. Rather, web accessibility requires every member of the team to understand the requirements that may affect the work they do in order to ensure that proper decisions are being made at the best possible time in the project. The training session will conclude with a distribution of WCAG 2.0's success criteria, based on the responsibilities each individual holds within the development team. Sharing these requirements between team members will ensure the success of the accessibility goals in all phases of production.
Project Teams - people issues, roles, and responsibilitiesJohn Cachat
Project Managers
Consultants
Four types of Users
User Responsibilities
Sufficient Resources
Get in the game – this is not practice!
johncachat@hotmail.com
www.peproso.com
Presented at DOXLON August'15 MeetUp. My update from the initial 6 months at Pearson and how I am trying to drive a real transformation of a 171 year old company to enable better IT Performance.
We Trained You Why Didnt You Learn A Case Study In Change Managementjhoebler
So everything is done on your project plan – the conversion worked perfectly, the interfaces are humming along, even that tough customization is working properly – why are your end users in a panic? In this session, we will present a case study on change management’s role in not only training the users, but enabling them to learn the new tools and processes and adopting them as part of their daily lives. We will review our plan, what went right, what went wrong and how this multi-billion dollar government contractor managed to take an entrenched user community and turn them into believers of the “new” system – which in turn saved the company money, time and effort.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
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.
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.
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
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
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.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
5. Co-located Multi Team Agile
• Dependencies
• Complexity
• Scrum of Scrums
• More tools, planning
• More documentation
5
6. Distributed Agile
• Off site product owner
• Time zones & Cultures
• Full Face to Face gone
• More Tools / process / documentation
• Video Conference
6
7. The Traditional Multinational Enterprise
• What do you find when you look at a
Traditional Multinational Enterprise?
7
8. The Traditional Multinational Enterprise
• John the Product Manager needs big up front
analysis and estimates to get budget
(contract) Tell me exactly how
much you need to
deliver those exact
features
8
9. The Traditional Multinational Enterprise
• James the business guy has historically has a lack of
partnership with IT due to experience with waterfall - Vendor
attitude in both directions
Here’s what I
want!
Go code it!
9
10. The Traditional Multinational Enterprise
• Joe the PMO lead needs governance.....
Show me
artefacts of
our global
SDLC gates
10
11. The Traditional Multinational Enterprise
• Tom, the Program Manager needs all
dependencies, hardware reqs... everything
What is my critical
path?
What if someone
else messes up?
11
12. The Traditional Multinational Enterprise
• Peter the Enterprise Architect needs large
upfront designs and layers of slow sign offs etc
What will what
you deliver in 12
months look like?
12
13. The Traditional Multinational Enterprise
• John the Release manager is responsible for
controlling what gets into production.
What are you going to
deliver, and when?
Prove it’s high quality!
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14. The Traditional Multinational Enterprise
• Jean from Corporate Security needs an 8 week security audit
- as per every 18 month release
Show me the design
before you start!
When you’re done –
let me check it!
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17. Bringing Agile to the Enterprise
• What does it take to bring Agile to the
Multinational Enterprise???
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18. Bringing Agile to the Enterprise
• First - consider, again...
• THE PEOPLE
– What does this mean for me?
– Why change, it’s OK?
– What if I fail?
– I don’t know how
– What will my BOSS say?
– This is my silo – stay away!
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19. Bringing Agile to the Enterprise
• The PEOPLE are not going to change overnight
• The enterprise is not going to change overnight –
above all else – patience is required!!!
We are NOT talking about Agile Software development!
We are talking about becoming an
Agile Business
This is a journey...
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29. Bringing Agile to the Enterprise - Summary
• It is possible!!
• Be patient – this will take a while
– benefits are HUGE
• It’s about people and relationships...
– Individuals and Interactions over Process and Tools
• Have FUN
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30. Discussion…
Suzie Corbett – corbetts@dnb.com
Alan Spencer – spencera@dnb.com
Emmet Townsend – townsende@dnb.com
We’re hiring – be part of our journey
visit us at http://www.workatdnb.ie/
Suzie is our BA LeaderI’m Alan Spencer, Agile LeaderAnd Emmet is our CTOWe have over 40 years product development experience between usWe have worked insmall start-upssmall and medium established companiesmultinationals and consultancy.Using traditional SDLCs, iterative, RAD and AgileCovering such industries as Banking & Payment Software, Business Information, Large Retail, Oil/Gas, Hardware, Telco, Mobile, SaaS
What we will cover Textbook scaling agile Inside a Traditional Multinational Agile in a MultinationalLessonsPitfallsScrapes and bruisesWe have picked up – from our experiences We are joined today by Emmet Townsend, CTO of D&B Dublin who can field some of your questions.
The easiest world – Single Agile Team. Text booksone roomone visionworking in isolationeveryone CAN know everything Easiest Highly effective Limited capacity
Max around 15 membersBring on other teamsSplit?FunctionLayersScrum of Scrums helpsCommunicationPlan for dependenciesTools to trackDocuments to reduce noiseNow you can really get stuff done...Key:Needs support – tools, processes, documents
For exampleShared servicesOffshore/onshoreMultiple productsVendors...Step towards the enterprise world – but only a step.Off site product owner!Time zones & culturesagile is adaptiveeven to the cultureKey Message:Let go of small agile
Suzie’s going to give you a picture of what you might find in a Traditional Multinational Enterprise. Now, let’s look at a Traditional Multinational Enterprise. At least 3, maybe 5 continents Teams now in the 10’s if not 100’s LOTS of historyLet me take your through some of the characters you’ll meet there....
John in my Product manager – his job is to make sure we are on the right path for the customer. To do this – he needs cash. To get cash – he needs to be able to tell the money people – I plan to build x features at a cost of y investment before any progress is made. How on earth would that work in an Agile world pray tell??
next we have James my wonderful product owner. James is not used to working with Tech in a partnership – in his happy WF world where he hands over 6 months of work and comes back when its doneHe used to be being disappointed with what he gets backHe just really wants someone to please go and build what he asks of them!!
Poor Joe is up to his eyes trying to track programs all over the worldThe only way he can do this is by having very strict stage gates in a tightly controlled SDLC – otherwise how do we know if we’re going wrong in time to fix it??
Paul is trying to track his program – to do this he needs to know up front what the program will need – so he can line up all his ducksNeeds to minimise the risk to his program at all stages
Peter comes from a world where the entire system must be defined, designed and signed off long before work beginsNot used to a changing architecture – in an enterprise surely that would cause chaos
John is in charge of production readiness and ensuring what goes in is stable, can be rolled back out, can be monitored, has gone through the necessary validations – he’s seen too much bad quality in his careerHis experience has been that the best way to do this is through long end to end cycles, lots of documentation, lots of process
Jean comes from a world of 18 month releases where she can conduct long extensive auditsShe remembers the pain of the security breach 4 years ago and isn’t willing to risk that again – due diligence is the only way to avoid this
So tell me Alan – in this complex world i’m coming from – how on earth could I ever make Agile work there??
-nameless-faceless – but it’s all people.ChangeFearFailureIncapableComfort
Message:Business benefitVisionSteadySticky – make it last...So, where do I start?...
Fit context – no silver bulletWhere initiated?Message:Be pragmatic, start...Our experiences... Lessons
You won’t get very far without high level support.Without:Agreement– lip serviceold habitsReverting back when pressure buildsHow to getStart smallDemonstrate benefits, expand... - Chicken and egg... Consulting firm Change managementExplain problemsChange Management PlanKey Message:Makes everything easier
Get to know the players – the peopleWithout:X - Work together – shared ownershipX - Discuss issues, changeStatus quoSilosNo transparency – spinNo trustHow to get: Communicate Empathise Respect Real drivers – solve theseBack to people - Create teams – cross functionalKey Message: It’s all about the people Working together ...How do you maintain?...
Over communicateWithout: - if it slidesUnderstanding divergesPeople make assumptionsPeople revertCYARACIHow to get:EG: Technology – Business...Call the business every dayVideo conferenceTravel oftenE-mail only for simple, factual communicationNip things in the budKey message:MaintainMake it stick...What about the facts & status?...
DashboardsInformation radiatorsWithoutLack of trustEstimatesStatusMore and more detailDaily updates“Other” experts in meetings/callsAsking same question different waysHow to get: Invest in dashboards - pushTrain people in tools – pull Give context. Dirty Laundry. Early and oftenMessageBe inclusiveHide nothing ...Keeping the energy...
Stand back and admire your workWithout:Iteration, iteration, iteration, releaseKanban - flowTeams constantly making small wins loose sightMonotonyX prideX driveLost in “the system”How to get:Ensure look backRecogniseCross functional teamsKey messageCan loose sight of achievements... When things get tough...
Start with the values, come back to them often“People over process”Without: - Notice if loose focusX compromiseBehavioursquoting othersStagnant process – lack of changeProcess too light?Documents too heavy?How to getAgile manifesto – early and oftenthe fine printEnergise RetrospectivesRecognisePositive changeKey message: Be pragmatic - change...People willing – but how?...
Put the time and money into getting everyone trained – get help putting it into practiceWithout trainingAssume common understandingAssume others to be expertsUnsure how to play their partRevertOld habitsRACIHow to get:Get in professional “by the book” trainersTrain people togetherRegular coachingIdeally externlAvoid emotions & politicsStart with Product Owners – Scrum Masters - ......How do I realisebenefits?...
Major Benefit Reduced time to market Quarterly vs. Yearly – 18 months head startNeed automation – test, integration, releaseWithout:Human errorManual, slow testingLoong release cyclesIncreased time to marketNegotiable scope hardHow to:CI – within developmentInternal releases – milestonesShow & tell environmentsKey Message:Automate everything...So, it is possible?...