The document discusses story slicing to improve team and organizational agility. It defines three levels of story slicing: capability slicing, functional slicing, and technical slicing. Capability slicing explores options to satisfy user needs, functional slicing identifies the simplest customer workflow, and technical slicing breaks tasks into basic and sophisticated options. Story slicing keeps options open, enables early delivery of value, and reduces risk. It provides focus, flexibility, and shared understanding of problems and solutions.
There is so much talk about Agile, but there are many misconceptions. Is it only for IT departments and software development? Can these techniques be used elsewhere?
This presentation will outline, in non-technical language, the full scope of Agile and how it applies across any organisation. Successful Agile transformations occur when organisations think differently about work, teams, and accountability. The Agile mindset is critical for success in 21st century organisations, and all professionals will benefit from attending this informative session. Learn why those using an Agile approach can lead to higher productivity as teams deliver more work without spending additional time.
What is the Agile mindset? What are the main misconceptions of Agile and how do they contribute to the ineffective application of Agile? How can organisations use Agile effectively? What is the business value of adopting a best-practices based Agile approach?
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
There is so much talk about Agile, but there are many misconceptions. Is it only for IT departments and software development? Can these techniques be used elsewhere?
This presentation will outline, in non-technical language, the full scope of Agile and how it applies across any organisation. Successful Agile transformations occur when organisations think differently about work, teams, and accountability. The Agile mindset is critical for success in 21st century organisations, and all professionals will benefit from attending this informative session. Learn why those using an Agile approach can lead to higher productivity as teams deliver more work without spending additional time.
What is the Agile mindset? What are the main misconceptions of Agile and how do they contribute to the ineffective application of Agile? How can organisations use Agile effectively? What is the business value of adopting a best-practices based Agile approach?
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
User Story Mapping Workshop (Design Skills 2016)Bartosz Mozyrko
User Story Mapping (USM) is a top-down approach of gathering "requirements" in agile environments.
"A user story map arranges user stories into a useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that deliver value to users and business with each release (from Jeff Patton's The New User Story Backlog Is a Map)."
From project to product mindset and onwards to product platform architecturesJorn Bettin
Is it possible to stay innovative and economically manage many hundreds or even thousands of products or product variants?
Organisations interested in benefiting from a product line and product platform approach must adopt values and organisational principles that encourage the development of deep domain expertise. This includes a deep understanding of the forces that continuously change the environment of the product line. These forces can then be harnessed as part of the architectural foundation for the product line.
The pervasive digitisation of services and the desire to create and operate platforms that can support large digital service ecosystems that include many organisations, have put the spotlight on design principles for product lines, product platforms, and related organisational structures.
These slides relate to a talk at ProductTank Auckland (https://www.meetup.com/ProductTank-Auckland/events/252496542/). The video recording is available at https://twitter.com/pmauckland/status/1021272934416109568.
Jobs to Be Done :: Overview and Interview TechniqueBrian Rhea
Jobs to Be Done (JTBD) is a powerful product design framework that is gaining ground in startup communities across in the US. Companies like Basecamp and Intercom are using JTBD to heavily influence their product and marketing efforts with great success.
If you'd like to go deeper, visit https://hirebrianrhea.com/jobs-to-be-done-course to receive a free email course on Jobs to Be Done.
Who:
Brian Rhea (Product Lead at Revve) and Jason Hall (Chief Revenue Officer at Mocavo) have been actively practicing the JTBD framework and have implemented a number of their findings in their respective roles.
How:
In this workshop, we will present an overview of the JTBD framework, the main tools (forces diagram & timeline) and then conduct a JTBD interview with an audience participant to show you how it's done.
The rise of AI in design - Are we losing creative control? IXDS Pre-Work Talk...Jan Korsanke
So you think art & design will remain sacred in a world of automation? Think again! AI is already being used as the creative force behind photo curation, website creation, and even to make Hollywood movie trailers.
With developments moving full steam ahead, at our November 14 Pre-Work Talk, we want to stop and take a look at the current state of pioneering AI technologies, and the effect it will have on design processes & human judgement.
Is AI set to become a true creative partner, a creativity killer, or will it replace designers all together!?
events
After his stand-out talk in Munich, we’re bringing our friend, Senior UX Designer Jan Korsanke, over to Berlin to shed light on the current state of AI-assisted design. He’ll be opening our eyes to the rapid pace of change, and how we can collaborate and empathize with our creative artificial counterparts.
Strategy is becoming increasingly important in technology and a critical skill for product managers. As your product grows and competitors emerge, how can you sustain success?
Ryan will share why strategy matters, how to create one, and best practices for how it integrates into your product development process.
Learn about this often misunderstood concept and why for growing products it's often the difference between success and ultimate failure.
Presented 4/6/2016 at Product School:
https://www.eventbrite.com/e/crafting-your-product-strategy-with-weebly-tickets-23057057279
This talk is about our journey during an acquisition of startup, e.g:
Merging architecture
Merging cultures and people
It took a few takes to get it right!
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
Key takeaways
- What problems do SAFe and other scaling frameworks look to solve?
- Why you don't need any one particular named framework
- How you can start becoming more agile, and improving software delivery effectiveness "at scale", without a specific named framework
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
User Story Mapping Workshop (Design Skills 2016)Bartosz Mozyrko
User Story Mapping (USM) is a top-down approach of gathering "requirements" in agile environments.
"A user story map arranges user stories into a useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that deliver value to users and business with each release (from Jeff Patton's The New User Story Backlog Is a Map)."
From project to product mindset and onwards to product platform architecturesJorn Bettin
Is it possible to stay innovative and economically manage many hundreds or even thousands of products or product variants?
Organisations interested in benefiting from a product line and product platform approach must adopt values and organisational principles that encourage the development of deep domain expertise. This includes a deep understanding of the forces that continuously change the environment of the product line. These forces can then be harnessed as part of the architectural foundation for the product line.
The pervasive digitisation of services and the desire to create and operate platforms that can support large digital service ecosystems that include many organisations, have put the spotlight on design principles for product lines, product platforms, and related organisational structures.
These slides relate to a talk at ProductTank Auckland (https://www.meetup.com/ProductTank-Auckland/events/252496542/). The video recording is available at https://twitter.com/pmauckland/status/1021272934416109568.
Jobs to Be Done :: Overview and Interview TechniqueBrian Rhea
Jobs to Be Done (JTBD) is a powerful product design framework that is gaining ground in startup communities across in the US. Companies like Basecamp and Intercom are using JTBD to heavily influence their product and marketing efforts with great success.
If you'd like to go deeper, visit https://hirebrianrhea.com/jobs-to-be-done-course to receive a free email course on Jobs to Be Done.
Who:
Brian Rhea (Product Lead at Revve) and Jason Hall (Chief Revenue Officer at Mocavo) have been actively practicing the JTBD framework and have implemented a number of their findings in their respective roles.
How:
In this workshop, we will present an overview of the JTBD framework, the main tools (forces diagram & timeline) and then conduct a JTBD interview with an audience participant to show you how it's done.
The rise of AI in design - Are we losing creative control? IXDS Pre-Work Talk...Jan Korsanke
So you think art & design will remain sacred in a world of automation? Think again! AI is already being used as the creative force behind photo curation, website creation, and even to make Hollywood movie trailers.
With developments moving full steam ahead, at our November 14 Pre-Work Talk, we want to stop and take a look at the current state of pioneering AI technologies, and the effect it will have on design processes & human judgement.
Is AI set to become a true creative partner, a creativity killer, or will it replace designers all together!?
events
After his stand-out talk in Munich, we’re bringing our friend, Senior UX Designer Jan Korsanke, over to Berlin to shed light on the current state of AI-assisted design. He’ll be opening our eyes to the rapid pace of change, and how we can collaborate and empathize with our creative artificial counterparts.
Strategy is becoming increasingly important in technology and a critical skill for product managers. As your product grows and competitors emerge, how can you sustain success?
Ryan will share why strategy matters, how to create one, and best practices for how it integrates into your product development process.
Learn about this often misunderstood concept and why for growing products it's often the difference between success and ultimate failure.
Presented 4/6/2016 at Product School:
https://www.eventbrite.com/e/crafting-your-product-strategy-with-weebly-tickets-23057057279
This talk is about our journey during an acquisition of startup, e.g:
Merging architecture
Merging cultures and people
It took a few takes to get it right!
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
Key takeaways
- What problems do SAFe and other scaling frameworks look to solve?
- Why you don't need any one particular named framework
- How you can start becoming more agile, and improving software delivery effectiveness "at scale", without a specific named framework
In this talk, we introduce the Disciplined Entrepreneurship framework as well as the DE canvas. We end with a challenge to the founding team: "Why are you in business?"
"Four C" Approach to Creating Digital StrategyIliya Rybchin
By now, most organizations have started to execute digital strategies. In many cases the rationale may not be clear, the approach may not be universally accepted, and the metrics may not be well defined. This presentation will introduce an approach for developing and executing a digital strategy... focusing on the "Four Cs" (citizen, consumer, customer, and churner).
Innovation is one of the ultimate buzzwords of our era but what is it really? What is its meaning? How can we see it? Replicate it? Scale it? In his talk, I propose that innovation really is the “removal of friction” from a system; and that through this lens we can understand the rise of design, lean startup, Silicon Valley and possibly many other innovative happenings across time.
The talk covers the following topics:
1. The Real Lesson Steve Jobs Taught Us
2. The Rise of Design
3. Innovation = The Removal Of Friction?
4. Co-opting Innovation
Digital Yalo is a creative agency skilled in marketing strategy, visual & experiential design, and content ideation & creation.
Our drive is to entertain your audiences using concepts from film, art, music and sports to focus their attention on your brand and your products. We deliver these entertaining experiences across channels, both on line (web, commerce, social, mobile, campaigns, organic search, paid search, retargeting, email, etc) and off line (banners, events, adverts, collateral, brochures, training guides, presentations, etc).
Elixirr's handy 4-step guide to presenting projects, ideas and businesses.
How do we decide on our startup investments? Find out in the latest episodes of The Pitch.
https://www.elixirr.com/what-we-do/capital/the-pitch/
£1m funding & mentoring up for grabs.
Rethink B2B Marketing: A Case Study in Digital OptimizationMichelle Killebrew
Take a look under the hood of the creation and execution strategy for the IBM Smarter Commerce digital demand generation initiative featuring thought-leader webinars and custom content. Understand the considerations made to bring the messaging and strategy of over 7 different acquired companies reaching 11 different audience roles together into a single consistent experience, all while preserving the unique messaging to each specific audience. Learn how IBM has integrated and applied Smarter Marketing best practices into the design of the Rethink Business campaign and how IBM Digital Analytics and Digital Data Exchange (DDX) are architected into the lead flow strategy, and see how social media is integrally woven into every visitor touch point within the campaign.
Topics covered:
• Content strategy – 11 difference audience roles
• Globalization – international campaign, translated into German, French, Italian, leveraged globally in English
• Design principles – parallax design
• Mobile – designed w mobile in mind
• Standards – html 5
• Digital publishing – coded to send custom docs to kindle
• Social – interaction designed to maximize social interaction
• Metrics and Analytics – IBM Digital Analytics, digital data exchange (DDX)
BA and Beyond 19 - Lynda Girvan - User story workshopBA and Beyond
This half day interactive workshop provides attendees with an understanding of User Stories within an agile context. During the workshop Lyn will explore the purpose of user stories, when and how to create them and how to manage them through to successful working solutions. You will leave this workshop with a good understanding of how to create, refine and manage user stories and use them effectively.
Neel Banerjee of Urban Airship and Gene Ehrbar of ISITE Design discuss strategy and tips for making digital disruption a part of business large and small.
Neel Banerjee of Urban Airship and Gene Ehrbar of Connective DX discuss strategy and tips for making digital disruption a part of business large and small.
Similar to Beyond INVEST - How to use story slicing to improve team and organisational agility (20)
The traditional view of the tester’s role is to write test cases based on requirements, and repeatedly test programmers’ code against those test cases. To be the gatekeepers of quality. To find and raise defects. To be the last line of defense against buggy software making it out to users.
Then “Agile” came along – collaborative, incremental development methods promising the rapid delivery of high quality, valuable software to customers. Agile’s rise to prominence has resulted in a need for testers (and other software development specialist roles) to radically adapt their ways of working.
This talk will present some core tenets of this adaptation. It will introduce both new and experienced “agile testers” to techniques for not only being a highly effective agile team member, but a key contributor in helping their team and organisation deliver better quality software.
We will cover topics such as:
“You can’t test quality into a product” (testing vs checks, quality assurance as a process and a mindset not a role)
“Shifting left” (avoiding mini-waterfalls and being part of a collaborative, continuous testing process)
Quality conversations using “3 amigos” / story kick-offs
Establishing shared standards of product quality (“Definition of Done”)
How to avoid quality problems caused by rapid incremental development
When using Agile approaches, there is a desire to get our product ideas into the customer's hands as soon as possible. With this comes the risk that we rush in and build something which will not deliver genuine value to the business, or at least enough value to justify the investment. In this workshop you will take a real world idea from concept to cash. First, you and your team will use the simple and effective power of Lean Canvas to build a solid business case, and convince your executive (me) that your idea is a good use of company funds. Then your team will build a Story Map to quickly understand the capabilities you need to deliver first so your company can get beat its powerful competitors to market.
Workshop Outcomes
✫ How to use Lean Canvas to quickly build a convincing business case to solve a valuable customer problem
✫ How to use Story Mapping to quickly and collaboratively prioritise key capabilities to deliver value to customers and the business in a short amount of time
✫ The power of collaboration and co-creation
✫ How much can be achieved in a very short time
Many companies want to derive the benefits of an agile approach to software product development but struggle to do so, not least due to legacy processes and infrastructure which seem "too hard" to change.
Locomote is a small company on a growth path, and as such we have an opportunity to be principle-driven in how we grow success, avoiding mistakes other companies make as they look to "scale". What do we even mean when we talk about "growing" or "scaling"? What are we trying to achieve?
This presentation will invite discussion on some key questions we asked ourselves at Locomote in how we should grow our engineering team, such that we do not create overhead that slows us down and kills our startup culture.
Establishing principles for how you want to grow makes decision-making about process, practices and team structures far more straightforward, and aligned with a shared vision of what awesome looks like in your context. Hopefully the audience will come away with some food for thought and concrete ideas to try in their own workplace.
This talk will address the flawed way in which we marry the Agile and traditional ways of doing things when trying to deliver in a timely fashion, particularly to deadlines. It will suggest an alternative approach which puts a greater emphasis on Agile and Lean principles. Ironically, by using genuine time constraints as a factor in the prioritisation of work rather than as a focus for its execution, the odds of meeting those "deadlines" are actually improved. This talk will show you how to do that. And then truly glean the benefits of Agile.
Executives of software product and service companies always want stuff delivered faster, cheaper and better. Agile principles and methods are believed to be a way to achieve this. Unfortunately, the typical approach taken by software organisations is to use Agile as a local optimisation for development teams, creating a paradox where things actually take way longer than they need to, and are of a quality way lower than they should be. The "deadlines" emerging from the customer-facing parts of the business are consistently not met, causing conflict and confusion in why things never get done "on time", and why the quality of the software isn't better.
In short, the continued paradigm of deadline-driven development is killing the benefits that Agile Software Development can bring.
Given a desire to improve our software development endeavours, we tend to apply models and frameworks like Scrum, Kanban, LeSS, SAFe, even a custom implementation of Agile itself, without really understanding what our current model is, or what we value.
This approach leads us to do things and reject things in an ad-hoc way; not knowing whether the change will actually result in improvements in the areas where we need it most.
At an organisational level, we often don’t even want or value “agility”. We default to notions of “making the organisation agile” or “scaling agile” without confirming if that is what is actually desired.
This talk will take the audience (minus an agenda) through three simple steps to improvement, by:
1) Understanding goals;
2) Understanding desired cultural values on key dichotomy scales; and
3) Synchronising in iterations.
At a small company/single product level, following these steps might result in a group of people synchronising to product goals as a Scrum team. At a larger company/multiple product level (aka “at scale”), it might result in teams across departments being synchronised to organisational goals via organisational sprints/iterations.
The audience will come away with practical steps to effecting team, multi-team or full organisational change, in the area of product development. Underpinning these steps will be the key message that Agile, Scrum, Kanban and Lean Principles can aid the improvement journey: but none of these things should be a goal in itself.
Given a desire to improve our software development endeavours, we tend to apply models and frameworks like Scrum, Kanban, LeSS, SAFe, even a custom implementation of Agile itself, without really understanding what our current model is, or what we value.
This approach leads us to do things and reject things in an ad-hoc way; not knowing whether the change will actually result in improvements in the areas where we need it most.
At an organisational level, we often don’t even want or value “agility”. We default to notions of “making the organisation agile” or “scaling agile” without confirming if that is what is actually desired.
This talk will take the audience (minus an agenda) through three simple steps to improvement, by:
1) Understanding goals;
2) Understanding desired cultural values on key dichotomy scales; and
3) Synchronising in iterations.
At a small company/single product level, following these steps might result in a group of people synchronising to product goals as a Scrum team. At a larger company/multiple product level (aka “at scale”), it might result in teams across departments being synchronised to organisational goals via organisational sprints/iterations.
The audience will come away with practical steps to effecting team, multi-team or full organisational change, in the area of product development. Underpinning these steps will be the key message that Agile, Scrum, Kanban and Lean Principles can aid the improvement journey: but none of these things should be a goal in itself.
This is a concept I devised a couple of years ago, and it seems there is a new #NoEstimates audience that would like to know more about it.
A Slicing Heuristic is essentially:
An explicit policy that describes how to "slice" work Just-In-Time to help us create consistency, a shared language for work and better predictability.
The Slicing Heuristic seeks to replace deterministic estimation rituals by incorporating empirical measurement of actual cycle times for the various types of work in your software delivery lifecycle.
It is based on the hypothesis that empiricism leads to smaller cycle time duration and variation (which in business value terms means quicker time to market and better predictability) because it requires work to be sliced into clear, simple, unambiguous goals. Crucially, the heuristic also describes success criteria to ensure it is achieving the level of predictability we require.
Its application is most effective when used for all levels of work, but can certainly be used for individual work types. For example, a User Story heuristic can be an extremely effective way of creating smaller, simpler work increments, allowing teams to provide empirical forecasts without the need for estimating how long individual stories will take. However, if you are able to incorporate this concept from the portfolio level down, the idea is that you define each work type (e.g. Program, Project, Feature, User Story, etc.) along with a Slicing Heuristic, which forms part of that work type’s Definition of Ready.
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
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/
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.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Connector Corner: Automate dynamic content and events by pushing a button
Beyond INVEST - How to use story slicing to improve team and organisational agility
1. Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Beyond I-N-V-E-S-T
How to use Story Slicing to improve
team and organisational agility
Neil Killick
⍟ Product development practitioner
⍟ Business, customer and user experience (UX) analyst
⍟ Lean-agile coach and trainer
2. Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
What you will learn tonight
⍟ What is a user story, and what makes a good one?
— Look beyond "As a... I want... So that..." and the I-N-V-E-S-T model
⍟ The 3 levels of story slicing
— Capability ⍟ Functional Implementation ⍟ Technical Implementation
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The story a user or potential user of your product
or service might tell you — about something they
want to achieve but currently cannot
•Told from that user’s perspective, not yours
•The “what” and “why”, NOT the “how"
— We might implement something which provides the capability, but the story itself is in the
problem space, not the solution space
What is a user story?
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Which is these is a valid story by the definition I
just gave? 1, 2 or both. Why?
Consider these stories from a hypothetical first
Facebook backlog:
1/ Jane wants to share photos and other stuff with the
important people in her life
2/ Jane wants to be able to add friends
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• “Add friends” is a feature which Facebook built to enable
users to share photos and other content with people in their
life, but this could be achieved in other ways, e.g. importing
automatically from contacts
• Even if Jane was already a Facebook user and requested an
“add friends” feature, there is still an underlying need to
explore; what does Jane want to achieve by “adding friends”?
Beware of “features”
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I-N-V-E-S-T is an excellent,
useful model for user story
implementation, invented by Bill
Wake
BUT… given what you’ve just
heard, what is wrong with it?
Independent
Negotiable
Valuable
Estimable
Small
Testable
What makes a good user story?
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Estimable
Small
Testable
Independent
Negotiable
Valuable
Solution
space
Problem
space
What makes a good user story?
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Narrowing or splitting a broader story into a
less general, more precise story or set of
stories, each of which independently satisfies
the broader story’s intent.
What is story slicing?
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Why slice stories?
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• Enables early and often delivery of value
— Each slice (option) is independently implementable and valuable (if
we ship)
• Enables incremental/iterative delivery
— Deliver incremental value while iterating toward a broader objective
— Show demonstrable and measurable progress
• De-risks “we want it all”
• Enables focus
— Expose valuable options —> simplicity —> focus —> “maximise the
amount of work not done” —> efficient and effective
• Keeps focus on the outcome
— Work driven by narrowing the scope of a statement
— Smaller chance of additional scope appearing and working on “the
wrong things”
• Necessarily “smaller”
— Narrows scope, thus quicker to implement and release to
customers
• Enables flexibility
— Allows needs and solutions to change
• Enables shared understanding
— of problem and/or solution
• Exposes risk
— schedule, technical and other
• Creates consistency
— in “size” of work, and how we work
Why slice stories?
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CAPABILITY
What does the CUSTOMER want to be able to do?
FUNCTIONAL
What tasks or steps will the CUSTOMER need to take to achieve the capability?
TECHNICAL
What tasks or steps will WE need to take to implement the functionality?
3 levels of story slicing
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Capability Slicing
• Exploring our options in terms
of what capabilities we might
provide to satisfy a broader
capability or value proposition
• Do this up front and frequently
• Responsibility of product
managers/owners
• Slice as far as possible for
stories you would like to
address next (or soon)
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“As a Facebook user, I can share stuff I find
interesting with other people in my life…”
Slice “Facebook user”, “share”, “stuff I find interesting” and “other people in my
life” (the”seams” in the story):
“Socialisers” can tell close friends about their Friday night plans
“Town criers” can promote articles to all of their acquaintances
Students can exchange homework tips with their school friends
Family members can share photos with each other
Capability Slicing
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Slice this story into at least 100 narrower stories:
TIP: Identify the 3 “seams” in the story
Capability Slicing Exercise — 5 minutes
Enable Acme Bank customers to bank with us online
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Enable Acme Bank [customers] to bank with us online
Example slices:
• [Small business customers] can bank with us online
• [Large business customers] can bank with us online
• [New customers] can bank with us online
• [Mortgage customers] can bank with us online
• [School kids] can bank with us online
5 stories
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Enable Acme Bank customers to [bank with us] online
Example slices:
• Customers can [pay their bills with BPAY] online
• Customers can [transfer money between accounts]
online
• Customers can [request an overdraft] online
• Customers can [apply for a new account] online
• Customers can [apply for credit cards] online
25 stories
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Enable Acme Bank customers to bank with us [online]
Example slices:
• Customers can bank with us [from their mobile phone]
• Customers can bank with us [from their desktop computer]
• Customers can bank with us [from their laptop]
• Customers can bank with us [from their iPad]
• Customers can bank with us [from their Android tablet]
125 stories
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Enable Acme Bank customers to bank with us online
Example slices:
• Small business customers can pay their bills with BPAY from their mobile phone
• Large business customers can transfer money between accounts from their
desktop computer
• New customers can request an overdraft from their laptop
• Mortgage customers can apply for a 2nd mortgage from their iPad
• School kids can transfer money between accounts from their Android tablet
• Personal customers can pay their bills with direct deposit from Chrome (latest
version)
• Gold credit card holders can upgrade to platinum from their Apple Watch
• etc….. etc….
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We want to stay in the capability space as
close to implementation time as possible
BUT WHY?
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- Keeps our options open
- Enables us to focus on the highest impact things to work on now (i.e. that
which will bring value to the customer and/or us), and defer the rest
- Enables the development* team to be the ones solving the problems,
rather than having someone defining the solutions for them
*In Scrum and other agile software development approaches, the development team
includes design thinkers/specialists, and we all iterate over the problem domain with the
customer, no hand-offs
Because it…
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Implementation
— Functional Slicing
• Identify simplest customer journey we
can implement, and options for
incrementally improving it
• Get core functionality working (vertical
slices / walking skeleton)
• Get early feedback on user experience
• Show demonstrable progress
• Do this Just-In-Time (JIT)
— Maximum information about value
and solution options
— Reduce waste of premature analysis
and solution design
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Step 1
GOAL
Step X
Most basic
Option
Most basic Most basic Most basic Most basicMost basicMost basic Most basic
Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Option
Option
Option OptionOption
Option
Option Option
Functional slicing = Simplest customer experience
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Enable Acme Bank customers to pay their bills with BPAY on our website
Slice this story functionally
TIP: Identify the simplest customer workflow we can implement,
and incremental options for making it shippable
Functional Slicing Exercise — 10 minutes
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Enable Acme Bank customers to pay their bills with BPAY on our website
Select
account
Select
biller
Enter
amount
Enter
transaction
reference
BILL PAID
Submit
payment
info
Receive
verification
code
Enter
verification
code
Confirm
payment
Receive
confirmation
Enter code
manually
Select
from a
dropdown
Search
based on
input
Select
from most/
recently
used
Enter
amount
manually
Enter
reference
manually
No 2FA No 2FA
Receive
code by
email
Receive
code by
SMS
Enter code
manually
Code entered
automatically
See
message on
screen
Receive
email
See
transaction
details
Select
from a
dropdown
Click
submit
button
Click
submit
button
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• Identify simplest, quickest way we can
implement the functional slice, and
options for incrementally improving the
solution
• Avoid over-engineering
• Expose and reduce technical/schedule risk
• Show demonstrable progress
• Do this Just-In-Time (JIT)
— Maximum information about solution
options
— Reduce waste of premature analysis
and solution design
Implementation
— Technical Slicing
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Collaborative implementation slicing with the
“Hamburger Method”
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Do A
Do B
Do C
Do D
Do G
Do E
Do F
Most basic ?
Do H
? ? Most sophisticated
Most basic ? ? ? Most sophisticated
Most basic ? ? ? Most sophisticated
Most basic ? ? ? Most sophisticated
Most basic ? ? ? Most sophisticated
Most basic ? ? ? Most sophisticated
Most basic ? ? ? Most sophisticated
Most basic ? ? ? Most sophisticated
Technical tasks
• Identify 7 or 8 technical
tasks we need to do to
achieve the workflow above
• Identify options for
achieving them from most
basic to most sophisticated
Select
account
Select
biller
Enter
amount
Enter
transaction
reference
Submit
payment
info
Confirm
payment
Receive
confirmation
BILL PAID
Enable Acme Bank customers to pay their bills with BPAY on our website
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Get user accounts
Get billers
Validate entered biller code
Validate entered amount
Validate payment
2FA - Send verification code
2FA - Validate verification code
SQL query to DB Optimised stored proc
No billers Hardcode billers Billers in txt file All billers from DB User’s billers from DB
No validation Validate code Validation with errors
No validation Validate funds available
No verification Email code SMS code
No validation Manual check Auto check
Dummy API Sandbox API Production API
Validate daily limit
Confirm payment No confirmation On screen message Msg and log Email and log
Select
account
Select
biller
Enter
amount
Enter
transaction
reference
Submit
payment
info
Confirm
payment
Receive
confirmation
BILL PAID
Enable Acme Bank customers to pay their bills with BPAY on our website
29. Neil Killick, 2019, All Rights Reserved
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Story slicing at all levels enables agility
•Stay in the problem space and keep your options open
— We tend to jump away from capability way too early, and lock ourselves into both functional and
technical design decisions that are hard to change; DON’T DO THIS!
•Slices are options, not things we “must do”
— Slicing is an activity which helps us choose the highest value capabilities, functional and technical
options in an incremental and iterative way
•Stay flexible with design and architecture
The trick with agile software development is to be guided by the capability space, and always have a
high level functional and technical design for delivering those capabilities which is easy to change as we
go along
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• Splitting User Stories — the Hamburger Method by Gojko Adzic
https://gojko.net/2012/01/23/splitting-user-stories-the-
hamburger-method/
• How to Split User Stories by Dan Puckett
https://www.infoq.com/news/2011/04/how-to-split-user-stories
• Splitting User Stories by George Dinwiddie
blog.gdinwiddie.com/2011/05/01/splitting-user-stories/
• The Essence of Story Slicing in Agile Development by Neil Killick
https://medium.com/@neil2killick/the-essence-of-story-slicing-in-
agile-development-fc16a1226941
Further reading
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Thank you!
Questions and
discussion