This is a presentation on the "Business Value of Continuous Integration, Continuous Delivery, & DevOps(Sec): Scaling Up to Billion User Global Systems of Systems Using End-to-End Automation & Containerized Docker Ubuntu Cloud Image-Based Microservices," which are late-breaking 21st century approaches for rapidly and cost-effectively building high-quality global information systems, minimum viable products, minimum marketable features, service oriented architectures, web services, and microservices using containerization and end-to-end automation.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
Agile Organizations, Enterprises, and Businesses are emerging models for successfully managing 21st century human-capital, knowledge, and Internet technology-intensive global businesses. Dr. Rico will establish the context, provide a definition, and describe the value-system for lean and agile organizational strategies. He'll provide an overview and comparative analysis of major lean and agile frameworks, models, principles, and practices. He’ll then introduce a meta-model for achieving business-level agility based upon best-of-breed values, principles, and practices discussed herein. He'll also provide a brief survey of the costs, benefits, and performance results achieved by lean and agile organizations. Finally, he'll close with a summary of tips, tricks, technique, and common pitfalls of the lean and agile business paradigm. This briefing has been warmly received by multiple government agencies, businesses, and Fortune 500 firms throughout the U.S.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
Agile Organizations, Enterprises, and Businesses are emerging models for successfully managing 21st century human-capital, knowledge, and Internet technology-intensive global businesses. Dr. Rico will establish the context, provide a definition, and describe the value-system for lean and agile organizational strategies. He'll provide an overview and comparative analysis of major lean and agile frameworks, models, principles, and practices. He’ll then introduce a meta-model for achieving business-level agility based upon best-of-breed values, principles, and practices discussed herein. He'll also provide a brief survey of the costs, benefits, and performance results achieved by lean and agile organizations. Finally, he'll close with a summary of tips, tricks, technique, and common pitfalls of the lean and agile business paradigm. This briefing has been warmly received by multiple government agencies, businesses, and Fortune 500 firms throughout the U.S.
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
Highly-practical overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
Quick overview of the Return on Investment of (ROI) of using Lean & Agile Methods for managing the development of high-technology products and services. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project management principles.
ROI of Organizational Agility for Transforming 21st Century EnterprisesDavid Rico
A short survey and overview of the top studies, factors, and statistical results of public sector, enterprise, organizational, and business agility (along with extensive summary tables for quick analysis, quotation, and further usage) ...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
Brief 20-minute summary of using Evolutionary Design principles and practices. Includes Evolutionary Design theory, foundation, basic practices, and metrics for Lean-Agile Roadmapping, User Experience (UX) Mapping, and Models such as Design Thinking, Lean Startup, and SAFe. Late-breaking CI, CD, DevOps, and Cloud Computing case studies and whitepapers are mentioned on title slide ...
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
Business Value of Agile Human Resources (AHR)David Rico
A short overview of the field of Agile Human Resources (AHR), motivations and challenges, definitions, lean and agile values and principles, agile human resources frameworks and models, video case studies, popular industry surveys, exercises, textbooks, and much more!
Lean & Agile Thinking Principles for LeadersDavid Rico
A short synopsis of the principles, practices, and thinking mindset for enterprise, organizational, and business leaders who need to quickly understand how to manage lean-agile digital transformation initiatives, uncover roadblocks and impediments, and comprehend their role in the broader lean-agile worldview ...
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
Business Value of Agile Product ManagementDavid Rico
A very short overview of contemporary lean and agile product management concepts, their role in the Scaled Agile Framework (SAFe), definitions, principles, practices, and tools, what differentiates it from Scrum product owner(ship), user experience (UX) design, and other popular customer-centric thinking approaches.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
DevOps is mainstream - at least the tools, the automation and the metrics. But what happened to DevOps Culture? Does it still matter? If yes - how do we achieve it?
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
Highly-practical overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
Quick overview of the Return on Investment of (ROI) of using Lean & Agile Methods for managing the development of high-technology products and services. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project management principles.
ROI of Organizational Agility for Transforming 21st Century EnterprisesDavid Rico
A short survey and overview of the top studies, factors, and statistical results of public sector, enterprise, organizational, and business agility (along with extensive summary tables for quick analysis, quotation, and further usage) ...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
Brief 20-minute summary of using Evolutionary Design principles and practices. Includes Evolutionary Design theory, foundation, basic practices, and metrics for Lean-Agile Roadmapping, User Experience (UX) Mapping, and Models such as Design Thinking, Lean Startup, and SAFe. Late-breaking CI, CD, DevOps, and Cloud Computing case studies and whitepapers are mentioned on title slide ...
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
Business Value of Agile Human Resources (AHR)David Rico
A short overview of the field of Agile Human Resources (AHR), motivations and challenges, definitions, lean and agile values and principles, agile human resources frameworks and models, video case studies, popular industry surveys, exercises, textbooks, and much more!
Lean & Agile Thinking Principles for LeadersDavid Rico
A short synopsis of the principles, practices, and thinking mindset for enterprise, organizational, and business leaders who need to quickly understand how to manage lean-agile digital transformation initiatives, uncover roadblocks and impediments, and comprehend their role in the broader lean-agile worldview ...
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
Business Value of Agile Product ManagementDavid Rico
A very short overview of contemporary lean and agile product management concepts, their role in the Scaled Agile Framework (SAFe), definitions, principles, practices, and tools, what differentiates it from Scrum product owner(ship), user experience (UX) design, and other popular customer-centric thinking approaches.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
DevOps is mainstream - at least the tools, the automation and the metrics. But what happened to DevOps Culture? Does it still matter? If yes - how do we achieve it?
About the idea of DevOps, why we implemented DevOps and what we did, what is important !
About our road from waterfall/ITIL and silo structures to DevOps/Agile culture.
[Webinar] Test First, Fail Fast - Simplifying the Tester's Transition to DevOpsKMS Technology
DevOps is a spectacular mish-mash of development and operations processes and practices that has been growing increasingly popular in recent years. With the upward trending rate in adoption comes the need for organizations to fully understand the key practices as well as thoroughly integrating team members, especially testers, throughout the delivery pipeline. Getting started with DevOps practices can be a little tricky when choosing the right tools, people, and processes. In this webinar, we’ll focus on helping you make the switch without diminishing the team’s delivered product quality, so that the transition meets the enterprise objectives of speed and reliability.
Tune in to learn:
The biggest concern when moving to DevOps - and how to handle it
Why you need ‘Coding Testers’
The best tools for the job
The process of failing fast, and its significance to testers
Measuring the transition - recommended metrics
The value of DevOps long-term - efficiency, repeatability & reliability
Don’t worry about failing - it’s a part of the process!
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
Presentation on the "Business Value of Agile Testing: Using Test Driven Development, Continuous Integration, Continuous Delivery, & DevOps," which are highly-disciplined contemporary new product development (NPD) approaches for rapidly building high-quality information technology-intensive systems. Identifies the motivation for agile methods, provide a brief introduction to agile methods, describe the fundamental mechanics of agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies (including rarely seen, late-breaking economic data and results from the top consulting firms). Defines agile testing and introduce basic and advanced agile testing practices, strategies, metrics, outcomes, costs & benefits, cost of quality, and statistical performance data. Introduces basic and advanced agile scaling practices, case studies of enterprise-level agile testing, Continuous Delivery, and DevOps at major Internet firms, and common agile testing tools and automation suites. Closes with a summary of agile testing adoption rates, common barriers to agile testing, organizational change models for agile testing, and a summary of the benefits of agile testing.
GUUG FFG 2017 - DevOps for Everybody - How the entire company can benefit fro...Schlomo Schapiro
DevOps ist aus der IT nicht mehr wegzudenken und hat sich als Arbeitsweise etabliert, die nicht nur die Qualität und operative Effizienz verbessert, sondern auch eine nachhaltige Entwicklung ermöglicht. In den meisten Unternehmen ist die IT jedoch eine Minderheit. Wie können wir mit den Ideen und Erkenntnissen aus der DevOps Welt die ganze Firma voranbringen? Warum funktioniert die agile Zusammenarbeit nicht automatisch mit anderen Abteilungen? Was macht die ITler so besonders?
Die Schnittstelle zwischen allen Mitarbeitern und IT Themen ist die interne IT. Sie trägt die Verantwortung dafür, dass alle Mitarbeiter mit Hilfe von IT ihre Aufgaben effizient und effektiv erledigen können. Während die interne IT oftmals nur als Kostenstelle betrachtet wird, leistet sie in Wahrheit einen sehr hohen Beitrag zur Wertschöpfungskette: Schlechte Werkzeuge führen direkt zu langsamer Arbeit und frustrieren, gute Werkzeuge befähigen die Mitarbeiter und erhöhen die Freude an der gemeinsamen Arbeit.
Heute leisten es sich viele Unternehmen noch, dass ihre Mitarbeiter auf einer digitalisierten Plattform manuelle Tätigkeiten verrichten. Messgrößen sind etwa die Anzahl der Copy-Paste Vorgänge (Mensch als technische Schnittstelle), die Anzahl an internen Emails mit Dateianhang (Dokumente werden vervielfältigt anstatt sie zentral bereit zu stellen) sowie die Anzahl der Logins die ein Mitarbeiter täglich absolviert (schwach oder gar nicht integrierte Systeme). Die Herausforderungen der fortschreitenden Digitalisierung und Verteuerung von Arbeitskraft erfordern hier auch ein Umdenken.
Der Vortrag zeichnet einen Weg von DevOps in der IT zu einem neuen Denkansatz für den Umgang mit IT im Unternehmen. Dabei entwickeln sich Mitarbeiter von IT Konsumenten zu beteiligten Nutzern, die den Computer als Werkzeug für sich entdecken können. Die interne IT stellt nicht nur gute Services zur Verfügung sondern fokussiert sich auf die Produktivität und Zufriedenheit aller Mitarbeiter.
Why Everyone Needs DevOps Now: 15 Year Study Of High Performing Technology OrgsGene Kim
This presentation describes my interpretation of the Why and How of DevOps, and the key findings from my 15 year study of high-performing IT organizations, and how they simultaneously deliver stellar service levels and rapid implementation of new features into the production environment.
Organizations employing DevOps practices such as Google, Amazon, Facebook, Etsy and Twitter are routinely deploying code into production hundreds, or even thousands, of times per day, while providing world-class availability, reliability and security. In contrast, most organizations struggle to do releases more every nine months.
He will present how these high-performing organizations achieve this fast flow of work through Product Management and Development, through QA and Infosec, and into IT Operations. By doing so, other organizations can now replicate the extraordinary culture and outcomes enabling their organization to win in the marketplace.
DevOps and Continuous Delivery Reference Architectures - Volume 2Sonatype
CONTINUOUS DELIVERY REFERENCE ARCHITECTURES Including Sonatype Nexus and other popular DevOps tools Derek E. Weeks (@weekstweets) VP and DevOps Advocate Sonatype.
Continuous Delivery and DevOps Reference Architectures include many common tool choices. The most common tool choices we find in these reference architectures are: Eclipse, git, Cloudbees Jenkins / Atlassian Bamboo, Sonatype Nexus, Atlassian JIRA, SonarQube, Puppet, Chef, Rundeck, Maven / Ant / Gradle, Subversion (svn), Junit, LiveRebel, ServiceNow
DevOps: A Culture Transformation, More than TechnologyCA Technologies
DevOps is not a new technology or a product. It's an approach or culture of SW development that seeks stability and performance at the same time that it speeds software deliveries to the business. We will discuss this cultural shift where development teams have to accept the feedback of operations teams and the operations team should be ready to accept frequent updates to the SW that it's running.
To learn more about DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
DevOps and Continuous Delivery Reference Architectures (including Nexus and o...Sonatype
There are numerous examples of DevOps and Continuous Delivery reference architectures available, and each of them vary in levels of detail, tools highlighted, and processes followed. Yet, there is a constant theme among the tool sets: Jenkins, Maven, Sonatype Nexus, Subversion, Git, Docker, Puppet/Chef, Rundeck, ServiceNow, and Sonar seem to show up time and again.
The full value of DevOps cannot be achieved without the business first transforming itself according to the principles represented by Agile, Lean, and TDD. Applying principles from these disciplines will produce a lean, agile, and secure organization, while improving overall business performance.
Closing the Visibility Gap | How to Combine Application & Infrastructure Moni...John Williams
What leaves visibility gaps and demands higher levels of time and expertise from IT professionals? Having different consoles for application code visibility vs. IT infrastructure management. The convergence of application and infrastructure monitoring offers significant opportunities to drive IT transformation using IT service management, DevOps and/or a combination of both.
View these slides from our webinar, ‘Closing the Visibility Gap | How to Combine Application & Infrastructure Monitoring to Accelerate IT Transformation ‘, the first of a ‘shift-left’ series that will highlight how you can meet the emerging requirements across both the ITSM and DevOps lifecycles.
In them John Worthington, Director of Product Marketing for eG Innovations, will help you discover how to:
• Get a baseline of monitoring in an IT transformational context based on ITSM and DevOps
• Find out how converged application and infrastructure visibility can help accelerate IT transformation efforts with ITSM, DevOps or both
• Understand how monitoring can accelerate cultural change and accelerate IT value delivery to the business without flying blind
We asked the Fortune 500 software delivery leaders what holds them back. This talk is the analysis of their insights on what bottlenecks they encountered in their DevOps journey.
The DevOps Panel - Innotech Austin CD SummitErnest Mueller
The Agile Admins - Ernest Mueller, James Wickett, Karthik Gaekwad, and Peco Karayanev - share some thoughts and answer panel questions on the state of DevOps at the CD Summit happening at Innotech Austin 2016.
ROI & Business Value of CI, CD, DevOps, DevSecOps, & MicroservicesDavid Rico
Comprehensive overview of CI, CD, DevOps, DevSecOps, and Microservices, along with costs, benefits, facts, figures, statistics, models, tools, DevOps ecosystems and pipelines, case studies, and edge cases ...
Brief, but descriptive tutorial of the Scaled Agile Framework (SAFe) 4.5. Starts with impetus for agility, overview of lean and agile thinking, definition of portfolio management, explanation of SAFe and its values and principles, etc. Then, provides a level-by-level overview of SAFe, including case studies, metrics, business case, adoption statistics, roles, responsibilities, and other considerations. Closes with a nice summary of key SAFe implementation principles ...
Data-Driven DevOps: Mining Machine Data for 'Metrics that Matter' in a DevOps...Splunk
IT organizations are increasingly using machine data - including in DevOps practices - to get away from 'vanity metrics' and instead to generate 'metrics that matter'. These metrics provide visibility into the delivery of new application code and the business value of DevOps, to both IT and business stakeholders.
Machine data provides DevOps teams and others - including QA, secops, CxOs and LOB leaders - with meaningful and actionable metrics. This allows stakeholders to monitor, measure, and continuously improve the velocity and quality of code throughout the software lifecycle, from dev/test to customer-facing outcomes and business impact.
In this session Andi Mann, chief technology advocate at Splunk, will share core methodologies, interesting case studies, key success factors and 'gotcha' moments from real-world experience with mining machine data to produce 'metrics that matter' in a DevOps context.
The People Model & Cloud Transformation - Transformation Day Public Sector Lo...Amazon Web Services
The People Model & Cloud Transformation
A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Far too often, organizations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods meant to empower customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organization’s gaps among the requisite skills and competencies. Build effective training models. And shape an effective DevOps culture.
Speaker:
Thomas Blood, Enterprise Evangelist, Amazon Web Services.
Andy singleton continuous delivery-fcb - nov 2014Brad Power
Software is an important tool for improving the speed, reliability, and quality of existing processes in every corner of a modern enterprise. Now revolutionary software development practices adopted by online leaders like Amazon, Facebook, and Google have achieved new levels of speed and flexibility. New software is broken into smaller pieces: big 'waterfall' releases are replaced by smaller 'agile sprints', and then into a continuous flow of smaller components - each optimized with specific points of measurement and feedback.
Data-Driven DevOps: Improve Velocity and Quality of Software Delivery with Me...Splunk
Much of the value of DevOps comes from a (renewed) focus on measurement, sharing, and continuous feedback loops. In increasingly complex DevOps workflows and environments, and especially in larger, regulated, or more crystallized organizations, these core concepts become even more critical.
This session will show how, by focusing on 'metrics that matter,' you can provide objective, transparent, and meaningful feedback on DevOps processes to all stakeholders. Learn from real-life examples how to use the data generated throughout application delivery to continuously identify, measure, and improve deployment speed, code quality, process efficiency, outsourcing value, security coverage, audit success, customer satisfaction, and business alignment.
You got DevOpsed! Your sysadmin team got renamed as the DevOps team. Developers got prod access. Code deploys to prod happen multiple times a day now. In the eyes of the business, things are great. Yet, the security team continues to be left out and really nothing seems to be better. In fact it feels worse.
Time to learn how to hack some devops for great good.
This talk will equip you with advice and tools to join in on the devops. You will also leave with a sample continuous delivery pipeline that is armed to dangerous and ready to identify security issues in a typical web application stack.
We'll use a range of open source technology including OWASP ZAP, gauntlt, brakeman, nmap, sqlmap, arachni and more.
Præsentation fra Jazz Roadshow 2011.
The value of integrated software delivery with
IBM Rational solution for
Collaborative Lifecycle Management.
Se mere fra IBM Softwaregroup på:
http://www.smarterbusiness.dk
Scope:
Share the key takeaways after migrating or modernizing several Progress character UI/desktop legacy applications.
Key Elements:
- What could be the business cases for taking action in “upgrading” a Progress character UI/desktop application?
- What are main the strategies that can be followed?
- What are the Progress tools that can help out in taking the approach on fast forward?
- What could be the long-term vision taking into account the business drives and the technology trends?
Key Takeaways:
- In which direction should I go with my Progress character/desktop UI app?
- What are the Progress tools and processes that can help out in this journey?
Join Steph and Chris as they run through Microsoft's transformation from shipping boxed products to always-on online services. Developer Velocity is a critical part of that journey to ensure the teams can keep delivering value to their end-users at scale. In this session, you will learn about some of the tips & tricks that Microsoft used along the way.
https://www.youtube.com/watch?v=d_4i0lxKtr0
GDG Cloud Southlake #2 Jez Humble DevOps Transformation:Building & Scaling H...James Anderson
Our speaker, Jez Humble, is co-author of several books on software including Shingo Publication Award winner Accelerate, The DevOps Handbook, Lean Enterprise, and Jolt Award winner Continuous Delivery. Jez's talk is titled "The DevOps Transformation: Building and Scaling High Performing Technology Organizations."
IBM's DevOps solution for CLM includes a full lifecycle suite of products for managing continuous business planning, Agile project management, continuous build, source code management, test management, and continuous application monitoring.
Similar to Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using Containerized Docker Ubuntu Images (20)
Your Digital Assistant.
Making complex approach simple. Straightforward process saves time. No more waiting to connect with people that matter to you. Safety first is not a cliché - Securely protect information in cloud storage to prevent any third party from accessing data.
Would you rather make your visitors feel burdened by making them wait? Or choose VizMan for a stress-free experience? VizMan is an automated visitor management system that works for any industries not limited to factories, societies, government institutes, and warehouses. A new age contactless way of logging information of visitors, employees, packages, and vehicles. VizMan is a digital logbook so it deters unnecessary use of paper or space since there is no requirement of bundles of registers that is left to collect dust in a corner of a room. Visitor’s essential details, helps in scheduling meetings for visitors and employees, and assists in supervising the attendance of the employees. With VizMan, visitors don’t need to wait for hours in long queues. VizMan handles visitors with the value they deserve because we know time is important to you.
Feasible Features
One Subscription, Four Modules – Admin, Employee, Receptionist, and Gatekeeper ensures confidentiality and prevents data from being manipulated
User Friendly – can be easily used on Android, iOS, and Web Interface
Multiple Accessibility – Log in through any device from any place at any time
One app for all industries – a Visitor Management System that works for any organisation.
Stress-free Sign-up
Visitor is registered and checked-in by the Receptionist
Host gets a notification, where they opt to Approve the meeting
Host notifies the Receptionist of the end of the meeting
Visitor is checked-out by the Receptionist
Host enters notes and remarks of the meeting
Customizable Components
Scheduling Meetings – Host can invite visitors for meetings and also approve, reject and reschedule meetings
Single/Bulk invites – Invitations can be sent individually to a visitor or collectively to many visitors
VIP Visitors – Additional security of data for VIP visitors to avoid misuse of information
Courier Management – Keeps a check on deliveries like commodities being delivered in and out of establishments
Alerts & Notifications – Get notified on SMS, email, and application
Parking Management – Manage availability of parking space
Individual log-in – Every user has their own log-in id
Visitor/Meeting Analytics – Evaluate notes and remarks of the meeting stored in the system
Visitor Management System is a secure and user friendly database manager that records, filters, tracks the visitors to your organization.
"Secure Your Premises with VizMan (VMS) – Get It Now"
Prosigns: Transforming Business with Tailored Technology SolutionsProsigns
Unlocking Business Potential: Tailored Technology Solutions by Prosigns
Discover how Prosigns, a leading technology solutions provider, partners with businesses to drive innovation and success. Our presentation showcases our comprehensive range of services, including custom software development, web and mobile app development, AI & ML solutions, blockchain integration, DevOps services, and Microsoft Dynamics 365 support.
Custom Software Development: Prosigns specializes in creating bespoke software solutions that cater to your unique business needs. Our team of experts works closely with you to understand your requirements and deliver tailor-made software that enhances efficiency and drives growth.
Web and Mobile App Development: From responsive websites to intuitive mobile applications, Prosigns develops cutting-edge solutions that engage users and deliver seamless experiences across devices.
AI & ML Solutions: Harnessing the power of Artificial Intelligence and Machine Learning, Prosigns provides smart solutions that automate processes, provide valuable insights, and drive informed decision-making.
Blockchain Integration: Prosigns offers comprehensive blockchain solutions, including development, integration, and consulting services, enabling businesses to leverage blockchain technology for enhanced security, transparency, and efficiency.
DevOps Services: Prosigns' DevOps services streamline development and operations processes, ensuring faster and more reliable software delivery through automation and continuous integration.
Microsoft Dynamics 365 Support: Prosigns provides comprehensive support and maintenance services for Microsoft Dynamics 365, ensuring your system is always up-to-date, secure, and running smoothly.
Learn how our collaborative approach and dedication to excellence help businesses achieve their goals and stay ahead in today's digital landscape. From concept to deployment, Prosigns is your trusted partner for transforming ideas into reality and unlocking the full potential of your business.
Join us on a journey of innovation and growth. Let's partner for success with Prosigns.
Listen to the keynote address and hear about the latest developments from Rachana Ananthakrishnan and Ian Foster who review the updates to the Globus Platform and Service, and the relevance of Globus to the scientific community as an automation platform to accelerate scientific discovery.
Providing Globus Services to Users of JASMIN for Environmental Data AnalysisGlobus
JASMIN is the UK’s high-performance data analysis platform for environmental science, operated by STFC on behalf of the UK Natural Environment Research Council (NERC). In addition to its role in hosting the CEDA Archive (NERC’s long-term repository for climate, atmospheric science & Earth observation data in the UK), JASMIN provides a collaborative platform to a community of around 2,000 scientists in the UK and beyond, providing nearly 400 environmental science projects with working space, compute resources and tools to facilitate their work. High-performance data transfer into and out of JASMIN has always been a key feature, with many scientists bringing model outputs from supercomputers elsewhere in the UK, to analyse against observational or other model data in the CEDA Archive. A growing number of JASMIN users are now realising the benefits of using the Globus service to provide reliable and efficient data movement and other tasks in this and other contexts. Further use cases involve long-distance (intercontinental) transfers to and from JASMIN, and collecting results from a mobile atmospheric radar system, pushing data to JASMIN via a lightweight Globus deployment. We provide details of how Globus fits into our current infrastructure, our experience of the recent migration to GCSv5.4, and of our interest in developing use of the wider ecosystem of Globus services for the benefit of our user community.
Into the Box Keynote Day 2: Unveiling amazing updates and announcements for modern CFML developers! Get ready for exciting releases and updates on Ortus tools and products. Stay tuned for cutting-edge innovations designed to boost your productivity.
Check out the webinar slides to learn more about how XfilesPro transforms Salesforce document management by leveraging its world-class applications. For more details, please connect with sales@xfilespro.com
If you want to watch the on-demand webinar, please click here: https://www.xfilespro.com/webinars/salesforce-document-management-2-0-smarter-faster-better/
Multiple Your Crypto Portfolio with the Innovative Features of Advanced Crypt...Hivelance Technology
Cryptocurrency trading bots are computer programs designed to automate buying, selling, and managing cryptocurrency transactions. These bots utilize advanced algorithms and machine learning techniques to analyze market data, identify trading opportunities, and execute trades on behalf of their users. By automating the decision-making process, crypto trading bots can react to market changes faster than human traders
Hivelance, a leading provider of cryptocurrency trading bot development services, stands out as the premier choice for crypto traders and developers. Hivelance boasts a team of seasoned cryptocurrency experts and software engineers who deeply understand the crypto market and the latest trends in automated trading, Hivelance leverages the latest technologies and tools in the industry, including advanced AI and machine learning algorithms, to create highly efficient and adaptable crypto trading bots
Accelerate Enterprise Software Engineering with PlatformlessWSO2
Key takeaways:
Challenges of building platforms and the benefits of platformless.
Key principles of platformless, including API-first, cloud-native middleware, platform engineering, and developer experience.
How Choreo enables the platformless experience.
How key concepts like application architecture, domain-driven design, zero trust, and cell-based architecture are inherently a part of Choreo.
Demo of an end-to-end app built and deployed on Choreo.
Unleash Unlimited Potential with One-Time Purchase
BoxLang is more than just a language; it's a community. By choosing a Visionary License, you're not just investing in your success, you're actively contributing to the ongoing development and support of BoxLang.
top nidhi software solution freedownloadvrstrong314
This presentation emphasizes the importance of data security and legal compliance for Nidhi companies in India. It highlights how online Nidhi software solutions, like Vector Nidhi Software, offer advanced features tailored to these needs. Key aspects include encryption, access controls, and audit trails to ensure data security. The software complies with regulatory guidelines from the MCA and RBI and adheres to Nidhi Rules, 2014. With customizable, user-friendly interfaces and real-time features, these Nidhi software solutions enhance efficiency, support growth, and provide exceptional member services. The presentation concludes with contact information for further inquiries.
Paketo Buildpacks : la meilleure façon de construire des images OCI? DevopsDa...Anthony Dahanne
Les Buildpacks existent depuis plus de 10 ans ! D’abord, ils étaient utilisés pour détecter et construire une application avant de la déployer sur certains PaaS. Ensuite, nous avons pu créer des images Docker (OCI) avec leur dernière génération, les Cloud Native Buildpacks (CNCF en incubation). Sont-ils une bonne alternative au Dockerfile ? Que sont les buildpacks Paketo ? Quelles communautés les soutiennent et comment ?
Venez le découvrir lors de cette session ignite
TROUBLESHOOTING 9 TYPES OF OUTOFMEMORYERRORTier1 app
Even though at surface level ‘java.lang.OutOfMemoryError’ appears as one single error; underlyingly there are 9 types of OutOfMemoryError. Each type of OutOfMemoryError has different causes, diagnosis approaches and solutions. This session equips you with the knowledge, tools, and techniques needed to troubleshoot and conquer OutOfMemoryError in all its forms, ensuring smoother, more efficient Java applications.
In software engineering, the right architecture is essential for robust, scalable platforms. Wix has undergone a pivotal shift from event sourcing to a CRUD-based model for its microservices. This talk will chart the course of this pivotal journey.
Event sourcing, which records state changes as immutable events, provided robust auditing and "time travel" debugging for Wix Stores' microservices. Despite its benefits, the complexity it introduced in state management slowed development. Wix responded by adopting a simpler, unified CRUD model. This talk will explore the challenges of event sourcing and the advantages of Wix's new "CRUD on steroids" approach, which streamlines API integration and domain event management while preserving data integrity and system resilience.
Participants will gain valuable insights into Wix's strategies for ensuring atomicity in database updates and event production, as well as caching, materialization, and performance optimization techniques within a distributed system.
Join us to discover how Wix has mastered the art of balancing simplicity and extensibility, and learn how the re-adoption of the modest CRUD has turbocharged their development velocity, resilience, and scalability in a high-growth environment.
Software Engineering, Software Consulting, Tech Lead.
Spring Boot, Spring Cloud, Spring Core, Spring JDBC, Spring Security,
Spring Transaction, Spring MVC,
Log4j, REST/SOAP WEB-SERVICES.
First Steps with Globus Compute Multi-User EndpointsGlobus
In this presentation we will share our experiences around getting started with the Globus Compute multi-user endpoint. Working with the Pharmacology group at the University of Auckland, we have previously written an application using Globus Compute that can offload computationally expensive steps in the researcher's workflows, which they wish to manage from their familiar Windows environments, onto the NeSI (New Zealand eScience Infrastructure) cluster. Some of the challenges we have encountered were that each researcher had to set up and manage their own single-user globus compute endpoint and that the workloads had varying resource requirements (CPUs, memory and wall time) between different runs. We hope that the multi-user endpoint will help to address these challenges and share an update on our progress here.
Field Employee Tracking System| MiTrack App| Best Employee Tracking Solution|...informapgpstrackings
Keep tabs on your field staff effortlessly with Informap Technology Centre LLC. Real-time tracking, task assignment, and smart features for efficient management. Request a live demo today!
For more details, visit us : https://informapuae.com/field-staff-tracking/
Field Employee Tracking System| MiTrack App| Best Employee Tracking Solution|...
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using Containerized Docker Ubuntu Images
1. Business Value of
CI, CD, & DevOpsSec
Scaling Up to Billion User Global Systems of
Systems Using END-TO-END AUTOMATION &
CONTAINERIZED DOCKER UBUNTU IMAGES
Dr. David F. Rico, PMP, CSEP, FCP, FCT, ACP, CSM, SAFe
Twitter: @dr_david_f_rico
Website: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf
Agile Resources: http://www.davidfrico.com/daves-agile-resources.htm
Agile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.pdf
Dave’s NEW Business Agility Video: https://www.youtube.com/watch?v=-wTXqN-OBzA
DoD Fighter Jets vs. Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf
2. Author Background
Gov’t contractor with 33+ years of IT experience
B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.
Large gov’t projects in U.S., Far/Mid-East, & Europe
2
Career systems & software engineering methodologist
Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000
NASA, USAF, Navy, Army, DISA, & DARPA projects
Published seven books & numerous journal articles
Intn’l keynote speaker, 150 talks to 13,000+ people
Specializes in metrics, models, & cost engineering
Cloud Computing, SOA, Web Services, FOSS, etc.
Adjunct at six Washington, DC-area universities
3. Today’s Global Marketplace
Most of world’s population connected to Internet
Systems must support billions of simultaneous users
New approaches are needed to scale to global market
3Kemp, S. (2016). Digital in 2016: We are social's compendium of global digital, social, and mobile data, trends, and statistics. New York, NY: We Are Social, Inc.
4. What is AGILE TESTING?
Test-ing (tĕst′ĭng) An early, iterative, and automated
V&V of customer requirements; Incremental testing
A testing approach embracing principles & values of lean
thinking, product development flow, & agile methods
Early, collaborative, and automated form of incremental
development, integration, system, & operational testing
Testing method that supports collaboration, teamwork,
iterative development, & responding to change
Mult-tiered automated framework for TDD, Continuous
Integration, BDD, Continuous Delivery, & DevOps
Maximizes BUSINESS VALUE of organizations, portfolios,
programs & projects with lean-agile principles/practices
4
Crispin, L., & Gregory, J. (2009). Agile testing: A practical guide for testers and agile teams. Boston, MA: Addison-Wesley.
Crispin, L., & Gregory, J. (2015). More agile testing: Learning journeys for the whole team. Boston, MA: Addison-Wesley.
5. Network
Computer
Operating System
Middleware
Applications
APIs
GUI
How Agile Testing Works
Agile requirements implemented in slices vs. layers
User needs with higher business value are done first
Reduces cost & risk while increasing business success
5Shore, J. (2011). Evolutionary design illustrated. Norwegian Developers Conference, Oslo, Norway.
Agile Traditional
1 2 3 Faster
Early ROI
Lower Costs
Fewer Defects
Manageable Risk
Better Performance
Smaller Attack Surface
Late
No Value
Cost Overruns
Very Poor Quality
Uncontrollable Risk
Slowest Performance
More Security Incidents Seven Wastes
1. Rework
2. Motion
3. Waiting
4. Inventory
5. Transportation
6. Overprocessing
7. Overproduction
MINIMIZES MAXIMIZES
JIT, Just-enough architecture
Early, in-process system V&V
Fast continuous improvement
Scalable to systems of systems
Maximizes successful outcomes
Myth of perfect architecture
Late big-bang integration tests
Year long improvement cycles
Breaks down on large projects
Undermines business success
6. 6
Methods to “scope” project, product, or system
“Key” is smallest possible scope with highest value
Reduces cost, risk, time, failure, & tech. obsolescence
Barely Sufficient Design
INCREASES TESTABILITY, QUALITY, RELIABILITY, SECURITY, MORALE, MAINTAINABILITY, & SUCCESS
Denne, M., & Cleland-Huang, J. (2004). Software by numbers: Low-risk, high-return development. Santa Clara, CA: Sun Microsystems.
Ries, E. (2011). The lean startup: How today's entrepreneurs use continuous innovation. New York, NY: Crown Publishing.
Patton, J. (2014). User story mapping: Discover the whole story, build the right product. Sebastopol, CA: O'Reilly Media.
Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.
Krause, L. (2014). Microservices: Patterns and applications. Paris, France: Lucas Krause.
MINIMUM
MARKETABLE FEATURE
- MMF -
Advantage
Difference
Revenue
Profit
Savings
Brand
Loyalty
MINIMUM
VIABLE PRODUCT
- MVP -
Goal
Process
Features
Priorities
Story Map
Architecture
STORY MAP
OR IMPACT MAP
- SM or IM -
Goal
Actors
Impacts
Deliverables
Measures
Milestones
VISION
STATEMENT
- VS -
For <customer>
Who <needs it>
The <product>
Is a <benefit>
That <customer>
Unlike <other>
Ours <different>
MICRO-
SERVICE
- MS -
Purpose
Automated
Unique
Independent
Resilient
Ecosystem
Consumer
7. 7
Agile Containerized Microservices
Lightweight, fast, disposable virtual environments
Set of isolated processes running on shared kernel
Efficient way for building, delivering, & running apps
Monolithic Applications Just-Enough Applications Containerized Apps
Minimal - Typically single process entities
Declarative - Built from layered Docker images
Immutable - Do exactly same thing from run to kill
• Small autonomous services that work together
• Self-contained process that provides a unique capability
• Loosely coupled service oriented architecture with bounded contexts
• Small independent processes communicating with each other using language-agnostic APIs
• Fined-grained independent services running in their own processes that are developed and deployed independently
• Suite of services running in their own process, exposing APIs, and doing one thing well (independently developed and deployable)
• Single app as a suite of small services, each running in its own process and communicating with lightweight mechanisms (HTTP APIs)
Krause, L. (2014). Microservices: Patterns and applications. Paris, France: Lucas Krause.
8. Thousands of Tests
Continuously Executed
No More Late Big
Bang Integration
User needs designed & developed one-at-a-time
Changes automatically detected, built, and tested
System fully tested and deployed as changes occur
8Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.
Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.
Build
Integration
Server
Version
Control
Server
Build
Scripts
UsesWatches
Build
Status
ProvidesDeveloper A
Developer B
Developer C
Commits
Changes
Commits
Changes
Commits
Changes
Builds
Database
Analysis
Testing
Reporting
Documentation
Deployment
Early, Automated, Fast,
Efficient, & Repeatable
Constant Readiness
State & CM Control
Lean, Waste Free, Low WIP,
No Deadlocked Test Queues
Rapidly & Successfully
Dev. Complex Systems
Agile Testing—Workflow
9. 9
Traditional vs. Agile Cumulative Flow
Work(Story,Point,Task)orEffort(Week,Day,Hour)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Work(Story,Point,Task)orEffort(Week,Day,Hour)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Traditional Cumulative Flow Agile Cumulative Flow
Late big bang integration increases WIP backlog
Agile testing early and often reduces WIP backlog
Improves workflow and reduces WIP & lead times
Anderson, D. J. (2004). Agile management for software engineering. Upper Saddle River, NJ: Pearson Education.
Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.
Agile Testing—Workflow—Cont’d
10. Large Traditional Projects
10
Big projects result in poor quality and scope changes
Productivity declines with long queues/wait times
Large projects are unsuccessful or canceled
Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill.
Size vs. Quality
DEFECTS
0.00
3.20
6.40
9.60
12.80
16.00
0 2 6 25 100 400
SIZE
Size vs. Productivity
PRODUCTIVITY
0.00
1.00
2.00
3.00
4.00
5.00
0 2 6 25 100 400
SIZE
Size vs. Change
CHANGE
0%
8%
16%
24%
32%
40%
0 2 6 25 100 400
SIZE
Size vs. Success
SUCCESS
0%
12%
24%
36%
48%
60%
0 2 6 25 100 400
SIZE
11. Global Project Failures
11
Standish Group. (2015). Chaos summary 2015. Boston, MA: Author.
Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.
Challenged and failed projects hover at 67%
Big projects fail more often, which is 5% to 10%
Of $1.7T spent on IT projects, over $858B were lost
$0.0
$0.4
$0.7
$1.1
$1.4
$1.8
2002 2003 2004 2005 2006 2007 2008 2009 2010
Trillions(USDollars)
Expenditures Failed Investments
0% 20% 40% 60% 80% 100%
28%
34%
29%
35%
32%
33%
27%
28%
29%
49%
51%
53%
46%
44%
41%
56%
55%
52%
23%
15%
18%
19%
24%
26%
17%
17%
19%
2000
2002
2004
2006
2008
2010
2012
2014
2015
Year
Successful Challenged Failed
12. 12
Models of AGILE TESTING
TDD
- 2003 -
CI
- 2006 -
BDD
- 2008 -
CD
- 2011 -
DEVOPS
- 2012 -
DEVOPSSEC
- 2014 -
User Story
Acc Criteria
Dev Unit Test
Run Unit Test
Write SW Unit
Re-Run Unit Test
Refactor Unit
Building
Database
Inspections
Testing
Feedback
Documentation
Deployment
Analyze Feature
Acc Criteria
Dev Feat. Test
Run Feat. Test
Develop Feature
Re-Run Feature
Refactor Feat.
Packaging
Acceptance
Load Test
Performance
Pre-Production
Certification
Deployment
Sys Admin
Config. Mgt.
Host Builds
Virtualization
Containerization
Deployment
Monitor & Supp
Sec. Engineer.
Sec. Containers
Sec. Evaluation
Sec. Deploy.
Runtime Prot.
Sec. Monitoring
Response Mgt.
Beck, K. (2003). Test-driven development: By example. Boston, MA: Addison-Wesley.
Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.
Barker, K., & Humphries, C. (2008). Foundations of rspec: Behavior driven development with ruby and rails. New York, NY: Apress.
Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.
Huttermann, M. (2012). Devops for developers: Integrate development and operations the agile way. New York, NY: Apress.
Bird, J. (2016). Devopssec: Delivering secure software through continuous delivery. Sebastopol, CA: O'Reilly Media.
Numerous models of lean-agile testing emerging
Based on principles of lean & agile one piece flow
Include software, hardware, system, & port. testing
13. BASIC—Test Driven Development
Term coined by Kent Beck in 2003
Consists of writing all tests before design
Ensures all components are verified and validated
13Beck, K. (2003). Test-driven development: By example. Boston, MA: Addison-Wesley.
14. Agile TDD consists of seven broad practices
Document test criteria, tests, software units, etc.
Include refactoring, verification, optimization, etc.
14
Practice
User Story
Acc Criteria
Dev Test
Run Test
Dev Unit
Rerun Test
Refactor Unit
Description
Read story, analyze meaning, ask questions, and clarify understanding
Identify, verify, and document acceptance criteria for each user story
Design, develop, code, and verify automated unit test for user story
Run automated unit test to verify that it fails the first time (sanity check)
Design, develop, code, and verify the software unit to satisfy user story
Rerun automated unit test to see if code satisfies automated unit test
Refine, reduce, and simplify code to remove waste and optimize performance
PRACTICES—Test Driven Develop.
Beck, K. (2003). Test-driven development: By example. Boston, MA: Addison-Wesley.
15. BASIC—Behavior Driven Develop.
Term coined by Dan North in 2006
Consists of writing feature tests before design
Ensures all system features are verified and validated
15Smart, J. F. (2014). BDD in action: Behavior-driven development for the whole software lifecycle. Shelter Island, NY: Manning Publications.
16. Agile BDD consists of seven broad practices
Document test criteria, tests, syst. features, etc.
Include refactoring, verification, optimization, etc.
16
Practice
Feature
Acc Criteria
Dev Test
Run Test
Dev Feature
Rerun Test
Refac Feature
Description
Read feature, analyze meaning, ask questions, and clarify understanding
Identify, verify, and document acceptance criteria for each feature
Design, develop, code, and verify automated feature test for feature
Run automated feature test to verify that it fails the first time (sanity check)
Design, develop, code, and verify the feature software to satisfy feature
Rerun automated feature test to see if code satisfies automated feature test
Refine, reduce, and simplify code to remove waste and optimize performance
PRACTICES—Behavior Driven Dev.
Smart, J. F. (2014). BDD in action: Behavior-driven development for the whole software lifecycle. Shelter Island, NY: Manning Publications.
17. ADVANCED—Continuous Integration
Term coined by Martin Fowler in 1998
Process of automated build/regression testing
Evaluates impact of changes against entire system
17Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.
ALL DEVELOPERS RUN PRIVATE BUILDS
DEVELOPERS COMMIT CODE TO VERSION CONTROL
INTEGRATION BUILDS OCCUR SEVERAL TIMES PER DAY
100% OF SYSTEM TESTS MUST PASS FOR EVERY BUILD
A SHIPPABLE PRODUCT RESULTS FROM EVERY BUILD
FIXING BROKEN BUILDS IS OF THE HIGHEST PRIORITY
REPORTS AUTOMATICALLY GENERATED & REVIEWED
18. Agile CI consists of seven broad practices
Automated build, database, inspection, tests, etc.
Include reporting, documentation, deployment, etc.
18
Practice
Building
Database
Inspections
Testing
Feedback
Documentation
Deployment
Description
Frequently assembling products and services to ensure delivery readiness
Frequently generating/analyzing database schemas, queries, and forms
Frequently performing automated static analysis of product/service quality
Frequently performing automated dynamic product and service evaluation
Frequently generating automated status reports/messages for all stakeholders
Frequently performing automated technical/customer document generation
Frequently performing automated delivery of products/services to end users
Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.
Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.
PRACTICES—Continuous Integration
19. Created by Jez Humble of ThoughtWorks in 2011
Includes CM, build, testing, integration, release, etc.
Goal is one-touch automation of deployment pipeline
19
Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.
Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.
Ohara, D. (2012). Continuous delivery and the world of devops. San Francisco, CA: GigaOM Pro.
CoQ
• 80% MS Tst
• 8/10 No Val
• $24B in 90s
• Rep by CD
• Not Add MLK
ENTERPRISE—Continuous Delivery
20. Agile CD consists of seven broad practices
Automated acceptance, load, performance, etc.
Include packaging, pre-production test, C&A, etc.
20
Practice
Packaging
Acceptance
Load Test
Performance
Pre-Production
Certification
Deployment
Description
Frequently generating system images for pre-production testing & checkout
Frequently performing automated system & user acceptance testing
Frequently performing automated system load, stress, & capacity testing
Frequently performing automated system user & technical performance testing
Frequently performing automated pre-production tests prior to final deployment
Frequently performing automated system certification & accreditation tests
Frequently generating product images for pre-deployment testing & checkout
Mukherjee, J. (2015). Continuous delivery pipeline: Where does it choke. Charleston, SC: CreateSpace.
Swartout, P. (2014). Continuous delivery and devops: A quickstart guide. Birmingham, UK: Packt Publishing.
PRACTICES—Continuous Delivery
21. Created by Patrick Debois of Jedi BVBA in 2007
Collaboration of developers & infrastructure people
Goal to automate the deployment to end-user devices
21
Bass, L., Weber, I., & Zhu, L. (2015). Devops: A software architect's perspective. Old Tappan, NJ: Pearson Education.
Gruver, G., & Mouser, T. (2015). Leading the transformation: Applying agile and devops at scale. Portland, OR: IT Revolution Press.
Humble, J., Molesky, J., & O'Reilly, B. (2015). Lean enterprise: How high performance organizations innovate at scale. Sebastopol, CA: O'Reilly Media.
GLOBAL—Development Operations
22. Agile DevOps consists of seven broad practices
Automated sys admin, CM, building, monitor, etc.
Include virtualization, containerize, deployment, etc.
22
Practice
Sys Admin
Config. Mgt.
Host Builds
Virtualization
Containerize
Deployment
Monitor & Supp
Description
Frequently performing automated system administration tasks, i.e., scripting
Frequently performing automated infrastructure config. mgt./version control
Frequently performing automated system and server host builds and config.
Frequently performing automated system, server, & net virtualization services
Frequently performing automated software and Microservices containerization
Frequently generating final end-user system & software images for distribution
Frequently performing automated metrics collection & deployment monitoring
Duffy, M. (2015). Devops automation cookbook: Over 120 recipes coverying key automation techniques. Birmingham, UK: Packt Publishing.
Farcic, V. (2016). The devops 2.0 toolkit: Automating the continuous deployment pipelines with containerized microservices. Victoria, CA: LeanPub.
PRACTICES—Development Operations
26. Fewer integrations leave in higher bug counts
Frequent, early integrations eliminate most defects
Goal is to have as many early integrations as possible
26
Lacoste, F. J. (2009). Killing the gatekeeper: Introducing a continuous integration system. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA, 387-392.
Number of
Integrations
Less Defects
•More Integrations
•Early IntegrationsMore Defects
•Few Integrations
•Late Integrations
Agile Testing—CI Statistics
27. 27
Hewlett-Packard is a major user of CI, CD, & DevOps
400 engineers developed 10 million LOC in 4 years
Major gains in testing, deployment, & innovation
Gruver, G., Young, M. & Fulghum, P. (2013). A practical approach to large-scale agile development. Upper Saddle River, NJ: Pearson Education.
TYPE METRIC MANUAL DEVOPS MAJOR GAINS
CYCLE TIME
IMPROVEMENTS
Build Time 40 Hours 3 Hours 13 x
No. Builds 1-2 per Day 10-15 per Day 8 x
Feedback 1 per Day 100 per Day 100 x
Regression Testing 240 Hours 24 Hours 10 x
DEVELOPMENT
COST EFFORT
DISTRIBUTION
Integration 10% 2% 5 x
Planning 20% 5% 4 x
Porting 25% 15% 2 x
Support 25% 5% 5 x
Testing 15% 5% 3 x
Innovation 5% 40% 8 x
Agile Testing—CD Statistics
28. Assembla went from 2 to 45 releases every month
15K Google developers run 120 million tests per day
30K+ Amazon developers deliver 136K releases a day
28Singleton, A. (2014). Unblock: A guide to the new continuous agile. Needham, MA: Assembla, Inc.
62x Faster
U.S. DoD
IT Project
3,645x Faster
U.S. DoD
IT Project
Agile Testing—DevOps Statistics
29. 29Juengst, D. (2015). Deliver better software faster: With the cloudbees jenkins platform. San Francisco, CA: CloudBees.
Weeks, D. E. (2014). Devops and continuous delivery reference architectures (volume 1 & 2). Fulton, MD: Sonatype.
Agile Testing—DevOps Ecosystem
Numerous tools to automate DevOps pipeline
People can piece together toolset along with hubs
Tools include version control, testing, & deployment
30. Simple example of a DevOps reference architecture
Includes CM, continuous integration, & deployment
Code automatically built/tested/deployed to users
30Morris, B., & Cassatt, C. (2015). Devops for the rest of us. Proceedings of the Agile DC Conference, Washington, DC, USA.
Weeks, D. E. (2014). Devops and continuous delivery reference architectures (volume 1 & 2). Fulton, MD: Sonatype.
Agile Testing—DevOps Example
31. 31Tesauro, M. (2016). Taking appsec to 11: Appsec pipelines, devops, and making things better. Denver, CO: SnowFROC 2016.
Weeks, D. E. (2014). Devops and continuous delivery reference architectures (volume 1 & 2). Fulton, MD: Sonatype.
Agile Testing—DevOps Security
Many tools emerging for DevOps application security
Begins-ends with microservices—tiny attack surface
Includes containers, testing, & real-time monitoring
32. 32
Agile Tools
“Periodic Table of DevOps Automation”
XeniaLabs. (2016). Periodic table of devops tools. Retrieved April 11, 2016, from https://xebialabs.com/periodic-table-of-devops-tools.
Weeks, D. E. (2014). Devops and continuous delivery reference architectures (volume 1 & 2). Fulton, MD: Sonatype.
33. Eliminates big-bang integration in the 11th hour
Creates a repeatable and reliable testing process
Evaluates system-wide changes throughout project
33Maeda, M. K. (2009). Agile testing: Early, often, and smart. Arlington, MA: Cutter Consortium.
What’s the Bottom Line?
“Agile Testing Done Early & Often”
Agile TestingTraditional Testing
Dramatically reduces risks
· Automates manual processes
· Instant verification & validation
· High project visibility
· Greater confidence and morale
· Incremental business value
· 24x7 deployability to users
· Highly quality and reliability
Late defect discovery
· Low quality software
· Poor project visibility
· Lack of deployability
· Late big-bang integration
· Testing is a bottleneck
· Poor customer satisfaction
· Outright project failure
··
34. Books on Agile Testing
Thousands of textbooks on agile methods
Include requirements, design, coding, test, etc.
Continuous Integration, Delivery, & DevOps best
34
Beck, K. (2003). Test-driven development: By example. Boston, MA: Addison-Wesley.
Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.
Smart, J. F. (2014). BDD in action: Behavior-driven development for the whole software lifecycle. Shelter Island, NY: Manning Publications.
Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.
Kim, G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security in technology
organizations. Portland, OR: IT Revolution Press.
35. Dave’s PROFESSIONAL CAPABILITIES
35
Software
Quality
Mgt.
Technical
Project
Mgt.
Software
Development
Methods
Strategy &
Roadmapping
Systems
Engineering
Cost Estimates
& Scheduling
Acquisition &
Contracting
Organization
Change
Lean, Kanban,
& Six Sigma
Modeling &
Simulations
Big Data,
Cloud, NoSQL
Workflow
Automation
Metrics,
Models, & SPC
BPR, IDEF0,
& DoDAF
DoD 5000,
TRA, & SRA
PSP, TSP, &
Code Reviews
CMMI &
ISO 9001
Innovation
Management
Statistics, CFA,
EFA, & SEM
Research
Methods
Evolutionary
Design
Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc.
Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOps, etc.
STRENGTHS – Data Mining Gathering & Reporting Performance Data Strategic Planning Executive & Manage-
ment Briefs Brownbags & Webinars White Papers Tiger-Teams Short-Fuse Tasking Audits & Reviews Etc.
● Data mining. Metrics, benchmarks, & performance.
● Simplification. Refactoring, refinement, & streamlining.
● Assessments. Audits, reviews, appraisals, & risk analysis.
● Coaching. Diagnosing, debugging, & restarting stalled projects.
● Business cases. Cost, benefit, & return-on-investment (ROI) analysis.
● Communications. Executive summaries, white papers, & lightning talks.
● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans.
PMP, CSEP,
FCP, FCT
ACP, CSM,
& SAFE
33 YEARS
IN IT
INDUSTRY
37. Five Keys to Enterprise Agility
37Kim, G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security
in technology organizations. Portland, OR: IT Revolution Press.
Everything begins with lean & agile principles
Next step is smaller portfolio & simpler designs
Final step is modular interfaces & E2E automation
38. 38
Capability #1
● Feature 1
● Feature 2
● Feature 3
● Feature 4
● Feature 5
● Feature 6
● Feature 7
Capability #2
● Feature 8
● Feature 9
● Feature 10
● Feature 11
● Feature 12
● Feature 13
● Feature 14
Capability #3
● Feature 15
● Feature 16
● Feature 17
● Feature 18
● Feature 19
● Feature 20
● Feature 21
Capability #4
● Feature 22
● Feature 23
● Feature 24
● Feature 25
● Feature 26
● Feature 27
● Feature 28
Capability #5
● Feature 29
● Feature 30
● Feature 31
● Feature 32
● Feature 33
● Feature 34
● Feature 35
Capability #6
● Feature 36
● Feature 37
● Feature 38
● Feature 39
● Feature 40
● Feature 41
● Feature 42
Capability #7
● Feature 43
● Feature 44
● Feature 45
● Feature 46
● Feature 47
● Feature 48
● Feature 49
1
2 3
4
5 6
7
8 9
10
11 12
13
14 15
16
17 18
19
20 21
Evolving “Unified/Integrated” Enterprise Data Model
“Disparate” LEGACY SYSTEM DATABASES (AND DATA MODELS)
ETL
A A
B C
D E F
G H I J K
A
B C
D E F
A
B C
D E
A
B C
D
A
B C
A
B
“Legacy” MS SQL Server Stovepipes “Inter-Departmental” Linux Blade/Oracle/Java/WebSphere Server
“Leased” DWA/HPC/Cloud Services
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7
ETL ETL ETL ETL ETL ETL
Bente, S., Bombosch, U., & Langade, S. (2012). Collaborative enterprise architecture: Enriching EA with lean, agile, and enterprise 2.0 practices. Waltham, MA: Elsevier.
(for example, assume 25 user stories per feature, 175 user stories per capability, and 1,225 user stories total)
Organize needs into capabilities, features, and stories
Prioritize features, group releases, and initiate sprints
Develop minimum set of features with highest value
Agile Systems Development
Release
Release
Release
Release
MMF
- or -
MVP
39. Grant, T. (2005). Continuous integration using cruise control. Northern Virginia Java Users Group (Novajug), Reston, Virginia, USA.
Fredrick, J. (2008). Accelerate software delivery with continuous integration and testing. Japanese Symposium on Software Testing, Tokyo, Japan.
Most agile testing tools are “free” open source
Build server costs no more than a commodity PC
10x more efficient/effective than traditional testing
39
Agile Testing—CI Stats—Cont’d
40. Traditional vs. Agile Testing
Traditional testing is a late, manual process
Agile testing is an early and automated process
Goal to deliver early & often and V&V components
40
Rico, D. F. (2012). Agile testing resources. Retrieved Sep. 9, 2012, from http://davidfrico.com/agile-testing-resources.txt
Crispin, L., & Gregory, J. (2009). Agile testing: A practical guide for testers and agile teams. Boston, MA: Addison-Wesley.
Grant, T. (2005). Continuous integration using cruise control. Northern Virginia Java Users Group (Novajug), Reston, Virginia, USA.
AGILE TESTING
- Early Incremental Testing -
TRADITIONAL TESTING
- Late Big Bang Integration Testing -
Test Criteria Accompany Stories
Automated Tests Written First
Units Coded-Tested One at Time
Code is Frequently Checked In
Code Automatically Retrieved
Code Automatically Compiled
Tests Automatically Executed
Instant Feedback & Test Reports
Test Criteria Written After Fact
Manual Tests Written Much Later
Units Coded Late All at One Time
Code Checked In Late in Project
Code Manually Submitted to Test
Code Manually Compiled & Built
Tests Manually Executed Late
Late Project Feedback & Reports
Code Automatically DeployedLate Defects Freeze Projects
41. Agile teams don’t often use TDD, CI, CD & DevOps
Implement independent test teams after Sprints done
Sprint Waterfalling, Scrummerfalling, & Wagile result
41
Heusser, M. (2015). 12 years of agile testing: What do we know now. Proceedings of the Agile Gathering, Grand Rapids, Michigan, USA.
Incorrect
• Phased Testing
• Separate Teams
• Delayed Testing
Correct
• Integrated Testing
• Integrated Teams
• Continuous Testing
Agile Testing—Anti-Patterns
42. Agile testing slows down with very large systems
Slow testing slows integration and increases bugs
Agile testing can speed back up with more attention
42
Kokko, H. (2009). Increase productivity with large scale continuous integration. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA.
MICRO ADJUSTMENTS
- Focused Impact Tuning-
MACRO ADJUSTMENTS
- Wide Impact Tuning-
Add More CPUs & Memory
Parallelize System Builds
Replace 3rd Party Test Libraries
Reduce or Remove Test Timeouts
Select Different Tests
Refactor Code & Components
Tune Network & Software
Tune Database & Middleware
In-Memory Compilation
Parallelize Test Runs
Pre-Install Test Libraries
Remove Process Randomness
Use Faster Code & Test Tools
Incremental vs. Big Bang Tests
Parallelize Build & Install
Tune & Optimize Build Process
Agile Testing—Scaling Practices
43. Industry very slow in adopting agile testing model
Cost, difficulty, and territorialism are common issues
Developers must take initiative for disciplined testing
43
Technical BarriersOrganizational Barriers
Developers don’t want to test
· Infrequently committing code
· Committing broken code
· Failing to immediately fix builds
· Not writing automated tests
· Not ensuring 100% of tests pass
· Not running private builds
· Resorting to traditional testing
Resistance to change
· Fear of investment costs
· Fear of learning new skills
· Test group territorialism
· Organizational policy conflicts
· Overhead of maintaining CI
· Complexity and scaling
· Not developing a quality culture
··
Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.
Agile Testing—Common Barriers
44. Agile test use is low in spite of its age, i.e., 15 years
Many do not understand its utter simplicity and power
Failure to use agile testing undermines project success
44
Kim, D. (2013). The state of scrum: Benchmarks and guidelines. Indianapolis, IN: Scrum Alliance.
Agile Practices
Retrospectives
Refactoring
Done Definition
Test Tools
Test Driven Dev.
CM Tools
Simplicity
Pair Programming
Technical Debt
Agile Testing 13%
Continuous Integrations
Weekly
Daily
2-3 Times
Per Day
Never
2-3
Times
Per
Iteration
Agile Testing—Usage Statistics
45. DevOps adoption growing fast in-spite of slow start
24% firms use DevOps, 38% plan to, & 38% in-dark
DevOps a global industry-wide extinction-level event
45
Brown, A. (2016). Devops and the need for speed, quality, and security: Do organizations really have to pick two out of three. Portland, OR: Puppet Labs.
Agile Testing—DevOps Adoption
46. Activity Def CoQ DevOps Economics Hours ROI
Development Operations 100 0.001 100 Defects x 70% Efficiency x 0.001 Hours 0.070 72,900%
Continuous Delivery 30 0.01 30 Defects x 70% Efficiency x 0.01 Hours 0.210 24,300%
Continuous Integration 9 0.1 9 Defects x 70% Efficiency x 0.1 Hours 0.630 8,100%
Software Inspections 3 1 2.7 Defects x 70% Efficiency x 1 Hours 1.890 2,700%
"Traditional" Testing 0.81 10 0.81 Defects x 70% Efficiency x 10 Hours 5.670 900%
Manual Debugging 0.243 100 0.243 Defects x 70% Efficiency x 100 Hours 17.010 300%
Operations & Maintenance 0.073 1,000 0.0729 Defects x 70% Efficiency x 1,000 Hours 51.030 n/a
46
Agile testing is orders-of-magnitude more efficient
Based on millions of automated tests run in seconds
One-touch auto-delivery to billions of global end-users
Rico, D. F. (2016). Devops cost of quality (CoQ): Phase-based defect removal model. Retrieved May 10, 2016, from http://davidfrico.com
Agile Testing—DevOps CoQ
47. Microsoft created software security life cycle in 2002
Waterfall approach tailored for Scrum sprints in 2009
Uses security req, threat modeling & security testing
47
Microsoft. (2011). Security development lifecycle: SDL Process Guidance (Version 5.1). Redmond, WA: Author.
Microsoft. (2010). Security development lifecycle: Simplified implementation of the microsoft SDL. Redmond, WA: Author.
Microsoft. (2009). Security development lifecycle: Security development lifecycle for agile development (Version 1.0). Redmond, WA: Author.
Bidstrup, E., & Kowalczyk, E. C. (2005). Security development lifecycle. Changing the software development process to build in security from the start. Security Summit West.
SEE DETAILED - SECURITY LIFE CYCLE STEPS
http://davidfrico.com/agile-security-lifecycle.txt
Agile Testing—Security Life Cycle
48. Key Agile SCALING POINTERS
One must think and act small to accomplish big things
Slow down to speed up, speed up ‘til wheels come off
Scaling up lowers productivity, quality, & business value
48
Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com
EMPOWER WORKFORCE - Allow workers to help establish enterprise business goals and objectives.
ALIGN BUSINESS VALUE - Align and focus agile teams on delivering business value to the enterprise.
PERFORM VISIONING - Frequently communicate portfolio, project, and team vision on continuous basis.
REDUCE SIZE - Reduce sizes of agile portfolios, acquisitions, products, programs, projects, and teams.
ACT SMALL - Get large agile teams to act, behave, collaborate, communicate, and perform like small ones.
BE SMALL - Get small projects to act, behave, and collaborate like small ones instead of trying to act larger.
ACT COLLOCATED - Get virtual distributed teams to act, behave, communicate and perform like collocated ones.
USE SMALL ACQUISITION BATCHES - Organize suppliers to rapidly deliver new capabilities and quickly reprioritize.
USE LEAN-AGILE CONTRACTS - Use collaborative contracts to share responsibility instead of adversarial legal ones.
USE ENTERPRISE AUTOMATION - Automate everything with Continuous Integration, Continuous Delivery, & DevOps.
49. Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.
Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books.
Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.
Change, no matter how small or large, is difficult
Smaller focused changes help to cross the chasm
Validating, simplifying, & incrementalism are keys
49
INFLUENCER
Create new experiences
Create new motives
Perfect complex skills
Build emotional skills
Recruit public figures
Recruit influential leaders
Utilize teamwork
Power of social capital
Use incentives wisely
Use punishment sparingly
Make it easy
Make it unavoidable
MAKE IT DESIRABLE
SURPASS YOUR LIMITS
USE PEER PRESSURE
STRENGTH IN NUMBERS
DESIGN REWARDS
CHANGE ENVIRONMENT
DRIVE
PURPOSE
AUTONOMY
MASTERY
Purpose-profit equality
Business& societal benefit
Share control of profits
Delegate implementation
Culture & goal alignment
Remake society-globe
Accountable to someone
Self-select work tasks
Self-directed work tasks
Self-selected timelines
Self-selected teams
Self-selected implement.
Experiment & innovate
Align tasks to abilities
Continuously improve
Learning over profits
Create challenging tasks
Set high expectations
A-B-C
Reduce Your Power
Take Their Perspective
Use Strategic Mimicry
Use Interrogative Self-Talk
Opt. Positivity Ratios
Offer Explanatory Style
Find the Right Problem
Find Your Frames
Find an Easy Path
ATTUNEMENT
BUOYANCY
CLARITY
SWITCH
Follow the bright spots
Script the critical moves
Point to the destination
Find the feeling
Shrink the change
Grow your people
Tweak the environment
Build habits
Rally the herd
DIRECT THE RIDER
MOTIVATE ELEPHANT
SHAPE PATH
DECISIVE
COMMON ERRORS
Narrow framing
Confirmation bias
Short term emotion
Over confidence
WIDEN OPTIONS
Avoid a narrow frame
Multi-track
Find out who solved it
TEST ASSUMPTIONS
Consider the opposite
Zoom out & zoom in
Ooch
ATTAIN DISTANCE
Overcome emotion
Gather & shift perspective
Self-directed work tasks
PREPARE TO BE WRONG
Bookend the future
Set a tripwire
Trust the process
Models of AGILE ORG. CHANGE
50. Agile vs. Traditional Success
Traditional projects succeed at 50% industry avg.
Traditional projects are challenged 20% more often
Agile projects succeed 3x more and fail 3x less often
Standish Group. (2012). Chaos manifesto. Boston, MA: Author.
50
Agile Traditional
Success
42%
Failed
9%
Challenged
49%
Success
14%
Failed
29%
Challenged
57%
51. Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation
and adaptability and its effect on financial performance. Stamford, CT: BTM Corporation.
51
Study of 15 agile vs. non-agile Fortune 500 firms
Based on models to measure organizational agility
Agile firms out perform non agile firms by up to 36%
Fin. Benefits to ENTERPRISE AGILITY
52. Suhy, S. (2014). Has the U.S. government moved to agile without telling anyone? Retrieved April 24, 2015, from http://agileingov.com
Porter, M. E., & Schwab, K. (2008). The global competitiveness report: 2008 to 2009. Geneva, Switzerland: World Economic Forum. 52
U.S. gov’t agile jobs grew by 13,000% from 2006-2013
Adoption is higher in U.S. DoD than Civilian Agencies
GDP of countries with high adoption rates is greater
High
Low
Low HighAGILITY
COMPETITIVENESS
GOVERNMENT AGILE JOB GROWTH
PERCENTAGE
13,000%
0
2006 2013YEARS
GOVERNMENT COMPETITIVENESS
Nat’l Benefits to ENTERPRISE AGILITY