Have you ever found yourself in a conversation with stakeholders, development team, or both that was going no where? Do you find that the written word never quite conveys what you are trying to say? Are you a believer in the saying “a picture is worth a 1,000 words?” Are you always looking for the closest whiteboard and marker?
You may want to try collaborative modeling.
Collaborative modeling refers to the use of well-known requirements modeling techniques in a collaborative fashion to build and maintain a shared understanding of your problem space and potential solution(s).
Join Kent to explore how to use requirements models as collaborative elicitation and analysis techniques with your delivery team and stakeholders. We won’t necessarily cover how to do create every specific type of model, but we will talk about when specific techniques are the most helpful, and how to use them in a collaborative fashion.
Learning Objectives:
- When specific modeling techniques may be the most helpful
- How to model collaboratively
- Why collaborative modeling is effective
Analysis With an Agile Mindset WorkshopKent McDonald
Analysis is often portrayed as eliciting and documenting requirements, frequently in terms that sound a lot like asking people what they want and writing it down. Analysis is about understanding your stakeholders and their needs, identifying the best solution for satisfying those needs in your particular context, and then building a shared understanding of that solution. Requirements play a part in that work, especially around describing the need, but they are certainly not the end product.
In this session, Kent McDonald will guide you through an approach to analysis in an agile manner. You’ll see examples of techniques that will help you understand stakeholders, context, and needs and then determine and describe possible solutions. You’ll then get an opportunity to try those techniques out on a case study. Along the way you’ll find out how to use analysis to determine if you are doing the right thing and how to determine how much analysis is just enough.
Key takeaways:
- Identify and understand potential users with user modeling.
- Determine the appropriate design approach for your project using the Purpose Based Alignment Model.
- Use decision filters to clearly state the desired outcome of your project and provide team with information for decision making.
- Identify and describe backlog items in more detail using collaborative modeling.
Agile In Transition and In Business World | Mick ChungAgileTour@TW
Agile Contract and Kanban in Business Operation
1. Agile is good, but …
2. Communication Starts Within.
3. Documentation is not evil.
4. Contract can be a great help not constraints.
5. Let’s Build Ourselves and The Future a Perfect World.
"How Scrum Motivates People" by Rudy Rahadian (XL Axiata)Tech in Asia ID
Rudy is graduated from non-IT/ non-Computer Science degree but start his debut as a Junior Web Designer at his own almamater, Brawijaya University - Malang with two silver bullet, Front Page and Photoshop Skill :) .
Ever work for various company scale, from startup to enterprise, even freelancing. Now, working as an Agent of Happyness (read: Scrum Master) in XL Axiata. He is very excited to have awesome team, both business and developer team, together build better software development environment, in Agile way. And the team looks so happy to nurture their 'baby scrum' now.
Also, he is actively going to Agile and Scrum event, meetup, congress, lean coffee, and also organize some scrum event in Jakarta. Means, still learn!
***
This slide was shared at Tech in Asia Product Development Conference 2017 (PDC'17) on 9-10 August 2017.
Get more insightful updates from TIA by subscribing techin.asia/updateselalu
by Robert Boyd
Scrum/Agile Product over Project
Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. We’ll look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. We’ll look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer..
Delivery: Product over Project
We’ll look at how having a project delivery focus can reduce understanding the customer. We’ll look at how having a product focus helps drive more frequent deliveries. We’ll also take about the winners and losers when we have the project focus driving our delivery rhythms. We’ll also provide some tips on to make your product & customer central to your delivery strategy.
Team: Product over Project
We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.
You keep using the word agile, i do not think it means what you think it meansNathan Gloyn
Slides for the talk about what people think agile is, what agile is about and how you can get back to the idea of agile.
A recording of the talk from NDC London 2016 should be available here https://vimeo.com/158164783
"The Story of How We Saved an Australia Telco Millions of Dollars by Invalida...Productized
A real product journey went on in 2017 while Amjad Sidqi was working as a Product Manager with one of Pivotal Labs' clients in Sydney.
In this PRODUCTIZED talk, Amjad brought to light, in a visual manner, the learnings from this journey, showing some of their research and iterations they made along the way.
Analysis With an Agile Mindset WorkshopKent McDonald
Analysis is often portrayed as eliciting and documenting requirements, frequently in terms that sound a lot like asking people what they want and writing it down. Analysis is about understanding your stakeholders and their needs, identifying the best solution for satisfying those needs in your particular context, and then building a shared understanding of that solution. Requirements play a part in that work, especially around describing the need, but they are certainly not the end product.
In this session, Kent McDonald will guide you through an approach to analysis in an agile manner. You’ll see examples of techniques that will help you understand stakeholders, context, and needs and then determine and describe possible solutions. You’ll then get an opportunity to try those techniques out on a case study. Along the way you’ll find out how to use analysis to determine if you are doing the right thing and how to determine how much analysis is just enough.
Key takeaways:
- Identify and understand potential users with user modeling.
- Determine the appropriate design approach for your project using the Purpose Based Alignment Model.
- Use decision filters to clearly state the desired outcome of your project and provide team with information for decision making.
- Identify and describe backlog items in more detail using collaborative modeling.
Agile In Transition and In Business World | Mick ChungAgileTour@TW
Agile Contract and Kanban in Business Operation
1. Agile is good, but …
2. Communication Starts Within.
3. Documentation is not evil.
4. Contract can be a great help not constraints.
5. Let’s Build Ourselves and The Future a Perfect World.
"How Scrum Motivates People" by Rudy Rahadian (XL Axiata)Tech in Asia ID
Rudy is graduated from non-IT/ non-Computer Science degree but start his debut as a Junior Web Designer at his own almamater, Brawijaya University - Malang with two silver bullet, Front Page and Photoshop Skill :) .
Ever work for various company scale, from startup to enterprise, even freelancing. Now, working as an Agent of Happyness (read: Scrum Master) in XL Axiata. He is very excited to have awesome team, both business and developer team, together build better software development environment, in Agile way. And the team looks so happy to nurture their 'baby scrum' now.
Also, he is actively going to Agile and Scrum event, meetup, congress, lean coffee, and also organize some scrum event in Jakarta. Means, still learn!
***
This slide was shared at Tech in Asia Product Development Conference 2017 (PDC'17) on 9-10 August 2017.
Get more insightful updates from TIA by subscribing techin.asia/updateselalu
by Robert Boyd
Scrum/Agile Product over Project
Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. We’ll look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. We’ll look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer..
Delivery: Product over Project
We’ll look at how having a project delivery focus can reduce understanding the customer. We’ll look at how having a product focus helps drive more frequent deliveries. We’ll also take about the winners and losers when we have the project focus driving our delivery rhythms. We’ll also provide some tips on to make your product & customer central to your delivery strategy.
Team: Product over Project
We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.
You keep using the word agile, i do not think it means what you think it meansNathan Gloyn
Slides for the talk about what people think agile is, what agile is about and how you can get back to the idea of agile.
A recording of the talk from NDC London 2016 should be available here https://vimeo.com/158164783
"The Story of How We Saved an Australia Telco Millions of Dollars by Invalida...Productized
A real product journey went on in 2017 while Amjad Sidqi was working as a Product Manager with one of Pivotal Labs' clients in Sydney.
In this PRODUCTIZED talk, Amjad brought to light, in a visual manner, the learnings from this journey, showing some of their research and iterations they made along the way.
No more superheroes - Creating Effective and Scalable Product Management Orga...Saeed Khan
Companies don't understand how to define Product Management, and thus usually struggle when trying to create a Product Management organization. This presentation -- originally presented at ProductCamp Boston in April 2011 -- provides some guidance on how to think about an organization that is scalable and can deliver on the diverse needs that companies demand of Product Management.
10 mistakes when you move to topic-based authoringSharon Burton
Topic-based authoring is the most cost-effective way to develop content in the "Do more with less" world we live in. It can help reduce localization costs, reduce project schedules, and help you better meet the needs of your users. It's a potential win/win for your company and your users. Makes you want to jump right in, doesn't it?
But moving to topic-based authoring can be one of the most expensive things you've ever done. In this talk, Sharon Burton will show you the top 10 mistakes made by companies and how you can avoid them. These mistakes can include missing deadlines, delivering poor quality content, or not integrating this content development strategy into the rest of the product development strategy.
If you're thinking about making this move, you'll learn what not to do; if you made the move and you're struggling, find out how to solve your problems. Either way, you really can't afford to miss this vendor-neutral discussion!
Proactively Designing for Diversity, Equity, and InclusionVMware Tanzu
SpringOne 2021
Session Title: Proactively Designing for Diversity, Equity, and Inclusion
Speakers: Megan Peaslee, Lead UX Researcher at University of Washington - Masters Student; Meghna Nayak, Product Designer at N/A; Rachel Feltes, UX Designer at University of Washington; Sara Koeck, UX Researcher at University of Washington
In the digital world, any successful product feature will be copied swiftly by competitors. The only way to maintain a competitive advantage is through the customer experience you provide.
by Marcio Sete
Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream.
The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work.
The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time.
The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s rouge!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements.
By identifying and shifting 25% of the average lead time from waiting time to value-added time, and organisation is literally, in one year, getting back the equivalent of three months of capacity from their entire team.
What would you do if you had an extra three months of capacity from your team every year, just by tweaking the way of working?
This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
DataDreamin presents: A Cup of Data vol 4 - Spilling the Tea on UX Design Principles - November 12th, 2021 by Elena Migunova.
You know how to build recipes and dashboards, got your Tableau CRM skills. But how do you create EFFECTIVE dashboards? This session will teach you how you can become a design hero and give you the right tools to apply UX design principles to your Tableau CRM dashboards.
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
Presenter: Conni Billé A proposal can be terrifying. If it is off-base, you probably just wrote yourself off the candidate list. What if you propose something too expensive? What if you underestimate the complexity of the project and quote a price that is too low? Conni will share some approaches that should make you feel more comfortable and confident when writing a proposal.
What do Scrum Masters Really Do? And do we need them?Kent McDonald
The Scrum Master role is a foundational concept of Scrum, yet like everything else, the role and it’s value should not be fixed. As with everything else related to agile, the nature of the Scrum Master role, and whether it is needed or all, depends a great deal on context. As teams discover this, it leads to some common questions:
* What do Scrum Masters Really Do?
* Do we even need Scrum Masters?
Join Jodi and Kent as we examine the Scrum Master role and attempt to answer the above questions. We’ll share our experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Scrum Master role and how it applies (or not) to your situation.
After all, the only consistent answer to the above questions is “it depends”.
In modern model-based development collaboration comes in two levels. First, developers want to create, edit and check the same shared specifications and avoid handling conflicts, run diff and merge activities etc. all taking time from the actual development work. Second, also language developers defining modeling languages, generators, notations, checks etc. want to collaborate similarly too. Slides describe how to work collaboratively in MetaEdit+ tool with models and metamodelsand as well as describe the benefits it provides.
No more superheroes - Creating Effective and Scalable Product Management Orga...Saeed Khan
Companies don't understand how to define Product Management, and thus usually struggle when trying to create a Product Management organization. This presentation -- originally presented at ProductCamp Boston in April 2011 -- provides some guidance on how to think about an organization that is scalable and can deliver on the diverse needs that companies demand of Product Management.
10 mistakes when you move to topic-based authoringSharon Burton
Topic-based authoring is the most cost-effective way to develop content in the "Do more with less" world we live in. It can help reduce localization costs, reduce project schedules, and help you better meet the needs of your users. It's a potential win/win for your company and your users. Makes you want to jump right in, doesn't it?
But moving to topic-based authoring can be one of the most expensive things you've ever done. In this talk, Sharon Burton will show you the top 10 mistakes made by companies and how you can avoid them. These mistakes can include missing deadlines, delivering poor quality content, or not integrating this content development strategy into the rest of the product development strategy.
If you're thinking about making this move, you'll learn what not to do; if you made the move and you're struggling, find out how to solve your problems. Either way, you really can't afford to miss this vendor-neutral discussion!
Proactively Designing for Diversity, Equity, and InclusionVMware Tanzu
SpringOne 2021
Session Title: Proactively Designing for Diversity, Equity, and Inclusion
Speakers: Megan Peaslee, Lead UX Researcher at University of Washington - Masters Student; Meghna Nayak, Product Designer at N/A; Rachel Feltes, UX Designer at University of Washington; Sara Koeck, UX Researcher at University of Washington
In the digital world, any successful product feature will be copied swiftly by competitors. The only way to maintain a competitive advantage is through the customer experience you provide.
by Marcio Sete
Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream.
The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work.
The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time.
The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s rouge!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements.
By identifying and shifting 25% of the average lead time from waiting time to value-added time, and organisation is literally, in one year, getting back the equivalent of three months of capacity from their entire team.
What would you do if you had an extra three months of capacity from your team every year, just by tweaking the way of working?
This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
DataDreamin presents: A Cup of Data vol 4 - Spilling the Tea on UX Design Principles - November 12th, 2021 by Elena Migunova.
You know how to build recipes and dashboards, got your Tableau CRM skills. But how do you create EFFECTIVE dashboards? This session will teach you how you can become a design hero and give you the right tools to apply UX design principles to your Tableau CRM dashboards.
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
Presenter: Conni Billé A proposal can be terrifying. If it is off-base, you probably just wrote yourself off the candidate list. What if you propose something too expensive? What if you underestimate the complexity of the project and quote a price that is too low? Conni will share some approaches that should make you feel more comfortable and confident when writing a proposal.
What do Scrum Masters Really Do? And do we need them?Kent McDonald
The Scrum Master role is a foundational concept of Scrum, yet like everything else, the role and it’s value should not be fixed. As with everything else related to agile, the nature of the Scrum Master role, and whether it is needed or all, depends a great deal on context. As teams discover this, it leads to some common questions:
* What do Scrum Masters Really Do?
* Do we even need Scrum Masters?
Join Jodi and Kent as we examine the Scrum Master role and attempt to answer the above questions. We’ll share our experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Scrum Master role and how it applies (or not) to your situation.
After all, the only consistent answer to the above questions is “it depends”.
In modern model-based development collaboration comes in two levels. First, developers want to create, edit and check the same shared specifications and avoid handling conflicts, run diff and merge activities etc. all taking time from the actual development work. Second, also language developers defining modeling languages, generators, notations, checks etc. want to collaborate similarly too. Slides describe how to work collaboratively in MetaEdit+ tool with models and metamodelsand as well as describe the benefits it provides.
How to find the real need with socratic questioningKent McDonald
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning.
Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You'll then have a chance to practice them out to find out about a real project.
The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants.
Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.
Tis better to be effective than efficientKent McDonald
Better. Faster. Cheaper. Many IT organizations are constantly seeking the "best" practices that will deliver those characteristics, and the fact that they continue to search indicates they haven’t found them yet.
It could be they are looking in the wrong place. Most efforts around achieving better, faster, cheaper center around becoming ultra efficient.
Effectiveness may just be the better target.
Join Kent McDonald to explore the difference between efficiency and effectiveness and learn three simple, yet powerful, techniques that he has found can help teams be more effective. You’ll learn how to:
Build a shared understanding of the problem you are trying to solve
Establish clear guard rails for distributed decision making
Measure progress based on outcome, not output
Along the way he’ll share stories about how he has used these techniques and help you figure out when these techniques may work in your situation.
You may be able to get faster and cheaper with efficiency, but in order to get better outcomes, you need to be effective. Come to this session to learn how.
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions:
What do Product Owners Really Do?
Do we even need Product Owners?
Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other.
By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.
Do you work at an organization that is "scaling" agile or thinks they need to do "agile at scale"?
Do you find yourself asking these questions:
- What does scaling agile really mean, and is it necessary that we scale?
- If scaling means working with a large team, how do we make sure everyone is moving in the same direction?
- How do we deal with the complications that come with scaling, such as the dependencies that are inherently created?
Join Kent McDonald as he suggests answers to these questions in the form of 3D’s:
- Do "scaling" only when necessary
- Decision making in a complicated environment
- Dependencies and how to deal with them
As we examine these topics, Kent introduces simple, yet powerful techniques your teams can use to be more effective in an environment where scaling seems to be the right answer. You’ll walk away with ideas on how to apply these techniques in your own situation.
Learning Outcomes:
- Use the Context Leadership Model and the Cynefin model to determine if scaling is the right answer
- Encourage informed decision making through Purpose Based Alignment and decision filters
- Minimize dependencies through collaborative planning & consistent communication
Business valueiIs a conversation_kent-mcdonald_#bddxnyWendy Devolder
Kent McDonald explains how Business Value is a conversation, not a number, at the Agile Testing & BDD eXchange in New York (Oct 1sr 2012). Find this and other presentations at this conference her:
http://skillsmatter.com/event/agile-testing/agile-testing-and-bdd-exchange-nyc/wd-23
Estimating in Software Development: No Silver Bullets AllowedKent McDonald
What do poker, Greek oracles, an Italian mathematician from the Middle Ages, and the path of hurricanes have in common? Given the title of this presentation, chances are it has something to do with estimation, and you’ll have to attend this session to get the full connection. Kent McDonald explores the challenges and realities of trying to estimate software-related knowledge work—analysis, testing, development, and the entire project effort. A major challenge is that there are no guaranteed ways to arrive at perfectly accurate estimates, which not surprisingly is why they are called estimates. Kent introduces and gives you a chance to practice quick and practical estimating techniques that will work in different situations—guesstimating, break it down and add it up, and planning poker. Kent has found that these “lite” estimation techniques are almost always just as informative as the ones you just spent six weeks formulating.
Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.
Some teams think they can be agile by using a defined process or set of practices as defined by one of the agile approaches. This is just “doing Agile.” Other teams are agile in name only – the team says it’s “doing Agile” but ends up using the same old practices and achieving the same results. Teams adopt agile for a variety of reasons, but it’s not the process or set of practices they select that produces the results they seek. Teams are most successful when they adopt a particular mindset in order to “be agile”. Join Kent McDonald as he describes this mindset through 7 key ideas based on how people and organizations work best. We’ll discuss some specific techniques you can use to adopt the mindset on your project, how the project manager role changes along with the mindset, and how to help your team move from “doing Agile” to actually “being agile”.
Toxicity and Effect of Cypermethrin onTotal Protein and Nucleic Acid Content ...Agriculture Journal IJOEAR
— Effect of cypermethrin (25%EC) on total protein and nucleic acid content in different tissues of Cirrhinus mrigala was assessed by static renewal bioassay, using different sub-lethal concentrations (5, 10, 15 and 20% of 96h LC 50) for 5, 10 and 15 days duration. There was a gradual decrease in protein content in all the tissues under sub-lethal concentrations at all exposure periods with maximum percentage of depletion (45.26%) in muscle and minimum (35.12%) in kidney at 15 days and at 20% 96hLC50. DNA and RNA contents were not altered much by cypermethrin at 5 th day which later gradually decreased with increased exposure period. Decrement in DNA content is less in muscle when compared to the other tissues. Maximum percentage of depletion in DNA was (17.17%) in liver and minimum (13.94%) in muscle at 15 days and at 20% 96hLC50. RNA content decreased significantly in liver (29.90%), muscle (25.53%), brain (23.38%), kidney (21.82%) and gill (20.34%). This decrease was comparatively higher at 15 days and at 20% 96hLC50. Influence of cypermethrin was found to be time and exposure dependent for both the nucleic acids in the aquaculture practices used edible fish.
Anyone Can Write User Stories. It's the (Shared) Understanding That's ImportantKent McDonald
“Who should write user stories?”
“How can I write better user stories?”
When should we write user stories?”
All questions frequently asked. And all questions entirely missing the point.
Just as the *holding* is the most important part of the rental car reservation, the *shared understanding* is the most important part of the user story.
Join Kent to learn how user stories help you build shared understanding of the right solution with your team. Along the way, learn some techniques to address common issues that stand in the way of getting everyone telling the same story.
Learning Objectives:
* Start with value, then identify stories
* One way to stop solutioning
* Dealing with dependencies (that may not be there) within your backlog
* Ways to split user stories into a more manageable size
* Mapping your way to acceptance criteria
BUCHEN SIE UNSEREN RAUM...
7 Tage die Woche buchbar Flipchart, Whiteboard, Beamer Platz für bis zu 28 Personen
...MITTEN IN WIEN
Siebenbrunnengasse 17, Top 8, 1050 Wien
Öffentlich: U4 Pilgramgasse, 12A Siebenbrunnengasse, 59A Bacherplatz
You have been tapped for an exciting new project. A member of the executive team recognizes that the company needs to transform to meet the evolving needs of your dynamic marketplace. They know that Agile will be part of that transformation, they tap you to lead the effort, and now they think their work is done . While that is exciting and an honor for you, you still need the active engagement of the senior leadership team to create a culture where Agile practices can flourish. The support from the top is critical to drive the type of innovation and flexibility that will be required to successfully implement any new idea – but especially one as (positively) disruptive as Agile.
This session describes how senior leaders need to act differently in an enterprise transitioning to agile, and some helpful patterns individual contributors can use to leverage politics in a positive manner to lead up through influence and help senior leaders make the transition. These patterns are based on Heather and Kent’s experiences at a variety of organizations driving or helping to drive changes including, but not limited to adopting agile approaches. Along the way, we’ll give you a chance to share your thoughts and experiences using politics in a positive (or perhaps not so positive) way to help an enterprise transition to agile.
Decision Making Techniques for Not for ProfitsKent McDonald
Agile approaches emphasize delivering business value to stakeholders. The concept of business value is a difficult concept to get your arms around, doubly so if you are working in a Not for Profit.
One way to address the problem is to see the idea of business value for what it is – an aid for making decisions. In this talk Kent McDonald describes three simple techniques that you can use to make decisions in your Not For Profit.
Kent describes how to apply the idea of business value to not for profits and shows how you can use three techniques – Real Options, Decision Filters, and Purpose Based Alignment to make decisions in any kind of organization, even Not for Profits.
Analysis In Agile: It's More than Just User StoriesKent McDonald
A common question asked by teams adopting agile is "what does business analysis look like in agile?" The common answer is "writing user stories".
WRONG!
Okay, maybe not wrong, but certainly not the whole story (pardon the pun). Business analysis in agile is concerned with understanding the problem and possible solutions in order to ensure the team is building the right thing. User stories can be helpful, but are certainly not sufficient for doing that.
In this session, Kent McDonald describes how you can perform just enough business analysis to discover the right things to build. This includes how to really use value to decide what to build first, why process flows, data models, and mockups are still extremely helpful, and why the function of user stories is more important than their form.
Along the way, Kent shares examples from a system replacement project he is working on and suggests ways you can apply these techniques to your own projects.
Everything You Need to Know about Changing Your Microsoft Dynamics 365 Partnercrmblogs360
Changing your Microsoft Dynamics 365 partner is a significant decision that can impact the efficiency and effectiveness of your business operations. Firstly, assess your reasons for wanting to switch partners and ensure alignment with your business goals. Research potential partners thoroughly, considering their expertise, track record, and compatibility with your organization's culture. Before making the switch, communicate openly with both your current and prospective partners to ensure a smooth transition process. Take time to review and negotiate the terms of the new partnership agreement, including service levels, pricing, and support. Lastly, prioritize ongoing communication and collaboration with your new partner to maximize the value of your Dynamics 365 investment and drive business success.
Achieving IT Strategic Directives When Evaluating a New Promotional Content E...Cognizant
By embracing a collaborative assessment model to evaluate technology platforms, life sciences organizations can better address cross-functional stakeholder needs.
Guiding Agile Solution Delivery with the ArchiMate LanguageIver Band
Solution Architects can develop clear and actionable guidance for Agile development teams using the ArchiMate language. They can rapidly leverage Enterprise Architectures, and specify just the right amount of detail to constrain the solution while leveraging developers' expertise, initiative and creativity. As solutions are developed, architectural models can be enriched with additional implementation details, enabling Solution Architects to contribute high-quality baseline architectures and reusable building blocks to their enterprise repositories. This presentation prepares Enterprise and Solution Architects to lead Agile implementation of their architectures and roadmaps.
Implementing Business Collaboration Framework PowerPoint Presentation SlidesSlideTeam
This complete deck can be used to present to your team. It has PPT slides on various topics highlighting all the core areas of your business needs. This complete deck focuses on Implementing Business Collaboration Framework PowerPoint Presentation Slides and has professionally designed templates with suitable visuals and appropriate content. This deck consists of total of twenty six slides. All the slides are completely customizable for your convenience. You can change the colour, text and font size of these templates. You can add or delete the content if needed. Get access to this professionally designed complete presentation by clicking the download button below. http://bit.ly/37f9z4W
How to successfully implement change in your organization (REX Dashlane) (EN)Agile En Seine
Presented by Zeineb Bouhejba (Dashlane) et Zakat Cherif (Dashlane) at Agile en Seine on September 20, 2023
Analyze the company processes.
What are the processes/initiatives/tools that are not working (pain points, blockers, bottlenecks…) what is slowing us down, and why.
Analyze what among these processes/initiatives/tools have the biggest negative impact on the company.
Find the best solution (RFC= Request for comment demonstration).
Make the final decision and communicate it (Decision Record demonstration).
Implement change (rollout process,Adoption plan, communication, training, automation, issue bot).
Measure success (Metrics, Feedback, Follow up tasks).
Use case 1: Project: Dashlane SSO
Use case 2: Policy: TAT
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The seven basic quality tools are effective for data analysis, process control, and quality improvement (numerical data). However, these basic tools cannot be used for non-numerical or verbal data. To organize verbal data into useful information, you would require the advanced quality tools.
The Seven Advanced Tools of Quality (a.k.a Seven New Tools or Seven Management & Planning Tools) were developed with a design approach to organize verbal data diagramatically. These tools work in conjunction with the basic quality tools and can be used by management and staff to develop ideas, solve problems and formulate plans for improved project management.
The Seven Advanced Tools are:
1) Affinity Diagram: Organizes a large number of ideas into their natural relationships.
2) Relations Diagram: Shows cause-and-effect relationships and helps analyze the natural links between different aspects of a complex situation.
3) Tree Diagram: Breaks down broad categories into finer and finer levels of detail, helping to move step-by-step thinking from generalities to specifics.
4) Matrix Diagram: Shows the relationship between two, three, or four groups of information and can give information about the relationship, such as its strength, the roles played by various individuals, or measurements.
5) Matrix Data Analysis Chart: A complex mathematical technique for analyzing matrices, often replaced by the similar prioritization matrix. A prioritization matrix is an L-shaped matrix that uses pairwise comparisons of a list of options to a set of criteria in order to choose the best option(s).
6) Arrow Diagram: Shows the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions.
7) Process Decision Program Chart: Systematically identifies what might go wrong in a plan under development.
LEARNING OBJECTIVES
1. Acquire knowledge on the seven advanced quality tools for project planning and management.
2. Learn how to apply the seven management and planning tools to problem solving, projects, communication and daily management work.
CONTENTS
1. PDCA Problem Solving
2. Affinity Diagram (KJ Method)
3. Relations Diagram (Interrelationship Diagram)
4. Tree Diagram
5. Matrix Diagram
6. Matrix Data Analysis Chart
7. Arrow Diagram
8. Process Decision Program Chart (PDPC)
Architecting to Create or Mitigate a DisruptionSriram Sabesan
To be sustainable and to leverage new discoveries, inventions or solution, enterprises either inject a disruption into their market or respond as rapidly as they can. This is a reflection of our model to help the CxOs and Enterprise Architects to create or mitigate impact from disruptive movements
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Use Collaboration to Solve Your Biggest ChallengesApttus
If you’re working with your team effectively, you can overcome any challenge, whether it is a business problem or one of the world’s great issues. This session will reveal tools and techniques that can make any team of any size more effective. With collaboration, you’ll climb higher, go farther, and achieve more than you ever thought possible.
I have seen many people investing on expensive course on different platform to learn TOGAF. But with this course it will be simple for you to learn TOGAF 9.2 and enterprise architecture together easily.
Hello everyone, my name is Santanu, to introduce myself, I am currently involved in a large engagement as an enterprise architect for an european giant for their digital transformation. I completed my Computer Engineering back in late 90's, and having 20+ years’ experience in leveraging innovation & strategic approach for driving software development with object-oriented techniques and languages in all areas of business, data, application and technology architecture. I am passionate to teach the software professionals on Enterprise Architecture, TOGAF, Cloud migration Architecture, COBIT, Information architecture, Security architecture, Reactive architecture and many more upcoming new technologies.
I have activated a very nominal fees for the members to learn TOGAF Level 1 and Level 2 course in this channel. I could have kept it free, however I understand the random youtube contents may be good but not organised as i have done in this particular course.
Join this channel to get access to perks:
/ @santanudasvlogs4u
What you'll learn
After completion of this course, You will be able to demonstarte your expertise in TOGAF 9.2. You will be able to demonstarte your skills on basic concepts, core concepts, architecture development method and its phases, the enterprise continuum and the tools, architecture development guidelines and techniques. Also, you will be able to demonstarte your knowledge on architecture governance, architecture views, viewpoints and stakeholders. Not only that you will be able to manage your building blocks, the ADM deliverables and TOGAF reference models efficiently. The overall view of the enterprise will be quite easy to connect, be it infrastructure, business, data, application, project management, service management, change management your inputs will be valued.
After completion of this course, You can connect all the elements of enterprise architecture using TOGAF. You will be able to work as an enterprise architect. You will be able to work on any case study, bids or any greenfield project in your organisation and start applying your TOGAF skills. You will be able to connect the missing dots and start looking yourself as an Enterprise Architect.
I Promise You: You will learn enterprise architecture using TOGAF 9.2 #short time and less study.
This will be The Fastest And Easiest Way to Learn TOGAF 9.2 just by watching a bunch of Video's and some custom Instructions.
Key things you'll learn:
You will be able to take Togaf Level 1 & Togaf Level 2 Exam after completion of the Course
You will be able to Apply Togaf in real world
You will master the concepts easily
You will be able to remember things more easily
Less time to prepare for Togaf 9.2 Level 2 Certified Exam
Case Study Based Preparation
Re
This is the presentation I showed on 31, May, 2018, during the webinar lauched by PMI-NIS, Propject Management Instiute - Norther Italy Chapter. Here are the first results of a running research project.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
The decision of selecting the right analytics service provider can’t be made lightly as the consequences can easily make or break a critical initiative, or career.
In this paper, you will learn how to choose the right analytics partner by defining:
1.The complexity of your business problem(s)
2.The nature of the desired solution
3.How you are currently addressing the issue
4.The depth and level of service desired
An annotated slide deck from a webinar hosted by Stilo International and conducted on June 24, 2014.
The talk introduces tactics for moving a content solution project forward quickly while also attending to essential details.
Similar to Collaborative Modeling In A Nutshell (20)
Moving from Business Analyst to Product Owner to Product ManagerKent McDonald
Are you a business analyst who wonders how you can use your business analysis capabilities to be competitive in the job market for the next 3 to 5 years?
As I first noted back in 2017, product owner and product manager roles offer a viable career path for business analysts, especially those who currently work on custom software development projects.
Come to this session to learn about the similarities and differences between business analysis, product owner, and product manager roles. Then discover how you can apply your business analysis experience to becoming a product owner or product manager. Along the way, you’ll hear about the lessons I and others have learned from moving from business analysis through product owner to product management roles.
How to discover the right product to solve the right problemKent McDonald
Have you ever found yourself working as part of a large program with a lot of activity but not much progress? It could be rewriting a 20 year old system, customizing a COTS application, or building a data warehouse.
You may have been told that adopting agile approaches will help you deliver those types of efforts better, faster, and cheaper. You may have also found out that it’s not quite that simple. If you make your delivery process more efficient, you may just be delivering the wrong solution to the wrong problem faster.
Joint Kent McDonald to find out a practical and effective approach to discern if you’re solving the right problem,and discover the right product to address that problem. You’ll learn how to structure your next project to:
* Identify the problem you’re trying to solve
* Make sure the problem is worth solving
* Iteratively discover the right product to solve that problem.
Along the way you’ll learn about and practice a collection of simple techniques that you can use right away.
Learning Objectives:
1) How to use a problem statement to help your team understand the problem you’re trying to solve and determine if it’s worth solving
2) How to use decision filters and story maps to guide your efforts to discover the right product
3) How to use backlog refinement techniques to build a shared understanding of your product
How to Find the Real Need with Socratic QuestioningKent McDonald
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn’t as prevalent. In this session you’ll learn about a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years – Socratic questioning.
Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking “why?” five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You’ll then have a chance to consider how to use socratic question for a real life situation..
Come learn about this technique so you can use it back at the office to drive toward the right outcome.
Learning Objectives:
* Learn what socratic questioning is
* Learn how to identify your stakeholders needs using socratic questioning
* Determine when Socratic question is an appropriate technique to use
Ok, perhaps I should say that differently. The concept of a stakeholder is problematic.
Technically, a stakeholder is anyone who impacts or is impacted by an organization’s actions or products. That definition of a stakeholder isn’t very helpful if you’re trying to differentiate between customers, users, and those internal folks who have an interest in your product. To keep things straight, I apply the term stakeholders to that third group specifically. Stakeholders play a big part in internal products, so you can’t ignore your stakeholders and you can’t focus solely on them either.
Join Kent McDonald in this Ask Me Anything session focused on working with stakeholders. Kent has spent more years than he cares to admit working with all different types of stakeholders, and now he’d like to answer your questions and (hopefully) help you avoid some of the mistakes he’s made along the way.
So bring your questions about working with stakeholders and Kent will answer them. Anything he doesn’t get a chance to answer during the session he’ll follow up with answers after the session.
Learning Objectives:
Some questions we will most certainly address:
How to know if you’re dealing with a customer, a user, or stakeholder and why that’s important
How to identify the stakeholders you need to deal with and how you should deal with them
How to keep your stakeholders up to speed on what you’re up to.
How to build shared understanding with example mappingKent McDonald
One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding.
You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said?
Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding.
You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.
How to build shared understanding with example mappingKent McDonald
One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding.
You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said?
Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding.
You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions:
What do Product Owners Really Do?
Do we even need Product Owners?
Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other.
By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.
How to Find the Real Need with Socratic QuestioningKent McDonald
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning.
Kent McDonald and Heather Mylan-Mains walk you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent & Heather describes the questions, why they work and in what context they work based on their experience with IT organizations. You'll then have a chance to practice them out to find out about a real project.
The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants.
Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.
Agile Leadership: Accelerating Business Agility - ContextKent McDonald
The "one size fits all" approach to Project Leadership is inherently flawed. Practitioners have found that the two primary attributes of uncertainty and complexity of a project provide guidance to effective project leadership and governance. Complexity includes project composition such as team size and criticality, while uncertainty includes both market and technical uncertainty. The approach and leadership style required for a simple, stable project is quite different than what is required for highly uncertain, highly complex projects. This session demonstrates how to use the Context Leadership Model to determine the appropriate approach and leadership style for a project based on its uncertainty and complexity.
Key Learning Points
How to assess the complexity and uncertainty characteristics of a project
How to tailor the project approach based on those characteristics
How to determine the appropriate leadership style for a project based on its characteristics
Is It Worth It? Using A Business Value Model To Guide DecisionsKent McDonald
One trait of an effective business analyst is the ability to ask the right questions. One “right” question that applies to just about every projects can sometimes be difficult to ask, let alone answer: “Is it worth it?” This question is difficult to answer, because the answer will change as you proceed through the project and gain more knowledge about the purpose, considerations, costs, and benefits involved in a project.
In this session, we’ll explore a tool you can use to help organize the necessary information to answer the “is it worth it?” question on a regular basis. This interactive session will demonstrate how you can create a value model to make an initial decision about whether to pursue a project, and then utilize that model as your knowledge grows throughout the project to revisit the question and confirm whether the project is on the right course, or if changes need to be made.
Topics discussed during the session include:
Structuring your value model to make decisions about whether to do a project
How to deal with non-financial benefits in your Cost/Benefit discussion
Where measures such as NPV, ROI, TCO, IRR fit into the Cost/Benefit discussion.
The impact of timing of implementation on the Cost/Benefit discussion.
Understanding Roles on an Agile ProjectKent McDonald
The ideal agile team is a self organizing, dedicated, cross functional group that has all the skills necessary to deliver a solution that solves their customer’s problem. As a result, the list of roles on an agile team is fairly short generally consisting of roles such as Scrum Master, Product Owner, and the Team. Given all that, many project managers wonder where they fit in. They may act as the Product Owner if they have the skill set and decision making authority to determine what the product should contain. They may become the Scrum Master if they are able to practice servant leadership and act as a coach and facilitator. They may become part of the team and help develop or test. They may focus on coordinating the efforts of multiple agile teams to support the broader goals of a large program. They may not be a good fit for an agile environment at all. Join Kent McDonald as he describes the Product Owner and Scrum Master roles in an agile environment and discusses the various ways that project managers can assess their skill sets and project characteristics to determine where they fit into the picture.
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.
Large Language Models and the End of ProgrammingMatt Welsh
Talk by Matt Welsh at Craft Conference 2024 on the impact that Large Language Models will have on the future of software development. In this talk, I discuss the ways in which LLMs will impact the software industry, from replacing human software developers with AI, to replacing conventional software with models that perform reasoning, computation, and problem-solving.
Strategies for Successful Data Migration Tools.pptxvarshanayak241
Data migration is a complex but essential task for organizations aiming to modernize their IT infrastructure and leverage new technologies. By understanding common challenges and implementing these strategies, businesses can achieve a successful migration with minimal disruption. Data Migration Tool like Ask On Data play a pivotal role in this journey, offering features that streamline the process, ensure data integrity, and maintain security. With the right approach and tools, organizations can turn the challenge of data migration into an opportunity for growth and innovation.
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.
OpenFOAM solver for Helmholtz equation, helmholtzFoam / helmholtzBubbleFoamtakuyayamamoto1800
In this slide, we show the simulation example and the way to compile this solver.
In this solver, the Helmholtz equation can be solved by helmholtzFoam. Also, the Helmholtz equation with uniformly dispersed bubbles can be simulated by helmholtzBubbleFoam.
Designing for Privacy in Amazon Web ServicesKrzysztofKkol1
Data privacy is one of the most critical issues that businesses face. This presentation shares insights on the principles and best practices for ensuring the resilience and security of your workload.
Drawing on a real-life project from the HR industry, the various challenges will be demonstrated: data protection, self-healing, business continuity, security, and transparency of data processing. This systematized approach allowed to create a secure AWS cloud infrastructure that not only met strict compliance rules but also exceeded the client's expectations.
Quarkus Hidden and Forbidden ExtensionsMax Andersen
Quarkus has a vast extension ecosystem and is known for its subsonic and subatomic feature set. Some of these features are not as well known, and some extensions are less talked about, but that does not make them less interesting - quite the opposite.
Come join this talk to see some tips and tricks for using Quarkus and some of the lesser known features, extensions and development techniques.
SOCRadar Research Team: Latest Activities of IntelBrokerSOCRadar
The European Union Agency for Law Enforcement Cooperation (Europol) has suffered an alleged data breach after a notorious threat actor claimed to have exfiltrated data from its systems. Infamous data leaker IntelBroker posted on the even more infamous BreachForums hacking forum, saying that Europol suffered a data breach this month.
The alleged breach affected Europol agencies CCSE, EC3, Europol Platform for Experts, Law Enforcement Forum, and SIRIUS. Infiltration of these entities can disrupt ongoing investigations and compromise sensitive intelligence shared among international law enforcement agencies.
However, this is neither the first nor the last activity of IntekBroker. We have compiled for you what happened in the last few days. To track such hacker activities on dark web sources like hacker forums, private Telegram channels, and other hidden platforms where cyber threats often originate, you can check SOCRadar’s Dark Web News.
Stay Informed on Threat Actors’ Activity on the Dark Web with SOCRadar!
Understanding Globus Data Transfers with NetSageGlobus
NetSage is an open privacy-aware network measurement, analysis, and visualization service designed to help end-users visualize and reason about large data transfers. NetSage traditionally has used a combination of passive measurements, including SNMP and flow data, as well as active measurements, mainly perfSONAR, to provide longitudinal network performance data visualization. It has been deployed by dozens of networks world wide, and is supported domestically by the Engagement and Performance Operations Center (EPOC), NSF #2328479. We have recently expanded the NetSage data sources to include logs for Globus data transfers, following the same privacy-preserving approach as for Flow data. Using the logs for the Texas Advanced Computing Center (TACC) as an example, this talk will walk through several different example use cases that NetSage can answer, including: Who is using Globus to share data with my institution, and what kind of performance are they able to achieve? How many transfers has Globus supported for us? Which sites are we sharing the most data with, and how is that changing over time? How is my site using Globus to move data internally, and what kind of performance do we see for those transfers? What percentage of data transfers at my institution used Globus, and how did the overall data transfer performance compare to the Globus users?
Why React Native as a Strategic Advantage for Startup Innovation.pdfayushiqss
Do you know that React Native is being increasingly adopted by startups as well as big companies in the mobile app development industry? Big names like Facebook, Instagram, and Pinterest have already integrated this robust open-source framework.
In fact, according to a report by Statista, the number of React Native developers has been steadily increasing over the years, reaching an estimated 1.9 million by the end of 2024. This means that the demand for this framework in the job market has been growing making it a valuable skill.
But what makes React Native so popular for mobile application development? It offers excellent cross-platform capabilities among other benefits. This way, with React Native, developers can write code once and run it on both iOS and Android devices thus saving time and resources leading to shorter development cycles hence faster time-to-market for your app.
Let’s take the example of a startup, which wanted to release their app on both iOS and Android at once. Through the use of React Native they managed to create an app and bring it into the market within a very short period. This helped them gain an advantage over their competitors because they had access to a large user base who were able to generate revenue quickly for them.
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.
Developing Distributed High-performance Computing Capabilities of an Open Sci...Globus
COVID-19 had an unprecedented impact on scientific collaboration. The pandemic and its broad response from the scientific community has forged new relationships among public health practitioners, mathematical modelers, and scientific computing specialists, while revealing critical gaps in exploiting advanced computing systems to support urgent decision making. Informed by our team’s work in applying high-performance computing in support of public health decision makers during the COVID-19 pandemic, we present how Globus technologies are enabling the development of an open science platform for robust epidemic analysis, with the goal of collaborative, secure, distributed, on-demand, and fast time-to-solution analyses to support public health.
A Comprehensive Look at Generative AI in Retail App Testing.pdfkalichargn70th171
Traditional software testing methods are being challenged in retail, where customer expectations and technological advancements continually shape the landscape. Enter generative AI—a transformative subset of artificial intelligence technologies poised to revolutionize software testing.
We describe the deployment and use of Globus Compute for remote computation. This content is aimed at researchers who wish to compute on remote resources using a unified programming interface, as well as system administrators who will deploy and operate Globus Compute services on their research computing infrastructure.
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.
Anyone Can Write User Stories.It’s the (Shared) Understanding That’s Important
Kent McDonald
@beyondreqs
“Who should write user stories?”
“How can I write better user stories?”
When should we write user stories?”
All questions frequently asked. And all questions entirely missing the point.
Just as the *holding* is the most important part of the rental car reservation, the *shared understanding* is the most important part of the user story.
Join Kent to learn how user stories help you build shared understanding of the right solution with your team. Along the way, learn some techniques to address common issues that stand in the way of getting everyone telling the same story.
Learning Objectives:
* Start with value, then identify stories (Valuable)
* One way to stop solutioning (Negotiable)
* Dealing with dependencies (that may not be there) within your backlog (Independent)
* Ways to split user stories into a more manageable size (Easily Sized and Small)
* Mapping your way to acceptance criteria (Testable)
The use of analysis and modeling techniques in a collaborative fashion to build and main a shared understanding
Applied to problem space and solution
Results from modeling techniques are helpful, discussions are more helpful.
Think of moving artifacts from sole means of communication to aids to overall communication
Instructor Notes:
Collaborative modeling refers to the use of well-known requirements analysis and modeling techniques in a collaborative fashion to build and maintain a shared understanding of the problem space and the potential solution. The main premise is that requirements models, which have long been viewed as documentation techniques, can also be put to great use as elicitation and analysis techniques in a collaborative setting with the delivery team and stakeholders jointly discussing the problem and solution.
Modeling techniques that I find particularly helpful are listed in Table 14.2. Note that for consistency and familiarity I list each of these techniques based on the result they create, but I cannot stress enough that the artifacts are not as important as the discussions held to create them. The artifacts can be helpful to document the discussions and any decisions made, but the discussions them-selves are powerful ways to build shared understanding. The resulting arti-facts go from being the sole means of communication to aids for the overall communication.
Production Notes
Instructor Notes
Data dictionary
Agree on entities and their attributes as well as the definitions and specific characteristics of both.
Context diagram
Understand the people, systems, or organizations impacted by a solution and the interfaces between those parties and the solution.
Logical data model
Relative to a possible solution, understand the data that stakeholders want to know and remember and how that data is organized.
State transition diagram
Understand the specific states a particular entity can be in and what causes the state to change.
Glossary
Agree on key terms and their definitions.
Collaborative Modeling Techniques
Production Notes:
Instructor Notes:
Organization chart
Understand the reporting relationships between people impacted by a solution.
Value stream map
Identify opportunities for improvement in the operations of an organization.
Functional decomposition
Understand complex processes, systems, functional areas, or deliverables by breaking them down into their simpler constituent parts.
Process flow
Understand the specifics of a particular process for the purpose of identifying changes to implement a solution.
Wireframe
Agree upon the nature of a user interface, including what information should be included.
Report mockup
Understand the information needs of stakeholders in order to help them answer questions or make decisions.
Define the problem space
Define a specific solution
Describe specific aspects of the solution
Instructor Notes:
Different collaborative modeling techniques are useful in different aspects of an IT project. The three aspects are listed here, followed by Table 14.3, which indicates which features apply when.
• Define the problem space. Your team can use collaborative modeling when it starts work on a new project and needs to understand the context in which a problem occurs (I often refer to this as the “problem space”) and how potential solutions might impact the problem space.
• Define a specific solution. Your team can use collaborative modeling to definea specific solution and provide a foundation for the team to identify imple-mentation options. When used for this purpose, the models help your team identify features and user stories based on a full understanding of the solution.
• Describe specific aspects of the solution. Your team can use collaborative modeling to further describe specific backlog items. The models you use for this aspect may be ones you initially created to define the solution, or your team may find it helpful to create more detailed models to get a better understanding about a particular aspect of the solution.
Production Notes:
From Julie: I’m guessing this is meant to have a very “hand-drawn” whiteboard look. I think it works great as is. If you want it mocked up by our illustrator let me know, but then it will look less like an original whiteboard drawing.
KJM: I use this graphic quite a bit and joke that this is why I’m not an artist so it is definitely intended to have a hand-drawn feel to it.
Instructor Notes:
Production Notes:
Instructor Notes:
Production Notes: Remove the – in “Help Me”
KJM Not necessary, but if you really want to…
Instructor Notes:
When Specific Techniques are helpful
Production Notes:
Instructor Notes:
Different collaborative modeling techniques are useful in different aspects of an IT project. The three aspects are listed here, followed by Table 14.3, which indicates which features apply when.
When Specific Techniques are Helpful
Production Notes:
Instructor Notes:
Different collaborative modeling techniques are useful in different aspects of an IT project. The three aspects are listed here, followed by Table 14.3, which indicates which features apply when.
Scenarios when techniques are helpful
Production Notes:
Instructor Notes:
There are a variety of different modeling techniques that are all very useful in specific situations (see Table 14.4), but none of the techniques are applicable in all situations.
Discussions while modeling help to build a shared understanding.
Backlogs don’t identify a complete solution.
Backlogs end up becoming a wish list.
Identify changes that aren’t necessary.
Instructor Notes:
Collaborative modeling provides a way for teams to build a shared understand of the problem and solution options first, without having to go down the path of breaking the solution into implementation chunks (i.e., user stories). This approach addresses a couple of issues that occur when backlog creation relies on brainstorming alone.
Backlogs Don’t Identify a Complete Solution
By discussing the solution via models first, the team can identify all the changes that need to occur to implement a viable solution because they have a picture to fall back on. Brainstorming alone does not provide that big picture as a way of validating that the team has identified what is needed.
Backlogs End Up Becoming a Wish List
When a team collaboratively models the solution and uses the model as a way of identifying the changes that need to happen, they can also use the model to help identify changes that aren’t necessary. Building a backlog via brainstorming can often generate backlog items that are not absolutely essential to the desired solution. By having a model to reference that shows the specific changes that are necessary, the team can identify extraneous items that are not essential in order to solve the problem.
Gather the right people together.
Gather near a white board or flip-chart paper with plenty of sticky notes and markers.
Identify the reason for the discussion and establish acceptance criteria for the discussion.
Establish a shared understanding of current state.
Sketch and discuss the desired change.
End the discussion when you meet the discussion acceptance criteria.
Take pictures of sketches (if needed).
Instructor Notes:
The general steps for collaborative modeling are quite simple:
1. Gather the right people together. The definition of “right” is based on the subject of the discussion and the intended outcomes.
2. Make sure the place where you gather is near a whiteboard and/or flip chart paper (preferably both), and that there are plenty of sticky notes and the right type of markers available.
3. Identify the reason for the discussion. Are you there to discuss the overall context of the solution, analyze a specific process, or agree on a particular user interface or report? Identify discussion acceptance criteria: in other words, how you will know the discussion was successful.
4. Make sure everyone has the same understanding of the current state. This is not as simple as asking if everyone is “on the same page.” It’s best to sketch out the current state quickly, or start with an existing representation of the current state, and explicitly ask if everyone is in agreement. If there is any disagreement, adjust the description of the current state until people indicate that it represents the true current situation.
5. Have the person with the best understanding of the desired change start describing the change by sketching on the whiteboard and talking through it at the same time. You may also find that it is helpful to have someone guide the discussion by asking questions of the stakeholder and sketching his or her interpretation of the answer on the whiteboard. The key is to talk and sketch things at the same time, to reinforce the conversation and lead to greater agreement.
6. End the discussion when everyone agrees that you have met the discussion acceptance criteria identified in step 3.
7. If anyone in the discussion thinks it would be helpful to keep the sketches that were made during the discussion, take pictures of them and save the pictures in a commonly agreed-upon repository for project documentation.
Collaborative Modeling Variations
Production Notes:
Instructor Notes:
Models used to define a solution can also be used to describe that solution.
Collaborative modeling works best face to face.
In all cases, supplement discussions with visuals.
Instructor Notes:
The same models used to define a specific solution can also be used to further describe specific aspects of the solution. The models used to define a specific solution may be general in nature, and the discussions when describing specific aspects of the solution will describe parts of the models in further detail.
Collaborative modeling works best when the participants in the conversation are in the same room. If some members of your group work offsite, you can still do collaborative modeling with the aid of technology. Bring as many people together as you can in the same room, and then use a laptop or tablet camera to share the whiteboard with virtual team members. If all members of the team are distributed, use screen-sharing and handwriting apps to simulate an electronic whiteboard. The key in all cases is to supplement discussions with visuals.