This document summarizes a class on organizational scaling from tribe to village (OS2). It discusses Mozilla's experience scaling from 2005-2008 as they grew Firefox from 10% to over 20% market share. Key points included competing asymmetrically through their global community, accelerating product releases, and investing in more localizations. It also covers resourcing an organization at this stage, including priorities like development, learning, recruiting, and protecting the scaling team. Upcoming guest speakers are also listed.
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.
All these moments will be lost in time: the web, the future, and usSally Lait
As web professionals we’re used to hearing about the virtues of shipping fast and iterating regularly in order to meet changing needs, but how do we ensure that the projects that we’re planning now are still as relevant and robust when they launch in the future... and beyond? How do we prepare for the unknowns and constant shifts in technology; what can we do to progress the evolution of the web itself; and how do we, as individuals, ensure that our skills are as relevant as ever in this rapidly changing world?
In this talk we’ll look at past visions of the future, what we can learn from these lessons, and how to apply this in a practical sense to the work that we do.
A written version of this talk is available at: http://www.sallyjenkinson.co.uk/blog/2015/09/26/all-these-moments-will-be-lost-in-time/
Transforming chaos to clarity - acm 6.15Ron Lichty
Does your software development feel chaotic?
If you have ever been dissatisfied with your software development flow - if you would like to figure out how to avoid chaos - this is a presentation for you!
Ron Lichty has found himself repeatedly called in as the cavalry to help development groups stuck in confusion. A recognized engineering leader, Ron says, “I've found that I excel at coming in cold, identifying the causes of chaos, untangling organizational knots, creating roadmaps everyone can follow, building communications with other parts of the organization, and getting teams productive and focused on delivery, quality and customers.” He adds, “With a few pointers, any team member can more deeply diagnose their team.”
Ron is author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which has been compared by reviewers to Fred Brooks’ The Mythical Man Month. After managing software and product organizations for 25 years, Ron has catered his leadership roles to the needs of his clients, including interim VP Engineering and acting CTO roles.
Six years ago, Ron began training teams in agile and a year ago training managers in the nuances of managing software people and teams, whether in waterfall environments, or iterative or agile ones.
If you would like to become an effective agile team member then you'll want to attend this presentation. We’ll look at agile trends, software team pain points, product team solutions, and how every team member contributes to making teams excel.
Drawing from his experience with dozens of product development organizations, Ron will walk through the steps needed to assess your organization’s workings and pull together the elements that will bring order and increased productivity for your business.
Bio:
Ron Lichty has been managing and more recently consulting with software development and product organizations for over 25 years, engaged in untangling the knots in software development and transforming chaos to clarity. Originally a programmer, where he earned several patents and wrote two popular programming books, he was hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams using agile, iterative and waterfall approaches alike to make their software development "hum". In his continued search for effective best practices, Ron co-authors the annual Study of Product Team Performance.
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with CTO Mickey W. Mantle. Published by Addison Wesley, it has been compared by reviewers to Mythica
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.
All these moments will be lost in time: the web, the future, and usSally Lait
As web professionals we’re used to hearing about the virtues of shipping fast and iterating regularly in order to meet changing needs, but how do we ensure that the projects that we’re planning now are still as relevant and robust when they launch in the future... and beyond? How do we prepare for the unknowns and constant shifts in technology; what can we do to progress the evolution of the web itself; and how do we, as individuals, ensure that our skills are as relevant as ever in this rapidly changing world?
In this talk we’ll look at past visions of the future, what we can learn from these lessons, and how to apply this in a practical sense to the work that we do.
A written version of this talk is available at: http://www.sallyjenkinson.co.uk/blog/2015/09/26/all-these-moments-will-be-lost-in-time/
Transforming chaos to clarity - acm 6.15Ron Lichty
Does your software development feel chaotic?
If you have ever been dissatisfied with your software development flow - if you would like to figure out how to avoid chaos - this is a presentation for you!
Ron Lichty has found himself repeatedly called in as the cavalry to help development groups stuck in confusion. A recognized engineering leader, Ron says, “I've found that I excel at coming in cold, identifying the causes of chaos, untangling organizational knots, creating roadmaps everyone can follow, building communications with other parts of the organization, and getting teams productive and focused on delivery, quality and customers.” He adds, “With a few pointers, any team member can more deeply diagnose their team.”
Ron is author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which has been compared by reviewers to Fred Brooks’ The Mythical Man Month. After managing software and product organizations for 25 years, Ron has catered his leadership roles to the needs of his clients, including interim VP Engineering and acting CTO roles.
Six years ago, Ron began training teams in agile and a year ago training managers in the nuances of managing software people and teams, whether in waterfall environments, or iterative or agile ones.
If you would like to become an effective agile team member then you'll want to attend this presentation. We’ll look at agile trends, software team pain points, product team solutions, and how every team member contributes to making teams excel.
Drawing from his experience with dozens of product development organizations, Ron will walk through the steps needed to assess your organization’s workings and pull together the elements that will bring order and increased productivity for your business.
Bio:
Ron Lichty has been managing and more recently consulting with software development and product organizations for over 25 years, engaged in untangling the knots in software development and transforming chaos to clarity. Originally a programmer, where he earned several patents and wrote two popular programming books, he was hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams using agile, iterative and waterfall approaches alike to make their software development "hum". In his continued search for effective best practices, Ron co-authors the annual Study of Product Team Performance.
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with CTO Mickey W. Mantle. Published by Addison Wesley, it has been compared by reviewers to Mythica
Building a Culture Supporting Accessibility from Within Your OrganizationTom Widerøe
Our presentation at CSUN Internation Techonoly and People with Disabilities Conference. It describes how a group of designers and devopers made accessibility a part of the organization culture at FINN.no .
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Ict educators win-win-win w agile, ron lichty, 1.4.13Ron Lichty
"Delivering a Win-Win-Win Workforce with Agile Programming Methods", presentation to the 2013 Winter ICT Educator conference in San Francisco January 4, 2013.
This is the guest lecture I gave at Singularity University on June 28, 2012 on the topic "The Future of Social Networking". It covers a high level review of the history of social networking, what differentiates it as a disruptive platform, and ideas for how mobile will accelerate it as a disruptive platform in the future.
The 2016 Catavolt Client Summit was hosted at Le Meridien Perimeter in Atlanta, Georgia on October 6 - 7. The two day summit included on-site training, customer presentations, and a keynote address from Bob DeRodes, former CIO of Target, Delta Airlines, and The Home Depot.
What the heck is a product owner?
What's this Product Owner role, what do teams expect of Product Owners, what do Execs expect, what defines success, and where do Product Owners fit within product management?
Presenter: Ron Lichty
Ron Lichty has been managing software development and product organizations for 30 years at companies of all sizes, the most recent 15 years as a VP Engineering and VP Product. He is the author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. He advises and coaches business, product and engineering leaders how to make their software development "hum". http://www.ronlichty.com
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Teamwork - making your dream team come trueRon Lichty
Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17
What differentiates a successful software development culture?
Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate.
Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry.
Speaker
Ron Lichty
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Presentation to initialize All hands meeting to a team and to explain what is the process, what is expected to happen and when a team is ready to be called A TEAM.
Building a Culture Supporting Accessibility from Within Your OrganizationTom Widerøe
Our presentation at CSUN Internation Techonoly and People with Disabilities Conference. It describes how a group of designers and devopers made accessibility a part of the organization culture at FINN.no .
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Ict educators win-win-win w agile, ron lichty, 1.4.13Ron Lichty
"Delivering a Win-Win-Win Workforce with Agile Programming Methods", presentation to the 2013 Winter ICT Educator conference in San Francisco January 4, 2013.
This is the guest lecture I gave at Singularity University on June 28, 2012 on the topic "The Future of Social Networking". It covers a high level review of the history of social networking, what differentiates it as a disruptive platform, and ideas for how mobile will accelerate it as a disruptive platform in the future.
The 2016 Catavolt Client Summit was hosted at Le Meridien Perimeter in Atlanta, Georgia on October 6 - 7. The two day summit included on-site training, customer presentations, and a keynote address from Bob DeRodes, former CIO of Target, Delta Airlines, and The Home Depot.
What the heck is a product owner?
What's this Product Owner role, what do teams expect of Product Owners, what do Execs expect, what defines success, and where do Product Owners fit within product management?
Presenter: Ron Lichty
Ron Lichty has been managing software development and product organizations for 30 years at companies of all sizes, the most recent 15 years as a VP Engineering and VP Product. He is the author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. He advises and coaches business, product and engineering leaders how to make their software development "hum". http://www.ronlichty.com
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Teamwork - making your dream team come trueRon Lichty
Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17
What differentiates a successful software development culture?
Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate.
Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry.
Speaker
Ron Lichty
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Presentation to initialize All hands meeting to a team and to explain what is the process, what is expected to happen and when a team is ready to be called A TEAM.
How To Design An All-Hands Meeting Your Employees Actually Want to AttendAndrew Fayad
Our team has grown fast, and All-Hands meetings have been a key factor in helping us maintain transparency, build engagement, and keep our company culture strong. We take our own experience, and what we've learned from the largest brands to show you how to design and implement an effective All-Hands Meeting at your company.
Startup DNA: the formula behind successful startups in Silicon Valley (update...Yevgeniy Brikman
[Updated May 5, 2017] "Successful startups are all alike; every unsuccessful startup is unsuccessful in its own way." These are my personal observations on a few traits that make startups successful. You can find a video of the talk at https://www.youtube.com/watch?v=z_D9oXCK2lM and the book at http://www.hello-startup.net/.
(Source: http://www.lingoport.com/worldware-conference-summary)
In March I attended and presented at the first Worldware conference, which took place in Santa Clara, California in the heart of Silicon Valley. I became really excited about this conference as it proved to be the first to directly target business issues around software internationalization and globalization. Too often in other conferences, the focus is very low level on technical issues, while missing greater business planning and operational issues that affect every organization that looks to build and maintain world-ready products. In fact, that issue had been a long running annoyance for me when attending conferences like Unicode and LocalizationWorld. So I was eager to get involved in Worldware and sat on its board as well.
Product Discovery & Validation (World Product Day 2021)Bartosz Mozyrko
Domain investors search for domains that meet their investment criteria, buy the names, and then sell the domains to other people who want to use the domains for a website. In this case study, Bart will share how together with his scrum team they rolled out a new bulk domain transfer tool helping the investor customers move their domain portfolios fast and with less effort.
https://www.youtube.com/watch?v=xDRn2qnreZ4
For more than a decade, Microsoft has been the market leader in operating systems. It was established by Bill Gates and Paul Allen in Albuquerque, New Mexico, in 1975, 46 years ago, and is currently flourishing all over the world.
This lecture was given by Mary Poppendieck, Lean software development expert, in the recent AgileTour 2010 (Haifa Israel) which was organized by Ignite and was held on Nov 11 2010 in the Technion, the leading academic institute for technological studies in Israel
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Enhancing Performance with Globus and the Science DMZGlobus
ESnet has led the way in helping national facilities—and many other institutions in the research community—configure Science DMZs and troubleshoot network issues to maximize data transfer performance. In this talk we will present a summary of approaches and tips for getting the most out of your network infrastructure using Globus Connect Server.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Le nuove frontiere dell'AI nell'RPA con UiPath Autopilot™UiPathCommunity
In questo evento online gratuito, organizzato dalla Community Italiana di UiPath, potrai esplorare le nuove funzionalità di Autopilot, il tool che integra l'Intelligenza Artificiale nei processi di sviluppo e utilizzo delle Automazioni.
📕 Vedremo insieme alcuni esempi dell'utilizzo di Autopilot in diversi tool della Suite UiPath:
Autopilot per Studio Web
Autopilot per Studio
Autopilot per Apps
Clipboard AI
GenAI applicata alla Document Understanding
👨🏫👨💻 Speakers:
Stefano Negro, UiPath MVPx3, RPA Tech Lead @ BSP Consultant
Flavio Martinelli, UiPath MVP 2023, Technical Account Manager @UiPath
Andrei Tasca, RPA Solutions Team Lead @NTT Data
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
📕 Curious on our agenda? Wait no more!
10:00 Welcome note - UiPath Community in Dubai
Lovely Sinha, UiPath Community Chapter Leader, UiPath MVPx3, Hyper-automation Consultant, First Abu Dhabi Bank
10:20 A UiPath cross-region MEA overview
Ashraf El Zarka, VP and Managing Director MEA, UiPath
10:35: Customer Success Journey
Deepthi Deepak, Head of Intelligent Automation CoE, First Abu Dhabi Bank
11:15 The UiPath approach to GenAI with our three principles: improve accuracy, supercharge productivity, and automate more
Boris Krumrey, Global VP, Automation Innovation, UiPath
12:15 To discover how Marc Ellis leverages tech-driven solutions in recruitment and managed services.
Brendan Lingam, Director of Sales and Business Development, Marc Ellis
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
7. Class Structure: Organizational Scale
Org Scale
(employees)
User Scale
(B2C users)
Customer
Scale (B2B)
Business
Scale (rev)
OS1: Family 1s 10,000s 0 <$10M
OS2: Tribe 10s 100,000s 1s 10M+
O3: Village 100s 1,000,000s 10s 100M+
OS4: City 1,000s 10,000,000s 100s $1B+
OS5: Nation 10,000s 100,000,00+ 1,000+ $5B+
8. OS1: The Household
1. Identify a non-obvious market opportunity where you have a
unique advantage and/or approach.
2. Building a product with strong product/market fit
9. OS2: The Tribe
Execute & iteratively improve a plan which gets
you to significant market share.
10. OS2: The Tribe
Get to scale:
1. Create your plan; execute it; learn from it; rethink it; build
market share.
2. Adjust your product-market fit as you learn.
3. Address any competition by moving faster to market share.
11. OS2: Becoming a Tribe
1. A bigger team to scale, including new functions:
- a bigger team to learn and build
- marketing/PR
- customer service, sales (for enterprise)
- business development
2. Agile development and technology
3. Business operations (expenses, office space etc.) to let the
team focus on what matters
4. The right financing and capital allocation to allow it
15. In 2004, Microsoft & IE had ~95%
share of personal computing
marketshare
16. That looks like this
5%
Microsoft
95%
And Microsoft had 100%
distribution advantage
17. By the end of 2004, Mozilla had built Firefox 1.0
Breakthrough product
- fast
- popup blocking
- tabbed browsing
- integrated search
- customizable
27. Move ahead 8 months to June 2005 when I got there
Launch worked - 10M downloads first 30 days
Growth was strong; financials strong
Clear product-market fit
15 people in the organization
28. Mozilla at this point was a non-profit,
open source, 6 year overnight
success.
31. Critical Decisions in 2005
1. Hiring & compensation - winning & losing
2. Grow as distributed organization
3. Always treat community as insiders
4. Ignore enterprise,
& everything else other than normal humans
5. Always hold mission as top goal
32. Timeline & Headcount Growth
2005
Firefox 1.5
Started MoCo
2006 Firefox 2.0
2007
No Firefox major releases
Started Mozilla China, Labs
2008
Firefox 3.0, spun out Thunderbird
Started Fennec, grew labs
2009
Firefox 3.5; Thunderbird 3.0; Fennec on Maemo
Services, video, developer tools, more
Total Headcount at Year-end
2005
2006
2007
2008
2009
2010
2011
0 80 160 240 320 400
406
341
258
196
132
85
40
+113%
+32%
+48%
+55%
+32%
+19%
proposed
2010
Firefox 3.6, 3.7; Fennec on WinMo, Android?
Weave, Jetpack, reinvigorated+integrated Firebug
2011
Firefox 4 Desktop & Mobile
More services, identity?
33. Move ahead another year to July 2006
Market share > 10% (~25M DAU, ~75M MAU)
Product-market fit extremely clear (not viral!)
Organization now ~30 people
With PMF, you start to see new issues
36. Organizational Overview
• Scaling still an issue for everyone
• EA, “chief of staff,” project manager??
• Must get serious about VP operations & GC
• Actively looking for 2 engineering managers, add’l
product managers
• Low key looking for VP marketing
37. Firefox High Order Bits
• Where will Firefox be at the end of 2006?
• What’s a reasonable goal for 2006? 2007?
• 01/06 we said 20% market share
• What can and should we do to affect marketshare
numbers? What are we doing to increase it today?
38. Firefox Context (1)
• About 13% worldwide marketshare
• varies significantly by country and group
• 25MM active users on a given day
• Growth in the US appears to have slowed?
• Continuing to work on data and analysis
39. Firefox Context (2)
• Initial Disruption Period of Fx 1.0 diminishing
• IE 7 and Safari on Windows
• iTunes has been disruptive; might an iTunes-
focused Safari be the next disruptive event?
• What do we do to maintain momentum / motivate
our community?
40. Google’s Context
• Has realized that the browser is critical to them
• can’t allow MS to have a choke-hold on their
customers
• Current browser strategy: support leading
alternative browser (Firefox)
• High level question: is this the correct browser
strategy?
41. Google Issues (1)
• Browser is critical but “destiny not in their own
hands”
• Fx growth at a marketshare number that is too low
for safety
• Not clear that they or we have a plan to address
• increasing Fx market share or
• arrival of IE7
42. Google Issues (2)
• Webkit/Safari on Windows is coming
• Replay of the Unix wars?
• believe anything > IE & 1 other browser target for
web developers will fail, hurting Google
• Apple pushing Webkit (faster, smaller, accessible)
43. Google Issues (3)
• 80%IE, 20% Fx not enough, but hopeful
• 80% IE, 10% Fx. 10% Safari is a win for MS
• 80% IE, 20% Safari is bad for Google
• If Google believes the latter will happen, then it must
create its own browser
• Hopes that some “convergence” between webkit and
Fx is possible (rationale voices understand the
difficulties)
44. Critical Decisions Summer 2006
1. Accelerate product releases (Fx2, Fx3), and
stay the course with Gecko vs Webkit
2. Aggressively invest in more localizations,
global reach
3. Keep building community, keep treating
them like insiders, embrace all
46. 2 years ago...
~15 employees, no MoCo, 2 people in MozJP, 2 in MozEU
~15 million users
$15 million in the bank
working on Firefox & Thunderbird 1.0.6 (& 1.0.7!)
60. OS2: Scaling
Execute & iteratively improve a plan which gets
you to significant market share.
61. OS2: Scaling Consumer Products
• Growth through Value
• Virality
• Word of Mouth
• Repeat Use (vs. churn)
62. OS2: Finding Growth through Value
• You’ve found product-market fit (organic or inbound usage)… with
which segments?
• Not — nice — want — need
• Options once you have found where the product-market fit is:
• Improve product market fit for “nice” groups
• Take full advantage of want/need groups
• Optimize growth at “nice” level
63. OS2: Scaling Consumer Products
• Growth through Value
• Virality
• Word of Mouth
• Repeat Use (vs. churn)
• Growth through Awareness
• SEO and SEM
• Partnerships
• Facebook, LinkedIn
• Incentives
64. OS2: Scaling Enterprise Products
• The decision-maker growth hypothesis
• Beta customers
• Beta customers to validate value hypothesis, identify needs
• Will confirm or refute your sales decision-maker hypothesis
• Successful beta customers become “lighthouse” customers
• Build awareness at low cost
• Trade Marketing: Gartner and Forrester
• Pitch reporters and bloggers.
• Consumer-style bottoms-up approaches
66. Resourcing Execution
Your operational decisions should fit into two categories:
1. Direct, leveraged investment in the scaling goal
2. Keeping the scaling team focused by removing distractions
67. Resourcing Scaling: Development and Technology
• Agility (speed and flexibility) is the key target
• Optimize for speed of pivoting
• Development process is as important as the tech
• Expect to accumulate technical debt
• Almost certainly need to grow the technology team
68. Resourcing Scaling: Learning
• Data and Dashboards
• PR/MarComm
• For Enterprise:
• Customer Service
• Sales (not sales manager)
• Business Development
69. Resourcing Scaling: Recruiting
• You will have to reach beyond immediate network
• All of your recruiting will be outbound
• Hire a recruiting lead who can do this
• Full-time, attracting cofounder-equivalents
• Set up a simple, modestly rigorous hiring process
• Reference checking
• Five interviews per candidate
• Establish a talent brand, cheaply
• Engineering should contribute to open source
• MarComm should land speaking engagements
70. Resourcing: Protecting the scaling team
• Essential: generalists who can allow the founders and scaling team to
concentrate on scaling
• Minimum team for essential but distracting needs:
• Customer Service and Business Development (for consumer
companies)
• Security
• Your workspace
• Travel and expense policy, accounting, legal, finance
• Office manager, utilities, vendor relationships, food
• IT and productivity technology
72. Next 2 weeks (OS2)
10/8: Jen Pahlka, Code for America
10/13: Mariam Naficy, Minted
10/15: Shishir Mehrotra, new project; former YouTube
73. Jennifer Pahlka
Founder & ED, Code for America
Former US Deputy CTO
Ran Web 2.0, GDC
Thinks about movements, communities &
how to get real & leveraged outcomes
Assignment: reading & forum discussion