Designing for Agile Delight! Customer Obsessed Innovation at IntuitAtlassian
Innovating effectively in an Agile environment is no easy feat. Learn how Intuit applies an innovation culture and their own "Design for Delight" (D4D) process to deliver and enhance their enterprise agility program—and keep both internal teams and customers happy.
Explore this unique process around customer-driven innovation, deep customer empathy, and how to navigate rapid iterations with customers. Learn about how they applied their agile D4D process to solve key customer problems, and leave with the knowledge of how to deliver both features and customer delight.
Jesús will walk you through a collection of techniques that he has applied while forming agile teams. Jesús has dedicated five years of his career to observe, learn, experiment, and apply different techniques to transform teams into high-performing, sustainable agile teams.
Putting personas to work - University of Edinburgh Website ProgrammeNeil Allison
I use personas to support the development of the University of Edinburgh's corporate Content Management System and associated services.
A significant challenge is to try to ensure that all members of the team understand and empathise with the personas that represent our CMS user group.
This session (first presented February 2014 at a Web Publishing Community session) outlines activities I use to help foster shared understanding within the team and wider group of stakeholders.
This is part two of the Lean UX workshops outlining in a practical way, the Lean UX processes. These workshops are run as part of the Lean UX Labs experiment.
Designing for Agile Delight! Customer Obsessed Innovation at IntuitAtlassian
Innovating effectively in an Agile environment is no easy feat. Learn how Intuit applies an innovation culture and their own "Design for Delight" (D4D) process to deliver and enhance their enterprise agility program—and keep both internal teams and customers happy.
Explore this unique process around customer-driven innovation, deep customer empathy, and how to navigate rapid iterations with customers. Learn about how they applied their agile D4D process to solve key customer problems, and leave with the knowledge of how to deliver both features and customer delight.
Jesús will walk you through a collection of techniques that he has applied while forming agile teams. Jesús has dedicated five years of his career to observe, learn, experiment, and apply different techniques to transform teams into high-performing, sustainable agile teams.
Putting personas to work - University of Edinburgh Website ProgrammeNeil Allison
I use personas to support the development of the University of Edinburgh's corporate Content Management System and associated services.
A significant challenge is to try to ensure that all members of the team understand and empathise with the personas that represent our CMS user group.
This session (first presented February 2014 at a Web Publishing Community session) outlines activities I use to help foster shared understanding within the team and wider group of stakeholders.
This is part two of the Lean UX workshops outlining in a practical way, the Lean UX processes. These workshops are run as part of the Lean UX Labs experiment.
Advanced Scrum: Answering the Difficult QuestionsRyan Ripley
Advanced Scrum was presented at the Path to Agility Conference 2017 and was centered around the audiences questions and concerns about their Scrum practices and implementations.
Mobile Analytics can be overwhelming when it comes to taking data you are tracking and converting it into actionable insights on player behavior, retention and monetization mechanisms. James Gwertzman, CEO of PlayFab, shows you not just what can be measured in your game, but what SHOULD be measured, and how you can take action on it so you can get the results you want. He also discusses the future of data use; real-time analytics and how to think about using data while the player is still playing.
Sense & Respond: Book Review & Panel DiscussionTremis Skeete
A seen on the "Product Thinking NYC" meetup page:
Join us at Alpha as we do a deep dive into the book entitled:
"Sense and Respond: How Successful Organizations Listen to Customers and Create New Products Continuously", written by Jeff Gothelf, Josh Seiden
The End of Assembly Line Management
We’re in the midst of a revolution. Quantum leaps in technology are enabling organizations to observe and measure people’s behavior in real time, communicate internally at extraordinary speed, and innovate continuously. These new, software-driven technologies are transforming the way companies interact with their customers, employees, and other stakeholders.
This is no mere tech issue. The transformation requires a complete rethinking of the way we organize and manage work. And, as software becomes ever more integrated into every product and service, making this big shift is quickly becoming the key operational challenge for businesses of all kinds. We need a management model that doesn’t merely account for, but actually embraces, continuous change. Yet the truth is, most organizations continue to rely on outmoded, industrial-era operational models. They structure their teams, manage their people, and evolve their organizational cultures the way they always have.
Our Guest Panelists Include:
- Chul Kwon, Head of Product at InterviewJet
- Jordan Bergtraum, Management Consultant (formerly VP of Product Management at ServiceChannel)
- Jenine Lurie, Director, Innovation by Design at Genpact
- Nis Frome, Co-Founder & Content Lead, Alpha
Perhaps the most under-utilized assets in most companies are the ideas in employees’ heads. For that reason, this session aims to help attendees learn three key things:
How to tap into employees' passions to drive growth
A useful model for assessing whether your innovation programs are effective
How to use our “recipe book” to build a cohesive innovation program that drives growth
This session is meant to cover the case for employee-driven innovation – including success stories and data points. We'll also provide access to the tools, playbooks, and templates that can accelerate innovation programs in your company.
Managers, responsible for leading change in organizations are struggling to adapt. Many are failing. Individual workers need and deserve better support to be productive. This talk addresses how to use a Lean DevOps philosophy to influence change to salvage ITOps reputations.
Six Steps Towards Self Learning Teams and OrganizationsAndy Cleff
A framework that will propel your teams and organization on a path of self-learning and growth:
1. How to build an inventory of skills to sustain high performance
2. How to visualize the current and future states of the team skill set
3. How to prioritize "the learning backlog" and create conditions conducive to self-learning
4. Building learning communities at scale
5. How to measure outcomes of this experiment, to inspect and adapt the changing needs of the team and the organization
6. And how to making it all visible and amplify a culture of organizational learning
From simple integrations to rich interactions, HipChat's integration platform, powered by Atlassian Connect, supports it all! Tanguy will walk you through HipChat's integration capabilities and how they're used in real life, as well as give you a glimpse into the future of messaging-powered apps. You'll learn how the HipChat team reimagined its integration platform and get a look at some of the 60+ 3rd party integrations that turn HipChat into your team's notification center.
Using the Improvement Kata for retrospectivesNick Oostvogels
In this session, we will explore the Improvement Kata as a technique to facilitate better retrospectives. The Improvement Kata contains 4 steps which are a pattern for scientific thinking and acting, with structured practice routines. It is built on the idea that change requires practice, often started with small behavior patterns. Many teams struggle to implement retrospective actions successfully, leading to disillusion and questioning the benefit of the meeting. Or sometimes, these actions are contradictory, causing no long term progress. In this session, we will learn the theory behind the Improvement Kata and practice it by using exercises. It will help you to stimulate continuous improvement in your organization and give you tools to facilitate it.
Get hands-on advice for rapid Agile prototyping in a product team.
You'll learn:
- How to determine the right depth and breadth for MVP prototypes.
- How to prioritize use cases for prototyping.
- How to elicit the right stakeholder and user feedback.
- How to correctly annotate prototypes for dev and QA.
Presented to IIBA professional development day on Oct 26, 2017.
Take responsibility for gathering feedback and improving, fopr without t you will be a victim to the future.
Unleashing Your Team's Potential With the Atlassian Team Playbook by John PazJohn Paz
The Team Playbook is free to download, and it's organized and grouped according to the team dynamic you want to address. It includes stories about how Atlassian creates team plays, as well as the plays our Content Designers use most often, and how we use these plays to inform our work.
A presentation to a webinar that explores the following topics:
What is facilitation;
Who is facilitator and how they differ from administrator or manager;
When manager can be a facilitator;
Can Agile facilitator be unbiased or not;
How to develop self-awareness;
Being Agile vs Doing Agile;
7Cs of facilitator stance;
Scaling Fast: Growing Engineering Orgs From Zero to IPONick Caldwell
5 tools for rapidly scaling your startup's engineering organization.
1. How to create Vision and Mission statements
2. Setting objectives
3. Measuring Key Results
4. Creating and organizational structure
5. How to drive consistent execution
Bonus!
Real world experience from Microsoft - Deniz ErcoskunAgileSparks
Microsoft developer division has implemented SCRUM while developing Visual Studio 2012, and TFS 2012. In this talk we will cover information on this implementation. You will learn about why Microsoft has decided to implement SCRUM, best practices that was helpful for us. How implementing SCRUM has changed our cadence and product delivery cycle. The content will be our developer division SCRUM journey. We are not pure SCRUM put at future leavel we are. I will also discuss which part of our process is SCRUm which part still is not.
Advanced Scrum: Answering the Difficult QuestionsRyan Ripley
Advanced Scrum was presented at the Path to Agility Conference 2017 and was centered around the audiences questions and concerns about their Scrum practices and implementations.
Mobile Analytics can be overwhelming when it comes to taking data you are tracking and converting it into actionable insights on player behavior, retention and monetization mechanisms. James Gwertzman, CEO of PlayFab, shows you not just what can be measured in your game, but what SHOULD be measured, and how you can take action on it so you can get the results you want. He also discusses the future of data use; real-time analytics and how to think about using data while the player is still playing.
Sense & Respond: Book Review & Panel DiscussionTremis Skeete
A seen on the "Product Thinking NYC" meetup page:
Join us at Alpha as we do a deep dive into the book entitled:
"Sense and Respond: How Successful Organizations Listen to Customers and Create New Products Continuously", written by Jeff Gothelf, Josh Seiden
The End of Assembly Line Management
We’re in the midst of a revolution. Quantum leaps in technology are enabling organizations to observe and measure people’s behavior in real time, communicate internally at extraordinary speed, and innovate continuously. These new, software-driven technologies are transforming the way companies interact with their customers, employees, and other stakeholders.
This is no mere tech issue. The transformation requires a complete rethinking of the way we organize and manage work. And, as software becomes ever more integrated into every product and service, making this big shift is quickly becoming the key operational challenge for businesses of all kinds. We need a management model that doesn’t merely account for, but actually embraces, continuous change. Yet the truth is, most organizations continue to rely on outmoded, industrial-era operational models. They structure their teams, manage their people, and evolve their organizational cultures the way they always have.
Our Guest Panelists Include:
- Chul Kwon, Head of Product at InterviewJet
- Jordan Bergtraum, Management Consultant (formerly VP of Product Management at ServiceChannel)
- Jenine Lurie, Director, Innovation by Design at Genpact
- Nis Frome, Co-Founder & Content Lead, Alpha
Perhaps the most under-utilized assets in most companies are the ideas in employees’ heads. For that reason, this session aims to help attendees learn three key things:
How to tap into employees' passions to drive growth
A useful model for assessing whether your innovation programs are effective
How to use our “recipe book” to build a cohesive innovation program that drives growth
This session is meant to cover the case for employee-driven innovation – including success stories and data points. We'll also provide access to the tools, playbooks, and templates that can accelerate innovation programs in your company.
Managers, responsible for leading change in organizations are struggling to adapt. Many are failing. Individual workers need and deserve better support to be productive. This talk addresses how to use a Lean DevOps philosophy to influence change to salvage ITOps reputations.
Six Steps Towards Self Learning Teams and OrganizationsAndy Cleff
A framework that will propel your teams and organization on a path of self-learning and growth:
1. How to build an inventory of skills to sustain high performance
2. How to visualize the current and future states of the team skill set
3. How to prioritize "the learning backlog" and create conditions conducive to self-learning
4. Building learning communities at scale
5. How to measure outcomes of this experiment, to inspect and adapt the changing needs of the team and the organization
6. And how to making it all visible and amplify a culture of organizational learning
From simple integrations to rich interactions, HipChat's integration platform, powered by Atlassian Connect, supports it all! Tanguy will walk you through HipChat's integration capabilities and how they're used in real life, as well as give you a glimpse into the future of messaging-powered apps. You'll learn how the HipChat team reimagined its integration platform and get a look at some of the 60+ 3rd party integrations that turn HipChat into your team's notification center.
Using the Improvement Kata for retrospectivesNick Oostvogels
In this session, we will explore the Improvement Kata as a technique to facilitate better retrospectives. The Improvement Kata contains 4 steps which are a pattern for scientific thinking and acting, with structured practice routines. It is built on the idea that change requires practice, often started with small behavior patterns. Many teams struggle to implement retrospective actions successfully, leading to disillusion and questioning the benefit of the meeting. Or sometimes, these actions are contradictory, causing no long term progress. In this session, we will learn the theory behind the Improvement Kata and practice it by using exercises. It will help you to stimulate continuous improvement in your organization and give you tools to facilitate it.
Get hands-on advice for rapid Agile prototyping in a product team.
You'll learn:
- How to determine the right depth and breadth for MVP prototypes.
- How to prioritize use cases for prototyping.
- How to elicit the right stakeholder and user feedback.
- How to correctly annotate prototypes for dev and QA.
Presented to IIBA professional development day on Oct 26, 2017.
Take responsibility for gathering feedback and improving, fopr without t you will be a victim to the future.
Unleashing Your Team's Potential With the Atlassian Team Playbook by John PazJohn Paz
The Team Playbook is free to download, and it's organized and grouped according to the team dynamic you want to address. It includes stories about how Atlassian creates team plays, as well as the plays our Content Designers use most often, and how we use these plays to inform our work.
A presentation to a webinar that explores the following topics:
What is facilitation;
Who is facilitator and how they differ from administrator or manager;
When manager can be a facilitator;
Can Agile facilitator be unbiased or not;
How to develop self-awareness;
Being Agile vs Doing Agile;
7Cs of facilitator stance;
Scaling Fast: Growing Engineering Orgs From Zero to IPONick Caldwell
5 tools for rapidly scaling your startup's engineering organization.
1. How to create Vision and Mission statements
2. Setting objectives
3. Measuring Key Results
4. Creating and organizational structure
5. How to drive consistent execution
Bonus!
Real world experience from Microsoft - Deniz ErcoskunAgileSparks
Microsoft developer division has implemented SCRUM while developing Visual Studio 2012, and TFS 2012. In this talk we will cover information on this implementation. You will learn about why Microsoft has decided to implement SCRUM, best practices that was helpful for us. How implementing SCRUM has changed our cadence and product delivery cycle. The content will be our developer division SCRUM journey. We are not pure SCRUM put at future leavel we are. I will also discuss which part of our process is SCRUm which part still is not.
Hanno Jarvet - VSM, Planning and Problem Solving - ConFuDevConFu
Value stream mapping is a Lean technique used to analyse and design the flow of materials and information required to bring a product or service to a consumer. It can be used for nearly any value chain, line of business and group of processes to optimize their results and efficiency.
During the hands on work-shop each participant will have the opportunity to work with their actual business problems and walk away with a clear roadmap on what to improve and why.
We explain the history of our agile organization with a focus on the latest round of evolution of our Product and Engineering organization, moving from business-oriented feature teams to mission teams.
Climbing out of a Crisis Loop at the BBCRafiq Gemmail
A talk I gave with my friend and mentor Katherine Kirk, on our journey to Scrumban and a leaner workflow at the BBC. See https://www.infoq.com/presentations/bbc-agile-case-study for the full presentation.
Measure what matters for your agile projectMunish Malik
While working with Agile projects, we simply can't get away from tracking and showcasing the progress of the project. A typical Agile project would be working with estimates, story points, velocities, burn-up or burn-down charts.
I have witnessed numerous sprint reviews and showcases where the business is only waiting to see those few slides of the presentation where there is the "actual" red worm, running against the "planned" green worm, trying to catch-up. If the red worm is ahead, I have seen a smile on the faces of the stakeholders. If it matches the green one, there is a sigh of relief. And as a development team you should just pray that the poor red guy is not falling behind the green one, lest it might lead to a lot of questions starting with why, how, what etc.
There have also been times where there have been some unfortunate heated discussions that last forever on why did the team end up not claiming a few points that they had committed. What gets lost is what the team accomplished in the sprint that adds good value to the product. There have also been times where the estimates are being questioned by the product owner or account managers. If you are working in a distributed setup where the product owner is working out of a different country, the problem is even bigger.
Let us think about a scenario where the project gets completed on time, budget and scope. Majority (or all) of estimates were correct. However, when the product went live to the market it failed big time. What is the use of building such a product?
Are we focusing too much on numbers and points and overlooking the other important aspects of Agile software development such as producing software that delights the customers and looking for ways on how we can measure that? Are we measuring if we are creating a solid, robust and a scalable platform that is ready for future developments and enhancements? Are we measuring the outcomes of the time we are spending in the shoes of the people who will actually use the software?
The objective of this presentation is to promote the thinking of measuring what matters for your project. To measure the goals that your software development wants to achieve. I don't plan to showcase an exhaustive list of measurements that can solve all your problems, however, I instead want to highlight some samples that I have used in my projects with the help of my team, that helped us to measure things that add value to the business and development v/S simply creating burn down charts.
Majorly, I want to encourage thinking out of the box to identify what measurements will really matter for your projects. Perhaps from the eyes of the users and business and see what things if measured will add a lot more value than simply estimates, and will help in creating a valuable product that will truly delight the business and the users of the product.
In this advanced business analysis training session, you will learn User Stories from Scenarios. Topics covered in this session are:
• What is a Use Case?
• The Purpose of Use Case Analysis
• Managing the Building of Product
• The Basic Development Loop
• Analysis paralysis – how much is enough
• Conceptual model development
• Style Guide development
• Usability testing during agile increments
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Conflict is everywhere in the workplace. It is neither good nor bad. Left unchecked it can transform into violence. Agile teams are not immune. In this talk, we will look at the unusual ways conflict was exposed on an Agile project as it attempted to scale under stress. We will look at how the failure to come to grips with the underlying conflicts triggered dysfunction and disengagement. We will see how the conflict affected the people, their relationships and ultimately the project itself.
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.
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.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
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/
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
5. Cynefin: A decision making framework
Pronounced - ku-nev-in
Licensed by Dave Snowden under the Creative Commons Attribution 3.0 Unported
6. Marketing Site = Content Targeting
Use campaigns to promote products
Marketing sites:
Electronic brochures
that change to match
the user
Customer’s choices direct them
to a product. Analytics measures
effectiveness.
11. • Pick up two cards
• Write where you feel you are
• Write where you feel the team is
Tuckman's Stages of Group Development
A quick and dirty team self assessment
12. To change we needed to look at:
• Who we were – Roles and Responsibilities
• How we work – Engineering Practices
• How we function – Our Processes
• Who we are working with – Our Client
Lewin's Change Model
Unfreeze – Change – Refreeze
Plan for Getting to Performing
13. Make the Team Aware of the Context
Cultural awareness came later
15. Counter the Hierarchy of Role
Client Fire
Engagement
Manager
Project
Manager
Architect/
Tech Lead
Testers
DesignersDevelopers BSAs
• Proximity ≠ Smarter or Better
• Was an indicator of Cynefin Sweet spot
16. Counter the Hierarchy in Behavior
To engage when present
Respect for ideas no matter their source
A willingness to bring ideas or support the best current idea
To always seek help
To use teams for complex endeavors
Do now what can effectively be done now
“I will never do anything dumb on purpose”
McCarthy's Core Protocols
17. Focus away from differences ….
to common goals
“Continuous Integration is a software
development practice where members of a
team integrate their work frequently…”, blah
blah, blah
-Martin Fowler
“Continuous Integration along with Developer
TDD forms a competitive game framework.
Coding is a competitive contact sport”
- Me
19. Pay attention to Build Metrics
Visible Metrics for Quality Focus
20. STAGE 2: Scrum + 1: Change and Scale
Late 2010 through Q3 2011
Slices of pages aligned to business units
Build a core framework to support pages
Context Changes
• New Management
• Co-locate on site
• New Teams
• Separation of concerns
• Product Roadmap
Challenges
• Scaling a team
• Big team woes
• That darn testing process
21. STAGE 2: The bad testing idea
Week 1
Dev Environment
• Tasking of stories
• Story Development + Unit testing
• Story Test Case Preparation
• Functional Testing (if functionality allows)
Week 2
Dev Environment
• Story Development + Unit Testing
• Story Test Case Preparation
• Functional Testing
MUDA Week 3
QA Environment
• Sprint Code Build into QA
• Formal Functional Testing – Input test cases and results into QC
• Performance Baseline
• Detailed Design for Next Sprint Stories
• Sprint Code Review
• Bug Fixes and Code Quality rework
• Knowledge Transfer to QC staff
• Retrospective
• Sprint Planning
• Maybe a demo
Muda (無駄) Wasteful, Unproductive
22. Challenge 1: Modeling a Big team
Needed tool that could….
• Use bad estimates to extrapolate a critical chain
• Be able to include inter-team dependencies
• Be able to model a ramp up period
• Handle “What If” scenarios
• Already available to everybody on the team
• Could communicate schedule and budget
25. Challenge 1: Modeling a Big team
Needed tool that could….
• Use bad estimates to extrapolate a critical chain
• Be able to include inter-team dependencies
• Be able to model a ramp up period
• Handle “What If” scenarios
• Already available to everybody on the team
• Could communicate schedule and budget
26. Microsoft Project is a Modeling Tool
…please keep this our little secret
• Use VB macro to load your backlog
• Build out different roles as task
• Play with resources as roles not individuals
• Look at critical chain interactions of roles
• Learn to love the Level Button
28. Big Teams and Social Loafing
“Tendency of certain members of a group to get
by with less effort than what they would have
put when working alone.”
• Retrospectives become ineffective
• Transparency dims for stakeholders
• Standups become amateur theater
• Coach becomes disconnected
• Coding practices diluted or skipped
Beyond team of 10, people get lost
29. Look Under the Hood: Burn Downs
-200
-100
0
100
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"The Hill Team" Team Burndown
Real data, with names changed
31. Personal Burn Down: Jack
Jack over estimates, what a hero
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32. Personal Burn Down: “The Bucket”
“The Bucket” is hiding, getting carried
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33. Pay attention to Ergonomics
Use Big Monitors as dividers
Table
Agile Card Wall
Dev Table with Fast Network
Build
Monitor
Door and
Information
Radiators
34. STAGE 3: Backing into Kanban
Driver for changing to focus more on flow
• Page building became the date driver
• Needed a pull model to support the Page team
• Iterations a constraint to fluid response
• Reduce the lengthy standups
• Make assignments more visible
• Once and for all accept the testing model
Late 2011 through 2012
36. Kanban brings focus to the “How”
Visualize the workflow
Limit WIP
Manage Flow
Make Process Policies Explicit
Improve Collaboratively
Ours was a shallow implementation
Dave Anderson – The Principles behind Kanban
37. Cynefin Learning Cycles
Licensed by Dave Snowden under the Creative Commons Attribution 3.0 Unported
Standardize,
Automate
Innovate,
Explore
Disrupt,
Scare
38. Step 1: Change up the Dev board
Dip into chaos to shake up the team
WIP limits on devs using avatars and on types of work
Posted Polies
by Work Type
Magnetic
Avatars
Supplies
in Shoe
Holder
39. Step 2: Man the Page Gates
• Enforce Quality of the Inputs
• Don’t start a page unless it can be finished
• Account for rework in WIP limits
• Create supporting tools
• Pull on development
• UAT pages as part of Page creation
• Resulted in 80% – 90% pass rate
Stop Starting, Start Finishing
41. Kanban Overlay: What did we get?
Operating in the end state
Quality end-to-end and built in
Insight into how was done
Incremental Improvement
Flexibility and responsiveness
High Performing Team!
Late 2010 through early 2011
45. The End
No Crash Test Dummies were hurt in the making of this presentation
“Without deviation from the norm, progress is not possible.”
- Frank Zappa
Editor's Notes
Well enough about me – this is for you
When asking for help hopefully you have a mentorThe answer always depends on the contextSo they will often start with a preface , a disclaimerAsk audience to guessYes “It Depends” - but what if you don’t have a mentorBefore I get into a discussion about the project I want to introduce a frameworkIt is a framework for decision making. For when you don’t have a mentor and you have to figure it out for yourself, like we did.To make sense of the project context before you start make decisions that change it
I’m going to refer to context as being some mixture of these ingredientsPeople – your team the stakeholders– those in or close to the project - brining their wants, desires and aspirationsCulture of the organization, - influenced by its domain commercial, government non-profit, it’s history – the pressures it struggles with to surviveThere is the face and voice of the client – the reason we are developing some product and service – the where and how they live and the goals we are helping them achieveLastly there are the tools and processes, the “mechanics” of the project we are in.All these elements come from somewhere, have a history and mix together to form a project context. We square up for the challenge - we tend to want to classify the project against some checklistMore and more I see people grimly hanging onto the ideas, hoping that the more they comply to the model, the better they will be.I want to introduce to another way of looking at your context. I wish I had found it earlier in the project. [INFOQ STORY – stumbling on the quote]
I’m going to cover briefly, LOOK for the YOUTUBE VIDEO by DAVE SNODEN for more backgroundCynefinpronounced ku-nev-in, is a Welsh word that signifies the multiple factors in our environment and our experience that influence in ways we sometimes can’t predictIDEA behind using the Cynefin framework is to make sense of which context you are in - So you can not only make better decisions - BUT avoid mistakes when applying your standard approach if it no longer fits - ADAPTBoundaries are squishy be design – not categorizing – its data before you form a model – not data you are fitting into a model – that’s categorizationAs you enter one of the domains – you try to make sense – possibly you change interpretation as you gain knowledge of the contextOnce you understand where you are you can start to make the right decisions to make progressSIMPLE – Everything known. Not much room for improvement. You Sense – categorize into some implementation and respond with the implementation. BEST PRACTICESExamples – Order taking, application submission FOR DEVS: automation of repetitive jobsSTANDARD RESPONSE – OH it’s one of those problems – NO ANALYSIS REQUIRED.COMPLICATED– PREDICTABLE BUT REQUIRES AN EXPERT Multiple right answer but an expert can choose the right one GOOD PRACTICES reignEXAMPLES : C-R-U-D functions, Use of Open Source StacksYou SENSE- ANALYZE – RESPONDSTANDARD RESPONSE: “Let me have a look at this problem and I’ll tell you how to solve it”AVOID – Same old thinking avoids innovation =? Use RetrospectivesAVOID – Analysis ParalysisCOMPLEX- Standard practices are not able to solve. Need new ideas – experimentExample : Battlefield scenario, gather a team of experts and com up with solutions – like there isone but you have to experiement BDD start writing tests and more questions come up , changes requirements, changes the targetYou can look back and see how you got to a solution but the problem was such that it required playing with ideasPROBE – SENSE – RESONDKEY POINT to probe around IT MUST BE SAFE-TO-FAIL environmentASK – LOOK at your context and see if it struggles with AGILE because NOT SAFE TO FAILMost interest to tech types => DESIGN => POC => LEARNAlso why if we try to nail every requirement we are bound to failLeaders can be scared by Complex Domian => Default back to command and control to enforce order on the process where it does not belowCHAOS: House on fire, production site down, You just need to fix and then figure out what happened, stem the bleeding, Rolll back a release – Get it back under some controlACT - SENSE – RESPONSEOTHER FEATURES:DISORDER – WHEN NO-ONE is trying to make decisionsLITTLE LIP – Will demo this
Ground RulesClient is perfectThey did what they had to, because of immense pressure they were under - from inside their organizations – their cultureSometimes the team didn’t like – the team may not have known better – OR because we needed to accept the cultural component of the contextLimit details on technology as some elements are proprietryTalking about www.client.com client’s primary marketing siteA marketing site tries to figure out what the best product to offer based on little information – Not like upsellingLike a magic brochure that changes content based on who you are and adds and deletes pages as it learns about what you are after.Engine behind is like Pachinko Machine or Galton BoxCustomers are presented by a home page and start to make navigation choices based on their needs an options presentedMarketers drive the site content have campaigns for products and are doing market analysis to figure out what products do wellAnalytics engine provides feedbackOnce a product is selected the site hands off to other systems that take the appications
Started in late 2008 with a strategy study Produced a model to transform from their current technology to portal basedArchitectural goals were typical of a large financial institution, reliability, performance, securityOne of main business goals – reduce cost to run and REDUCE TIME TO MARKET on campaignsThrough 2009 Used our extensive CMS knowledge to build out the CMS for what was a content driven siteMay 2010 we were asked to come back and review the project. It was close to release larger LOBs. They wanted a health checkLooked like a Complicated not Complex type of context.Discussions showed the content to be COMPLEXMATURITY CHANGED THE SOLUTION IN A COMPLEX SPACE model was wrong compared to where they wanted to beSOLUTION WAS more complex to maintain, was not delivering consistent analytics and had taken a step backwards in time to marketCame up with alternatives and a new Engine based model that would simplify page construction with continuing to use the mature CMS
Rather go into all the gory detail I’m going to give you a high level and then pick a couple of challenges that stood out from the normBasic set up was - 2 week sprints - co-locate but offsite - AGILE BA Mind melded with the PO – worked well in mashing formal reqs with Agile Stories - No electronic tools, Just powerpoint for stories and excel for trackingRequirements were detail for the a few of the Lines of Business so we attacked in vertical slices Just enough architecture just enough functionality to support releasing LOBS3 Challenges Offsite client architects could not engage yet requirement heavy design docs – KNOWLEDGE CAPTURE We were having troubling aligning sprint cadence with all the testing documentation rigour Leads were offsite and processes made extensive use of inspection for validation Biggest challenge was getting a new team to jell – Scrum didn’t provide enough glue to hold them together RANT !
Scrum assumes this amorphous blog of self organizing genius – I don’t
Discuss the components of history , cultural backgroundDifferent cultures view authority differentlyDifferent cultures treat heritage differentlyAfter talking them through this simple model, on a whim I added the simple test
We also took a hard look at practices – developers are not arriving with the XP practices well entrenchedI still find rookie Agile developers blaming testers for not finding bugs.My usual response is along the lines of “This is not an treasure hunt – why did you put them there?” Gets weird looks as the light bulb goes off.
Focus on the consequence of being at the end of a process and impact on testers behaviorThe developers looked up to the designer and immediately wanted to be at that level of the respect it garnered
Ask if familiar with McCarthy Core Protocols – Jim and Michelle McCarthyHorribly truncated and boiled down but in essence we asked if they would be willing to act in different way
We had delivered butSponsor restlessnessPlans had been derailed by the discover and need to implement glue technology between the old and new systemsSponsors had question – when will it end?Slicing approach did not provides the transparency into the future in order to secure budgeting bean counters don’t changeNeeded big picture thinking!Co location => culture and pressures were more realPage building team separate configuration and considerable challenge to specialist – they started out with 2 week iterations with non-software contextReorganize infrastructure into smaller batches, build out along the deployment pipelineProduct roadmap allows forMake big bad estimatesIdentifying chunks of common functionalityWhen given the big picture the client was more willing to defer immediate gratification for more holistic approachUse configurable designs to defer having to commit to that configuration until the business requirements where in handCynefin – Less oscillation between Complex and Complicated – spend more time in the complex domain investing in chuncks
Don’t worry about that detailsTesting became a big batch of work – late discoveryThis is QUALITY CONTROL vs QUALITY ASSURANCEIf your experimenting with Complex domain, you need that learning as part of probing is the software valuableQuality assurance better for simple – check it after
Most project managers are scared of the LevelWho has heard of it? Who has seen it? It is the BigFoot of Project Features.Who has taken a plaster cast of the crater it left in your schedule.Use the priority beyond business value . It can be anything from 1-1000So what di you think the client thoughtTHE CLIENT HATED IT! Estimating are useful, Estimates are useless
Bad Bad ideaFist of five who thinks this is a bad ideaOnce you have done it – you’ll never ever do it againFinger in socket analogySo this this is the second time I have done and I’m getting better at it
Talk on teams of 4Then team of 5 to 9 – the Agile sweet spot.