We build a Password Manager, to help consumers and businesses manage their digital identity in a safe and user-friendly way. The story of agile practices at Dashlane is a series of iterative steps. As we grew as a company, we adapted our organization to our needs. We tried to learn from our past mistakes, and we did a lot and matured along the way.
We are actually always looking for the right organization at the right moment, the one that provides us for the maximum efficiency and the maximum value for our customers and our business.
Continuous Delivery: releasing Better and Faster at DashlaneDashlane
An introduction to how the Dashlane Engineering Team worked on achieving Continuous Delivery: the ability to deliver to production, fast, reliably and on-demand, through an industrialized automated Release Pipeline.
Supporting the Product through Continuous DeliveryUXDXConf
In this session Frederic will look at how to manage feature-flipping and A/B Testing when shipping on multiple platforms. How to manage synchronization and coordination with product marketing and as part of it, explain how Dashlane are organized with a dual track approach to support feature team delivery and platform/production maintenance in parallel.
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.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly and effectively. Prerequisites: A working knowledge of Lean and Scrum NPD methods (stand-up meetings, user stories, backlog, sprints, burn-down charts, etc.)
We will cover the following topics in this webinar:
· Qualifying and monitoring distributed partners
· Planning an Agile project
· Project execution across time-zones and cultures
· Encouraging true Innovation and Collaboration
· Effective Internet tools
· Q&A
Relieveing the Testing Bottle Neck - WebinarCprime
When shifting to Agile, testing is often a bottleneck in the process, as it is the last step in the cycle. But, the responsibility to remove the bottleneck is not on the tester alone.
Resource Planning is one of the biggest headaches for medium to large organizations. Creating a detailed resource plan that is meaningful is very difficult, and keeping it up to date is almost impossible. Plans that look good are often an attractive fiction, full of unrealistic assumptions, over-allocations, and the spreading of too-few people in too many ways.
Agile Resource Planning provides a very different approach to the classic model. It produces realistic plans that are simple to maintain, and effective for planning work over time. In this webinar, Dr. Kevin Thompson will present new concepts in Agile Resource Planning, which provide a practical and easy-to-use approach to Resource Planning that can be used for Agile and classic environments.
Continuous Delivery: releasing Better and Faster at DashlaneDashlane
An introduction to how the Dashlane Engineering Team worked on achieving Continuous Delivery: the ability to deliver to production, fast, reliably and on-demand, through an industrialized automated Release Pipeline.
Supporting the Product through Continuous DeliveryUXDXConf
In this session Frederic will look at how to manage feature-flipping and A/B Testing when shipping on multiple platforms. How to manage synchronization and coordination with product marketing and as part of it, explain how Dashlane are organized with a dual track approach to support feature team delivery and platform/production maintenance in parallel.
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.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly and effectively. Prerequisites: A working knowledge of Lean and Scrum NPD methods (stand-up meetings, user stories, backlog, sprints, burn-down charts, etc.)
We will cover the following topics in this webinar:
· Qualifying and monitoring distributed partners
· Planning an Agile project
· Project execution across time-zones and cultures
· Encouraging true Innovation and Collaboration
· Effective Internet tools
· Q&A
Relieveing the Testing Bottle Neck - WebinarCprime
When shifting to Agile, testing is often a bottleneck in the process, as it is the last step in the cycle. But, the responsibility to remove the bottleneck is not on the tester alone.
Resource Planning is one of the biggest headaches for medium to large organizations. Creating a detailed resource plan that is meaningful is very difficult, and keeping it up to date is almost impossible. Plans that look good are often an attractive fiction, full of unrealistic assumptions, over-allocations, and the spreading of too-few people in too many ways.
Agile Resource Planning provides a very different approach to the classic model. It produces realistic plans that are simple to maintain, and effective for planning work over time. In this webinar, Dr. Kevin Thompson will present new concepts in Agile Resource Planning, which provide a practical and easy-to-use approach to Resource Planning that can be used for Agile and classic environments.
Driving JIRA Adoption Through Simple ConfigurationAtlassian
Intuit has evolved! We have deployed a world class Agile program that supports teams moving from 'doing' Agile to 'being' Agile.
We'll share how Intuit drives adoption of JIRA and Agile to thousands of people with simple, flexible, and scalable configuration.
Products covered:
JIRA Software, JIRA Core
ome teams find it difficult to measure the success (or failure) of Agile projects. In many cases this is because the link between process and technology is absent and the right tools are not being used - or are not being used in the right way. In this presentation we will introduce Atlasssian products that bring agile reporting to life.
Extending JIRA to Enable High Volume KPI Benchmarking - Keyur PatelAtlassian
At Intel, KPIs are measured and reported weekly across multiple, global projects. In this session, we'll cover the business case and architecture behind developing an end-to-end process management system for KPI benchmarking, tracking, and monitoring using JIRA for more than 6,000 users.
Portfolio for JIRA & Kanban: How Thrillist Manages Their Product RoadmapAtlassian
We at Thrillist need to move fast to stay competitive. That's why we use Kanban. We also need to keep a grip on the big picture, and that's why we use Portfolio for JIRA. Can Kanban work together with high-level planning? Yes, it can.
Dive into the Thrillist process of planning and executing our product roadmap with Portfolio. Learn how the combination of Kanban methodologies with Portfolio can enable a team to become fast, flexible, and forward-thinking.
For more on Thrillist and their Atlassian setup, check out Mike's website: http://mike-solomon.com/abstract/
Products covered:
Portfolio for JIRA
DOES16 London - Darren Hague - SAP’s DevOps Journey: From Building an App to ...Gene Kim
Darren Hague, Cloud Infrastructure Architect, SAP
SAP has been using a DevOps & Continuous Delivery approach for building its web and mobile apps for several years, and is now building and running a global cloud at the scale needed to support the digital transformation needs of its customers. This talk recaps the story of how SAP originally adopted DevOps practices before moving on to describe how the Cloud Infrastructure Services team is building and operating its 3rd generation cloud automation system using microservices, containers and open-source software.
Pricing Pitfalls...and How to Counter ThemGus Prestera
This deck is from a webinar I conducted (available on YouTube), describing five common mistakes that business consultants make when pricing their services...and more importantly, strategies for countering those traps. I also give you a peek into the Pricing Your Services program, a series of online courses that teaches consultants how to build their pricing system and compete for projects effectively, quickly, and confidently. Visit http://academy.presterafx.com to learn more.
Transition to feature teams - Gil Wasserman - Agile Israel 2013AgileSparks
Feature teams structure is a well known good-engineering-practice, especially for agile, busniess driven organizations. However, transferring an organization from component to feature teams is always a challange. Most organization actually keep their component driven structure and way of operation. This lecture is intended for those who have already been convinced about the benefits and value of feature teams, but are still hesitant to make the change. In this lecture we shall discuss optional migration paths and share practical considerations and tips to help make the transition effective and worth doing.
Presentation about the basics of Agile Methodologies and how they can be applied to Scientific Research. This presentation later evolved into the Agile Research method. June 2008
Many doubt it to be so, but Agile Development and supporting Agile software DOES have a place among Government Agencies. Tune in to see the successes and failures as the FBI attempted to utilize Agile Development practices
How to Measure Agility Project Success in Business TermsEthan Ram
A session I gave in Agile Israel 2015 conference about measuring the success of transforming a company operations using agility/lean methodologies. I'm presenting several KPIs from different departments - evidence to a significant improvement that resulted from the agility projects we have taken.
Creating a pull for DevOps in an Agile TransformationTimothy Wise
This presentation was used to start a conversation with the Atlanta DevOps community around patterns for introducing DevOps in large organizations. During the session, I presented findings from coaches around the US.
Dashlane Triple Track : à la recherche de la bonne organisation - Agile en Se...Agile En Seine
Présenté par Frédéric Rivain, Dashlane
L'histoire Agile de Dashlane : comment nous avons évolué et itéré sur notre organisation, depuis les premiers jours de la start-up jusqu'au modèle actuel à triple track, pour nous adapter aux besoins de notre entreprise, ainsi que la façon dont nous avons fini par aborder les investissements techniques au fur et à mesure des évolutions du produit et de l'entreprise.
Frédéric Rivain, CTO - Scaling Identity | Tech Agilist, Dashlane
Frederic is the CTO of Dashlane, passionate about scaling Digital Identity. He joined Dashlane after several years working in Gaming, Gambling and eCommerce. He is eager to learn, innovate and have fun with his team, so that Engineering can efficiently support the Dashlane business and offer the best service to Dashlane users.
Driving JIRA Adoption Through Simple ConfigurationAtlassian
Intuit has evolved! We have deployed a world class Agile program that supports teams moving from 'doing' Agile to 'being' Agile.
We'll share how Intuit drives adoption of JIRA and Agile to thousands of people with simple, flexible, and scalable configuration.
Products covered:
JIRA Software, JIRA Core
ome teams find it difficult to measure the success (or failure) of Agile projects. In many cases this is because the link between process and technology is absent and the right tools are not being used - or are not being used in the right way. In this presentation we will introduce Atlasssian products that bring agile reporting to life.
Extending JIRA to Enable High Volume KPI Benchmarking - Keyur PatelAtlassian
At Intel, KPIs are measured and reported weekly across multiple, global projects. In this session, we'll cover the business case and architecture behind developing an end-to-end process management system for KPI benchmarking, tracking, and monitoring using JIRA for more than 6,000 users.
Portfolio for JIRA & Kanban: How Thrillist Manages Their Product RoadmapAtlassian
We at Thrillist need to move fast to stay competitive. That's why we use Kanban. We also need to keep a grip on the big picture, and that's why we use Portfolio for JIRA. Can Kanban work together with high-level planning? Yes, it can.
Dive into the Thrillist process of planning and executing our product roadmap with Portfolio. Learn how the combination of Kanban methodologies with Portfolio can enable a team to become fast, flexible, and forward-thinking.
For more on Thrillist and their Atlassian setup, check out Mike's website: http://mike-solomon.com/abstract/
Products covered:
Portfolio for JIRA
DOES16 London - Darren Hague - SAP’s DevOps Journey: From Building an App to ...Gene Kim
Darren Hague, Cloud Infrastructure Architect, SAP
SAP has been using a DevOps & Continuous Delivery approach for building its web and mobile apps for several years, and is now building and running a global cloud at the scale needed to support the digital transformation needs of its customers. This talk recaps the story of how SAP originally adopted DevOps practices before moving on to describe how the Cloud Infrastructure Services team is building and operating its 3rd generation cloud automation system using microservices, containers and open-source software.
Pricing Pitfalls...and How to Counter ThemGus Prestera
This deck is from a webinar I conducted (available on YouTube), describing five common mistakes that business consultants make when pricing their services...and more importantly, strategies for countering those traps. I also give you a peek into the Pricing Your Services program, a series of online courses that teaches consultants how to build their pricing system and compete for projects effectively, quickly, and confidently. Visit http://academy.presterafx.com to learn more.
Transition to feature teams - Gil Wasserman - Agile Israel 2013AgileSparks
Feature teams structure is a well known good-engineering-practice, especially for agile, busniess driven organizations. However, transferring an organization from component to feature teams is always a challange. Most organization actually keep their component driven structure and way of operation. This lecture is intended for those who have already been convinced about the benefits and value of feature teams, but are still hesitant to make the change. In this lecture we shall discuss optional migration paths and share practical considerations and tips to help make the transition effective and worth doing.
Presentation about the basics of Agile Methodologies and how they can be applied to Scientific Research. This presentation later evolved into the Agile Research method. June 2008
Many doubt it to be so, but Agile Development and supporting Agile software DOES have a place among Government Agencies. Tune in to see the successes and failures as the FBI attempted to utilize Agile Development practices
How to Measure Agility Project Success in Business TermsEthan Ram
A session I gave in Agile Israel 2015 conference about measuring the success of transforming a company operations using agility/lean methodologies. I'm presenting several KPIs from different departments - evidence to a significant improvement that resulted from the agility projects we have taken.
Creating a pull for DevOps in an Agile TransformationTimothy Wise
This presentation was used to start a conversation with the Atlanta DevOps community around patterns for introducing DevOps in large organizations. During the session, I presented findings from coaches around the US.
Dashlane Triple Track : à la recherche de la bonne organisation - Agile en Se...Agile En Seine
Présenté par Frédéric Rivain, Dashlane
L'histoire Agile de Dashlane : comment nous avons évolué et itéré sur notre organisation, depuis les premiers jours de la start-up jusqu'au modèle actuel à triple track, pour nous adapter aux besoins de notre entreprise, ainsi que la façon dont nous avons fini par aborder les investissements techniques au fur et à mesure des évolutions du produit et de l'entreprise.
Frédéric Rivain, CTO - Scaling Identity | Tech Agilist, Dashlane
Frederic is the CTO of Dashlane, passionate about scaling Digital Identity. He joined Dashlane after several years working in Gaming, Gambling and eCommerce. He is eager to learn, innovate and have fun with his team, so that Engineering can efficiently support the Dashlane business and offer the best service to Dashlane users.
How to create new processes to sustain a design system
How to evolve the way companies build and ship products
How to decide on a governance model for design systems
Developer Experience (DX) as a Fitness Function for Platform TeamsAndy Marks
Co-delivered with Fendy Liauw on Wednesday May 9. See https://www.eventbrite.com.au/e/developer-experience-as-a-fitness-function-for-platform-teams-tickets-44697308854?aff=TWNetwork for details
Scaling Application Development & Delivery across the EnterpriseCollabNet
Software and applications are core to your business. Agile project planning and management have gone mainstream and the rest of the delivery chain has yet to catch up. According to Forrester 87% of organizations have not connected their Agile project planning to their downstream delivery processes. Organizations who are successful at the workgroup level are further challenged with scaling these successes across an entire enterprise.
Presentation given at "Software for Domain Experts", Athens, Nov 2016. It is about Software for Domain Experts, Domain Driven Design and Systemic Approach. Its purpose is to show how we can follow the Domain Driven Design approach along with the Systemic Approach in order to produce high quality Software for Domain Experts.
This talk was presented in the 2023 DevopsDays conference in Melbourne. In this talk Leoren Tesaluna and Javier Turegano shared some of the lessons learned from building internal DevOps platforms applying product thinking techniques as well as some engineering tips to do this effectively.
At Spark The Change, a conference in Paris, focused on innovation and changing the world, I shared my view on the State of Digital Identity. Being the CTO of a company like Dashlane gives me a special insight and view on the topic, which I'm excited to share.
Great tips on how to improve your life by organizing better your time, both at work and in your personal life. Summary from slides from Henrik Knisberg.
This is an extract of the first Engineering Meeting at Dashlane organized by Frederic Rivain, VP Engineering. As a support to the blog post related to On-Boarding on Dashlane blog.
In 2015, I used to write extensions for Joomla, WordPress, phpBB3, etc and I ...Juraj Vysvader
In 2015, I used to write extensions for Joomla, WordPress, phpBB3, etc and I didn't get rich from it but it did have 63K downloads (powered possible tens of thousands of websites).
Your Digital Assistant.
Making complex approach simple. Straightforward process saves time. No more waiting to connect with people that matter to you. Safety first is not a cliché - Securely protect information in cloud storage to prevent any third party from accessing data.
Would you rather make your visitors feel burdened by making them wait? Or choose VizMan for a stress-free experience? VizMan is an automated visitor management system that works for any industries not limited to factories, societies, government institutes, and warehouses. A new age contactless way of logging information of visitors, employees, packages, and vehicles. VizMan is a digital logbook so it deters unnecessary use of paper or space since there is no requirement of bundles of registers that is left to collect dust in a corner of a room. Visitor’s essential details, helps in scheduling meetings for visitors and employees, and assists in supervising the attendance of the employees. With VizMan, visitors don’t need to wait for hours in long queues. VizMan handles visitors with the value they deserve because we know time is important to you.
Feasible Features
One Subscription, Four Modules – Admin, Employee, Receptionist, and Gatekeeper ensures confidentiality and prevents data from being manipulated
User Friendly – can be easily used on Android, iOS, and Web Interface
Multiple Accessibility – Log in through any device from any place at any time
One app for all industries – a Visitor Management System that works for any organisation.
Stress-free Sign-up
Visitor is registered and checked-in by the Receptionist
Host gets a notification, where they opt to Approve the meeting
Host notifies the Receptionist of the end of the meeting
Visitor is checked-out by the Receptionist
Host enters notes and remarks of the meeting
Customizable Components
Scheduling Meetings – Host can invite visitors for meetings and also approve, reject and reschedule meetings
Single/Bulk invites – Invitations can be sent individually to a visitor or collectively to many visitors
VIP Visitors – Additional security of data for VIP visitors to avoid misuse of information
Courier Management – Keeps a check on deliveries like commodities being delivered in and out of establishments
Alerts & Notifications – Get notified on SMS, email, and application
Parking Management – Manage availability of parking space
Individual log-in – Every user has their own log-in id
Visitor/Meeting Analytics – Evaluate notes and remarks of the meeting stored in the system
Visitor Management System is a secure and user friendly database manager that records, filters, tracks the visitors to your organization.
"Secure Your Premises with VizMan (VMS) – Get It Now"
Experience our free, in-depth three-part Tendenci Platform Corporate Membership Management workshop series! In Session 1 on May 14th, 2024, we began with an Introduction and Setup, mastering the configuration of your Corporate Membership Module settings to establish membership types, applications, and more. Then, on May 16th, 2024, in Session 2, we focused on binding individual members to a Corporate Membership and Corporate Reps, teaching you how to add individual members and assign Corporate Representatives to manage dues, renewals, and associated members. Finally, on May 28th, 2024, in Session 3, we covered questions and concerns, addressing any queries or issues you may have.
For more Tendenci AMS events, check out www.tendenci.com/events
Quarkus Hidden and Forbidden ExtensionsMax Andersen
Quarkus has a vast extension ecosystem and is known for its subsonic and subatomic feature set. Some of these features are not as well known, and some extensions are less talked about, but that does not make them less interesting - quite the opposite.
Come join this talk to see some tips and tricks for using Quarkus and some of the lesser known features, extensions and development techniques.
Software Engineering, Software Consulting, Tech Lead.
Spring Boot, Spring Cloud, Spring Core, Spring JDBC, Spring Security,
Spring Transaction, Spring MVC,
Log4j, REST/SOAP WEB-SERVICES.
Developing Distributed High-performance Computing Capabilities of an Open Sci...Globus
COVID-19 had an unprecedented impact on scientific collaboration. The pandemic and its broad response from the scientific community has forged new relationships among public health practitioners, mathematical modelers, and scientific computing specialists, while revealing critical gaps in exploiting advanced computing systems to support urgent decision making. Informed by our team’s work in applying high-performance computing in support of public health decision makers during the COVID-19 pandemic, we present how Globus technologies are enabling the development of an open science platform for robust epidemic analysis, with the goal of collaborative, secure, distributed, on-demand, and fast time-to-solution analyses to support public health.
Innovating Inference - Remote Triggering of Large Language Models on HPC Clus...Globus
Large Language Models (LLMs) are currently the center of attention in the tech world, particularly for their potential to advance research. In this presentation, we'll explore a straightforward and effective method for quickly initiating inference runs on supercomputers using the vLLM tool with Globus Compute, specifically on the Polaris system at ALCF. We'll begin by briefly discussing the popularity and applications of LLMs in various fields. Following this, we will introduce the vLLM tool, and explain how it integrates with Globus Compute to efficiently manage LLM operations on Polaris. Attendees will learn the practical aspects of setting up and remotely triggering LLMs from local machines, focusing on ease of use and efficiency. This talk is ideal for researchers and practitioners looking to leverage the power of LLMs in their work, offering a clear guide to harnessing supercomputing resources for quick and effective LLM inference.
Designing for Privacy in Amazon Web ServicesKrzysztofKkol1
Data privacy is one of the most critical issues that businesses face. This presentation shares insights on the principles and best practices for ensuring the resilience and security of your workload.
Drawing on a real-life project from the HR industry, the various challenges will be demonstrated: data protection, self-healing, business continuity, security, and transparency of data processing. This systematized approach allowed to create a secure AWS cloud infrastructure that not only met strict compliance rules but also exceeded the client's expectations.
Unleash Unlimited Potential with One-Time Purchase
BoxLang is more than just a language; it's a community. By choosing a Visionary License, you're not just investing in your success, you're actively contributing to the ongoing development and support of BoxLang.
How Recreation Management Software Can Streamline Your Operations.pptxwottaspaceseo
Recreation management software streamlines operations by automating key tasks such as scheduling, registration, and payment processing, reducing manual workload and errors. It provides centralized management of facilities, classes, and events, ensuring efficient resource allocation and facility usage. The software offers user-friendly online portals for easy access to bookings and program information, enhancing customer experience. Real-time reporting and data analytics deliver insights into attendance and preferences, aiding in strategic decision-making. Additionally, effective communication tools keep participants and staff informed with timely updates. Overall, recreation management software enhances efficiency, improves service delivery, and boosts customer satisfaction.
Large Language Models and the End of ProgrammingMatt Welsh
Talk by Matt Welsh at Craft Conference 2024 on the impact that Large Language Models will have on the future of software development. In this talk, I discuss the ways in which LLMs will impact the software industry, from replacing human software developers with AI, to replacing conventional software with models that perform reasoning, computation, and problem-solving.
SOCRadar Research Team: Latest Activities of IntelBrokerSOCRadar
The European Union Agency for Law Enforcement Cooperation (Europol) has suffered an alleged data breach after a notorious threat actor claimed to have exfiltrated data from its systems. Infamous data leaker IntelBroker posted on the even more infamous BreachForums hacking forum, saying that Europol suffered a data breach this month.
The alleged breach affected Europol agencies CCSE, EC3, Europol Platform for Experts, Law Enforcement Forum, and SIRIUS. Infiltration of these entities can disrupt ongoing investigations and compromise sensitive intelligence shared among international law enforcement agencies.
However, this is neither the first nor the last activity of IntekBroker. We have compiled for you what happened in the last few days. To track such hacker activities on dark web sources like hacker forums, private Telegram channels, and other hidden platforms where cyber threats often originate, you can check SOCRadar’s Dark Web News.
Stay Informed on Threat Actors’ Activity on the Dark Web with SOCRadar!
Multiple Your Crypto Portfolio with the Innovative Features of Advanced Crypt...Hivelance Technology
Cryptocurrency trading bots are computer programs designed to automate buying, selling, and managing cryptocurrency transactions. These bots utilize advanced algorithms and machine learning techniques to analyze market data, identify trading opportunities, and execute trades on behalf of their users. By automating the decision-making process, crypto trading bots can react to market changes faster than human traders
Hivelance, a leading provider of cryptocurrency trading bot development services, stands out as the premier choice for crypto traders and developers. Hivelance boasts a team of seasoned cryptocurrency experts and software engineers who deeply understand the crypto market and the latest trends in automated trading, Hivelance leverages the latest technologies and tools in the industry, including advanced AI and machine learning algorithms, to create highly efficient and adaptable crypto trading bots
Understanding Globus Data Transfers with NetSageGlobus
NetSage is an open privacy-aware network measurement, analysis, and visualization service designed to help end-users visualize and reason about large data transfers. NetSage traditionally has used a combination of passive measurements, including SNMP and flow data, as well as active measurements, mainly perfSONAR, to provide longitudinal network performance data visualization. It has been deployed by dozens of networks world wide, and is supported domestically by the Engagement and Performance Operations Center (EPOC), NSF #2328479. We have recently expanded the NetSage data sources to include logs for Globus data transfers, following the same privacy-preserving approach as for Flow data. Using the logs for the Texas Advanced Computing Center (TACC) as an example, this talk will walk through several different example use cases that NetSage can answer, including: Who is using Globus to share data with my institution, and what kind of performance are they able to achieve? How many transfers has Globus supported for us? Which sites are we sharing the most data with, and how is that changing over time? How is my site using Globus to move data internally, and what kind of performance do we see for those transfers? What percentage of data transfers at my institution used Globus, and how did the overall data transfer performance compare to the Globus users?
Paketo Buildpacks : la meilleure façon de construire des images OCI? DevopsDa...Anthony Dahanne
Les Buildpacks existent depuis plus de 10 ans ! D’abord, ils étaient utilisés pour détecter et construire une application avant de la déployer sur certains PaaS. Ensuite, nous avons pu créer des images Docker (OCI) avec leur dernière génération, les Cloud Native Buildpacks (CNCF en incubation). Sont-ils une bonne alternative au Dockerfile ? Que sont les buildpacks Paketo ? Quelles communautés les soutiennent et comment ?
Venez le découvrir lors de cette session ignite
Climate Science Flows: Enabling Petabyte-Scale Climate Analysis with the Eart...Globus
The Earth System Grid Federation (ESGF) is a global network of data servers that archives and distributes the planet’s largest collection of Earth system model output for thousands of climate and environmental scientists worldwide. Many of these petabyte-scale data archives are located in proximity to large high-performance computing (HPC) or cloud computing resources, but the primary workflow for data users consists of transferring data, and applying computations on a different system. As a part of the ESGF 2.0 US project (funded by the United States Department of Energy Office of Science), we developed pre-defined data workflows, which can be run on-demand, capable of applying many data reduction and data analysis to the large ESGF data archives, transferring only the resultant analysis (ex. visualizations, smaller data files). In this talk, we will showcase a few of these workflows, highlighting how Globus Flows can be used for petabyte-scale climate analysis.
Why React Native as a Strategic Advantage for Startup Innovation.pdfayushiqss
Do you know that React Native is being increasingly adopted by startups as well as big companies in the mobile app development industry? Big names like Facebook, Instagram, and Pinterest have already integrated this robust open-source framework.
In fact, according to a report by Statista, the number of React Native developers has been steadily increasing over the years, reaching an estimated 1.9 million by the end of 2024. This means that the demand for this framework in the job market has been growing making it a valuable skill.
But what makes React Native so popular for mobile application development? It offers excellent cross-platform capabilities among other benefits. This way, with React Native, developers can write code once and run it on both iOS and Android devices thus saving time and resources leading to shorter development cycles hence faster time-to-market for your app.
Let’s take the example of a startup, which wanted to release their app on both iOS and Android at once. Through the use of React Native they managed to create an app and bring it into the market within a very short period. This helped them gain an advantage over their competitors because they had access to a large user base who were able to generate revenue quickly for them.
Modern design is crucial in today's digital environment, and this is especially true for SharePoint intranets. The design of these digital hubs is critical to user engagement and productivity enhancement. They are the cornerstone of internal collaboration and interaction within enterprises.
3. Copyright Dashlane 3
Founded in 2009 by Bernard Liautaud and 3
French students from Ecole Centrale
~250 employees in Paris, Lisbon and New York
Consumer product (B2C) + Enterprise offer (B2B)
~15 “product & engineering” teams
100+ Engineering Team
4. Copyright Dashlane 4
• Iterative evolution.
• Learning as we grow.
• Adapting to our needs and scale.
• Various states of maturity.
Garage Mode
Move to Agile.
Scrum by the Book
Portfolio &
OKR
Feature / Business
Teams
Mission Teams
Dual Track
Triple Track
FDC
?
8. Copyright Dashlane 8
• Originally, platform tech teams:
- Desktop, iOS, Android, Web, Server, Semantic
Engine
• Works well for small teams.
With one line of business.
• Starts hurting as you grow the team
and as you diversify:
- Synchronization issues between platforms
- Inconsistency in product
• Technical investment and Business
work mixed within platform teams
9. Copyright Dashlane 9
• Inspired by the Feature Teams model (a la Spotify)
• Cross-functional teams including:
Product, Development, QA + Design, Analytics, Product Marketing, User Support
• « Mini Startup » inside the company, with end-to-end responsibility on their scope.
• Business focus
- Acquisition
- Conversion
- Retention
- 2 focused on B2B
- 1 for Partnerships
- 1 for our semantic engine
10. Copyright Dashlane 10
Mission Teams
Too many ideas, no filtering lens for Product
No clear sense of when to stop and do something else
Lagging indicator-focused
Lots of room for creativity within a boundary
Success is clear
Leading and lagging indicators
No room for ideas
Success is delivery not results
Leading indicator-focused
11. Copyright Dashlane 11
• Cross-platform teams, with
dedicated resources and skills,
based on Missions
• Small teams of 1 Product Manager,
2 to 6 engineers, 1 UX designer, 1
QA.
• A double organization:
1. Mission Teams
2. « Platforms » communities of
practice PLATFORMS
Mission
Team 1
Mission
Team 2
Mission
Team 3
…
Mission
Team N
Product
Manager
x x x x
Scrum
Master
x x x x
QA x x x x
Server x x
iOS x xx
Android x xx
Windows x xx
Web x xxx
UX Design x x x x
Analytics x x x x
User
Support
x x x x
13. Copyright Dashlane 13
• Testing different approaches for technical investment
• 10 % of the sprint
• First 2 days each sprint (20%)
• 1 week after each sprint (33%)
• Platform communities come back together to work on their platform
14. Copyright Dashlane 14
• Easier prioritization
• Help tightening the platform communities
• Constant context switching
• Difficult to work on long term technical projects
• Both ways overflow
15. Copyright Dashlane 15
Platform
Minimum of 25% of total platform
resource allocation
Team member rotation
Missio
n Team
Product Product Tech Business Design
TEAM MEMBER ROTATION
25%
MIN
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• Platform Squads are similar to normal mission teams
• High autonomy regarding the team processes: sprints, kanban
• Bi-weekly reviews
• The product owner is a Tech Lead
• They are in charge of:
- production monitoring
- release coordination
- refactors, optimizations, platform bug-fixing...
- Tooling and cross-platform tech projects
- communication points for the rest of the organization (User Support, Marketing,...) - Team
Captain role
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• Aligned to a yearly Engineering
Strategy and OKRs
• Quarterly technical roadmaps
- Built by the teams
- Must contain technical OKRs
- Presented to the executive team
• Evaluate for impact
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• Long-living (1+ year of existence).
• Cross-functional staffing
• Own a Core Area of the Dashlane feature set
• Responsible for the quality of their feature area
(bug-fixing, performance,…)
• Deliver new features and solutions in that area.
They define customer goals and metrics they
want to achieve.
Core Areas
IT Admin
Sharing & Collaboration
Autofill Engine & Experience
Auth & Sync
Protect the User
Growth Ops
Monetization
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Company OKR
Team OKR
Team Roadmap
Team Delivery Plan
Sprint Reviews - biweekly
Planning Sync - monthly
Quarterly Rodeo Meeting - quarterly
Town Hall Demos - weekly
Internal Dog Fooding - continuously
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• Clearer, more focused organization
• Permanent maintenance and investments
• On our functional scope
• To support technical needs
• Stronger team ownership
• Need to be a certain team size
• Risk of under-staffing (remains a staffing
challenge). Avoid spreading yourself too
thin
• Tendency of silo. So important to rotate
people.
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1. Find the right mix between tech and
business
2. Focus and avoid context-switching
3. Experiment all the time with your
organization. Aim for learning.
4. Assess for impact, not for delivery.
My name is Frédéric RIVAIN. I am the CTO of Dashlane.
Who knows about Dashlane ?
We build a Password Manager, to help you manage your digital identity in a safe and user-friendly way.
Today, I want to share our story and how we evolved our organization in time. I hope you can learn from our success and our mistakes and get a bit of inspiration.
But a bit of context first.
We were founded almost 12 years ago and we have 3 offices in Paris, Lisbon and New York.
Our product serves both consumers, B2C, and the enterprise world, B2B.
To give you a sense of scale, we have around 15 “Product & Engineering” agile teams, supported by an Engineering Team of 100+ (all inclusive developers, QA, scrum masters, IT, security…).
The story of agile practices at Dashlane is a series of iterative steps. As we grew as a company, we adapted our organization to our needs. We tried to learn from our past mistakes, and we did a lot and we matured along the way.
The key for us was to practice agility at the organizational level : always change and adapt to the needs of the business, while trying to improve ourselves, and solve our pain points.
From the garage mode of the early days, as many startups, we started with a classic Scrum approach, pretty much by the book. We introduced various tools such as Portfolio & Roadmaps. We started practicing with OKR back in 2016.
The big change came in 2017 when we switched to a feature team model, which we have been iterating upon since then. I will explain how and why we started off with a single track of work with a business-goal focus, and why we introduced progressively a second track for technical work, and eventually a third track with an actual Feature focus.
This year’s focus has been a lot around our Feature Development Cycle (or FDC in short) with an aim at increased consistency and efficiency of practices across teams.
As you can imagine, those changes were timed with the growth of our business and our team, as well as triggered by the challenges and friction the team was facing.
For instance, the Dashlane engineering team doubled in size between end of 2018 and early 2020, from 50 to 100. That gave us both opportunities to adapt the organization, but also generated a lot of pains of growth.
It all boils down to finding what the right organization is at the right moment, the one that provides us for the maximum efficiency and the maximum value for our customers and our business.
It sometimes feel like playing « Where is Waldo? » but iterating on it you end up finding the one that works for you at a certain moment.
One side of the story is how do we make sure we generate maximum value. How do we avoid doing half-baked agility?
If you have never heard of Felipe Castro, I encourage you to google his work. He has done very interesting work around OKR.
It is not enough to use agile project methodologies, such as Scrum or Kanban. You need to go up the pyramid and inject agile concepts at all levels: in your tactics of how you generate ideas and prioritize projects, in your strategy (this is where OKR come in), and to the top, into an agile company culture. That is the hardest, and a never-ending journey. We are still struggling ourselves, going sometimes up and sometimes down in that agile pyramid.
It also means that, while most of the changes have been driven directly by Product & Engineering (and that’s one reason it is so important to partner closely between CTO and CPO), the rest of the organization is a key stakeholder, from the CEO to our business partners (Marketing, Sales, Customer Support…).
But let’s go back in time.
It all started when we had our first developers. We hired our first iOS engineer, and he started coding the Dashlane iOS app, and in time an iOS team formed around him.
At first we had platform teams: iOS, Android, Web…
This worked well for small teams, with one clear stakeholder or line of business.
As Dashlane grew, it became very complicated. We had synchronization issues between teams, too many stakeholders, inconsistencies in the product.
Imagine you are a team that has at the same times projects that are driven by B2C marketing, other coming from B2B Sales, while customer support is requesting you for more self-serve features in the product. This is very hard to manage across the board.
And even though teams were built around a tech stack, we were struggling allocating enough time for technical investment. As you have probably experienced, technical work always came last or was deprioritized under business pressure.
At some point, we switched to some variant of a feature team model. We had cross-functional teams focused on part of our business scope. It was really about giving those teams full ownership and ability to deliver on that scope. We had teams related to our B2C funnel: acquisition, conversion and retention. Teams focused on our B2B offering, and so on.
The reason why we decided on a Business scope and not on a Feature scope for those teams was that we wanted to get business stakeholders closer to the development teams. So at the time, attached to each team, we had a designated Business Stakeholder. For instance, our Head of Paid Marketing was attached to the Acquisition team, while our FP&A director was attached to Conversion.
And we iterated again.
One of the drawbacks of those business scopes is that they were very broad. We had a hard time having focus and roadmaps that had clear objectives. It was also a period of time when we were still looking for product-market fit and experimenting with many different ideas, we needed flexibility. So we tuned the model and instead had Mission Teams.
To understand the difference with the previous model, as you can see on the slide, we used to have a Retention team, but this is super vague. You can do big projects, or many small optimizations, without ever really making an impact. On the other hand, we did not want to have project teams, where you are just building feature X. So Mission teams were kind of our compromise.
Mission Teams were spawned to deliver against one clear objective. It still gave teams a lot of room for creativity and autonomy but at least we had more focus and alignment on the target.
In that model, each Mission Team has representatives of the various technical platforms, depending on the need of the team, but on the other hand we still have the notion of a community of developers around a platform. For instance, all the Android developers.
In Mission Teams, we also have representatives from business functions: someone from Customer support, from Product Marketing, and so on, and whenever needed a clear stakeholder from business. But it is more adhoc compared to our previous model.
One pain point is that we were still doing half baked technical investment. Because we did not have a sustained and permanent effort, some platforms were lagging behind, with technical debt and immature technical practices.
In time we experimented with many different approaches. We tried to allocate 10% of the sprint time to tech but that never really worked.
We dedicated 2 specific days of the sprint for engineers of a platform to come back together and contribute to technical topics. We even tried 1 week out of 3.
I can tell you, none of them worked perfectly.
However, because we had cut time out from the sprint, prioritization was structural. We did not have to fight for technical topics in the middle of a product backlog.
Also it was good for developers of the same platform to be back together and work on shared topics.
But on the flipside, it generated a constant context switching. It was hard to work on long term technical projects, since those times were very much sliced.
And at the end of the day, there was a tendency for both to overflow. Mission work would happen during platform time and vice versa.
Middle of 2019, we decided to split.
We created 2 tracks:
The Mission Teams, in charge of delivering against their business goal to produce value for our customers. We have a variety of them, either product-driven, business-driven or even at times tech-driven.
A second dedicated track, which we call the Platform Squads. They are in charge of supporting the required technical investment on each ecosystem. We landed around 25% of our engineers allocated to platform efforts. They are driven by the Tech Leads.
25% may seem a lot, but it is a minimum required in our context. We have learnt in time that whenever we reduce that capacity, we start lagging behind and the whole organization suffers.
An important point to note is the need for team member rotation. To ensure engineers are exposed to various parts of the code base and to provide diversity of work, we organize a slow rotation of engineers between mission teams and platform squads, on a quarterly basis.
Platform squads are pretty similar to mission teams. They have a 2-week cycle, with reviews. Their Product Owner is actually an engineer, not a Product Manager.
Their scope of work includes everything that is required to keep the engine running: from production monitoring, to release management, frameworks and tools, refactors. Things like making sure the iOS app is compatible with the latest iOS version. Etc.
We define a yearly Platform Strategy aligned with the yearly Strategy for Engineering, and from there we derive quarterly technical roadmaps with OKRs.
Because this represents a significant investment of our people, that strategy as well as the quarterly roadmaps are presented and reviewed by the Exec Team.
Each quarter, based on the roadmap and the objectives, we evaluate the progress of the platform squads and their impact on the business and supporting all other mission teams.
As our business matured and we had clear areas of investment, we needed less flexibility and on the other hand we were struggling with not enough ownership and quality on our feature set. Once Mission Teams had dissolved, the maintenance ended up on the Platform Squads, and that was way too much work on top of technical maintenance.
We looked for a solution to solve that pain point and yet again adapted our organization to our new needs. We wanted a stronger, more long-term effort on the whole feature scope of Dashlane.
We introduced a new construct in our organization, called the Core Teams.
The main difference compared to Mission Teams is that Core Teams own a specific 'feature set'. And on the slide you can see the list of 'Core Areas’ that we defined for Dashlane in 2020.
Core Teams are long-living, cross-functional and responsible for the maintenance and the quality of their feature set. In addition, they of course work on new features and solutions within their 'Core Areas’.
In that model, it is also easier for the rest of the organization to understand who they should turn to for their issues and needs. If you are a B2B Sales person, you turn to the « IT Admin » core team.
So today we have 3 types of teams that operate in parallel. In summary:
Platform Squad is our permanent technical investment allocated to maintaining our platforms in a healthy state.
Core Teams is our framework to have teams owning part of our Dashlane feature set. This represents around 50 to 60% of our team.
Finally, our Mission Teams are time-boxed, objective or project-driven and help us address specific goals.
With 3 different types of teams, how do we make sure there is alignment and synchronization overall?
We ensure teams are as autonomous as possible, with as few dependencies as possible to other teams.
They all own and drive their own roadmap, based on their Team OKR, which cascades from Dashlane Company OKR. To be clear, the O is provided top-down as a mandate, while the team decide on their KR and Initiatives.
We provide teams with a shared and consistent framework of operations, along with guidelines. This is one of the areas we have been focusing mostly in 2021 and I will share briefly in the next slide.
Reporting and synchronization is done through different means at different levels: sprint reviews every 2 weeks, monthly planning sync, our Rodeo meeting which is our quarterly check in on team progress and review of plans for the next quarter, Town Hall demos…
If you think about everything that needs to happen to deliver value to customers, whatever the project methodology you use, you have quite a lot to go through. As you scale and have more and more teams, if you want to maintain the same bar and achieve high performance of the organization, it is essential to have a common framework of operation, in writing, that can serve as a playbook for teams.
That could be the subject of a whole separate talk, but is an important investment we are making at the moment.
What are the learnings of our current organization?
On the good side, we now have a clearer and more focused organization, with less context-switching. If you are in a Mission Team, you know you will be delivering against a specific goal to serve the business. If you are in Platform, you are supporting the tech stack for the whole group. If you are in Core Team, you have full ownership on a bunch of features.
Thanks to Platform Squads, we make sure we maintain a permanent tech investment, and we can prioritize longer-term tech projects.
While discussing with stakeholders, it is a forcing function that ensures that as an organization we always factor in the technical needs.
For the whole Dashlane team, it is clear who owns what and is in support whenever there are issues and needs.
On the bad side, that only works once you are at a certain team size. We could not really have implemented that organization when we were too few. Once you start having 4 engineers of the same platform, then you can essentially start having 1 dedicated to the plaform. And so the associated risk is to under-staff some teams and to be back in the mistakes of the past. As we review our team staffing every quarter, it remains an internal challenge to avoid parallelizing too much. There is always a good excuse to prioritize a new shiny business project.
Last but not least, it is important not to create silos. Some engineers will prefer working on technical topics in the platfrm squad, so it is important to rotate people from time to time so they all share and participate to various teams.
As a conclusion, here are 4 key take-aways.
Obviously we are not doing tech for the sake of it, but to serve our customers and our business. You need to have the right level of technical investment so you can support your business and your team efficiently. So find the right mix for your organization.
As much as you can, avoid context-switching for engineers. You lose a lot of time, of energy and efficiency, when you are multi-tasking and not focused on a single targeted goal. Having clear distinct tracks of work allowed our team to be more focused.
An organization is like a product. You need to experiment, test new structures, learn and iterate. You can start small if needed, but your overall business context changes all the time, so should your organization. Learn and adapt.
Finally, look not only for what was delivered but also for the impact. Whether it is a direct customer-facing impact, or an internal impact through a tech project.