The document discusses Agile software development using Scrum. It provides background on the speaker and an overview of Agile methods and Scrum frameworks. Specifics covered include Scrum roles like Product Owner and Scrum Master, the sprint planning and review process, and how Scrum has been implemented at CERN for software development projects. Benefits noted include increased focus, visibility, and productivity compared to traditional methods. Challenges of adoption and client buy-in are also addressed.
The document provides an overview of the requirements and processes needed to successfully pass Preliminary Design Review (PDR) and Key Decision Point C (KDP C) under NASA Procedural Requirements 7120.5D. It first discusses categorizing a project based on cost and complexity to determine the appropriate decision authority and governing documents. It then outlines the phases of formulation and implementation in the project lifecycle and the major reviews and decision gates including PDR, which provides approval to proceed to implementation phases. Examples from the Juno project are given to demonstrate how to address the requirements to have a successful PDR while still accomplishing the primary work.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
Evidence-based software process recovery uses data from software repositories to understand the actual development process used by a team. This allows comparison of the proposed process with the recovered process. Topic modeling of commits can identify developer topics like reliability, maintainability, and portability over time. Release patterns showing activity in source code, tests, builds and documentation near releases can also be recovered. Process recovery provides an objective view of the actual development process.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
The document is a presentation for a panel discussion on virtual teams. It discusses how virtual teams are geographically dispersed and primarily interact electronically. It then provides an overview of integrated reservoir studies, noting they require significant effort from multiple technical disciplines over several months. The presentation emphasizes establishing clear objectives and an appropriate scope for reservoir studies. It also provides tips for identifying activities, constructing precedence diagrams, and monitoring progress for virtual reservoir study teams.
The document provides an overview of the requirements and processes needed to successfully pass Preliminary Design Review (PDR) and Key Decision Point C (KDP C) under NASA Procedural Requirements 7120.5D. It first discusses categorizing a project based on cost and complexity to determine the appropriate decision authority and governing documents. It then outlines the phases of formulation and implementation in the project lifecycle and the major reviews and decision gates including PDR, which provides approval to proceed to implementation phases. Examples from the Juno project are given to demonstrate how to address the requirements to have a successful PDR while still accomplishing the primary work.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
Evidence-based software process recovery uses data from software repositories to understand the actual development process used by a team. This allows comparison of the proposed process with the recovered process. Topic modeling of commits can identify developer topics like reliability, maintainability, and portability over time. Release patterns showing activity in source code, tests, builds and documentation near releases can also be recovered. Process recovery provides an objective view of the actual development process.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
The document is a presentation for a panel discussion on virtual teams. It discusses how virtual teams are geographically dispersed and primarily interact electronically. It then provides an overview of integrated reservoir studies, noting they require significant effort from multiple technical disciplines over several months. The presentation emphasizes establishing clear objectives and an appropriate scope for reservoir studies. It also provides tips for identifying activities, constructing precedence diagrams, and monitoring progress for virtual reservoir study teams.
1. SAIC and ePM used simulation techniques to model and optimize the manufacturing process for the Upper Stage Simulator for the Ares I-X rocket.
2. The simulation results showed that the manufacturing process is highly sensitive to the number of fabricators and welders, and recommended a baseline of 8 fabricators and 6 welders per shift.
3. The investigation of non-destructive inspection factors found that the manufacturing process duration is most impacted by the defect rate during inspections. Higher defect rates significantly increase the overall duration.
The document discusses efficient verification methodology. It recommends defining a conceptual framework or methodology to standardize some aspects while allowing diversity. The methodology should define interfaces and transactions upfront using an interface definition language to generate verification components and reusable assertions. It also recommends modeling systems at the transaction level using executable specifications to frontload the verification schedule.
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
The document discusses challenges facing the Systems and Software Engineering Directorate within the Department of Defense. It outlines the Directorate's vision, mission, and responsibilities, which include providing technical advice on programs, establishing acquisition policies, and managing the systems engineering career field. The document also discusses key challenges programs face related to requirements, risk management, and reliability. It proposes ways the Directorate can better support programs early in the acquisition process through workshops, guidance updates, and collaboration tools.
The document discusses implementing a Scrum methodology for an Aras Innovator project, outlining Scrum concepts like product backlogs, sprints, and meetings and how they apply to modeling requirements, designing solutions, and delivering product increments in Aras. It emphasizes best practices like accurate use cases, prioritization, prototypes for validation, and result presentations.
THE FUTURE OF LEED ENERGY MODELING IS HERE!! IES VE-Navigator for ASHRA E 90.1gautamsauraj
The document describes a new tool called VE-Navigator for ASHRAE 90.1 that was designed to streamline and speed up the LEED energy calculation and submission process. It allows users to automatically create baseline models, size HVAC systems, run simulations, and generate reports formatted for submission. According to testimonials, it reduces the time to complete ASHRAE 90.1 PRM calculations by 45% and enables more accurate modeling with less human error. The tool is part of a suite of performance analysis software that can also analyze other LEED credits and is available for trial in December 2010.
My talk at PMI Sweden Congress 2013 on Agile and Large Software ProductsSvante Lidman
This is my "Success Factors for Agile Development of Very Large Software Products" as it was presented at the PMI Sweden Congress on March 11 2013. The title of the presentation is in Swedish but the material is almost completely in English.
The document introduces Agile software development methods. It discusses the challenges of traditional waterfall methods and outlines Agile values like frequent inspection and adaptation. It then describes the Scrum framework as an example Agile method, including roles, ceremonies, and artifacts. Finally, it provides a case study of how Scrum was successfully adopted by a department at France Telecom.
The document provides an overview of the HandSimDroid project. It includes an agenda for a meeting covering the project overview, process, requirements, risk management, system architecture, next steps, and accomplishments. The team used the Team Software Process and developed requirements, risk management plans, architectural diagrams, and plans to move forward with additional training, prototyping, and formalizing the project scope. They discussed accomplishments from the first part of the project and took questions.
The document discusses NASA's Systems Engineering Excellence Initiative which aims to improve systems engineering capabilities across the agency. It outlines several needs including consistency in systems engineering approaches, an agency-wide framework of best practices, common terminology, and a basis for assessing capabilities. The response is to establish a Systems Engineering Working Group and Engineering Management Board to develop and implement a common framework. This is expected to enable excellence in systems engineering and foster more effective communication and collaboration.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
The document describes Cisco's Base Environment methodology for digital verification. It aims to standardize the verification process, promote reuse, and improve predictability. The methodology defines a common testbench topology and infrastructure that is vertically scalable from unit to system level and horizontally scalable across projects. It provides templates, scripts, verification IP and documentation to help teams set up verification environments quickly and leverage existing best practices. The standardized approach facilitates extensive code and test reuse and delivers benefits such as faster ramp-up times, improved planning, and higher return on verification IP development.
1) The document discusses IBM's Jazz platform for collaborative software delivery. Jazz provides tools to help with requirements management, architecture, security, change delivery, quality assurance, and project management.
2) The first wave of Jazz offerings included Rational Insight, Rational Requirements Composer, Rational Team Concert, and Rational Quality Manager. These tools help with collaboration, requirements, source control, and testing.
3) The document outlines benefits of the Jazz platform such as improved productivity, visibility, automation, and alignment between business goals and development. Future roadmap items are also mentioned.
How we build quality software at uSwitch.comhemalkuntawala
The document describes uSwitch's process for developing quality software. It outlines how the company has evolved from a traditional waterfall approach to a more agile, test-driven development model focused on:
1. Building quality into software from the start rather than relying on inspection and testing later.
2. Having testers work alongside developers to continuously test software throughout development.
3. Conducting demonstrations and sign-offs on demand from business stakeholders to obtain early feedback.
The process emphasizes continuous testing, monitoring of production systems, and breaking work into individually deployable tasks to enable rapid, flexible development and deployment of high quality software.
Performance based gas detection for hydrocarbon storageKenexis
The design of hydrocarbon gas detection systems using risk analysis methods is drawing a lot of attention because industry experts have come to a consensus that design codes used in traditional gas detection system design work are not sufficient for open-door process areas having serious hazards, such as fire, flammable gas and toxic gas. The ISA Technical Report TR 84.00.07 provides guidelines for the design of fire and gas systems in unenclosed process areas in accordance with the principles given in IEC 61511 standards. This paper presents an overview of the design of gas detection systems using risk assessment methods that are described in the ISA technical report. These methods are statistical in nature and are used to assign and verify targets for the performance metrics (detector coverage and safety availability) of gas detection systems. This paper also provides an overview of the performance based safety life cycle of gas detection systems from conceptual design stage to operations and maintenance.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
The document describes an Agile Games Night event organized by Global Business Services. The event agenda included an introduction to Agile games and Kanban concepts. Attendees would play a Kanban Software Game using cards to represent user stories moving through different stages of development. The goal of the game was to deliver the highest business value by meeting deadlines. Kanban principles like limiting work in progress and visualizing the workflow were also discussed.
The document discusses design for reliability (DFR) topics including the need for DFR, the DFR process, terminology, Weibull plotting, system reliability, DFR testing, and accelerated testing. It provides details on the DFR process, common reliability terminology such as reliability, failure rate, mean time to failure, and the bathtub curve. It also explains the exponential distribution and Weibull plotting, which are important reliability analysis tools.
Avea blended waterfall and agile methodologies by utilizing Rational Team Concert (RTC) to enable parallel development. Avea's IT organization separated projects and demands into different groups using waterfall and scrum. RTC supported integrated release management by associating work items with code changes, continuous builds, and release planning across projects and sprints. It also enabled safe code merges and consolidated deployment through dedicated test and production streams.
Product Camp Austin on Mastermind Groups PCA13Thom Singer
1. Mastermind groups involve a small group of peers who meet regularly to help each other succeed in their careers and businesses.
2. The presenter recommends creating a mastermind group to expand one's network, gain new ideas and opportunities, stay accountable, and navigate challenges with the help of others.
3. When forming a mastermind group, the presenter advises selecting diverse but like-minded members with similar goals and commitment levels, and meeting regularly with an agenda.
The document discusses changes made to authentication, registration, and messaging for a website to make them more generalized and container-based. For authentication, specific login and controller code was reduced by using a generalized "Authenticate" package and interface. For registration, a generalized "Form_Register" package and interface reduced controller code by 53%. And for messaging, a generalized "Message" framework was created to decouple messaging code and allow different message types.
1. SAIC and ePM used simulation techniques to model and optimize the manufacturing process for the Upper Stage Simulator for the Ares I-X rocket.
2. The simulation results showed that the manufacturing process is highly sensitive to the number of fabricators and welders, and recommended a baseline of 8 fabricators and 6 welders per shift.
3. The investigation of non-destructive inspection factors found that the manufacturing process duration is most impacted by the defect rate during inspections. Higher defect rates significantly increase the overall duration.
The document discusses efficient verification methodology. It recommends defining a conceptual framework or methodology to standardize some aspects while allowing diversity. The methodology should define interfaces and transactions upfront using an interface definition language to generate verification components and reusable assertions. It also recommends modeling systems at the transaction level using executable specifications to frontload the verification schedule.
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
The document discusses challenges facing the Systems and Software Engineering Directorate within the Department of Defense. It outlines the Directorate's vision, mission, and responsibilities, which include providing technical advice on programs, establishing acquisition policies, and managing the systems engineering career field. The document also discusses key challenges programs face related to requirements, risk management, and reliability. It proposes ways the Directorate can better support programs early in the acquisition process through workshops, guidance updates, and collaboration tools.
The document discusses implementing a Scrum methodology for an Aras Innovator project, outlining Scrum concepts like product backlogs, sprints, and meetings and how they apply to modeling requirements, designing solutions, and delivering product increments in Aras. It emphasizes best practices like accurate use cases, prioritization, prototypes for validation, and result presentations.
THE FUTURE OF LEED ENERGY MODELING IS HERE!! IES VE-Navigator for ASHRA E 90.1gautamsauraj
The document describes a new tool called VE-Navigator for ASHRAE 90.1 that was designed to streamline and speed up the LEED energy calculation and submission process. It allows users to automatically create baseline models, size HVAC systems, run simulations, and generate reports formatted for submission. According to testimonials, it reduces the time to complete ASHRAE 90.1 PRM calculations by 45% and enables more accurate modeling with less human error. The tool is part of a suite of performance analysis software that can also analyze other LEED credits and is available for trial in December 2010.
My talk at PMI Sweden Congress 2013 on Agile and Large Software ProductsSvante Lidman
This is my "Success Factors for Agile Development of Very Large Software Products" as it was presented at the PMI Sweden Congress on March 11 2013. The title of the presentation is in Swedish but the material is almost completely in English.
The document introduces Agile software development methods. It discusses the challenges of traditional waterfall methods and outlines Agile values like frequent inspection and adaptation. It then describes the Scrum framework as an example Agile method, including roles, ceremonies, and artifacts. Finally, it provides a case study of how Scrum was successfully adopted by a department at France Telecom.
The document provides an overview of the HandSimDroid project. It includes an agenda for a meeting covering the project overview, process, requirements, risk management, system architecture, next steps, and accomplishments. The team used the Team Software Process and developed requirements, risk management plans, architectural diagrams, and plans to move forward with additional training, prototyping, and formalizing the project scope. They discussed accomplishments from the first part of the project and took questions.
The document discusses NASA's Systems Engineering Excellence Initiative which aims to improve systems engineering capabilities across the agency. It outlines several needs including consistency in systems engineering approaches, an agency-wide framework of best practices, common terminology, and a basis for assessing capabilities. The response is to establish a Systems Engineering Working Group and Engineering Management Board to develop and implement a common framework. This is expected to enable excellence in systems engineering and foster more effective communication and collaboration.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
The document describes Cisco's Base Environment methodology for digital verification. It aims to standardize the verification process, promote reuse, and improve predictability. The methodology defines a common testbench topology and infrastructure that is vertically scalable from unit to system level and horizontally scalable across projects. It provides templates, scripts, verification IP and documentation to help teams set up verification environments quickly and leverage existing best practices. The standardized approach facilitates extensive code and test reuse and delivers benefits such as faster ramp-up times, improved planning, and higher return on verification IP development.
1) The document discusses IBM's Jazz platform for collaborative software delivery. Jazz provides tools to help with requirements management, architecture, security, change delivery, quality assurance, and project management.
2) The first wave of Jazz offerings included Rational Insight, Rational Requirements Composer, Rational Team Concert, and Rational Quality Manager. These tools help with collaboration, requirements, source control, and testing.
3) The document outlines benefits of the Jazz platform such as improved productivity, visibility, automation, and alignment between business goals and development. Future roadmap items are also mentioned.
How we build quality software at uSwitch.comhemalkuntawala
The document describes uSwitch's process for developing quality software. It outlines how the company has evolved from a traditional waterfall approach to a more agile, test-driven development model focused on:
1. Building quality into software from the start rather than relying on inspection and testing later.
2. Having testers work alongside developers to continuously test software throughout development.
3. Conducting demonstrations and sign-offs on demand from business stakeholders to obtain early feedback.
The process emphasizes continuous testing, monitoring of production systems, and breaking work into individually deployable tasks to enable rapid, flexible development and deployment of high quality software.
Performance based gas detection for hydrocarbon storageKenexis
The design of hydrocarbon gas detection systems using risk analysis methods is drawing a lot of attention because industry experts have come to a consensus that design codes used in traditional gas detection system design work are not sufficient for open-door process areas having serious hazards, such as fire, flammable gas and toxic gas. The ISA Technical Report TR 84.00.07 provides guidelines for the design of fire and gas systems in unenclosed process areas in accordance with the principles given in IEC 61511 standards. This paper presents an overview of the design of gas detection systems using risk assessment methods that are described in the ISA technical report. These methods are statistical in nature and are used to assign and verify targets for the performance metrics (detector coverage and safety availability) of gas detection systems. This paper also provides an overview of the performance based safety life cycle of gas detection systems from conceptual design stage to operations and maintenance.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
The document describes an Agile Games Night event organized by Global Business Services. The event agenda included an introduction to Agile games and Kanban concepts. Attendees would play a Kanban Software Game using cards to represent user stories moving through different stages of development. The goal of the game was to deliver the highest business value by meeting deadlines. Kanban principles like limiting work in progress and visualizing the workflow were also discussed.
The document discusses design for reliability (DFR) topics including the need for DFR, the DFR process, terminology, Weibull plotting, system reliability, DFR testing, and accelerated testing. It provides details on the DFR process, common reliability terminology such as reliability, failure rate, mean time to failure, and the bathtub curve. It also explains the exponential distribution and Weibull plotting, which are important reliability analysis tools.
Avea blended waterfall and agile methodologies by utilizing Rational Team Concert (RTC) to enable parallel development. Avea's IT organization separated projects and demands into different groups using waterfall and scrum. RTC supported integrated release management by associating work items with code changes, continuous builds, and release planning across projects and sprints. It also enabled safe code merges and consolidated deployment through dedicated test and production streams.
Product Camp Austin on Mastermind Groups PCA13Thom Singer
1. Mastermind groups involve a small group of peers who meet regularly to help each other succeed in their careers and businesses.
2. The presenter recommends creating a mastermind group to expand one's network, gain new ideas and opportunities, stay accountable, and navigate challenges with the help of others.
3. When forming a mastermind group, the presenter advises selecting diverse but like-minded members with similar goals and commitment levels, and meeting regularly with an agenda.
The document discusses changes made to authentication, registration, and messaging for a website to make them more generalized and container-based. For authentication, specific login and controller code was reduced by using a generalized "Authenticate" package and interface. For registration, a generalized "Form_Register" package and interface reduced controller code by 53%. And for messaging, a generalized "Message" framework was created to decouple messaging code and allow different message types.
This document discusses lessons learned from implementing OpenID at Digg. It addresses difficulties in prioritizing OpenID over other initiatives and negative initial perceptions of the technology. The implementation required better libraries and clearer specifications. The user interface and experience posed challenges in determining which providers to feature and creating streamlined registration processes. Multiple sign-in experiences made development harder and highlighted a need for UI libraries.
PCA8 - How to create an atmosphere for better networkingThom Singer
As a follow up to my session at Product Camp 8 (Austin), here is a copy of my 8-page essay on creating a better atmosphere for networking at business events
Este documento presenta diferentes exposiciones y velocidades de obturación para capturar imágenes con luz y sombra, así como varios tipos de planos como primerísimo plano, primer plano, plano medio corto y plano medio completo.
Este documento presenta diferentes exposiciones y velocidades de obturación para capturar imágenes con luz y sombra, así como varios tipos de planos como primerísimo plano, primer plano, plano medio corto y plano medio completo.
El documento describe los pasos que una persona debe seguir si experimenta un ataque al corazón mientras está sola. Recomienda toser vigorosamente de manera repetida, tomando una respiración profunda antes de cada tosido, para mantener la circulación de la sangre y ayudar al corazón a recuperar su ritmo normal hasta que se pueda obtener ayuda médica. El documento enfatiza la importancia de compartir esta información para salvar vidas, ya que los ataques al corazón ocurren en personas de todas las edades debido a los cambios en el
The document discusses issues of homophobia and inequality faced by gay athletes. It notes that gay athletes often face hostility, verbal and social abuse, and feel pressure to conceal their sexuality. This is due to stereotypical views of masculinity and femininity in sports. The case of former NFL player Esera Tuaolo is examined, who endured abuse after coming out. Resolving homophobia requires education, embracing diversity, and raising awareness of the experiences of gay athletes through advocacy events.
Presented at the Classic Events Conference: DIGITAL STRATEGIES FOR BOOK PUBLISHERS on Tuesday 12 May 2009, The Wanderers Club, 21 North Road, Illovo, Johannesburg www.classicevents.co.za
Agile development poses several challenges to effectively testing software. Many myths have become "common wisdom" about how testing is much more difficult, even impossible, in an agile environment. Aricent's software testing experts look at 7 of these myths, and based on their years of experience debunk them.
This document provides an overview of agile principles and the Scrum framework. It discusses the history and development of agile methodologies from the 1970s to present day. Key topics covered include the Scrum roles of Product Owner, ScrumMaster, and Development Team, as well as Scrum events such as Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. The document contrasts traditional plan-driven and agile approaches to software development.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
The document discusses environment delivery management services including:
- The environment delivery management team structure and levels of service for projects and business units
- Key workflows and entry/exit criteria for environment delivery
- Stakeholders in environment delivery and their primary responsibilities
Key Considerations for a Successful Hyperion Planning ImplementationAlithya
The document provides an overview and recommendations for a successful Hyperion Planning implementation. It discusses key project phases, recommended build techniques including application definition, dimensionality, master data integration, building the planning model, and form and calculation development. It also covers tips for planning design including delineating plan types, defining dimensionality, integrating master data from various sources, and best practices for building forms to ensure performance.
This document provides an introduction to agile methodologies and Scrum. It explains that agile promotes iterative development, user feedback, and rapid prototyping. Scrum is then defined as a common agile framework using self-organizing teams, sprints, product backlogs to prioritize work, and retrospectives to improve. Key Scrum roles of Product Owner, Scrum Master, and Development Team are outlined along with processes like storyboarding, backlogs, sprints, and reviews.
The document discusses leveraging DevOps practices to improve mainframe application delivery. It describes how traditional mainframe development and testing causes delays due to shared, restricted resources and inefficient processes. The solution presented uses DevOps tools and practices like continuous integration/delivery, dependency virtualization, and automated quality testing to enable more efficient mainframe application development and testing. This allows development and operations teams to work in parallel, validate code quality earlier, and deploy applications more frequently.
Skibsmotorer reducerer brændselsforbruget (IBM Rational)IBM Danmark
Outsourcing skal skabe gode forretningsresultater og ikke blot være en kontraktuel øvelse. Derfor er det vigtigt at tænke test med i processen, således at man kan skabe løsninger af høj kvalitet.
Lær mere om, hvordan du bedst muligt kan stimulere infrastrukturen ved outsourcet softwareudvikling og service gennem cloud computing og SaaS.
Læs mere her: bit.ly/softwaredagrational3
This document outlines deliverables that may be produced at different phases of a software development project. It lists possible deliverables for phases including concept, requirements, analysis, design, coding and debugging, testing, deployment, and maintenance. For each phase, the document provides brief descriptions of the types of documents or work products that could be delivered, such as requirements specifications, design documents, test plans, code, and user documentation.
Here are potential risk management strategies for some key risks:
- Organisational financial problems: Prepare a briefing document for senior management showing how the project is making an important contribution to business goals.
- Recruitment problems: Alert customer to potential difficulties and delays, investigate buying components instead of developing in-house.
- Staff illness: Reorganize team work so there is more overlap and people understand each other's roles.
- Defective components: Replace defective components with reliable bought-in alternatives.
- Requirements changes: Derive traceability information to assess impact and maximize information hiding in design.
- Organizational restructuring: Brief management on project importance to gain high-level support
The document provides an overview of agile software development practices compared to traditional waterfall approaches. It summarizes the author's experience transitioning from waterfall to agile development and embracing eXtreme Programming (XP) practices like test-driven development, pair programming, and continuous integration. The author then integrated XP with Scrum, the most popular agile framework. The document compares different agile methodologies and emphasizes that agile is about values and principles over prescriptive rules.
Comparing the scrum definition to its practiceAndre Odendaal
This document discusses the definition of Scrum versus its practice based on a study. It defines Scrum and Agile and outlines an agenda to discuss the research method, results, and conclusion. The results show that Scrum practice scores poorly compared to its definition in key areas like iterations, testing, product backlog, and burn down charts. The conclusion is that Scrum practice is not an effective software engineering approach as teams are not completing sprints and not tracking progress systematically as defined by Scrum.
The document discusses the Agile development methodology and Scrum framework, describing Waterfall and its limitations, the core principles of Agile which value collaboration and working software over documentation, and how Scrum is implemented at W3i through user stories, estimating, daily standups, burndowns, sprint reviews and retrospectives.
Ravit Danino HP - Roles and Collaboration in AgileAgileSparks
Roles and collaboration have changed in Agile. Entire teams now work together throughout a sprint rather than having separate roles confined to specific phases. The whole team, including developers, business analysts, testers, and documentation specialists, collaborates continuously. They plan iterations together, provide feedback to each other, and ensure code meets quality standards through coffee and end-to-end testing. With Agile, customers also become key enablers by providing early feedback to help shape requirements and the product.
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The document discusses Disciplined Agile Delivery (DAD), a hybrid agile framework created by the Disciplined Agile Consortium. DAD is described as a people-first, learning-oriented approach that has a risk-value delivery lifecycle, is goal-driven, enterprise aware, and scalable. It incorporates elements from agile methodologies like Scrum, XP, SAFe, lean/kanban, and agile modeling. The framework aims to balance the autonomy of self-organizing teams with enterprise needs.
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The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
Introducing Obsidian Software and RAVEN-GCS for PowerPCDVClub
Obsidian Software introduces RAVEN-GCS, a random test generator tool for processor verification that automatically generates assembly instructions to stimulate a microprocessor design, is customizable for any architecture, and helps reduce verification time and effort by focusing engineers on failing tests rather than creating directed test cases.
Similar to D.mathieson agile software_development_using_scrum (20)
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
"Scaling RAG Applications to serve millions of users", Kevin GoedeckeFwdays
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zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
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AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
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1. CERN - European Organization for Nuclear Research
GS Department - Administrative Information Services
Agile Software Development
using Scrum
Derek Mathieson
Group Leader
Administrative Information Services
CERN - Geneva, Switzerland
2. Speaker Background
Currently:
- Group Leader of AIS since January 2010
Previously:
- Section Leader EDH (2000)
- Software Developer at CERN (1994)
- Software Developer at SSC in Texas (1992)
- CERN Fellow (1990)
- CERN Technical Student (1989)
- Software Developer (1986)
CERN
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3. Agenda
What is Agile?
The Agile Manifesto
Agile Methods
SCRUM
SCRUM @ CERN
CERN
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5. What is Agile?
Agile:
- Having the faculty of quick motion; nimble,
active, ready. (Oxford English Dictionary)
Agile software development:
- A group of software development
methodologies based on iterative and
incremental development, where
requirements and solutions evolve through
collaboration between self-organizing,
cross-functional teams.
CERN (Wikipedia)
GS-AIS
6. Waterfall Model
Requirements
Design
Implementation
Verification
Maintenance
Time
CERN
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7. Spiral Model
Cumulative cost
1.Determine Progress 2. Identify and
objectives resolve risks
Requirements Operational
Rev iew plan Prototype 1 Prototype 2 Prototype
Concept of Concept of
operation requirements Detailed
Requirements Draft
design
Development Verification Code
plan & Validation
Integration
Test plan Verification
& Validation
Test
Implementation
4. Plan the Release
next iteration 3. Development
CERN and Test
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8. Iterative Development
Regular releases to customer
- „Time-boxing‟
- Normally 2 - 6 weeks
Adjust design as the project progresses
Requirements Analysis & Design
Implementation
Initia
Planni ent
Evaluation Testing
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10. The Iron Triangle
Traditional Scope
Development
Agile
Development
Quality Schedule
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11. The Agile Manifesto (2001)
1. Early and continuous delivery of valuable software
2. Welcome Change
3. Deliver Often
4. Customers and developers must work together
5. Best possible people, tools and workplace
6. Emphasis on face-to-face communication
7. Working software is the best measure of progress
8. Constant sustainable progress
9. Focus on technical excellence and good design
10. Simplicity
11. Self-organizing teams
12. Regular reflection on improvements
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12. The 4 Agile Values
Individuals and interactions
over processes and tools
Working software
over comprehensive documentation
Customer collaboration
over contract negotiation
Responding to change
over following a plan
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20. What is SCRUM?
Scrum is a framework for iterative,
incremental development using cross-
functional, self-managing teams. It is
built on industry best practices, lean
thinking, and empirical process control.
Ken Schwaber, 2006
co-creator of SCRUM
CERN
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21. Method Comparison
Waterfall Spiral Iterative Scrum
Defined processes Required Required Required Planning & Closure only
Final product Determined Fixed during Set during Set during project
during planning planning project
Determined Partially Set during
Project cost Set during project
during planning variable project
Determined Partially Set during
Completion date Set during project
during planning variable project
Responsiveness to Planning At end of each
Planning only Throughout
environment primarily iteration
Team flexibility, Unlimited during
Limited - cookbook approach
creativity iterations
Training prior to project
Knowledge transfer Teamwork during project
Probability of Low Medium low Medium
High
success
Jeff Sutherland, „The Scrum Papers’ 2010
co-creator of SCRUM
CERN
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24. EDH Statistics
14,500 active users
25k Documents/month
60k Signatures/month
25,000 3.00
60,000
Documents per month Distinct Users per month 2.50
20,000
Signatures per month Ratio Signatures/Document
50,000
2.00
40,000
15,000
1.50
30,000
10,000
1.00
20,000
5,000
0.50
10,000
- - 0.00
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25. EDH Development Team
4 Staff
2 Project Associates
2 Fellows
2 Students (9 month contract)
1.8 million lines of code
~1000 3rd line support calls/year
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26. EDH Development B.C.
B C. re SCRUM
- Constant Developer Interruptions
• Low efficiency
- Delivery was often late
• Poor estimation - many unknowns
- Scope Creep
• Specification constantly changing
• Everything is Free
• Some features never used
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29. The Product Owner
Typically a Product Manager, Internal
Customer, etc.
Responsible for:
- Providing and maintain a prioritised
“Product Backlog”
- Responsive to questions during a sprint
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30. The Product Backlog
A list of all desired work on the project
- Usually a combination of
• story-based work:
“let user search and replace”
• task-based work:
“improve exception handling”
Prioritised by the Product Owner
- Priority should be (ideally) based on
“Business Value”
“Cost” assigned by the Scrum Team
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31. The Scrum Team
Teams are self-organising
Cross-functional
- QA, Programmers, UI Designers, Technical
Writers, etc.
Assign Cost to each Item on the Product
Backlog
Commit to the “Sprint Goal”
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32. The “Sprint”
Fixed “Time-Box” (we chose 2 weeks)
Product is designed, coded, and tested
during the sprint
Daily Scrum Meetings
Produce demonstratable, working, new
functionality.
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33. The Scrum Master
Responsible for enacting Scrum values and
practices (The Process)
Main job is to remove obstacles which affect
the team
Typical obstacles could be:
- My ____ broke and I need a new one.
- I still haven't got the software I ordered.
- I need help debugging a problem with ____.
- I'm struggling to learn ____ and would like help.
- The GL has asked me to work on something else
"for a day or two."
CERN
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34. The Sprint Planning Meeting
Attended by:
• Product Owner, Scrum Master, Scrum Team, and
any interested and appropriate management or
customer representatives.
Product Owner describes the highest
priority features to the team.
Collectively the Scrum Team and the
Product Owner define a “Sprint Goal”
CERN
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35. The Sprint Goal
A short “theme” for the sprint:
“Create Reports.”
“Create Working Form.”
“Implement Workflow.”
“Implement Bulk Emailing.”
The SCRUM Team commit to this goal.
CERN
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36. The Daily Scrum
Anyone Invited
Led by Scrum Master
15 minutes, every day
Not for problem solving
Three questions:
1.What did you do yesterday
2.What will you do today?
3.What obstacles are in your way?
CERN
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38. The Sprint Review Meeting
Team presents what it accomplished
during the sprint
Typically takes the form of a demo of
new features or underlying architecture
Participants
- Management
- Product Owner
- Other engineers
-…
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39. Release Sprint
Release
Sprint 1 Sprint 2 Sprint 3
Sprint
Concentrate on preparing for production:
- No new features
- Last minute bugs, typos, layout issues, etc.
- Translation (if not done already)
- Desktop Icons
- Communication, Bulletin Articles, etc.
CERN
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40. Scrum- value driven not plan driven
Empower lean teams to deliver more software
earlier with higher quality.
Demonstrate working features to the customer
early and often so the customer can inspect
progress and prioritize change.
Deliver exactly what the client wants by
directly involving the customer in the
development process.
Provide maximum business value to the
customer by responding to changing priorities
in real time.
Jeff Sutherland, 2007
CERN
GS-AIS co-creator of SCRUM
41. SCRUM in Industry
The most profitable software product
ever created (Google Adwords) is
powered by Scrum.
The most productive large project with
over a million lines of code (SirsiDynix)
used a ... Scrum implementation.
Jeff Sutherland, 2010
co-creator of SCRUM
CERN
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42. SCRUM in Industry
No, Organizations using
31% Yes, Agile methods
69%
Agile Adoption Survey, March 2008
No, 24%
Yes,
76%
CERN State of the IT Union Survey, July 2009
GS-AIS
43. Visible benefits of SCRUM
Time-Boxed:
- Maximum investment known up-front
Tackle most valuable features first
Focus on working, tested, documented
product features
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44. Conclusions
Product Owner:
- Active Participant
- Can “see” product evolve
- Know the cost of each feature
- Good Product Owners can be hard to find
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45. Conclusions
Team:
- Work closely with Product Owner
- Know the “Value” of each Feature
- Known Start and End of Project
- Efficient, highly focused development
- Strong Team Spirit
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46. Why SCRUM?
What I wanted:
- Manage Product Requirements
- Provide Visibility to Clients
- Better manage developer time
- A more repeatable development process
What developers wanted:
- Something „light‟
- Task management
- Communication
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47. What did we adapt?
2 week Sprint
Release Sprint
Not everyone „SCRUMs‟
- Full time support staff
- Technology
(Almost) Everyone does support too
Some people have several roles
CERN
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48. Implementation Barriers
Some clients insist all features must be
in final product
Scope
Daily S ion
Poor P
- Not fi
- Does Pick
Two
- More
Quality Schedule
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49. Lessons Learned
Be careful of the choice of Product
Owner
Use tools to simplify admin
- Excel, whiteboards, ScrumWorks, JIRA, …
CERN
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55. Does it Increase Productivity?
Probably…
Did it make development work easier?
Yes…
- Communication is better
- Estimates are better
- Planning is easier
- Customers are happier
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57. Yes… but…
“I like writing software, but I don‟t like
doing the other development stuff which
we are not forced to do here.”
SCRUM lets you:
- Focus on valuable development
Use tools to minimise admin
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58. Yes… but…
“It might help, but we have multiple
projects per person.”
So do we…
- It‟s simpler to have only one, but sometime
schedules don‟t allow…
- Time-boxing helps to reduce parallel
activities.
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60. Yes… but…
“Our clients won‟t agree”
Tricky one…
- SCRUM needs Client commitment
- SCRUM exposes the cost of features
- SCRUM makes the client choose
In return they get:
- Transparency
- License to change their minds
- Met deadlines
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61. Yes… but…
“I like X from Scrum, but not Y, I might
try X.”
Do X!
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62. Yes… but…
“You are trying to get us to work more
for less! No way!”
SCRUM lets you:
- Focus on useful work
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63. Yes… but…
“Our project X is special and not
industry so we don‟t need a process.”
CERN
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