This document discusses balancing upfront planning and emergence in enterprise architecture. It addresses finding the right balance between anticipating needs through planning and adapting to emerging needs. The key is focusing on the goal of maximizing value delivery and ROI through the appropriate level of planning based on the context. Emergence is defined as harnessing the collective intelligence of an organization through empowering individuals and enabling novel solutions to emerge from interactions between agents rather than top-down control. Fostering emergence involves attending to relationships and enabling small changes to lead to large effects.
WANTED: Seeking Single Agile Knowledge Development Tool-setBrad Appleton
by Brad Appleton,
Presented August 2009 at at Agile 2009 Conference; Chicago, IL USA
What tools and capabilities are necessary to apply Agile development concepts+practices (such as refactoring, TDD, CI, etc.) to all knowledge-artifacts? (not just source-code).
by Brad Appleton,
Presented August 2006 at Architecture & Design World 2006; Chicago, IL USA
Software Configuration Management Patterns for Agile Software Architectures.
Agile Architecture Agile Dev Practices 2013 KeynoteAdam Boczek
Keynote: Agile Dev Practices 2013
Adam Boczek, codecentric – “Agile Architecture – Yet Another Oxymoron?”
We at codecentric, as a technically focused agile organization, get in our projects quite often confronted with the assessment of a customer’s software architecture, or more precisely with the assessment of the existing solution architecture. In many cases it is ok for us to stay in this technical scope and not to touch other, much wider architectural concepts like e.g. enterprise architecture. However, due to the fact, that more and more organizations want to transform to a more agile organization, the alignment between IT and Business, and thus between IT-architecture and Business-architecture becomes much more relevant for us in our projects than in the past and causes many questions to arise. Can we talk in this context about agile architecture? And if so, is it a model of a system or maybe just a process of creating it? Or maybe both? How long can I delay my architectural decisions? Can I refactor my agile architecture? And so on…
In this talk I won’t give you perfect answers to all these questions, however I’m pretty sure I will open your eyes and let you create your own point of view.
Why We Need Architects (and Architecture) on Agile ProjectsRebecca Wirfs-Brock
This is an updated version of this talk which I will present at Agile 2013.
The rhythm of agile software development is to always be working on the next known, small batch of work. Is there a place for software architecture in this style of development? Some people think that software architecture should simply emerge and doesn’t require ongoing attention. But it isn’t always prudent to let the software architecture emerge at the speed of the next iteration. Complex software systems have lots of moving parts, dependencies, challenges, and unknowns. Counting on the software architecture to spontaneously emerge without any planning or architectural investigation is at best risky.
So how should architecting be done on agile projects? It varies from project to project. But there are effective techniques for incorporating architectural activities into agile projects. This talk explains how architecture can be done on agile projects and what an agile architect does.
WANTED: Seeking Single Agile Knowledge Development Tool-setBrad Appleton
by Brad Appleton,
Presented August 2009 at at Agile 2009 Conference; Chicago, IL USA
What tools and capabilities are necessary to apply Agile development concepts+practices (such as refactoring, TDD, CI, etc.) to all knowledge-artifacts? (not just source-code).
by Brad Appleton,
Presented August 2006 at Architecture & Design World 2006; Chicago, IL USA
Software Configuration Management Patterns for Agile Software Architectures.
Agile Architecture Agile Dev Practices 2013 KeynoteAdam Boczek
Keynote: Agile Dev Practices 2013
Adam Boczek, codecentric – “Agile Architecture – Yet Another Oxymoron?”
We at codecentric, as a technically focused agile organization, get in our projects quite often confronted with the assessment of a customer’s software architecture, or more precisely with the assessment of the existing solution architecture. In many cases it is ok for us to stay in this technical scope and not to touch other, much wider architectural concepts like e.g. enterprise architecture. However, due to the fact, that more and more organizations want to transform to a more agile organization, the alignment between IT and Business, and thus between IT-architecture and Business-architecture becomes much more relevant for us in our projects than in the past and causes many questions to arise. Can we talk in this context about agile architecture? And if so, is it a model of a system or maybe just a process of creating it? Or maybe both? How long can I delay my architectural decisions? Can I refactor my agile architecture? And so on…
In this talk I won’t give you perfect answers to all these questions, however I’m pretty sure I will open your eyes and let you create your own point of view.
Why We Need Architects (and Architecture) on Agile ProjectsRebecca Wirfs-Brock
This is an updated version of this talk which I will present at Agile 2013.
The rhythm of agile software development is to always be working on the next known, small batch of work. Is there a place for software architecture in this style of development? Some people think that software architecture should simply emerge and doesn’t require ongoing attention. But it isn’t always prudent to let the software architecture emerge at the speed of the next iteration. Complex software systems have lots of moving parts, dependencies, challenges, and unknowns. Counting on the software architecture to spontaneously emerge without any planning or architectural investigation is at best risky.
So how should architecting be done on agile projects? It varies from project to project. But there are effective techniques for incorporating architectural activities into agile projects. This talk explains how architecture can be done on agile projects and what an agile architect does.
The tension between agile and architecturePeter Hendriks
Agile and architecture are often considered cats and dogs. Many "classic" software architecture methods are considered an enemy of agile principles: often describing heavyweight, upfront documents and decisions, and a hierarchy with architects wielding all technical decision power and responsibility.
Although there are some new "agile architecture" concepts out there, these typically only address small parts of the problem and often require significant skill to practice correctly. There is even the notion that architecture is not needed anymore when applying agile practices.
But what is "architecture" anyway? This infodeck gives an overview on architecture as a concept, a process and a role. It is delivered as stand-alone slides, and should be useful for anyone involved in building software systems.
In this session we will discuss the use of Agile constructs within the domain of software architecture. This will include an exploration of how to balance emergent designs with intentional planning. Additional ancillary topics will also be addressed including: common architecture principles, guidelines for measuring good architecture, and an evaluation of agile techniques.
By the end of the session, attendees will have a new perspective on architecture that will empower them to create flexible software solutions.
How to extend the shelf life of software and enable long-lived, adaptable software architectures.
Herzliya - July 2015 @
ILTAM - Israeli Users' Association of Advanced Technologies in Hi-Tec Integrated Systems
IASA - International Association of Software Architects
This keynote was presented by Rebecca Wirfs-Brock at Explore DDD 2017.
The ouroboros (οὐροβόρος in the original Greek) is an image or archetype of a serpent shaped into a circle, clinging to or devouring its own tail in an endless cycle of self-destruction, self-creation, and self-renewal. Becoming a good software designer sometimes feels like that.
Over time, we build up our personal toolkit of design heuristics. To grow as designers, we need to do more than simply design and implement working software. We need to examine and reflect on our work, put our own spin on the advice of experts, and continue to learn better ways of designing.
With a practical approach this presentation tries to answer the following questions: What is Agile Architecture? Why is investing in architecture important for agile and autonomous development teams? How can you establish an effective architecture governance practice in an agile organisation with autonomous and cross functional development teams.
by Brad Appleton, March 2004 Chicago Software Process Improvement Network (C-SPIN) -- an earlier version was presented at the Summer 2003 Midwest Software Engineering Conference, held at DePaul University
In this lecture I will present a unified Agile process and techniques that allow for a seamless transition from the system engineering level to the SW engineering level in an iterative and evolutionary way. I will also show the benefits the unifying the processes of the two levels and of the resulting component based architecture. I will also talk on the architect’s role and this role evolves over time and will conclude with presenting a small but real life project example.
This session is an overview on what DevOps is (to me) and how it impacts traditional organizations the most. DevOps is way more than just continuous delivery! From an Agile (synergetic) mindset, DevOps takes a step beyond and focusses on automation, collaboration and learning. Apart from that I also look forward to what oppurtunities lie ahead when implementing DevOps.
On March 2nd I presented this DevOps Unraveled session for abt 40 IT-managers at business university Nyenrode. This was part of the Masterclass Agile management
(Dutch website http://www.executiveeducation.nl/open-programmas/programmadetails/masterclass-agile-management/sectie/introductie.html ).
[IBM Pulse 2014] #1579 DevOps Technical Strategy and RoadmapDaniel Berg
Hey everyone. Here is the presentation that I had the pleasure of presenting the following deck with Maciej Zawadzki and Ruth Willenborg describing IBM's technical strategy and roadmap.
Enjoy!!!
This is the presentation that I presented with Ruth Willenborg that provides a review of IBM's DevOps strategy as well as the roadmap for recently developed capabilities and future directions.
Facebook, Netflix, Flickr, Etsy, LinkedIn, eSurance, Instagram and Salesforce.com; you know their names. As a consumer, you’ve probably used services provided by many of them. These are some of the “born on the web” companies of the last couple of decades that have helped pioneer new, web-based business models - and in the process become dominant players in their markets, or created new markets altogether. Call them the “Cool Kids”.
What you may not know, however, is that these companies are also strong adopters of a DevOps approach when it comes to software development and delivery. In this presentation we take a look at these companies to discern patterns related to how they have applied DevOps in the areas of Culture, Organization, Practices, Automation and Measurements.
Even if your company bears no resemblance at all to the Cool Kids, you can take away some important learnings from them as you look to apply DevOps to your own software initiatives.
This presentation is a result of a joint project executed by IBM strategists Bill Holtshouser and Carl Zetie, both of the Rational division in IBM Software Group, during the first half of 2014.
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
Presentation on the "Business Value of Agile Testing: Using Test Driven Development, Continuous Integration, Continuous Delivery, & DevOps," which are highly-disciplined contemporary new product development (NPD) approaches for rapidly building high-quality information technology-intensive systems. Identifies the motivation for agile methods, provide a brief introduction to agile methods, describe the fundamental mechanics of agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies (including rarely seen, late-breaking economic data and results from the top consulting firms). Defines agile testing and introduce basic and advanced agile testing practices, strategies, metrics, outcomes, costs & benefits, cost of quality, and statistical performance data. Introduces basic and advanced agile scaling practices, case studies of enterprise-level agile testing, Continuous Delivery, and DevOps at major Internet firms, and common agile testing tools and automation suites. Closes with a summary of agile testing adoption rates, common barriers to agile testing, organizational change models for agile testing, and a summary of the benefits of agile testing.
The tension between agile and architecturePeter Hendriks
Agile and architecture are often considered cats and dogs. Many "classic" software architecture methods are considered an enemy of agile principles: often describing heavyweight, upfront documents and decisions, and a hierarchy with architects wielding all technical decision power and responsibility.
Although there are some new "agile architecture" concepts out there, these typically only address small parts of the problem and often require significant skill to practice correctly. There is even the notion that architecture is not needed anymore when applying agile practices.
But what is "architecture" anyway? This infodeck gives an overview on architecture as a concept, a process and a role. It is delivered as stand-alone slides, and should be useful for anyone involved in building software systems.
In this session we will discuss the use of Agile constructs within the domain of software architecture. This will include an exploration of how to balance emergent designs with intentional planning. Additional ancillary topics will also be addressed including: common architecture principles, guidelines for measuring good architecture, and an evaluation of agile techniques.
By the end of the session, attendees will have a new perspective on architecture that will empower them to create flexible software solutions.
How to extend the shelf life of software and enable long-lived, adaptable software architectures.
Herzliya - July 2015 @
ILTAM - Israeli Users' Association of Advanced Technologies in Hi-Tec Integrated Systems
IASA - International Association of Software Architects
This keynote was presented by Rebecca Wirfs-Brock at Explore DDD 2017.
The ouroboros (οὐροβόρος in the original Greek) is an image or archetype of a serpent shaped into a circle, clinging to or devouring its own tail in an endless cycle of self-destruction, self-creation, and self-renewal. Becoming a good software designer sometimes feels like that.
Over time, we build up our personal toolkit of design heuristics. To grow as designers, we need to do more than simply design and implement working software. We need to examine and reflect on our work, put our own spin on the advice of experts, and continue to learn better ways of designing.
With a practical approach this presentation tries to answer the following questions: What is Agile Architecture? Why is investing in architecture important for agile and autonomous development teams? How can you establish an effective architecture governance practice in an agile organisation with autonomous and cross functional development teams.
by Brad Appleton, March 2004 Chicago Software Process Improvement Network (C-SPIN) -- an earlier version was presented at the Summer 2003 Midwest Software Engineering Conference, held at DePaul University
In this lecture I will present a unified Agile process and techniques that allow for a seamless transition from the system engineering level to the SW engineering level in an iterative and evolutionary way. I will also show the benefits the unifying the processes of the two levels and of the resulting component based architecture. I will also talk on the architect’s role and this role evolves over time and will conclude with presenting a small but real life project example.
This session is an overview on what DevOps is (to me) and how it impacts traditional organizations the most. DevOps is way more than just continuous delivery! From an Agile (synergetic) mindset, DevOps takes a step beyond and focusses on automation, collaboration and learning. Apart from that I also look forward to what oppurtunities lie ahead when implementing DevOps.
On March 2nd I presented this DevOps Unraveled session for abt 40 IT-managers at business university Nyenrode. This was part of the Masterclass Agile management
(Dutch website http://www.executiveeducation.nl/open-programmas/programmadetails/masterclass-agile-management/sectie/introductie.html ).
[IBM Pulse 2014] #1579 DevOps Technical Strategy and RoadmapDaniel Berg
Hey everyone. Here is the presentation that I had the pleasure of presenting the following deck with Maciej Zawadzki and Ruth Willenborg describing IBM's technical strategy and roadmap.
Enjoy!!!
This is the presentation that I presented with Ruth Willenborg that provides a review of IBM's DevOps strategy as well as the roadmap for recently developed capabilities and future directions.
Facebook, Netflix, Flickr, Etsy, LinkedIn, eSurance, Instagram and Salesforce.com; you know their names. As a consumer, you’ve probably used services provided by many of them. These are some of the “born on the web” companies of the last couple of decades that have helped pioneer new, web-based business models - and in the process become dominant players in their markets, or created new markets altogether. Call them the “Cool Kids”.
What you may not know, however, is that these companies are also strong adopters of a DevOps approach when it comes to software development and delivery. In this presentation we take a look at these companies to discern patterns related to how they have applied DevOps in the areas of Culture, Organization, Practices, Automation and Measurements.
Even if your company bears no resemblance at all to the Cool Kids, you can take away some important learnings from them as you look to apply DevOps to your own software initiatives.
This presentation is a result of a joint project executed by IBM strategists Bill Holtshouser and Carl Zetie, both of the Rational division in IBM Software Group, during the first half of 2014.
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
Presentation on the "Business Value of Agile Testing: Using Test Driven Development, Continuous Integration, Continuous Delivery, & DevOps," which are highly-disciplined contemporary new product development (NPD) approaches for rapidly building high-quality information technology-intensive systems. Identifies the motivation for agile methods, provide a brief introduction to agile methods, describe the fundamental mechanics of agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies (including rarely seen, late-breaking economic data and results from the top consulting firms). Defines agile testing and introduce basic and advanced agile testing practices, strategies, metrics, outcomes, costs & benefits, cost of quality, and statistical performance data. Introduces basic and advanced agile scaling practices, case studies of enterprise-level agile testing, Continuous Delivery, and DevOps at major Internet firms, and common agile testing tools and automation suites. Closes with a summary of agile testing adoption rates, common barriers to agile testing, organizational change models for agile testing, and a summary of the benefits of agile testing.
IT Capital Planning: Enterprise Architecture and Exhibit 300 processes for th...Chris Furton
This paper explores two of the topics relating to IT Capital Planning and compares those processes in place at two federal agencies. The Enterprise Architecture and the Exhibit 300 business cases are reviewed from the Centers for Disease Control and Prevention (CDC) and the National Nuclear Security Administration (NNSA). The findings are that both agencies have programs in place to address Enterprise Architecture and the Exhibit 300, however, the amount of information made public varies resulting in inadequately level grounds for comparing and contrasting. Regardless, this paper explores the agencies’ programs highlighting the positive aspects and the growth opportunities of each while evaluating the overall IT Capital Planning posture.
We keep getting a commong question "How is Zachman Certified -Enterprise Architect" is different from TOGAF or other EA framework certification programs? is there any difference? can you help us in decision making process
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Information System Concepts & Types of Information SystemsVR Talsaniya
Best slides on the information system concepts and to understand the types of information systems.
Best for the CA Final Students for Information System Control & Audit (ISCA) subject.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
7 Steps to Transform Your Enterprise Architecture Practicepenni333
Enterprise architecture has a critical role in driving business success. But enterprise architects often find that they must create a better understanding for IT and business leaders of the function’s place in strategic planning, application rationalization, and business/IT alignment.
In this slidecast, author Beth Bacheldor explains what steps enterprise architects can take to transform their practice and give colleagues a greater appreciation of its value. The result? The business will have a greater opportunity to profit from enterprise architecture as an essential component of its operations.
Originally posted on: http://smartenterpriseexchange.com/groups/smart-architect
The real question is why is managing projects so hard? The Project Management processes are well defined, well documented, mature, and available to anyone anywhere. But we still seem to think, or at least make the claim that “managing projects” requires some type of special skill, requiring processes not found in these standard approaches.
The mythical man month was first published in 1975, and I am amazed how relevant it is today even after so many advanced in technology. The book and my course at MIT encouraged me to define the principles of architecture for my reference.
Complexity Theory and Why Waterfall Development Works (Sometimes)Larry Apke
A huge debate rages on in IT these days. There are two rival camps - traditionalists who subscribe to the "waterfall" methodologies and agilists. Most recent evidence suggests that agile methodologies have an edge in project success rates but the traditional methods are still widely practiced and do result in some project successes. There are reasons for the successes of agile and traditional projects that can be explained by complexity theory. This presentation will examine some interesting information about waterfall and agile methodologies and show why complexity theory can help us to predict the relative success (and failure) of applying these methodologies to software development projects.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
2. Published Description of this Talk “How do we handle the balance between the big up front plan, the ivory tower EA team, with the need to inspect and adapt and respond to the emerging needs of our customers? Can you identify the challenges with this description?
3. Survey Question #1What stakeholder groups are represented in the audience? End-Users The Business (sales, marketing, key management, etc) Customers Domain Experts (analyst, architect, systems engineer, etc) Developers (designer, coder, tester, etc)
4. Survey Question #2How many of you consider yourself an “agilist”? Agile Development Waterfall Development Iterative Development Iterative and Incremental Development Parallel Test Development Acceptance Test Driven Development Measure of Success Conformance to Plan Constant Flow of Business Value Process Handoffs/Sequential Teamwork/Parallel Culture Command and Control Leadership and Collaboration Design Big Design Up Front Continuous QA Big Test on Backend Continuous Tool Support Highly Specific Fully Integrated Lean and Efficient Value Streams
6. Which is Better? Trick Question Obviously Both Are Required Balance Is Required Balance is the Real Trick! Predictive Adaptive
7. Balance Is The Trick “Any development effort should be a balance between anticipation (planning based on what we know) and adaptation (responding to what we learn over time).” Jim Highsmith, Embracing Change, 17th March 2011
8. How Do We Find The Right Balance? “It Depends” “It’s Situationally Specific” “It’s All About The Context” Shucks! I Want It To Be Easy! Don’t you hate those answers?
9. How Do We Make It “Easier”? Focus On The Goal! Huh? What’s the Goal?
10. What Is Our Goal? Every Business Is Exactly The Same Every Business Has Exactly The Same Goal Every Business Is In Business… TO MAKE MONEY!
11. So, How Much Should We Plan?(How do we find the right balance?) Plan as much as necessary to receive a positive ROI on the planning investment We Plan Only To Maximize Value Delivery
12. Balance Is The Trick “If one has strong discipline without agility, the result is bureaucracy and stagnation. Agility without discipline is the unencumbered enthusiasm of a start-up company before it has to turn a profit.” Balancing Agility and Discipline, Barry Boehm and Richard Turner
13. Survey Question #3On A Scale of 1 – 5, How Important Is Planning? Planning Is The Purest Form Of Evil … … … Planning Is The True Secret Sauce of Development Another Trick Question. Have You Been Paying Attention?
14. Agenda Introduction What is Architecture? What is an Architect? What is Emergence? How Can We Foster Emergence? How To Maximize Value Delivery Conclusion and Q&A
15. Survey Question #4How large are the companies represented by this audience? < 500 Associates 501 – 1,000 Associates 1,001 – 5,000 Associates 5,001 – 25,000 Associates > 25,000 Associates
16. Definition of Architecture “Architecture is the fundamental organization of a system embodied in its components, their relationships to each other, and to the environment, and the principles guiding its design and evolution.” [IEEE 1471] IEEE Computer Society, IEEE Recommended Practice for Architectural Description of Software-Intensive Systems: IEEE Std 1472000. 2000.
17. Definition of Architecture “The software architecture of a program or computing system is the structure or structures of the system, which comprise software elements, the externally visible properties of those elements, and the relationships among them.” Bass, Len; Clements, Paul; & Kazman, Rick. Software Architecture in Practice, Second Edition. Boston, MA: Addison-Wesley, 2003.
21. Architectural style that guides this organizationG. Booch, P. Krutchen, K. Bittner and R. Reitman. The Rational Unified Process — An Introduction. 1999. Definition derived from Mary Shaw’s definition presented in 1995 at the First International Workshop on Architectures for Software Systems.
22. Definition Of Architecture "Architecture is about the important stuff. Whatever that is.“ Who Needs An Architect?, Martin Fowler http://martinfowler.com/ieeeSoftware/whoNeedsArchitect.pdf Architecture is the stuff that's hard to change later. And there should be as little of that stuff as possible. Martin Fowler via Neil Ford Evolutionary architecture and emergent design: Evolutionary architecture http://public.dhe.ibm.com/software/dw/java/j-eaed10-pdf.pdf
23. Setting The Record Straight Architecture Has A Tremendous Impact On Results Few properties have as much impact on an organization’s success as does architecture. There is ALWAYS an Architecture Architecture is an inherent property of your organization and your software. You may not understand it. You may not communicate it. You may not have planned it. But it’s there! Architecture <> Documentation Architecture is that inherent property of the system – not the artifacts that describe it. Architecture <> Infrastructure / Hardware Architecture encompasses the myriad of perspectives and concerns that make up a solution - and enable its production. That includes hardware, software, operations, support, organization, etc. These Concepts Apply To Both “Enterprise” and “Application” For purposes of today’s discussion – how does emergence apply to architecture and planning – there is no difference between “Enterprise Architecture” and “Application Architecture”
24. Agenda Introduction What is Architecture? What is an Architect? What is Emergence? How Can We Foster Emergence? How To Maximize Value Delivery Conclusion and Q&A
25. Why Do We Do Architecture? To capture the stakeholder perspectives that affect design To embrace change and to reduce the cost of solving problems To create a shared vision across the team and stakeholders To smooth the decision-making process - Lean Architecture, Jim Coplien and Gertrud Bjørnvig Focus On The Goal!
26. What Is An Architect? “Leads the development of the system's software architecture, which includes promoting and creating support for the key technical decisions that constrain the overall design and implementation for the project.” - Rational Unified Process
27. What Is An Architect? “An architect is a business-minded person who best understands how to leverage technology to maximize profitability.” - Paul Preiss, IASA (paraphrasing)
28. What Is An Architect? “A true software architect is one who is a domain expert, who knows how to apply the domain expertise to the design of a particular system, and who materially participates in implementation.” - Lean Architecture, Jim Coplien and Gertrud Bjørnvig
30. Architect Focus Over The Life of a Project Discovery Invention Implementation Focus The Architect is accountable from “Concept to Cash” Project Lifecycle IBM – Brian Selic
31. Survey Question #5True of False: My Organization Has Individuals Specifically Assigned To The Architect Role.
32. Why Do We Do Architecture? “Architects” are not required, but these outcomes must be satisfied! To capture the stakeholder perspectives that affect design To embrace change and to reduce the cost of solving problems To create a shared vision across the team and stakeholders To smooth the decision-making process Lean Architecture, Jim Coplien and Gertrud Bjørnvig
33. Agenda Introduction What is Architecture? What is an Architect? What is Emergence? How Can We Foster Emergence? How To Maximize Value Delivery Conclusion and Q&A
34. Survey Question #6True or False? Emergence is a principle that encourages us to defer decisions to the “Last Responsible Moment” and avoid “Big Up Front Planning” or “Big Up Front Design”
37. Stop The Insanity Emergence is notabout the timing of decisions. Emergence is about harnessing the incredible intelligence that lies dormant in our organizations – trapped in antiquated and outdated philosophies of management. Emergence is about enabling and empowering the people to achieve a greater purpose.
38. Agenda Introduction What is Architecture? What is an Architect? What is Emergence? How Can We Foster Emergence? How To Maximize Value Delivery Conclusion and Q&A
39. Simple Principles Of Emergence The source of emergence is the interaction among agents who mutually affect each other. Attend to relationships characterized by mutuality among people, among teams and among companies in order for novelty to emerge. Small change can lead to large effects. Seek to lead change through many small experiments, which search the landscape of possibilities. Emergence is certain, but there is no certainty of what it will be. Create conditions for constructive emergence rather than to plan a strategic goal in detail. Evolve solutions, don’t design them. Greater diversity of agents in a system leads to richer emergent patterns. Seek a diversity of people, cultures, expertise, ages, personalities, gender so that when they interact in teams, creativity has the potential of being enhanced. - Complexity: life at the edge of chaos, Roger Lewin Simple to Describe. Hard to Accept!
40. How Do We Foster Emergence? Accept that there is in fact a “Complex Adaptive System” Provide leadership in the design of the system Manage the system – not the people Quit thinking linearly Passionately apply a “new management model”
41. A New Model For Management Management Needs Changing New model leveraging “Complexity Theory” Acknowledge that organizations are really networks 6 Important Practices (“views”) Energize People Empower Teams Align Constraints Develop Competence Grow Structure Improve Everything - Management 3.0, JurgenApello
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49. Agenda Introduction What is Architecture? What is an Architect? What is Emergence? How Can We Foster Emergence? How To Maximize Value Delivery Conclusion and Q&A
50. Recipe For Value Delivery Create The Opportunity Design The “System” Nurture Emergence Apply A New Management Model Execution Loop Do Just Enough Planning Create The Context Establish The Guard Rails Lubricate Execution Get On With It Sense and Respond Repeat
51. What Planning Do We Need To Do? Plan the right things at the right time Just enough to “accomplish the goal” by: Establishing Clear Context Energizes and Empowering The People Typically Focus On These Outcomes: Capture the stakeholder perspectives that affect the priority aspects of the design Embrace change and to reduce the cost of solving problems Create a shared vision across the team and stakeholders Smooth the decision-making process
52. Emergence and Decisions Making decisions sets the context required to enable emergence There are often multiple “scales” involved Decision cycles are different at different scales Every scale can operate in an emergent fashion Strategy/Vision/Mission -> Enterprise -> Application Vertical feedback loops are required
53. How Much is “Enough”? “In these systems agents residing on one scale start producing behavior that lies one scale above them.” - Emergence, Steven Johnson
55. Context For Energizing / Empowering A compelling description of the goals Sense of urgency and purpose Alignment with vision, mission, and strategy
56. Empowerment “If you want to build a ship, don't drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.” - Antoine de Saint Exupéry
57. Emergence and Uncertainty Emergence involves some degree of uncertainty Empowerment introduces independence Does the Heisenberg Uncertainty Principle play?
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60. Emergence and Boundaries Boundaries Establish Freedom Is This contrary to popular belief? Freedom is Required For Speed and Agility
61. Context for Efficiency Not all decisions are created equal Some things are harder to change than others Some decisions are more “core” or “fundamental” and get the ball rolling Don’t forget “strategic” vs “tactical” Evolutionary architecture and emergent design: Evolutionary architecture http://public.dhe.ibm.com/software/dw/java/j-eaed10-pdf.pdf
62. Agenda Introduction What is Architecture? What is an Architect? What is Emergence? How Can We Foster Emergence? How To Maximize Value Delivery Conclusion and Q&A
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64. The World Is A Fractal “Once you start thinking of strategy as an emergent phenomenon, you realize that we have often attacked the wrong end of the problem. Strategists and senior executives have too often worked on "the strategy," rather than on the preconditions that could give rise to strategy innovation. In essence, they've been trying to design complex, multicell organisms, rather than trying to understand and create the conditions from which such organisms will emerge.” - “Strategy Innovation and the Quest for Value, Gary Hamel (http://www.strategos.com/articles/questforvalue.htm)
66. Agenda Introduction What is Architecture? What is an Architect? What is Emergence? How Can We Foster Emergence? How To Maximize Value Delivery Conclusion and Q&A Appendix (Gartner On Emergent Architecture)
67. Gartners “New” Emergent EA “Enterprise architects must adopt a new style of enterprise architecture (EA) to respond to the growing variety and complexity in markets, economies, nations, networks and companies, according to Gartner, Inc. Analysts advised companies to adopt ‘emergent architecture’, also known as middle-out EA and light EA, and set out definitions of the new approach.” Key Characteristics of the Emergent Approach “Summarised as ‘architect the lines, not the boxes’, which means managing the connections between different parts of the business rather than the actual parts of the business themselves.” “Models all relationships as interactions via some set of interfaces, which can be completely informal and manual – for example, sending handwritten invitations to a party via postal letters - to highly formal and automated, such as credit-card transactions across the Visa network.” Bruce Robertson, research vice president at Gartner Gartner Press Release, Egham, UK, August 11, 2009 http://www.gartner.com/it/page.jsp?id=1124112
68. Gartner Emergent EA Principles#1 Non-Deterministic Non-deterministic - In the past, enterprise architects applied centralized decision-making to design outcomes. Using emergent architecture, they instead must decentralize decision-making to enable innovation. I've heard about this "deterministic" EA practice. And I've also heard about unicorns. Every effective EA practice I've seen recognized its role as one of leadership - and context. One of the biggest drivers in business today is Agility - the need to respond rapidly to changing needs and opportunities. By definition, then, we are operating in a climate where the future is not pre-determined or predicted. As such, at some scale, the specific outcomes are obviously non-deterministic. But there's a huge risk of this property being abused (see Agile Is Not "Make It Up As You Go"). As a whole, any organization with an EA practice absolutely has some destination in mind... some target. It's our job to create context and to provide leadership that helps the organization translate that target into actionable goals... and to adapt its way to success. http://blog.softwarearchitecture.com/2009/09/effective-enterprise-architecture.html
69. Gartner Emergent EA Principles#2 Autonomous Actors Autonomous actors - Enterprise architects can no longer control all aspects of architecture as they once did. They must now recognise the broader business ecosystem and devolve control to constituents. Again, the idea that an Enterprise Architect could ever "control all aspects of architecture" is a farce. The power of an organization always lies with those that are serving the organizations clients - the business units. Our role in EA is to serve those people on the front line and empower them to better meet the needs of their customers - and at the same time advance the organization as a whole towards its targets. This is a role of leadership - not control - and I wrote about it in Leadership - The Secret Sauce. Emphasizing the value of "collective intelligence," that post reminds us that we can "achieve outrageous levels of performance by harnessing the intellect and energy of the people." This also came up in Nurture The Freaks where we contemplated these words from Gary Hamel, "Going forward, no company will be able to afford to waste a single iota of human imagination and intellectual power." http://blog.softwarearchitecture.com/2009/09/effective-enterprise-architecture.html
70. Gartner Emergent EA Principles#3 Rule-Bound Actors Rule-bound actors - Where in the past enterprise architects provided detailed design specifications for all aspects of the EA, they must now define a minimal set of rules and enable choice. It's a reasonably well accepted principle that an EA practice should never make a decision (or set a constraint) that could be left to the business unit or development team. In fact, enabling choice and encouraging participation are important vehicles for gaining buy-in and goodwill (see Governance Without Goodwill Is Dead). This is yet another reminder of how we need to establish context by creating guard rails that keep the organization out of the ditch. http://blog.softwarearchitecture.com/2009/09/effective-enterprise-architecture.html
71. Gartner Emergent EA Principles#4 Goal-Oriented Actors Goal-oriented actors - Previously, the only goals that mattered were the corporate goals but this has now shifted to each constituent acting in their own best interests. With the guard rails in place, responsibility for driving rests on the individual drivers, each in their own vehicle with both hands on the wheel. http://blog.softwarearchitecture.com/2009/09/effective-enterprise-architecture.html
72. Gartner Emergent EA Principles#5 Local Influences Local Influences - Actors are influenced by local interactions and limited information. Feedback within their sphere of communication alters the behaviour of individuals. No individual actor has data about all of an emergent system. EA must increasingly coordinate. There is a massive amount of information flowing through the modern organization, and the majority of it originates and circulates right on the front line where the dynamic nature of today's agile organization demands a high degree of "in the heat of battle" decision-making. This suggests EA add value by encouraging a broad community that is willing and able to actively contribute to and consume a real-time, high-bandwidth stream of communication. It's not our job to assimilate it all and make decisions. Instead, as individual consumers at the trough of the information stream, we help drive the information out to those who need it the most. I don't really like the use of the word "coordinate" here. We're only coordinating in the indirect sense. Perhaps this role is some combination of the Connector, Maven, and Salesman roles described by Malcolm Gladwell in The Tipping Point. http://blog.softwarearchitecture.com/2009/09/effective-enterprise-architecture.html
73. Gartner Emergent EA Principles#6 Dynamic or Adaptive Systems Dynamic or Adaptive Systems - The system (the individual actors as well as the environment) changes over time. EA must design emergent systems [that] sense and respond to changes in their environment. This is one of the most important functions of the Enterprise Architecture discipline in a modern organization. We have a responsibility to bring a "systems thinking" perspective to the table and influence the design of flexible and adaptive systems - systems that have the ability to learn from and respond to their experience. When talking about systems, here, it's critical that we deliberately design this adaptive nature into our products AND our organizations. I'm happy to see that Gartner is beginning to recognize organizations as a type of "complex adaptive system". http://blog.softwarearchitecture.com/2009/09/effective-enterprise-architecture.html
74. Gartner Emergent EA Principles#7 Resource-Constrained Environment Resource-Constrained Environment - An environment of abundance does not enable emergence; rather, the scarcity of resources drives emergence. Most of us are operating under the influence of unprecedented economic conditions, and these times demand that we become more creative. In fact, creative isn't really the right word. To respond to the reality of the corporate climate of today (and tomorrow), we're going to need to be "clever" - adroit, nimble, resourceful, and mentally quick. The organizations that thrive in the future will be those that respond today by building a sustainable system of Agile capabilities that maximize the contribution of every associate. http://blog.softwarearchitecture.com/2009/09/effective-enterprise-architecture.html
Editor's Notes
What are the challenges with this description? There are two: 1) It assumes that EA is an ivory tower, and 2) it assumes that EA is about BUFP. Successful EA is neither of these things!
Evolutionary architecture and emergent design: Investigating architecture and designhttp://public.dhe.ibm.com/software/dw/java/j-eaed1-pdf.pdf
Why is it hard to accept? Because we’re wired for hierarchy. We’re trained accordingly. We live in conventional contexts. And we really, really, want to control.
Establish constraints: boundaries and goals. Because complexity science doesn’t tell you to simply wait for the rightsolutions to emerge. The way managers define boundaries andconstraints strongly influences what emerges from a self-organizing team[Lewin 2001]. You don’t manage the people. You manage the system.