White Paper from Chris Fry and Steve Greene of salesforce.com. This white pager describes the large scale agile transformation of the salesforce.com R&D organization.
Developer & employee onboarding best practicesmkomarev
“Developer & employee onboarding best practices” is a structured summary of the best practices in the employee onboarding process. The document is designed to serve human resource professionals and hiring managers as a compact guideline for designing the onboarding program for their organizations.
The best practices were collected from numerous surveys of professional Human Resource consulting firms and from the case studies on the onboarding topic.
The deeper coverage of each part of the onboarding process can be specific for each organization and was intentionally left out of the scope of the best practices summary.
If you would like to contribute the best practices that will make the document more comprehensive, please write to me.
Storytelling at the Agile 2007 Conference by Steve Greene and Chris Fry. Exposes the dramatic success at Salesforce.com in transforming R&D into an Agile development organization in a "Big Bang" way.
Dependency Management In A Large Agile EnvironmentSteve Greene
Salesforce.com’s R&D organization has over 30 Scrum teams working simultaneously in a single release code branch. This report highlights practices that salesforce.com has been using successfully to scale Scrum and to manage inter-team dependencies.
Scrum vs Kanban - Which Agile Methodology Fits Best For Your Team?Invensis Learning
Scrum vs Kanban? Which fits best for your team? Learn the key differences between the two popular Agile frameworks, Scrum and Kanban. Also, learn when to use these two Agile Methodologies.
https://www.youtube.com/watch?v=pxxmSLJj8FQ&t=435s
Developer & employee onboarding best practicesmkomarev
“Developer & employee onboarding best practices” is a structured summary of the best practices in the employee onboarding process. The document is designed to serve human resource professionals and hiring managers as a compact guideline for designing the onboarding program for their organizations.
The best practices were collected from numerous surveys of professional Human Resource consulting firms and from the case studies on the onboarding topic.
The deeper coverage of each part of the onboarding process can be specific for each organization and was intentionally left out of the scope of the best practices summary.
If you would like to contribute the best practices that will make the document more comprehensive, please write to me.
Storytelling at the Agile 2007 Conference by Steve Greene and Chris Fry. Exposes the dramatic success at Salesforce.com in transforming R&D into an Agile development organization in a "Big Bang" way.
Dependency Management In A Large Agile EnvironmentSteve Greene
Salesforce.com’s R&D organization has over 30 Scrum teams working simultaneously in a single release code branch. This report highlights practices that salesforce.com has been using successfully to scale Scrum and to manage inter-team dependencies.
Scrum vs Kanban - Which Agile Methodology Fits Best For Your Team?Invensis Learning
Scrum vs Kanban? Which fits best for your team? Learn the key differences between the two popular Agile frameworks, Scrum and Kanban. Also, learn when to use these two Agile Methodologies.
https://www.youtube.com/watch?v=pxxmSLJj8FQ&t=435s
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
This schema represents a general view of the demand management framework. Developed using lean, kanban, project management and software engineering concepts, this framework covers from the business to IT.
This presentation introduces agile methodology, talks about scrum and the pros and cons of agile from a various perspectives. It also talks about cost of an agile project
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
One of the first steps in an Agile adoption is the formation and organization of agile teams. Using agile with one team and one product backlog is straightforward. But, how do we scale to support larger products/projects that involve more people than can reasonably fit on a single team? Most agile practitioners recommend scaling with feature teams--cross-functional and cross-component teams that can pull end-customer features from the product backlog and complete them. Most large organizations prefer scaling with component teams--teams that focus on the development of a component or subsystem that can be used to create only part of an end-customer feature. Join us in a discussion on what works, what doesn't and what scaling frameworks such as LeSS And SAFe recommend.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
ANI | Agile Kolkata | PI Planning in Action | Anand Pandey | 19th Oct 2019AgileNetwork
Abstract
The primary purpose of PI planning in SAFe is to gain alignment between business owners and program teams on a common, committed set of Program Objectives and Team Objectives for the next release (PI) time-box. This workshop is to experience PI planning in action.
Key Takeaways
1. Understanding of the importance of PI planning
2. Good practices for an effective PI planning
3. Preparatory work required for a PI planning
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
This schema represents a general view of the demand management framework. Developed using lean, kanban, project management and software engineering concepts, this framework covers from the business to IT.
This presentation introduces agile methodology, talks about scrum and the pros and cons of agile from a various perspectives. It also talks about cost of an agile project
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
One of the first steps in an Agile adoption is the formation and organization of agile teams. Using agile with one team and one product backlog is straightforward. But, how do we scale to support larger products/projects that involve more people than can reasonably fit on a single team? Most agile practitioners recommend scaling with feature teams--cross-functional and cross-component teams that can pull end-customer features from the product backlog and complete them. Most large organizations prefer scaling with component teams--teams that focus on the development of a component or subsystem that can be used to create only part of an end-customer feature. Join us in a discussion on what works, what doesn't and what scaling frameworks such as LeSS And SAFe recommend.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
ANI | Agile Kolkata | PI Planning in Action | Anand Pandey | 19th Oct 2019AgileNetwork
Abstract
The primary purpose of PI planning in SAFe is to gain alignment between business owners and program teams on a common, committed set of Program Objectives and Team Objectives for the next release (PI) time-box. This workshop is to experience PI planning in action.
Key Takeaways
1. Understanding of the importance of PI planning
2. Good practices for an effective PI planning
3. Preparatory work required for a PI planning
Benefits Of The Actor Model For Cloud Computing: A Pragmatic Overview For Jav...Lightbend
As enterprise development teams increase the time they spend using cloud computing, many are challenged by a move from a scale-up (monolithic) to a scale-out (distributed) architecture. Reactive system development and microservices are two evolving answers that architects are embracing, but making them work well at scale calls for a departure from the traditional approach of object-oriented programming models and defensive programming through try-catch, which is now being replaced by a highly-resilient supervision model and a "let it crash" philosophy.
In this webinar for Architects, guest speaker Jeffrey Hammond, Forrester Vice-President and Principal Analyst joins Jonas Bonér, CTO/Co-founder of Lightbend and creator of Akka, the actor-based, message-driven runtime for the JVM, to discuss one emerging programming pattern that’s gaining popularity with teams developing for the cloud––the Actor model. They will discuss some history, why the Actor model is a better fit for large, scale-out systems and microservices delivery, the types of workloads using it today, and how to implement an Actor-based system in your existing Java environment.
Apache HBase Internals you hoped you Never Needed to UnderstandJosh Elser
Covers numerous internal features, concepts, and implementations of Apache HBase. The focus will be driven from an operational standpoint, investigating each component enough to understand its role in Apache HBase and the generic problems that each are trying to solve. Topics will range from HBase’s RPC system to the new Procedure v2 framework, to filesystem and ZooKeeper use, to backup and replication features, to region assignment and row locks. Each topic will be covered at a high-level, attempting to distill the often complicated details down to the most salient information.
Spark Autotuning: Spark Summit East talk by Lawrence SpracklenSpark Summit
While the performance delivered by Spark has enabled data scientists to undertake sophisticated analyses on big and complex data in actionable timeframes, too often, the process of manually configuring the underlying Spark jobs (including the number and size of the executors) can be a significant and time consuming undertaking. Not only it does this configuration process typically rely heavily on repeated trial-and-error, it necessitates that data scientists have a low-level understanding of Spark and detailed cluster sizing information. At Alpine Data we have been working to eliminate this requirement, and develop algorithms that can be used to automatically tune Spark jobs with minimal user involvement,
In this presentation, we discuss the algorithms we have developed and illustrate how they leverage information about the size of the data being analyzed, the analytical operations being used in the flow, the cluster size, configuration and real-time utilization, to automatically determine the optimal Spark job configuration for peak performance.
Sketching Data with T-Digest In Apache Spark: Spark Summit East talk by Erik ...Spark Summit
Algorithms for sketching probability distributions from large data sets are a fundamental building block of modern data science. Sketching plays a role in diverse applications ranging from visualization, optimizing data encodings, estimating quantiles, data synthesis and imputation. The T-Digest is a versatile sketching data structure. It operates on any numeric data, models tricky distribution tails with high fidelity, and most crucially it works smoothly with aggregators and map-reduce.
T-Digest is a perfect fit for Apache Spark; it is single-pass and intermediate results can be aggregated across partitions in batch jobs or aggregated across windows in streaming jobs. In this talk I will describe a native Scala implementation of the T-Digest sketching algorithm and demonstrate its use in Spark applications for visualization, quantile estimations and data synthesis.
Attendees of this talk will leave with an understanding of data sketching with T-Digest sketches, and insights about how to apply T-Digest to their own data analysis applications.
Large-Scale Text Processing Pipeline with Spark ML and GraphFrames: Spark Sum...Spark Summit
In this talk we evaluate Apache Spark for a data-intensive machine learning problem. Our use case focuses on policy diffusion detection across the state legislatures in the United States over time. Previous work on policy diffusion has been unable to make an all-pairs comparison between bills due to computational intensity. As a substitute, scholars have studied single topic areas.
We provide an implementation of this analysis workflow as a distributed text processing pipeline with Spark ML and GraphFrames.
Histogrammar package—a cross-platform suite of data aggregation primitives for making histograms, calculating descriptive statistics and plotting in Scala—is introduced to enable interactive data analysis in Spark REPL.
We discuss the challenges and strategies of unstructured data processing, data formats for storage and efficient access, and graph processing at scale.
Using SparkML to Power a DSaaS (Data Science as a Service): Spark Summit East...Spark Summit
Almost all organizations now have a need for datascience and as such the main challenge after determining the algorithm is to scale it up and make it operational. We at comcast use several tools and technologies such as Python, R, SaS, H2O and so on.
In this talk we will show how many common use cases use the common algorithms like Logistic Regression, Random Forest, Decision Trees , Clustering, NLP etc.
Spark has several Machine Learning algorithms built in and has excellent scalability. Hence we at comcast built a platform to provide DSaaS on top of Spark with REST API as a means of controlling and submitting jobs so as to abstract most users from the rigor of writing(repeating ) code instead focusing on the actual requirements. We will show how we solved some of the problems of establishing feature vectors, choosing algorithms and then deploying models into production.
We will showcase our use of Scala, R and Python to implement models using language of choice yet deploying quickly into production on 500 node Spark clusters.
Improving Python and Spark Performance and Interoperability: Spark Summit Eas...Spark Summit
Apache Spark has become a popular and successful way for Python programming to parallelize and scale up their data processing. In many use cases, though, a PySpark job can perform worse than equivalent job written in Scala. It is also costly to push and pull data between the user’s Python environment and the Spark master. In this talk, we’ll examine some of the the data serialization and other interoperability issues, especially with Python libraries like pandas and NumPy, that are impacting PySpark performance and work that is being done to address them. This will relate closely to other work in binary columnar serialization and data exchange tools in development such as Apache Arrow and Feather files.
Clipper: A Low-Latency Online Prediction Serving System: Spark Summit East ta...Spark Summit
Machine learning is being deployed in a growing number of applications which demand real-time, accurate, and robust predictions under heavy query load. However, most machine learning frameworks and systems only address model training and not deployment.
In this talk, we present Clipper, a general-purpose low-latency prediction serving system. Interposing between end-user applications and a wide range of machine learning frameworks, Clipper introduces a modular architecture to simplify model deployment across frameworks. Furthermore, by introducing caching, batching, and adaptive model selection techniques, Clipper reduces prediction latency and improves prediction throughput, accuracy, and robustness without modifying the underlying machine learning frameworks. We evaluated Clipper on four common machine learning benchmark datasets and demonstrate its ability to meet the latency, accuracy, and throughput demands of online serving applications. We also compared Clipper to the Tensorflow Serving system and demonstrate comparable prediction throughput and latency on a range of models while enabling new functionality, improved accuracy, and robustness.
Spark + Parquet In Depth: Spark Summit East Talk by Emily Curtin and Robbie S...Spark Summit
What if you could get the simplicity, convenience, interoperability, and storage niceties of an old-fashioned CSV with the speed of a NoSQL database and the storage requirements of a gzipped file? Enter Parquet.
At The Weather Company, Parquet files are a quietly awesome and deeply integral part of our Spark-driven analytics workflow. Using Spark + Parquet, we’ve built a blazing fast, storage-efficient, query-efficient data lake and a suite of tools to accompany it.
We will give a technical overview of how Parquet works and how recent improvements from Tungsten enable SparkSQL to take advantage of this design to provide fast queries by overcoming two major bottlenecks of distributed analytics: communication costs (IO bound) and data decoding (CPU bound).
Scalable Data Science with SparkR: Spark Summit East talk by Felix CheungSpark Summit
R is a very popular platform for Data Science. Apache Spark is a highly scalable data platform. How could we have the best of both worlds? How could a Data Scientist leverage the rich 9000+ packages on CRAN, and integrate Spark into their existing Data Science toolset?
In this talk we will walkthrough many examples how several new features in Apache Spark 2.x will enable this. We will also look at exciting changes in and coming next in Apache Spark 2.x releases.
Distributed Real-Time Stream Processing: Why and How: Spark Summit East talk ...Spark Summit
The demand for stream processing is increasing a lot these days. Immense amounts of data have to be processed fast from a rapidly growing set of disparate data sources. This pushes the limits of traditional data processing infrastructures. These stream-based applications include trading, social networks, Internet of things, system monitoring, and many other examples.
A number of powerful, easy-to-use open source platforms have emerged to address this. But the same problem can be solved differently, various but sometimes overlapping use-cases can be targeted or different vocabularies for similar concepts can be used. This may lead to confusion, longer development time or costly wrong decisions.
Kubernetes is awesome! But what does it takes for a Java developer to design, implement and run Cloud Native applications? In this session, we will look at Kubernetes from a user point of view and demonstrate how to consume it effectively. We will discover which concerns Kubernetes addresses and how it helps to develop highly scalable and resilient Java applications.
FOSDEM TALK: https://fosdem.org/2017/schedule/event/cnjavadev/
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
JMeter Online Training
CodedUI Online Training
QTP Online Training
Manual Testing Online Training
ISTQB Certification Training
Scrum Master Training
Website : http://globalsqa.com/onlineTrainings.html
Email : contact@globalsqa.com
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
We know clients' demands drive product development, which is precisely why a custom software development company can't afford to let processes and documentation slow down their time to market. Agile comes to rescue in these times and helps solve the problem by determining what clients need. It's all about working software over complicated documentation, getting stakeholders involved, getting customers on board, and being transparent about the process.
Discover Agile Software Development: a flexible, customer-centric approach that promotes iterative delivery and continuous improvement in software development.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
PHP Frameworks: I want to break free (IPC Berlin 2024)
Large Scale Agile Transformation in an On-Demand World
1. Large Scale Agile Transformation in an On-Demand World
Chris Fry and Steve Greene
Salesforce.com
cfry@salesforce.com sgreene@salesforce.com
Abstract agile rollout we had slowed to one major release a year.
The agile rollout was designed to address problems with
Salesforce.com has recently completed an agile our previous methodology:
transformation of a two hundred person team within a Inaccurate early estimates resulting in missed
three month window. This is one of the largest and feature complete dates and compressed testing
fastest “big-bang” agile rollouts. This experience schedules.
report discusses why we chose to move to an agile Lack of visibility at all stages in the release.
process, how we accomplished the transformation and Late feedback on features at the end of our
what we learned from applying agile at scale. release cycle.
Long and unpredictable release schedules.
Gradual productivity decline as the team grew.
1. Introduction
Before the agile rollout the R&D group leveraged a
This report describes our successful agile loose, waterfall-based process with an entrepreneurial
transformation. In three months we have moved thirty culture. The R&D teams are functionally organized
teams from waterfall development to agile into program management, user experience, product
development. We have focused on creating self- management, development, quality engineering, and
organizing teams, debt-free iterative development, documentation. Although different projects and teams
transparency and automation. This report covers the varied in their specific approaches, overall development
background of the project, the results, lessons learned, followed a phase-based functional waterfall. Product
advice for others and conclusions. management produced feature functional specifications.
User experience produced feature prototypes and
Within the last six months we have benchmarked our interfaces. Development wrote technical specifications
progress, completed two major releases and continue to and code. The quality team tested and verified the
deliver potentially deployable code each month. In our feature functionality. The documentation team
latest organizational survey 87% of our technology staff documented the functionality. The system test team
believe that their scrum team is self organizing and 80% tested the product at scale. Program management
believe that our new development methodology is oversaw projects and coordinated feature delivery
making their team more effective. We are continually across the various functions.
trying to improve our organization and agile has
provided a framework for continuous improvement. Our waterfall-based process was quite successful in
growing our company in its early years while the team
2. Project Background was small. However, the company grew quickly and
became a challenge to manage as the team scaled
Salesforce.com is a market and technology leader in beyond the capacity of a few key people. Although we
on-demand services. We routinely process over 85 were successfully delivering patch releases, the time
million transactions a day and have over 646,000 between our major releases was growing longer (from 3
subscribers. Salesforce.com builds a CRM solution and months to over 12). Due to fast company growth and
an on-demand application platform. The services lengthening of our release cycles, many people in R&D
technology group is responsible for all product had not participated in a major release of our main
development inside Salesforce.com and has grown 50% product. Releases are learning opportunities for the
per year since its inception eight years ago, delivering organization. A reduction in releases meant fewer
an average of four major releases each year. Before our opportunities to learn. This had a detrimental affect on
2. morale and on our ability to deliver quality features to decision to move to a “big-bang rollout” moving all
market. teams to the new process rather than just a few.
3. Our Transition Approach We started by sending a large group of people (initially
program and functional managers) to Certified
An original company founder and the head of the R&D ScrumMaster training and buying agile books for the
technology group launched an organizational change office. Three key members from the cross-functional
program. He created a cross-functional team to address team developed a consolidated presentation and training
slowing velocity, decreased predictability and product deck that included concepts from the current
stability. This cross-functional team redesigned and methodology, Scrum [1], XP (eXtreme Programming)
rebuilt the development process from the ground up and Lean methods [2]. We facilitated two-hour agile
using key values from the company’s founding: KISS training sessions for every team. In addition, we
(Keep it Simple Stupid), iterate quickly, and listen to provided Certified Scrum Product Owner training and
our customers. These values are a natural match for Agile Estimating and Planning [3] training on-site. We
agile methodologies. also created an internal, wiki-based website as a
repository for all our information and as a valuable
It was very important to position the change as a return reference for team members transitioning to the new
to our core values as a technology organization rather methodology.
than a wholesale modification of how we deliver
software. There were three key areas that were already Our cross-functional rollout team was run using Scrum
in place that helped the transition: 1) the on-demand and focused daily on making the rollout successful.
software model is a natural fit for agile methods; 2) an The team created a global schedule for the entire
extensive automated test system was already in place to product, provided expertise, coaching and guidance,
provide the backbone of the new methodology; and 3) a removed systemic obstacles to change, monitored
majority of the R&D organization was collocated. success, and evangelized our agile vision throughout
the organization.
One team member wrote a document describing the
new process, its benefits and why we were transitioning Some of the key wins since the rollout have been:
from the old process. We led 45 one-hour meetings
with key people from all levels in the organization. Focus on team throughput rather than
Feedback from these meetings was incorporated into individual productivity
the document after each meeting, molding the design of Cross-functional teams that now meet daily
the new process and creating broad organizational buy- Simple, agile process with common
in for change. This open communication feedback loop vocabulary
allowed everyone to participate in the design of the new Prioritized work for every team
process and engage as an active voice in the solution.
Two key additions to the initial paper were a plan for A single R&D heartbeat with planned
integrating usability design and clarification on how iterations.
much time we needed for release closure sprints. User stories & new estimation methods
Defined organizational roles – ScrumMaster,
At this point, most literature recommended an Product Owner, Team Member
incremental approach using pilot projects and a slow Continuous daily focus on automated tests
roll out. We also considered changing every team at the across the entire organization
same time. There were people in both camps and it was Automation team focused on build speed &
a difficult decision. The key factor driving us toward a flexibility
big-bang rollout was to avoid organizational dissonance Daily metric drumbeats with visibility into the
and a desire for decisive action. Everyone would be
health of our products and release
doing the same thing at the same time. One of the key
arguments against the big-bang rollout was that we Product line Scrum of Scrums provide weekly
would make the same mistakes with several teams visibility to all teams
rather than learning with a few starter teams and that we R&D-wide sprint reviews and team
would not have enough coaches to assist teams every retrospectives held every 30 days
day. One team in the organization had already Product Owner & ScrumMaster weekly
successfully run a high visibility project using Scrum special interest groups (SIGs)
[1]. This meant that there was at least one team that A time-boxed release on the heels of our
had been successful with an agile process before we biggest release ever
rolled out to all the other teams. We made a key
3. Reduction of 1500+ bugs of debt current behavior. If teams were feeling that something
Potentially release-able product every 30 days was not working “the way it should,” they could refer
back to the values and reject anything they thought did
Although we are still learning and growing as an not correlate with our core values. We focused on the
organization, these benefits have surpassed our initial following agile values: communication, empowered
goals for the rollout. Some areas that we are still teams, continuous improvement and delivering
focusing on are: teamwork, release planning, bug debt customer value early. We published them on a handout
reduction, user stories and effective tooling. that was distributed to the entire technology
organization.
4. What we learned Focus on automation. An extensive automation suite
and build system already existed to support the
The key takeaways from our rollout were to: 1) have transformation. This was extremely helpful because we
executive commitment to the change; 2) create a had a continuous integration system in place and a value
dedicated rollout team to facilitate the change; 3) focus system around automated unit and functional testing
on principles over mechanics; 4) focus early on within the entire development organization. We
automation and continuous integration; 5) provide improved this system during the rollout but did not
radical transparency and 6) leverage external agile have to create it from scratch. Everyone focused on
training and coaching. These topics are expanded code line health, driving down end-to-end test times and
below. working together in a single, integrated codeline. We
were required to make substantial efficiency
Ensure executive commitment to the change. improvements to the automated build system to allow
Executive commitment was crucial to implementing much more frequent check-in/build/test runs. These
massive change. There were several key points in the quick runs were critical for the short development test
transition where boundaries were tested. Without cycles.
executive support the transition might have failed. For
example a key executive decision was to stick to an Provide radical transparency. During our rollout,
aggressive release date, regardless of the content of the transparency in everything that we did was a key to our
release. Although many teams argued throughout the success. We held all of our daily rollout meetings in a
development cycle for more time to add more features public place so anyone could see how the rollout was
the entire executive management team stayed progressing. We visually displayed our task board on a
committed to the release date and the move to the new public lunch room wall where everyone had access to
methodology. Their ability to hold firm reinforced the the information. We over-communicated vision,
agile principles of delivering early and often, reducing information, guidance and plans to everyone. We
waste and made it clear that we were doing a time- implemented “daily metrics drumbeats” sent to the
boxed release. entire R&D team describing the health of the release in
terms of automation results, test execution results,
Create a dedicated, cross-functional rollout team. system testing results, open bug counts, and deployment
Another key to our success was a dedicated, fully activities. This bias to sharing information with
empowered agile rollout team built from a cross-section everyone was critical in our ability to adapt on a daily
of the organization. Each area of the organization basis to ensure our success.
nominated members for the group. We had members
from quality engineering, development, program Leverage existing agile training. The last key
management, product management, user experience & contributor to our success was sending a large set of
usability, documentation and executive management. people (approximately 25% of the R&D organization)
This team was empowered to make decisions, used the to professional training and hiring external, experienced
new methodology and held its meetings in a public consultants to assist team members, ScrumMasters,
space. This team provided accessibility, transparency Product Owners and functional managers with the
and shared ownership of the transition. The team also process. This provided a foundation in agile principles
reached out to industry experts and other similar and allowed us to scale the rollout team to provide
software companies that had adopted agile techniques. support for all the teams. The external training and
coaching exposed everyone inside the organization to
Focus on principles over mechanics. Focusing on the agile success stories, lessons learned and best practices
principles of agile rather than the mechanics also helped from other companies. This exposure aided and drove
people understand why we were moving to an agile adoption. Several teams started innovating on their
process. The principles from the lean movement [2] own by moving to two week iterations, focusing on
also were key to communicating the value of changing
4. team deliverables and experimenting with different organization some people were more comfortable
physical and virtual task tracking methods. receiving constructive advice from our outside experts.
5. What we would do next time Prioritize build and test infrastructure early in the
process. Automation is key to any agile methodology
Although we have achieved many of our initial goals and making sure that you have automated and
with our agile rollout (time boxed releases, self- integrated builds is a key way to give visibility to the
organizing teams, automation, visibility), we think other entire organization. Salesforce.com has invested in a
teams could benefit from doing certain things earlier large JUnit based set of functional and unit tests with
than we did. These things are: 1) involve more integrated reporting and failure triaging.
individual contributors early; 2) train product owners
early and with more intensity; 3) get outside coaching Give key executives concrete deliverables around the
earlier; 4) work on automation early; 5) give key rollout. Executives were key to our success. Giving
executives concrete deliverables around the rollout; and them small or large tasks related to the agile rollout
6) be more clear about what the agile rules are. These brings them into the organizational change program and
are expanded below. helps them stay grounded in what you are doing.
Involve more individual contributors early. Initially Be more clear about what the agile ‘rules’ are. Self-
you may not get feedback from key employees. organization can mean anything to anyone. Allowing
Current culture and attitudes that promote “the way we teams to self-organize (as opposed to assigning tasks) is
do things here” are powerful anti-change agents. One critical to real commitment and engaging the passion of
great way to involve everyone in your organization up team members. Avoiding partial credit by properly
front is to run an open space meeting. There are many defining done is another aspect of self-organizing. It’s
ways to run a meeting like this but one way is to have important to be clear about your definition of done,
everyone put their top three issues on note cards or what decisions are within the purview of the team and
sticky notes, group them into topics and then self- which ones are not. This helps the team to understand
organize around a few key themes. Form a set of task what flexibility they have to reach their sprint goals.
groups that nominate leaders to drive resolution of the It’s also important to coach executives and functional
issues in the office with someone from the agile rollout managers to make changes at sprint boundaries, rather
team coordinating. We held these sessions later in the than within the sprint.
transition, doing them earlier would have helped.
6. Advice for others
Train Product Owners earlier and with more
intensity. Throughout our initial rollout we heard from This section describes our advice for other people
many experts that the Product Owner role was key to embarking on an agile transformation. Our advice is:
the success of our agile transformation. Although we Create a dedicated, fully empowered, cross-
intuitively understood this we didn’t truly understand functional rollout team
the significant changes that the Product Owners would
Don’t be afraid to change the entire company
experience in their role. They were required to
prioritize and plan the release, needed to move to a at one time
more communication based paradigm and were directly Get professional help
involved with the day-to-day functioning of their teams. Encourage peer to peer coaching
Early immersion and training of the Product Owners in Focus on getting several teams to excellence
agile principles, product backlog creation, user story Create a company sprint heartbeat
design and estimation & planning is key to the success Decide early which tool you will use to
of any agile team. Also, beyond initial training, manage the rollout (we built our own
continuous Product Owner coaching throughout the discussed below)
rollout is necessary to ingrain the new process into the
Encourage radical visibility and over-
culture.
communicate
Get outside coaching earlier. Several of the outside Be inclusive
coaches we brought in were able to quickly recognize Be patient and expect to make mistakes
ways to more quickly enable and coach our teams. They
also recognized common patterns that we could correct These topics are expanded below.
and brought in lessons learned from other organizations
transitioning to agile. Their experience helped drive Create a dedicated, cross-functional rollout team.
adoption. Because they were external to the This team will become central to managing change and
5. communicating within the organization. They will
provide accessibility to everyone in the organization Focus on getting several teams to excellence. Your
when issues arise and responsibility to address them. intuition is often to focus on the teams that are
We suggest using your new process to run this team. struggling the most. By focusing on creating a few
Make sure you over-communicate changes. successful teams you will build momentum and create
examples of what you can accomplish with the new
Don’t be afraid to change the entire company all at process. We witnessed many of our lagging teams
one time. Many people will tell you to experiment with improve tremendously just by improving the other
a pilot project first then slowly rollout the process to teams around them.
other teams. It is possible to change the company all at
once and this can lead to significant benefits. It reduces Create a company sprint heartbeat. We developed a
cross-talk between teams functioning in the old way and one-month sprint cycle early on and had all teams in the
the new way and helps move the entire organization to same cycle. This allowed all of our sprint reviews to be
the new process. coordinated on monthly boundaries, allowing our
stakeholders and teams to be present at all of the
Get professional help. External coaches have done it reviews and feel the momentum building across the
before and will see the roadblocks coming before you entire product line each month. Since, many teams have
do. They can also help you learn from other adopted shorter 2-week inter-sprint cycles, however we
organizations that have gone through similar transitions. still maintain our monthly organization-wide sprint
They can provide new areas for you to consider adding review cycle.
into your process like user stories or estimation and
planning. Decide early on the right tool. We are “dog fooding”
our own platform to create an agile tool to manage
Encourage peer to peer coaching. Discover who on development. Spreadsheets quickly became
your teams has the ability to master agile methods early unmanageable and using our own product to build our
or has experienced success with them in other product has great side benefits.
organizations. These people can provide invaluable
coaching and will see obstacles that you may miss.
6. Figure 1: Our internal agile tool (ScrumForce) people you don’t expect but have a passion for a certain
area. By casting your net wide you can encourage
Figure 1 illustrates our ScrumForce tool which every visibility and participation.
ScrumMaster, Product Owner and team member use to
manage their work. Functional managers use built-in Be patient and expect to make mistakes. Encourage a
reporting to manage their teams and releases. culture of experimentation. You aren’t going to get
everything right, so set the expectation that you are
The tool itself is built using the Salesforce.com platform going to make a few mistakes. Reward everyone on the
and gives every developer a reason to use our team for experimentation: don’t create a punitive
application every day. It provides drag and drop environment around making mistakes.
prioritization of user stories, user story management,
task management and burndown chart creation. 7. Conclusion
Encourage radical visibility and over-communicate. This report places on the record a large, successful, big-
Coming up with a tag line like “radical visibility” helps bang transformation from waterfall to agile. If you are
people overcome the inertia and fear of sharing considering transitioning your organization consider
information widely. Change is hard and often everyone moving all teams at the same time rather than staggering
is busy and not reading their email. So having multiple the rollout.
channels of communication and providing the same
message over and over helps. When you think that
your teams understand a new method or process, repeat 8. Acknowledgments
your communication.
We would like to thank Mike Cohn, Pete Behrens, Peter
Be inclusive. Extend invitations to reviews to your Morelli, Andrea Leszek and Tom Poppendieck for
entire technology teams. Sometimes help comes from providing comments on drafts of this report. They
7. improved the original version, any mistakes are the [2] Poppendieck, M. and Poppendiek, T., Implementing
authors. Lean Software Development, Addison-Wesley, Boston,
MA, 2006.
9. References [3] Cohn, M,, Agile Estimating and Planning, Prentice Hall
PTR, 2005.
[1] Schwaber, K., Agile Project Management with Scrum,
Microsoft Press, 2004.