This document summarizes a hands-on workshop on prototyping for web and mobile. It covers introducing prototyping, the elements that go into a design like user research and personas, and hands-on exercises in sketching wireframes and creating interactive prototypes using tools like Fluid UI. It also discusses testing prototypes with users to iterate on designs, emphasizing the importance of testing early and often with small groups to refine designs.
Project management involves initiating, planning, executing, monitoring and controlling, and closing projects to achieve goals within constraints of scope, time and cost. It entails defining objectives and deliverables, creating detailed plans, implementing the plans, overseeing tasks and metrics, and closing out projects upon completion. Key aspects of project management include establishing a work breakdown structure and schedule to define tasks and durations, creating a budget to estimate and control costs, and managing risks and other areas to ensure projects are completed successfully.
This document discusses innovation games and techniques for improving brainstorming. It begins with introductions and an exercise to get participants comfortable with failure. Various games and exercises are then presented to trigger creativity and solve problems in new ways, such as "Give Them a Hot Tub" where outrageous ideas are generated, and "Remember the Future" which envisions future success. Real-world scenarios are used to demonstrate how the games could be applied. The document emphasizes creating a culture of innovation and provides resources for running innovation games.
This document provides an overview of scrum and agile principles and practices. It discusses lean principles, the history and evolution of scrum, core scrum concepts like the product backlog, sprints, sprint planning, daily standups, reviews and retrospectives. It also covers scrum roles like the product owner and scrum master. Finally, it discusses topics like estimating, managing technical debt, requirements and user stories. The document serves as a comprehensive guide to scrum and agile concepts.
The document provides an introduction to agile methods for executives. It discusses how agile approaches can help organizations adapt to increasingly volatile business environments. The key benefits of agile include shorter time to market, increased productivity, improved alignment with business needs, and greater predictability. The document outlines agile concepts like iterative development, minimal viable products, continuous delivery and focus on customer value. It also summarizes common agile frameworks like Scrum and how agility can be scaled in large organizations.
Agile Quote provides you with inspirational quotes on Agile software development delivered to you daily.
Quotes are from on-the-ground practitioners and speakers of the Agile community and contain links to resource and how-to-find more information.
Some quotes are not directly connected to agile software development, but somehow related ;-)
To celebrate 1000th quote milestone, we gathered top 20 most popular quotes to share here.
Agile focuses on developing an "Agile mindset" or way of thinking as the foundation for successfully implementing Agile practices. The Agile mindset is defined by the four values and twelve principles of the Agile Manifesto. It is a mindset that values individuals and interactions, working software, customer collaboration, and responding to change. This mindset is then manifested through selecting appropriate Agile practices and processes based on a team or organization's specific needs, tailoring them as necessary. True Agility comes from internalizing this mindset in order to flexibly apply practices, not from just following specific methodologies.
The document provides guidance for product managers on developing effective product roadmaps. It discusses the key role of product managers and the importance of tying a product roadmap to overall company strategy. The document outlines a process for planning and communicating a roadmap, including setting strategic goals and product visions, gathering initiatives, prioritizing initiatives, and stakeholder engagement. It emphasizes that roadmaps should be living documents that are regularly updated based on new information and priorities.
This document summarizes a hands-on workshop on prototyping for web and mobile. It covers introducing prototyping, the elements that go into a design like user research and personas, and hands-on exercises in sketching wireframes and creating interactive prototypes using tools like Fluid UI. It also discusses testing prototypes with users to iterate on designs, emphasizing the importance of testing early and often with small groups to refine designs.
Project management involves initiating, planning, executing, monitoring and controlling, and closing projects to achieve goals within constraints of scope, time and cost. It entails defining objectives and deliverables, creating detailed plans, implementing the plans, overseeing tasks and metrics, and closing out projects upon completion. Key aspects of project management include establishing a work breakdown structure and schedule to define tasks and durations, creating a budget to estimate and control costs, and managing risks and other areas to ensure projects are completed successfully.
This document discusses innovation games and techniques for improving brainstorming. It begins with introductions and an exercise to get participants comfortable with failure. Various games and exercises are then presented to trigger creativity and solve problems in new ways, such as "Give Them a Hot Tub" where outrageous ideas are generated, and "Remember the Future" which envisions future success. Real-world scenarios are used to demonstrate how the games could be applied. The document emphasizes creating a culture of innovation and provides resources for running innovation games.
This document provides an overview of scrum and agile principles and practices. It discusses lean principles, the history and evolution of scrum, core scrum concepts like the product backlog, sprints, sprint planning, daily standups, reviews and retrospectives. It also covers scrum roles like the product owner and scrum master. Finally, it discusses topics like estimating, managing technical debt, requirements and user stories. The document serves as a comprehensive guide to scrum and agile concepts.
The document provides an introduction to agile methods for executives. It discusses how agile approaches can help organizations adapt to increasingly volatile business environments. The key benefits of agile include shorter time to market, increased productivity, improved alignment with business needs, and greater predictability. The document outlines agile concepts like iterative development, minimal viable products, continuous delivery and focus on customer value. It also summarizes common agile frameworks like Scrum and how agility can be scaled in large organizations.
Agile Quote provides you with inspirational quotes on Agile software development delivered to you daily.
Quotes are from on-the-ground practitioners and speakers of the Agile community and contain links to resource and how-to-find more information.
Some quotes are not directly connected to agile software development, but somehow related ;-)
To celebrate 1000th quote milestone, we gathered top 20 most popular quotes to share here.
Agile focuses on developing an "Agile mindset" or way of thinking as the foundation for successfully implementing Agile practices. The Agile mindset is defined by the four values and twelve principles of the Agile Manifesto. It is a mindset that values individuals and interactions, working software, customer collaboration, and responding to change. This mindset is then manifested through selecting appropriate Agile practices and processes based on a team or organization's specific needs, tailoring them as necessary. True Agility comes from internalizing this mindset in order to flexibly apply practices, not from just following specific methodologies.
The document provides guidance for product managers on developing effective product roadmaps. It discusses the key role of product managers and the importance of tying a product roadmap to overall company strategy. The document outlines a process for planning and communicating a roadmap, including setting strategic goals and product visions, gathering initiatives, prioritizing initiatives, and stakeholder engagement. It emphasizes that roadmaps should be living documents that are regularly updated based on new information and priorities.
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
This document discusses key performance indicators (KPIs) for measuring agile projects. It begins by defining metrics and KPIs, noting that KPIs should be tied to strategic objectives and have defined targets. It then discusses characteristics of good KPIs and provides examples of both traditional and agile KPIs related to time, effort, scope, and quality. The document cautions that too many KPIs can be useless and advocates keeping metrics simple. It also discusses challenges like cheating on metrics and provides tips for using tools and dashboards to effectively measure agile performance.
Guia do Papel e Responsabilidade do Scrum MasterPaulo Lomanto
O Guia do Papel e Responsabilidade do Scrum Master é um documento que contém dicas gerais sobre a figura do ScrumMaster em equipes de tecnologia que utilizam Scrum.
Esse guia foi concebido através de um trabalho conjunto de diversos profissionais e contém uma grande coletânea de dicas e guias para auxiliar os ScrumMasters a desempenharem melhor as suas atividades.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
Como construir uma estratégia exponencial e habilitar a organização para exe...Monira Lima
O documento discute como construir uma estratégia exponencial e habilitar a organização para executá-la. Primeiro, apresenta sintomas de estratégias inadequadas e a importância de identificar o problema que a estratégia deve resolver. Em seguida, discute os estágios de desenvolvimento organizacional e como eles afetam a capacidade de uma organização executar diferentes tipos de estratégia, especialmente estratégias exponenciais. Por fim, fornece recomendações sobre como ajudar a organização a entregar com sucesso uma estrat
Free Project Management Templates for Microsoft SharePointDavid J Rosenthal
Project Management Templates for Microsoft SharePoint - Free from BrightWork and Atidan
Best Practice Templates to Initiate, Plan, Track, Manage and Close a Project
Atidan and our partner BrightWork, are pleased to release the latest free templates for Microsoft SharePoint that give you just enough project management to create and track a project with the greatest of ease.
Our Lite template provides a small amount of project management enabling you to manage tasks and issues while quickly seeing what work has been assigned and what actions need to be taken. Our Structured template provides additional features such as goals, discussions and risks to help you manage larger projects. Our completely free templates work with all versions of SharePoint including Office 365/SharePoint online and SharePoint 2016.
• Initiate, Plan, Track, Manage and Close a Project
• Manage and Track Project Deliverables including Goals, Tasks, Risks, Issues and Documents
• Collaborate utilizing Discussions, Lessons Learned, Email and Team Calendars
• Create Project status reports, My work, Metrics, Gantt Charts and Resource Reports
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
The Importance of AI/ML in Product Management by fmr ByteDance/ TikTok CPOProduct School
This document discusses the importance of AI/ML in product management. It provides an overview of product management certificate programs from Product School and options for corporate training. It then discusses Hans Ku's perspective as CPO of Crexi on using AI/ML in product management. Specific topics covered include infrastructure, algorithms, content understanding, traffic data experience, and best practices like focusing on user value, quality data, and testing/iteration. Examples from companies like Netflix, Google, Uber and TikTok are referenced.
The document discusses traditional software development versus agile software development. Traditional development involves distinct sequential stages planned upfront, while agile development is iterative, incremental and collaborative. Agile values individuals, working software, customer collaboration and responding to change over processes, documentation, contracts and plans. Common agile methodologies mentioned include eXtreme Programming, Scrum, Feature Driven Development and Test Driven Development.
Agile Tour - Ceci n'est pas une révolution organisationnelleRomain Vailleux
“Les organisations qui conçoivent des systèmes [...] tendent inévitablement à produire des designs qui sont des copies de la structure de communication de leur organisation”. Si cet adage, attribué à Melvin Conway, vous parle, cette conférence est faite pour vous. Sinon, venez comme vous êtes quand même =)
Cette conférence présentera un formalisme permettant de
1) dessiner des équipes alignées à la fois avec les objectifs stratégiques et la cible d’architecture IT
2) expliciter la nature et la densité des interactions entre les équipes
3) détecter les désalignements entre l’organisation actuelle et les composants IT
4) figurer la diversité des contextes pris en charge par les équipes
Et pour ne rien gâcher : nous partagerons quelques retours d’expériences de ce formalisme en contexte réel.
The document outlines the roles and responsibilities of an IT Program Management Office (PMO) in three key areas: planning, communication, and administration. The PMO will coordinate IT project selection and funding, establish standard project management processes, provide regular reporting on project status, and handle financial administration for the IT department. The PMO aims to improve governance, transparency, and management of the IT portfolio through these core competencies.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
Data driven coaching - Agile 2016 (troy magennis)Troy Magennis
Team data and dashboards can be misused and cause more pain than results. Having the team run blind to its historical data though is often worse, with solely opinions and gut-feel driving process change. Helping your teams see and understand a holistic balance of their data will give your coaching advice context and encourage team constant improvement through experiments and reflection.
Coaching dashboards are about balancing trade-offs. Trading something your team is great at for something they want (or need) to improve. Having the team complete the feedback loop and confirm than an experiment had the intended impact, will process improvement be continuous and sustainable.
This presentation shows how to expose data to teams in order for them to retrospect productively, determine if a process experiment is panning out as expected, and to vigorously explore process change opportunities. Recent research shows strong relationships of certain metrics to process and practices, and this session demonstrates how these metrics have and can be tied to timely coaching advice.
The real-world dashboards demonstrated in this session show most common problems and how to avoid them with before and after shots and quotes from the teams impacted by them.
In this session you will –
- Learn how you can not only gather data, but use it to improve the process, with examples!
- Learn how your can tie data insights to coaching advice (data driven coaching)
- Learn how you can detect, predict and avoid data gaming and dashboard misuse
- Learn from my mistakes, and mistakes I’ve seen others with real examples of Agile coaching dashboards (good and bad)
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
As Agile become mainstream increasingly organizations are looking to double down on the role of the Product Owner encouraging them to manage the intersection between technology and the business. But Product Ownership is a difficult role as it tries to balance the needs of the business with the reality of software delivery. Also, for many organizations there is some ‘confusion’ with existing roles of business analyst, product manager or even project manager. What does the product owner do anyway?
In this talk Dave West, Product Owner and CEO Scrum.org, the home of Scrum and Professional Scrum Trainer with Prowareness Rob van Lanen describe the genesis of the Product Owner role and how many organizations are dealing with the challenges of slotting this key role into existing product, project and release roles. They will introduce some techniques such as user centric design, and hypophysis based development and describe how approaches such as Lean Startup and pragmatic marketing are providing product owners with a tool box to do their job.
Recorded Webinar can be found at :-https://www.scrum.org/resources/who-product-owner-anyway
Project Management Methodologies - Mind MapWAJAHAT IQBAL
Using my Experience in Project Management Domain for the last 18 Years I have shared my thought process on the methodology and the best practises both for PMP & PRINCE2 Standards and converted my valuable insights into a brief and to the point Mind Map.I hope it helps the readers who are new to Project Management or wants to know more about this complex professional domain.Good Luck
Your valuable comments and Feedback is most welcome - Wajahat Iqbal
Psychological Safety to Build Great Products by King SVP of Product.pdfProduct School
The document discusses how to build psychological safety for product managers to create great products. It recommends providing structure and clarity around company vision and strategy, the problem being solved, team purpose and organization structure. It also suggests aligning on impact goals and measuring team effectiveness, building trust within and for teams, and adding the key ingredient of psychological safety. Psychological safety allows product managers to take risks without fear of negative consequences.
The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
This document discusses key performance indicators (KPIs) for measuring agile projects. It begins by defining metrics and KPIs, noting that KPIs should be tied to strategic objectives and have defined targets. It then discusses characteristics of good KPIs and provides examples of both traditional and agile KPIs related to time, effort, scope, and quality. The document cautions that too many KPIs can be useless and advocates keeping metrics simple. It also discusses challenges like cheating on metrics and provides tips for using tools and dashboards to effectively measure agile performance.
Guia do Papel e Responsabilidade do Scrum MasterPaulo Lomanto
O Guia do Papel e Responsabilidade do Scrum Master é um documento que contém dicas gerais sobre a figura do ScrumMaster em equipes de tecnologia que utilizam Scrum.
Esse guia foi concebido através de um trabalho conjunto de diversos profissionais e contém uma grande coletânea de dicas e guias para auxiliar os ScrumMasters a desempenharem melhor as suas atividades.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
Como construir uma estratégia exponencial e habilitar a organização para exe...Monira Lima
O documento discute como construir uma estratégia exponencial e habilitar a organização para executá-la. Primeiro, apresenta sintomas de estratégias inadequadas e a importância de identificar o problema que a estratégia deve resolver. Em seguida, discute os estágios de desenvolvimento organizacional e como eles afetam a capacidade de uma organização executar diferentes tipos de estratégia, especialmente estratégias exponenciais. Por fim, fornece recomendações sobre como ajudar a organização a entregar com sucesso uma estrat
Free Project Management Templates for Microsoft SharePointDavid J Rosenthal
Project Management Templates for Microsoft SharePoint - Free from BrightWork and Atidan
Best Practice Templates to Initiate, Plan, Track, Manage and Close a Project
Atidan and our partner BrightWork, are pleased to release the latest free templates for Microsoft SharePoint that give you just enough project management to create and track a project with the greatest of ease.
Our Lite template provides a small amount of project management enabling you to manage tasks and issues while quickly seeing what work has been assigned and what actions need to be taken. Our Structured template provides additional features such as goals, discussions and risks to help you manage larger projects. Our completely free templates work with all versions of SharePoint including Office 365/SharePoint online and SharePoint 2016.
• Initiate, Plan, Track, Manage and Close a Project
• Manage and Track Project Deliverables including Goals, Tasks, Risks, Issues and Documents
• Collaborate utilizing Discussions, Lessons Learned, Email and Team Calendars
• Create Project status reports, My work, Metrics, Gantt Charts and Resource Reports
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
The Importance of AI/ML in Product Management by fmr ByteDance/ TikTok CPOProduct School
This document discusses the importance of AI/ML in product management. It provides an overview of product management certificate programs from Product School and options for corporate training. It then discusses Hans Ku's perspective as CPO of Crexi on using AI/ML in product management. Specific topics covered include infrastructure, algorithms, content understanding, traffic data experience, and best practices like focusing on user value, quality data, and testing/iteration. Examples from companies like Netflix, Google, Uber and TikTok are referenced.
The document discusses traditional software development versus agile software development. Traditional development involves distinct sequential stages planned upfront, while agile development is iterative, incremental and collaborative. Agile values individuals, working software, customer collaboration and responding to change over processes, documentation, contracts and plans. Common agile methodologies mentioned include eXtreme Programming, Scrum, Feature Driven Development and Test Driven Development.
Agile Tour - Ceci n'est pas une révolution organisationnelleRomain Vailleux
“Les organisations qui conçoivent des systèmes [...] tendent inévitablement à produire des designs qui sont des copies de la structure de communication de leur organisation”. Si cet adage, attribué à Melvin Conway, vous parle, cette conférence est faite pour vous. Sinon, venez comme vous êtes quand même =)
Cette conférence présentera un formalisme permettant de
1) dessiner des équipes alignées à la fois avec les objectifs stratégiques et la cible d’architecture IT
2) expliciter la nature et la densité des interactions entre les équipes
3) détecter les désalignements entre l’organisation actuelle et les composants IT
4) figurer la diversité des contextes pris en charge par les équipes
Et pour ne rien gâcher : nous partagerons quelques retours d’expériences de ce formalisme en contexte réel.
The document outlines the roles and responsibilities of an IT Program Management Office (PMO) in three key areas: planning, communication, and administration. The PMO will coordinate IT project selection and funding, establish standard project management processes, provide regular reporting on project status, and handle financial administration for the IT department. The PMO aims to improve governance, transparency, and management of the IT portfolio through these core competencies.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
Data driven coaching - Agile 2016 (troy magennis)Troy Magennis
Team data and dashboards can be misused and cause more pain than results. Having the team run blind to its historical data though is often worse, with solely opinions and gut-feel driving process change. Helping your teams see and understand a holistic balance of their data will give your coaching advice context and encourage team constant improvement through experiments and reflection.
Coaching dashboards are about balancing trade-offs. Trading something your team is great at for something they want (or need) to improve. Having the team complete the feedback loop and confirm than an experiment had the intended impact, will process improvement be continuous and sustainable.
This presentation shows how to expose data to teams in order for them to retrospect productively, determine if a process experiment is panning out as expected, and to vigorously explore process change opportunities. Recent research shows strong relationships of certain metrics to process and practices, and this session demonstrates how these metrics have and can be tied to timely coaching advice.
The real-world dashboards demonstrated in this session show most common problems and how to avoid them with before and after shots and quotes from the teams impacted by them.
In this session you will –
- Learn how you can not only gather data, but use it to improve the process, with examples!
- Learn how your can tie data insights to coaching advice (data driven coaching)
- Learn how you can detect, predict and avoid data gaming and dashboard misuse
- Learn from my mistakes, and mistakes I’ve seen others with real examples of Agile coaching dashboards (good and bad)
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
As Agile become mainstream increasingly organizations are looking to double down on the role of the Product Owner encouraging them to manage the intersection between technology and the business. But Product Ownership is a difficult role as it tries to balance the needs of the business with the reality of software delivery. Also, for many organizations there is some ‘confusion’ with existing roles of business analyst, product manager or even project manager. What does the product owner do anyway?
In this talk Dave West, Product Owner and CEO Scrum.org, the home of Scrum and Professional Scrum Trainer with Prowareness Rob van Lanen describe the genesis of the Product Owner role and how many organizations are dealing with the challenges of slotting this key role into existing product, project and release roles. They will introduce some techniques such as user centric design, and hypophysis based development and describe how approaches such as Lean Startup and pragmatic marketing are providing product owners with a tool box to do their job.
Recorded Webinar can be found at :-https://www.scrum.org/resources/who-product-owner-anyway
Project Management Methodologies - Mind MapWAJAHAT IQBAL
Using my Experience in Project Management Domain for the last 18 Years I have shared my thought process on the methodology and the best practises both for PMP & PRINCE2 Standards and converted my valuable insights into a brief and to the point Mind Map.I hope it helps the readers who are new to Project Management or wants to know more about this complex professional domain.Good Luck
Your valuable comments and Feedback is most welcome - Wajahat Iqbal
Psychological Safety to Build Great Products by King SVP of Product.pdfProduct School
The document discusses how to build psychological safety for product managers to create great products. It recommends providing structure and clarity around company vision and strategy, the problem being solved, team purpose and organization structure. It also suggests aligning on impact goals and measuring team effectiveness, building trust within and for teams, and adding the key ingredient of psychological safety. Psychological safety allows product managers to take risks without fear of negative consequences.
The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.
This document provides an overview of software engineering and development trends presented over 2 days of lectures and demos. It begins with introductions of the lecturer, Vladimir Kotov, and states the topic is software engineering and development FAQs. It then presents and defines key concepts in software engineering like what software and software engineering are, software processes, process models, methods, architecture and enterprise applications. It outlines 5 trends: 1) increasing software complexity, 2) raising abstraction levels, 3) continuous process improvement, 4) adapting to changing requirements, and 5) experience reuse to address recurring problems. It promotes agile principles and software reuse benefits and challenges.
The document provides an overview of Android internals and the Android developer toolchain. It discusses the following key points:
- Android is an open-source operating system based on Linux that includes applications and middleware built on top of the Linux kernel. It is designed for mobile devices and uses the Java programming language.
- The Android developer toolchain includes the Android SDK, Android Development Tools (ADT) plugin for Eclipse, and Android Virtual Devices (AVDs) for testing apps in an emulator. The SDK includes tools, platform files, sample code and documentation.
- The Android runtime uses the Dalvik virtual machine instead of the Java VM for improved performance on mobile devices. It converts Java code to Dalvik
At UCR, automation is a part of everything we do. When designing a new architecture and the set of new processes for our new Java based development environment we came up with a set of continuous integration and deployment tools to enable our developers to write and deploy their own applications in a flexible and secure environment.
RTU maģistra profesionālo studiju programma "Informācijas tehnoloģija"Jānis Grabis
RTU maģistra profesionālo studiju programmā "Informācijas tehnoloģija" studiju ilgums 2,5 gadi. Programmas mērķis ir sagatavot tautsaimniecības vajadzībām atbilstošus speciālistus IT nozarē ar padziļinātām zināšanām IT projektu vadībā, informācijas sistēmu analīzē, projektēšanā, izstrādē, ieviešanā un uzturēšanā, kas ir spējīgi sekmīgi konkurēt globālajā darbaspēka tirgū. Studiju programma ir izstrādāta atbilstoši profesiju standarta un informācijas tehnoloģijas nozares prasībām.
Studiju programmas absolventi iegūst maģistra profesionālo grādu informācijas tehnoloģijā un informācijas tehnoloģijas projektu vadītāja augstāko profesionālo kvalifikāciju.
Latvijas Digitālais akselerators sadarbībā ar biedrību "Zaļo un Viedo Tehnoloģiju Klasteri" īstenoja 1. vebināru “Digitālo prasmju apmācību iespējas”, lai iepazīstinātu ar digitalizācijas apmācībām un Eiropas Savienības atbalsta programmu iespējām.
Prezentācijas saturs
1) Pieredzes stāsts. Latvijas inovāciju uzņēmuma “InPass” vadītājs Raivis Ekšteins
2) Informācija par Eiropas Digitālās inovācijas centru un tā sniegtajiem pakalpojumiem
3) Informācija par aktuālām apmācību programmām digitalizācijā.
4) Jautājumi un atbildes.
Līdzfinansēts no Eiropas Savienības projekta "Latvijas Digitālais akselerators" DAoL, ID Nr. 101083718 un Eiropas Savienības Atjaunošanas un noturības mehānisma ID Nr. 2.2.1.1.i.0/1/23/I/CFLA/002.
Eiropas Savienība neatbild par vietnes saturu.
Programmatūras un aparatūras platformas prototips mašīntulkošanas integrēšana...Ekonomikas ministrija
Mārcis Pinnis, SIA Tilde pētniecības projekts “Programmatūras un aparatūras platformas prototips mašīntulkošanas integrēšanai korporatīvā infrastruktūrā”
Pētniecības projekts tiek īstenots IT Kompetences centra ietvaros, saņemot ERAF līdzfinansējumu no darbības programmas “Izaugsme un nodarbinātība” 1.2.1. specifiskā atbalsta mērķa “Palielināt privātā sektora investīcijas P&A” 1.2.1.1. pasākuma “Atbalsts jaunu produktu un tehnoloģiju izstrādei kompetences centru ietvaros” otrās projektu iesniegumu atlases kārtas.
Rīga, 2019.gada 15.februāris
Forums "DIG-IN"
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgaisWhiteflo
Prezentācija aplūko populārākās klasiskās projektu vadīšanas metodes, kā arī iteratīvās metodes. Vai abas pieejas savietojamas, un kas tām ir atšķirīgs? Jautājums ir, vai tās var apvienot vienā projektā.
1. 1
DITF LDI
Lietišķo datorsistēmu programmatūras
profesora grupa
Lietišķo datorsistēmu programmatūra
1.lekcija
Materiālu sagatavoja: V.Kotovs
Atbildīgais pasniedzējs: prof. L.Novickis
2. 2
Mērķi
➢ Lietišķās un uzņēmuma līmeņa programmatūras tehnoloģiju
un izstrādes līdzekļu apskats
➢ Ieskats vairākās programmatūras inženierijas tehnoloģijās
un metodoloģijās
➢ Analītiskās domāšanas un praktisko iemaņu attīstība
* Programmatūras inženierija - inženierzinātne; sistematizēta pieeja programmatūras izstrādāšanai
* Lietišķā programmatūra - paredzēta konkrēta datu apstrādes sistēmas uzdevuma risināšanai
* Biznesa sistēmas - paredzētas biznesa informācijas apstrādei, pārvaldības lēmumu pieņemšanai
* Tehnoloģija - ražošanas procesu, apstrādes metožu, izejvielas īpašību maiņas līdzekļu kopums
* Metodoloģija - mācība par metodēm
4. 4
Tēmu plāns (1/2)
➢ Pamata programmatūras inženierijas attīstības tendences.
➢ Ieskats programmatūras kvalitātē.
➢ Atkārtotā lietošana programmatūras izstrādē.
➢ Modularitātes jēdziens un principi programmatūras
inženierijā.
➢ Projektēšanas šabloni. Šablonu sistēmas. Šablonu
izmantošana programmatūras izstrādē.
5. 5
Tēmu plāns (2/2)
➢ Uz komponentiem balstītās programmatūras izstrādes
metodes.
➢ Ieskats aspektu orientētā programmēšanā. Aspektu
izmantošana programmatūras izstrādē.
➢ Ieskats modeļvadāmā programmatūras izstrādē.
➢ Programmatūras izstrādes artefaktu uzturēšana un
konfigurācijas vadība.
6. 6
Literatūra
Gamma E., Helm R., Johnson R., Vlissides J. Design
Patterns. Elements Of Reusable Object Oriented
Software
➢ Fowler M., Enterprise Software Architecture
➢ Sommerville I. Software Engineering
➢ Meyer B. Object-Oriented Software Construction
➢ Mili H., Mili A., Yacoub S., Addy E. Reuse-based
Software Engineering: Techniques, Organization, and
Measurement
➢ http://alistair.cockburn.us/Hexagonal+architecture
66
7. 7
1.Programmatūras inženierijas
attīstības tendences (1/3)
➢ Nemitīgi pieaugoša programmatūras sarežģītība
Sarežģītība
Laiks
Fortran, Basic
simboli, izteiksmes
Pascal, C
strukturētā programmēšana
C++
objekti
Java
virtuālā mašīna
Python, XML
✔ seko Mūra likumam
✔ vadāmā ar pasūtītāju prasībām
✔ ietekmē periodisku paradigmu
maiņu
✔ mēroga sarežģītība
✔ domēnu sarežģītība
✔ biznesa sarežģītība
✔ mākslīga sarežģītība
8. 8
1.Programmatūras inženierijas
attīstības tendences (2/3)
➢ Kopēja abstrakcijas līmeņa
paaugstināšana
✔ no mašīnkodiem līdz augstākā
līmeņa valodām
➢ Nemitīga izstrādes procesa
uzlabošana
✔ to automatizēšanas un uzturamības
atvieglošana
9. 9
1.Programmatūras inženierijas
attīstības tendences (3/3)
➢ Tieksme izvairīties no problēmu risināšanas, vadoties
pēc sākuma principiem
✔ efektīvu un pierādītu risinājumu atkārtota izmantošana
➢ Spēja cīnīties ar prasību mainīgumu
✔ lietojumu elastīgums, stiepjamība un atkārtota
pielietojamība
10. 10
Enterprise application
● Lots of long living data, accessed concurently
● Multiple systems, dissonance in integration
technologies and data interpretation
● Business “illogic” (Martin Fowler)
● Specific patterns
11. 11
Software architecture
● “a shared understanding of a system design
by the expert developers on a project”
● “decisions developers wish they could get right
early on”
● “decisions perceived as hard to change”
● Subjective
13. 13
2.Ieskats programmatūras
kvalitātē (1/3)
➢ Fakti
✔ zemas lietojumu kvalitātes rezultātā zaudējumi ir 22.2 –
59.5 miljardu dolāru robežās (NIST)
✔ kvalitātes vadības problēma nav tas, ka cilvēki nezin
par to, bet gan domā, ka zin
✔ kvalitātes atribūtu un metriku identificēšanas procesus
nav iespējams formalizēt pilnā apjomā
14. 14
2.Ieskats programmatūras
kvalitātē (2/3)
➢ Makols, Ričards, Valters – kvalitātes kritēriju kategorijas
✔ produkta izmantošana (korektums, drošums, integritāte,
lietojamība un efektivitāte)
✔ produkta pārstrādāšana (uzturamība, elastīgums,
testējamība)
✔ produkta pāreja (sadarbspēja, atkārtota lietojamība,
pārnesamība)
➢ Maijers, McConnell - kvalitātes faktori
– ārējie (pareizums, robustums, drošums, atkārtota
lietojamība, stiepjamība, pārnesamība un efektivitāte)
– iekšējie (koda lasāmība)
15. 15
2.Ieskats programmatūras
kvalitātē (3/3)
➢ ISO 9126 standarts
✔ Karkass programmatūras produkta kvalitātes modelim
✔ Kvalitātes īpašības
✔ Funkcionalitāte (Functionality)
✔ Drošums(Reliability)
✔ Lietojamība (Usability )
✔ Efektivitāte (Efficiency)
✔ Uzturamība (Maintainability )
✔ Pārnesamība (Portability)
➢ Kvalitātes vadības, procesa standarti, ... (ISO 9001, CMMI,
ISO 12207)
16. 16
3.Programmatūras atkārtotā
lietošana (1/8)
➢ Priekšnosacījumi
✔ programmatūras sistēmām vai to daļām piemīt līdzība un
analoģija
✔ atkārtoti izmantojot procesu un iepriekšējas izstrādes rezultātus ir
iespējams paaugstināt kopējo izstrādes produktivitāti un kvalitāti
➢ Atkārtotā lietošana
✔ jebkuras informācijas izmantošana izstrādes procesā (Freeman)
✔ eksistējošo sistēmu artefaktu vai zināšanu pielietošana jauno
sistēmu izstrādē (Isoda)
✔ process, kura ietvaros organizācija definē sistemātiski
pielietojamo procedūru kopu, lai specificētu, izveidotu, klasificētu,
dabūtu un adaptētu programmatūras artefaktus, ko var pielietot
lietojumu izstrādes procesā (Mili)
17. 17
3.Programmatūras atkārtotā
lietošana (2/8)
➢ Fakti
✔ līdz 40% - 60% koda tiek lietots atkārtoti
✔ līdz 75% funkciju ir kopīgas vairāk nekā vienā lietojumā
✔ Līdz 85% - teorētiskais atkārtotās lietošanas potenciāls
✔ 10% lieku izmaksu IT lietojumu izstrādē ar atklātā pirmkoda projektiem
(ietaupījums $22 miljardi/gada)
➢ “Tipiska” lietojuma kompozīcija
18. 18
3.Programmatūras atkārtotā
lietošana (3/8)
➢ Atkārtotā lietojamība
✔ Programmatūras izstrādes elementu (artefaktu) spēja
noderēt vairāku citu lietojumu izstrādē
✔ 2 raksturojumu summa:
Lietojamība - nosaka elementa vieglu izmantojamības
pakāpi, neņemot vērā to funkcionalitāti
atlase - elementa identificēšana kā potenciālā kandidāta prasību
apmierināšanai
analīze - kādā veidā elements ir izmantojams
pielāgošana - adaptēšana kontekstam
ieviešana - elementa integrēšana izstrādē
Derīgums - novērtē elementa vajadzības un plašas
izmantojamības pakāpi
19. 19
3.Programmatūras atkārtotā
lietošana (4/8)
➢ Pamata atkārtoti lietojami artefakti
✔ Darbaspēks - netehniskā atkārtotas lietošanas forma
✔ Specifikācijas - kopējais dokumentu repozitorijs ar
pieņemtām projektēšanas struktūrām un standartiem
✔ Projektējumi- vispārēji projektēšanas lēmumu attēlojumi
✔ Programmatūras arhitektūras - sistēmas struktūra kā
komponentu kopas agregācija
✔ Pirmkods un izpildāmie komponenti - dabiska
programmatūras atkārtotas lietošanas forma
✔ Dokumentācija
20. 20
3.Programmatūras atkārtotā
lietošana (5/8)
➢ Labumi
➢ Produktivitātes pieaugums
✔ tiek saglabāti resursi un laiks
✔ samazina testēšanas izmaksas
➢ Kvalitātes un drošuma pieaugums
✔ lielāki ieguldījumi ar cerību uz elementa daudzkārtīgu
izmantošanu
✔ pievērsta lielākā uzmanība un noteiktas stingrākas prasības.
✔ kļūdu labojumi tiek akumulēti ar katru izmantošanas gadījumu
➢ Uzlabojumi izstrādes plānošanā
✔ samazina programmatūras piegādes laiku uz tirgus
✔ samazina uzturēšanas izmaksas
➢ Ātrās prototipēšanas atbalsts
21. 21
3.Programmatūras atkārtotā
lietošana (6/8)
➢ Kavēkļi
➢ Ekonomiskie un organizatoriskie kavēkļi
✔ nepieņemamas izmaksas un riski
✔ augstākās vadības atbalsta trūkums
✔ nepieciešamas izmaiņas organizācijas struktūrās un
procesos
✔ pamudinājumu trūkums
➢ Tehnoloģiskie kavēkļi
✔ atkārtoti lietojamo artefaktu atrāšana
✔ mantojuma sistēmu komponentu atkārtotā lietošana
✔ artefaktu modificēšana un adaptēšana
22. 22
3.Programmatūras atkārtotā
lietošana (7/8)
Daudznozaru programmatūras atkārtotā lietošana
➢ Organizācijas aspekti
➢ Vadības infrastruktūra
✔ funkciju, atbildību, atlīdzības un stimulēšanas
mehānismu kopā, lai nodrošinātu caurspīdīgu
atkārtotas lietošanas procesu funkcionēšanu
➢ Tehnoloģijas infrastruktūra
✔ konfigurāciju un versiju kontroles vadība, kvalitātes
kontrole
➢ Ekonomiskie aspekti
✔ Metrikas artefaktu kvantitatīvai novērtēšanai
✔ AL izdevumu un investīciju atgriešanas (ROI) novērtēšanas
tehnikas
23. 23
3.Programmatūras atkārtotā
lietošana (8/8)
➢ Tehniskie aspekti
➢ Domēnu inženierijas aspekti.
✔ atkārtoti lietojamo programmatūras artefaktu izstrāde
➢ Lietojumu inženierijas aspekti.
✔ atkārtoti lietojamu artefaktu izmantošana izstrāde
24. 24
4.AL orientētās izstrādes
tehnoloģijas
➢ Kompozīcijas balstītā izstrāde
✔ atkārtoti lietojami artefakti ir pabeigti programmatūras
produkti kompilējamā vai izpildāmā formā
✔ pamata aktivitātes paredz tādu elementu (komponentu)
kompozīciju un integrēšanu
✔ nodrošina zemākā līmeņa atkārtotu lietošanu
➢ Ģeneratīvā izstrāde
✔ atkārtoti lietojami artefakti ir atspoguļojami šablonu vai
modeļu veidā
✔ ļauj atkārtoti izmantot augstākā līmeņa projektējuma un
arhitektūras struktūras
25. 25
5. Modularitāte (1/2)
➢ Piemērotākā atkārtotās lietošanas forma - programmatūras
komponents, kurš apmierina modularitātes prasības (Maijers)
➢ Pamata modularitātes kritēriji
✔ Dekompozīcija
✔ Programmatūras izstrādes metodes palīdz problēmas sadalījumā
mazāk sarežģīto problēmu kopā
✔ Kompozīcija
✔ Tādu programmatūras izstrādes elementu esamība, kurus var
kombinēt, lai veidotu jaunas sistēma
✔ Saprotamība
✔ Lietotāji (cilvēki) var saprast atsevišķa moduļa (komponenta) būtību
bez nepieciešamības zināt citus, vai tikai nelielo to skaitu
✔ Nepārtrauktība
✔ Nelielas izmaiņas problēmas specifikācijā ietekmē izmaiņas tikai
vienā vai nedaudz moduļos.
26. 26
5. Modularitāte (2/2)
➢ Pamata modularitātes principi
➢ Lingvistiski modulāras vienības princips
✔ moduļiem ir jāatbilst izmantotas valodas formālismam jebkurā
izstrādes līmenī (analīzē, projektēšanā, implementēšanā)
➢ Atklāts-Slēgts princips
✔ moduļiem vienlaikus jābūt atklātiem un slēgtiem:
• atklāts - ir iespējama paplašināšana
• slēgts - modulim ir stingri definēta un stabila saskarne
✔ atkārtotas lietojamības un pielāgošanas divējādība – veiksmīgiem
komponentiem jābūt lietojamiem savā oriģinālā (slēgtā) stāvoklī un tajā
pašā laikā viegli adaptējamiem (atklātiem)
➢ Iekļautas dokumentācijas princips
27. 27
6.Projektēšanas šabloni (1/2)
➢ Šablons
✔ forma, veidne, modelis, noteikumu kopa kādu lietu vai to daļu
ģenerēšanai (wikipedia.org)
✔ konkrētas formas abstrakcija, kura atkārtojas kādā noteiktajā kontekstā
(Rīle)
✔ pilnīgi realizēta forma, oriģināls vai modelis, pieņemts un piedāvāts
imitācijai; normatīvs piemērs, arhetips (Kouds)
✔ apraksta problēmu, kura vairākas reizes atkārtojas mūsu vidē, kopā ar
problēmas risinājumu, kuru var izmantot vairākas reizes (K.Aleksanders)
➢ Projektēšanas šablons datorzinātnē
✔ apzīmē galvenos projektēšanas struktūru aspektus
✔ identificē, nosauc un abstrahē veiksmīgas projektējuma struktūras,
lietderīgas elastīga un atkārtoti lietojama objektorientēta projektējuma
izstrādē
28. 28
6.Projektēšanas šabloni (2/2)
Fakti
✔ Dokumentē eksistējošo un pierādīto projektēšanas pieredzi
✔ Balstās uz abstrakcijām, kuras atrodas augstākā līmenī par
procedūrām, klasēm un objektiem
✔ Nodrošina kopējo vārdnīcu un projektēšanas principu saprašanu
✔ Ir instruments programmatūras arhitektūras dokumentēšanai
✔ Atbalsta programmatūras izstrādi ar definētām īpašībām
✔ Nosaka programmatūras atbilstību dažām nefunkcionālām
prasībām (piem. drošums, mainīgums, testējamība, atkārtotā
lietojamība)
✔ Palīdz izveidot sarežģītas programmatūras arhitektūru
✔ Palīdz tikt galā ar programmatūras sarežģītību
29. 29
8.MVC. Projektēšanas šablona
piemērs (1/2)
➢ Model-view-controller (MVC) – pielietojams programmatūras sistēmās, lai
atdalītu datu modeli, sistēmas (biznesa) loģiku no lietotāja saskarnes
aspektiem
➢ Dalībnieki
• Model – lietojuma domēna specifiskas informācija
• View – modeļa atspoguļošana
• Controller – apstrādā un reaģē uz lietotāja darbībām, iniciē izmaiņas modelī
➢ Labumi:
• Izmaiņas lietotāju saskarnē neietekmē datu modeli
• Datu modeļa reorganizācija bez nepieciešamības mainīt lietotāju saskarni
• Informācijas piekļuves un biznesa loģikas atkabināšana no datu atspoguļošanas
un lietotāju mijiedarbības aspektiem
➢ Piemēri
• Java Swing, Struts, Spring MVC, Android, citi