Make Your Continuous Deployment Pipeline as Fast as Possible
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Continuous integration (CI) and continuous deployment (CD) have been key to increasing the pace at which development teams can deliver value to the business while keeping quality high. However, many teams are finding that their build pipelines are hard to manage, with builds taking so long that they often halt the development process. Abraham Marin-Perez explores the negative effects of long builds and discusses the most common solutions that organizations apply—many of which involve unfortunate compromises that reduce the benefits of CI/CD. In order to fix this problem without compromises, Abraham shares a technique to rebuild only the parts of the system affected by a change and metrics that you can use to assess the overall health of the build pipeline. Learn how to equip your team with the necessary tools to identify when builds are too long—and what to do about it.
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Do you ever feel you have lost confidence in your own abilities? Why does this happen? Isabel Evans spends a lot of time painting. Someone once commented, “Why are you doing this, when you are not very good at it?” And gradually she stopped drawing and painting, after being intimidated by a conventional vision of what good art should look like. At the same time, she experienced a parallel loss of confidence in her professional abilities. Attempting creative pursuits like drawing and painting is essential to cognitive, emotional, creative abilities and she began to understand the correlation between her creative activities and her confidence. Making errors, being wrong, failing – that is a generous gift we receive when we practice outside our skill level. By staying in a comfort zone and repeating successes, we stagnate. As Isabel started to create again she thought “I don’t feel good at it, I do feel good doing it” The difference was that she was learning, having ideas and the act of re-engaging with failure, together with the comradeship of friends and colleagues, including at Women Who Test, Isabel has regained her confidence in her professional abilities, and been able to reboot her career and joy. Join Isabel to share a journey from self-perceived failure, to recovery and renewed learning.
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Five XP Practices for Agile Development
David Bernstein says that the core of Extreme Programming (XP) is comprised of five development practices: automating the build for continuously integrating software as it is written, collaborating with team members through pair programming, practicing agile design skills that enable testability, using test-first development to drive design, and refactoring code to reduce technical debt. Together, these five technical practices are essential for sustained success with XP and for many of the best agile teams. However, quite a few agile teams haven’t been exposed to some or all of these practices. David explores these XP practices, discusses how to use them to reduce risk, and explains how to build quality in at every level of the development process. He makes the business case for these technical practices by showing how they address the inherent risks and challenges in building software. David then looks at how practices from XP address the core issues of software development by helping us “build the right thing” and “build the thing right.”
Your Agile Team Needs a Therapist
Imagine you’re on an agile development team—and something feels weird. People disagree constantly, and when they finally do agree, no one commits to deliver the solution. Vocal team members dominate the conversation. You don’t trust your teammates. They don’t trust you. This isn’t a team. It’s just a group of people. Does this sound familiar? Because people are people—not interchangeable robots—building high-performing, self-organizing teams takes specific skills and a lot of work. In his experience working with agile teams, Robb Pieper has often taken on the role of therapist—or even an organizational marriage counselor—to break through the people problems that prevent teams from being successful. He discusses specific ideas and techniques for building trust, team building, trust issue debugging, and conflict mining to create and sustain high-performance teams. Robb believes every team needs someone to fill the role of helping coach people through the complicated issues that prevent teams from delivering more effectively together than separately. Can you be that person?
The Business of Agile: Better, Faster, Cheaper
Ryan Ripley relates that during his last agile transformation project, a key stakeholder asked, “Why are we adopting agile?” Ryan talked about increasing quality, delivering software sooner, and fostering a more collaborative relationship with business partners. After a few moments, the stakeholder raised his hand and said, “I get all that. But how is all of this agile stuff any better, faster, or cheaper than what we do today?” Ryan says that leaders must answer the better, faster, cheaper question if they want their agile transformation and associated projects to move forward. To prepare for this critical question, Ryan explores how better, faster, cheaper translates in an agile organization. Take away experiments to use with your agile teams to define better in your organization, an understanding of how agile helps teams deliver value faster to their stakeholders, and how working in an agile way can make business costs cheaper by reducing team turnover, enhancing learning through pairing, and reducing overall costs of product ownership.
Step-by-Step Guide to Leading a Large-Scale Agile Transformation
A few years ago everyone wanted to know how to convince their executives to go agile. Today, executives are asking their teams how they'll make the transformation. We have made significant progress changing the hearts and minds of senior leadership, but executives now demand a greater level of assurance that the plan is actually going to work. Executives are tired of being told to trust the team and that everything will be okay. Executives want to know how agile is going to help make things better. Mike Cottmeyer begins by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next, he considers how to assess the organization and build an agile transformation strategy and roadmap that encourage an iterative and incremental approach to change. Finally, Mike explores the metrics and controls that help you know if you're on the right track. Explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise.
Testing and Measurement in DevOps: Find Solutions—Not More Problems
The promise of DevOps is to deliver new features faster following today’s best practices. However, blindly automating the delivery pipeline by installing Jenkins, Chef, and Docker without adapting test approaches will cause a great number of deployments to fail. While the tester’s role and testing are critical for the success of DevOps, the tester’s objective changes—from finding more defects to understanding the patterns that make deployments fail. Then, the job is to automate the detection of these patterns through quality gates into the pipeline. Using examples from Capital One, Verizon, and others, Andreas Grabner explains which technical metrics—# of SQLs, # Memory Allocations, # of Service Calls—to capture while testing in order to identify bad coding and architectural patterns earlier. In the DevOps world, you are no longer measured by number of tests created, executed, and problems reported; you are measured by your collaboration with development and operations, and the success rate of your team’s deliverables.
Agile Requirements—From Breadth to Depth
Requirements elicitation and documentation can be frustrating in an agile process. Some interpret the Agile Manifesto statement “working software over comprehensive documentation” to mean that no requirements documentation is warranted because the code documents the requirements. Others are concerned that if details of requirements are not treated equal to code, they are lost for future program modifications. Ken Pugh does not find this an either-or situation and describes ways to create requirements that are a balance between these two extremes. He shows how to develop requirements from epics that describe requirements broadly to developable units (stories), which are releasable units (minimum business increments/minimum viable features). With a brief introduction to acceptance tests, Ken explains how they can be used to capture the details of requirements. He demonstrates lightweight use cases as both a story exploration technique and an organizing mechanism for scenarios. Ken also illustrates the dependencies between individual requirements using the story map technique. Leave with practical approaches for developing your agile requirements from breadth-first to depth-last.
Testing Transformation in the IoT Era
In the next few years, when more than 20 billion devices will be connected to the Internet, many of us will be IoT testers—in one way or another. Jennifer Bonine explores new areas you will need to address in your testing, new testing skills for the IoT era, and how to innovate your technology strategies and processes to account for new vulnerabilities. Jennifer addresses current IoT trends that are taking shape and what you need to do to enhance your testing skills—and even your career. She explores the real “game changers”—data security, “things” test labs, open APIs, device types, and more—that IoT brings with it and how testing must adapt and progress to meet these challenges. Innovative technologies, test strategies, and QA processes are critical to IoT now and in the future. Join Jennifer to start your IoT testing transformation now.
Enable Your Workers … You’ll Be Amazed What They Can Do
It’s as true today as it was in 1986 when W. Edwards Deming published Out of the Crisis and wrote, “Remove barriers that rob people … of their right to pride of workmanship.” Companies everywhere implement processes, hire staff, and install tools to help them meet their business objectives. Many organizations strive to have engaged workers, efficient processes, and effective tools. However, Bob Jarvis says that, rather than doing the real work they were hired to perform, workers often end up spending too much time each day fighting obstacles related to those very processes, people, and tools. We recognize these organizations when we hear people say, “It’s hard to get things done around here.”Join Bob as he shares a framework to identify the real symptoms, an approach to presenting the results to management so they “get it,” and an implementation cycle to fix the root causes. Learn how to solve this problem and leave knowing how to become an expert in the framework and improve organizational outcomes.
The Past, Present, and Future of Scrum
In the past two decades, Scrum has become the standard for agile development, used in some form today by 90 percent of agile teams. As Scrum starts its third decade, it’s not the fresh-faced process framework it once was. Yes, it has met—and dealt with—commercial, technical, philosophical, and practical challenges. Dave West discusses the past, present, and future of Scrum, using real data from more than 200,000 open assessments and 50,000 professional assessments to describe its challenges and evolution. Learn how to: (1) add the development infrastructure for continuous delivery; (2) define the systems engineering to manage the operational requirements from the start; and (3) create architectures to simplify the challenges of large-scale development. Learn how, in an industry that survives on the bleeding edge, there will continue to be a role for Scrum with its events, artifacts, and roles and how Scrum can continue to evolve.
Them’s the Rules: Using a Rules Engine to Wrangle Complexity
When dealing with complicated and ever-growing program conditions brought on by new business requirements, it's easy for what was once a small conditional block of code to grow to evaluating hundreds of unique conditions. Unfortunately, much like kudzu, that bad practice begins to creep into other areas of code. Micah Breedlove says that incorporating a rules engine to handle the conditional logic is a great way to reduce the code smells wafting from a multi-hundred line conditional. Converting the conditional into one small block of code which can retrieve and interpret a rule from another source—a database, XML, YAML, or some other repository—alleviates unnecessary logic. Micah presents different approaches to implementing a rules engine including event-driven and direct injection to give a better appreciation for its ability to simplify the growing complexity of conditional statements. Cleaning up conditional logic is an important gateway to writing more concise code which leads to an easier-to-maintain application.
The Lean Agile Portfolio
Agile practices continue to improve as organizations move forward with adoption and adaption. However, as they move forward, they often run into daunting challenges—coordinating projects with highly complex requirements and interdependencies; navigating highly political environments; and finding ways to fund, report, and integrate agile project work into existing organizational processes. Jamie Mades has found that the Lean Agile Portfolio bridges these gaps, applying lean product development flow principles to identify high-value initiatives and speed completion of work. It reduces risk and uncertainty using agile development practices to realize those initiatives. Jamie discusses how to break down silos across all areas, reduce the divide between agile practices and senior executive requirements, and improve collaboration. Using a $500M portfolio at a Fortune 100 company as an example, he reviews how they seamlessly integrated agile planning into the annual funding cycle and coordinated highly complex work across the organization. Join Jamie to learn where you need to drive changes and where you can adapt agile practices to meet organizational needs.
Teamwork Tools: Movement Games for Collaboration and Creativity
Are you looking for new ways to invigorate your teams? Do retrospectives seem stale? Do story breakdown meetings feel flat? On the other hand, maybe your teams are humming and you’re looking for additional variety. The research is clear—movement matters, and play stimulates creativity. Join Andrew Smith as he takes you through a series of movement games that are lively and fun, while exploring how these practices can be applied to promote collaboration and creativity within teams. Discover how to use play to shift perspectives and enable new insights within your team. Learn about the importance of creating safety and trust—essential for getting all ideas and viewpoints out on the table. Additionally, see how to use these games for reflection and learning—as tools to understand your own style of collaboration and leadership. Leave with an experience of several movement games and a guide for putting them into practice with your teams.
Conquer the Murky Waters of Test Automation
A solid test automation implementation is key to any foray into continuous delivery. Although the test automation waters may look peaceful and pristine, anyone who has jumped in to automate testing complex systems has found the waters to be troubled and murky. Tests take too long to run, they periodically break for mysterious reasons, or they fail to catch business critical problems. Over time this leads to automated tests becoming outdated and irrelevant. Brian Saylor has studied a number of test automation projects—and far too many lines of test code—to identify the fundamental concepts that are frequently missing. The test automation quagmire can be conquered by applying specific concepts. Brian uses a complex large scale website as an example and walks through identifying automated test goals, what tests should be automated and more importantly which should not, how to prioritize a test backlog, and how to identify good test code. Come away with practical fundamentals and coding guidelines to keep your own test automation project from sinking beneath the murky waters.
The Three Pillars Approach to an Agile Testing Strategy
Far too often, organizations focus solely on the development teams and their technical practices as their agile adoption strategy. And then there’s the near constant focus on acquiring development tools. Often the testing activity and the testing teams are left behind in agile adoption, or even worse, they’re simply along for the ride. This is not an effective transformation strategy. Join experienced agile coach Bob Galen as he shares the Three Pillars framework for establishing a balanced strategic plan for quality and testing. The Three Pillars focus on development and test automation, testing practices, and collaboration activities that ensure you have a balanced approach to agile testing. Specifically, Bob explores risk-based testing, exploratory testing, paired collaboration around agile requirements, agile test design, and TDD-BDD-functional testing automation as tactics within a balanced framework. Leave with ideas to immediately initiate or re-tool a much more effective and balanced agile testing strategy.
Removing the Silos: When Agile, Lean, and DevOps Aren’t Enough
Your organization has adopted some combination of agile, lean, and DevOps practices, yet you have a sinking feeling that it’s not working the way everyone hoped it would. You’re wondering if it’s because you work for a very large organization and all this talk about small, cross-functional teams seems to conflict with your organizational charts. Your IT department is organized around functional disciplines such as the PMO, business analysis, Test Center of Excellence, and DevOps engineering. Do we need to blow up these structures in order to have successful agile/lean/DevOps transformations? Betty Zakheim says no. The trick is to remove the barriers to effective teamwork that these functional silos create. To understand where the barriers exist, Betty uses a combination of value stream mapping and an examination of the tools and techniques the functional disciplines employ. Using these techniques, she locates the inefficiencies in the handoffs among disciplines and introduces cross-lifecycle metrics that provide a better understanding of how effective your SDLC really is.
Jodie Boland for GQ
Groomer Jodie Boland delivers January's GQ feature on the sexiest math teacher out there, Pietro Boselli
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Step-by-Step Guide to Leading a Large-Scale Agile Transformation
Step-by-Step Guide to Leading a Large-Scale Agile Transformation
Testing and Measurement in DevOps: Find Solutions—Not More Problems
Testing and Measurement in DevOps: Find Solutions—Not More Problems
Enable Your Workers … You’ll Be Amazed What They Can Do
Enable Your Workers … You’ll Be Amazed What They Can Do
Them’s the Rules: Using a Rules Engine to Wrangle Complexity
Them’s the Rules: Using a Rules Engine to Wrangle Complexity
Teamwork Tools: Movement Games for Collaboration and Creativity
Teamwork Tools: Movement Games for Collaboration and Creativity
The Three Pillars Approach to an Agile Testing Strategy
The Three Pillars Approach to an Agile Testing Strategy
Removing the Silos: When Agile, Lean, and DevOps Aren’t Enough
Removing the Silos: When Agile, Lean, and DevOps Aren’t Enough
SISTEMA DE TELECOMUNICACIONES II UNIVERSIDAD FERMIN TORO. PORTUGUESA
SISTEMA DE TELECOMUNICACIONES II UNIVERSIDAD FERMIN TORO. PORTUGUESA
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Failing and Recovering
Do you ever feel you have lost confidence in your own abilities? Why does this happen? Isabel Evans spends a lot of time painting. Someone once commented, “Why are you doing this, when you are not very good at it?” And gradually she stopped drawing and painting, after being intimidated by a conventional vision of what good art should look like. At the same time, she experienced a parallel loss of confidence in her professional abilities. Attempting creative pursuits like drawing and painting is essential to cognitive, emotional, creative abilities and she began to understand the correlation between her creative activities and her confidence. Making errors, being wrong, failing – that is a generous gift we receive when we practice outside our skill level. By staying in a comfort zone and repeating successes, we stagnate. As Isabel started to create again she thought “I don’t feel good at it, I do feel good doing it” The difference was that she was learning, having ideas and the act of re-engaging with failure, together with the comradeship of friends and colleagues, including at Women Who Test, Isabel has regained her confidence in her professional abilities, and been able to reboot her career and joy. Join Isabel to share a journey from self-perceived failure, to recovery and renewed learning.
Instill a DevOps Testing Culture in Your Team and Organization
The DevOps movement is here. Companies across many industries are breaking down siloed IT departments and federating them into product development teams. Testing and its practices are at the heart of these changes. Traditionally, IT organizations have been staffed with mostly manual testers and a limited number of automation and performance engineers. To keep pace with development in the new “you build it, you own it” environment, testing teams and individuals must develop new technical skills and even embrace coding to stay relevant and add greater value to the business. DevOps really starts with testing. Join Adam Auerbach as he explains what DevOps is and how it relates to testing. He describes how testing must change from top to bottom and how to access your own environment to identify improvement opportunities. Adam dives into practices like service virtualization, test data management, and continuous testing so you can understand where you are now and identify steps needed to instill a DevOps testing culture in your team and organization.
Test Design for Fully Automated Build Architecture
Imagine this … As soon as any developed functionality is submitted into the code repository, it is automatically subjected to the appropriate battery of tests and then released straight into production. Setting up the pipeline capable of doing just that is becoming more and more common and something you need to know about. But most organizations hit the same stumbling block—just what IS the appropriate battery of tests? Automated build architectures don't always lend themselves well to the traditional stages of testing. In this hands-on tutorial, Melissa Benua introduces you to key test design principles—applicable to organizations both large and small—that allow you to take full advantage of the pipeline's capabilities without introducing unnecessary bottlenecks. Learn how to make highly reliable tests that run fast and preserve just enough information to let testers and developers determine exactly what went wrong and how to reproduce the error locally. Explore ways to reduce overlap while still maintaining adequate test coverage. Take back ideas about which test areas could benefit from being combined into a single suite and which areas could benefit most from being broken out altogether.
System-Level Test Automation: Ensuring a Good Start
Many organizations invest a lot of effort in test automation at the system level but then have serious problems later on. As a leader, how can you ensure that your new automation efforts will get off to a good start? What can you do to ensure that your automation work provides continuing value? This tutorial covers both “theory” and “practice”. Dot Graham explains the critical issues for getting a good start, and Chris Loder describes his experiences in getting good automation started at a number of companies. The tutorial covers the most important management issues you must address for test automation success, particularly when you are new to automation, and how to choose the best approaches for your organization—no matter which automation tools you use. Focusing on system level testing, Dot and Chris explain how automation affects staffing, who should be responsible for which automation tasks, how managers can best support automation efforts to promote success, what you can realistically expect in benefits and how to report them. They explain—for non-techies—the key technical issues that can make or break your automation effort. Come away with your own clarified automation objectives, and a draft test automation strategy to use to plan your own system-level test automation.
Build Your Mobile App Quality and Test Strategy
Let’s build a mobile app quality and testing strategy together. Whether you have a web, hybrid, or native app, building a quality and testing strategy means (1) knowing what data and tools you have available to make agile decisions, (2) understanding your customers and your competitors, and (3) testing your app under real-world conditions. Jason Arbon guides you through the latest techniques, data, and tools to ensure the awesomeness of your mobile app quality and testing strategy. Leave this interactive session with a strategy for your very own app—or one you pretend to own. The information Jason shares is based on data from Appdiff’s next-gen mobile app testing platform, lessons from Applause/uTest’s crowd, text mining hundreds of millions of app store reviews, and in-depth discussions with top mobile app development teams.
Testing Transformation: The Art and Science for Success
Technologies, testing processes, and the role of the tester have evolved significantly in the past few years with the advent of agile, DevOps, and other new technologies. It is critical that we testing professionals evaluate ourselves and continue to add tangible value to our organizations. In your work, are you focused on the trivial or on real game changers? Jennifer Bonine describes critical elements that help you artfully blend people, process, and technology to create a synergistic relationship that adds value. Jennifer shares ideas on mastering politics, maneuvering core vs. context, and innovating your technology strategies and processes. She explores how new processes can be introduced in an organization, what the role of organizational culture is in determining the success of a project, and how you can know what tools will add value vs. simply adding overhead and complexity. Jennifer reviews critically needed tester skills and discusses a continual learning model to evolve your skills and stay relevant. This discussion can lead you to technologies, processes, and skills you can stake your career on.
Implement BDD with Cucumber and SpecFlow
We’ve all been there. We work incredibly hard to develop a feature and design tests based on written requirements. We build a detailed test plan that aligns the tests with the software and the documented business needs. And when we put the tests to the software, it all falls apart because the requirements were changed without informing everyone. Mary Thorn says help is at hand. Enter behavior-driven development (BDD), and Cucumber and SpecFlow, tools for running automated acceptance tests and facilitating BDD. Mary explores the nuances of Cucumber and SpecFlow, and shows you how to implement BDD and agile acceptance testing. By fostering collaboration for implementing active requirements via a common language and format, Cucumber and SpecFlow bridge the communication gap between business stakeholders and implementation teams. In this workshop, practice writing feature files with the best practices Mary has discovered over numerous implementations. If you experience developers not coding to requirements, testers not getting requirements updates, or customers who feel out of the loop and don’t get what they ask for, Mary has answers for you.
Develop WebDriver Automated Tests—and Keep Your Sanity
Many teams go crazy because of brittle, high-maintenance automated test suites. Jim Holmes helps you understand how to create a flexible, maintainable, high-value suite of functional tests using Selenium WebDriver. Learn the basics of what to test, what not to test, and how to avoid overlapping with other types of testing. Jim includes both philosophical concepts and hands-on coding. Testers who haven't written code should not be intimidated! We'll pair you up to make sure you're successful. Learn to create practical tests dealing with advanced situations such as input validation, AJAX delays, and working with file downloads. Additionally, discover when you need to work together with developers to create a system that's more easily testable. This tutorial focuses primarily on automating web tests, but many of the same concepts can be applied to other UI environments. Demos and labs will be in C# and Java using WebDriver. Leave this tutorial having learned how to write high-value WebDriver tests—and stay sane while doing so.
Ma 15
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Eliminate Cloud Waste with a Holistic DevOps Strategy
Chris Parlette maintains that renting infrastructure on demand is the most disruptive trend in IT in decades. In 2016, enterprises spent $23B on public cloud IaaS services. By 2020, that figure is expected to reach $65B. The public cloud is now used like a utility, and like any utility, there is waste. Who's responsible for optimizing the infrastructure and reducing wasted expenses? It’s DevOps. The excess expense, known as cloud waste, comprises several interrelated problems: services running when they don't need to be, improperly sized infrastructure, orphaned resources, and shadow IT. There are a few core tenets of DevOps—holistic thinking, no silos, rapid useful feedback, and automation—that can be applied to reducing your cloud waste. Join Chris to learn why you should include continuous cost optimization in your DevOps processes. Automate cost control, reduce your cloud expenses, and make your life easier.
Transform Test Organizations for the New World of DevOps
With the recent emergence of DevOps across the industry, testing organizations are being challenged to transform themselves significantly within a short period of time to stay meaningful within their organizations. It’s not easy to plan and approach these changes considering the way testing organizations have remained structured for ages. These challenges start from foundational organizational structures and can cut across leadership influence, competencies, tools strategy, infrastructure, and other dimensions. Sumit Kumar shares his experience assisting various organizations to overcome these challenges using an organized DevOps enablement framework. The framework includes radical restructuring, turning the tools strategy upside down, a multidimensional workforce enablement supported by infrastructure changes, redeveloped collaborations models, and more. From his real world experiences Sumit shares tips for approaching this journey and explains the roadmap for testing organizations to transform themselves to lead the quality in DevOps.
The Fourth Constraint in Project Delivery—Leadership
All too often, the triple constraints—time, cost, and quality—are bandied about as if they are the be-all, end-all. While they are important, leadership—the fourth and larger underpinning constraint—influences the first three. Statistics on project success and failure abound, and these measurements are usually taken against the triple constraints. According to the Project Management Institute, only 53 percent of projects are completed within budget, and only 49 percent are completed on time. If so many projects overrun budget and are late, we can’t really say, “Good, fast, or cheap—pick two.” Rob Burkett talks about leadership at every level of a team. He shares his insights and stories gleaned from his years of IT and project management experience. Rob speaks to some of the glaring difficulties in the workplace in general and some specifically related to IT delivery and project management. Leave with a clearer understanding of how to communicate with teams and team members, and gain a better understanding of how you can be a leader—up and down your organization.
Resolve the Contradiction of Specialists within Agile Teams
As teams grow, organizations often draw a distinction between feature teams, which deliver the visible business value to the user, and component teams, which manage shared work. Steve Berczuk says that this distinction can help organizations be more productive and scale effectively, but he recognizes that not all shared work fits into this model. Some work is best handled by “specialists,” that is people with unique skills. Although teams composed entirely of T-shaped people is ideal, certain skills are hard to come by and are used irregularly across an organization. Since these specialists often need to work closely with teams, rather than working from their own backlog, they don’t fit into the component team model. The use of shared resources presents challenges to the agile planning model. Steve Berczuk shares how teams such as those providing infrastructure services and specialists can fit into a feature+component team model, and how variations such as embedding specialists in a scrum team can both present process challenges and add significant value to both the team and the larger organization.
Pin the Tail on the Metric: A Field-Tested Agile Game
Metrics don’t have to be a necessary evil. If done right, metrics can help guide us to make better forward-looking decisions, rather than being used for simply managing or monitoring. They can help us identify trade-offs between options for what to do next versus punitive or worse, purely managerial measures. Steve Martin won’t be giving the Top Ten List of field-tested metrics you should use. Instead, in this interactive mini-workshop, he leads you through the critical thinking necessary for you to determine what is right for you to measure. First, Steve explores why you want to measure something—whether it’s for a team, a portfolio, or even an agile transformation. Next, he provides multiple real-life metrics examples to help drive home concepts behind characteristics of good and bad metrics. Finally, Steve shows how to run his field-tested agile game—Pin the Tail on the Metric. Take back this activity to help you guide metrics conversations at your organization.
Agile Performance Holarchy (APH)—A Model for Scaling Agile Teams
A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.
A Business-First Approach to DevOps Implementation
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Databases in a Continuous Integration/Delivery Process
DevOps is transforming software development with many organizations adopting lean development practices, implementing continuous integration (CI), and performing regular continuous deployment (CD) to their production environments. However, the database is largely ignored and often seen as a bottleneck in the DevOps process. Steve Jones discusses the challenges of database development and why many developers find the database to be an impediment to the CD process. Steve shares the techniques you can use to fit a database into the DevOps process. Learn how to store database code in a version control system, and the differences between that and application code. Steve demonstrates a CI process with SQL code and uses automated testing frameworks to check the code. Steve then shows how automated releases with manual gates can reduce the stress and risk of database deployments while ensuring consistent, reliable, repeatable releases to QA, UAT, and production.
Mobile Testing: What—and What Not—to Automate
Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.
Cultural Intelligence: A Key Skill for Success
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Turn the Lights On: A Power Utility Company's Agile Transformation
Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.
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System-Level Test Automation: Ensuring a Good Start
System-Level Test Automation: Ensuring a Good Start
Testing Transformation: The Art and Science for Success
Testing Transformation: The Art and Science for Success
Develop WebDriver Automated Tests—and Keep Your Sanity
Develop WebDriver Automated Tests—and Keep Your Sanity
Eliminate Cloud Waste with a Holistic DevOps Strategy
Eliminate Cloud Waste with a Holistic DevOps Strategy
Transform Test Organizations for the New World of DevOps
Transform Test Organizations for the New World of DevOps
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The Fourth Constraint in Project Delivery—Leadership
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Agile Performance Holarchy (APH)—A Model for Scaling Agile Teams
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Why React Native as a Strategic Advantage for Startup Innovation.pdf
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But what makes React Native so popular for mobile application development? It offers excellent cross-platform capabilities among other benefits. This way, with React Native, developers can write code once and run it on both iOS and Android devices thus saving time and resources leading to shorter development cycles hence faster time-to-market for your app.
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Vitthal Shirke Microservices Resume Montevideo
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Make Your Continuous Deployment Pipeline as Fast as Possible
- 1. DW4 DevOps Implementation 11/16/2016 1:30:00 PM Make Your Continuous Deployment Pipeline as Fast as Possible Presented by: Abraham Marin-Perez Equal Experts Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888--‐268--‐8770 ·∙ 904--‐278--‐0524 - info@techwell.com - http://www.stareast.techwell.com/
- 2. Abraham Marin-Perez Equal Experts Abraham Marin-Perez is a Java programmer, author, speaker, and agile consultant. Abraham has been working in software development for a decade, paying special attention to what maximizes a team's capacity to deliver in the long term. This has led him to study everyday programming habits and techniques that ensure the sustainability of the development process, sharing his views in Real-World Maintainable Software and more informally in his blog and on Twitter (@AbrahamMarin). He helps run the London Java Community—an organization which is an elected member of the Java Community Process Executive Committee, and contributes as a Java news editor at InfoQ.
- 3. 11/1/2016 1 Keeping Your CI / CD Pipeline Abraham Marin-Perez @AbrahamMarin Keeping Your CI / CD Pipeline as Fast as It Needs to Be @AbrahamMarin fromfragiletoagile.com #BetterSoftwareCon#BetterSoftwareCon @AbrahamMarin @EqualExperts@AbrahamMarin @EqualExperts About Me
- 8. 11/1/2016 6 About This Talk Continuous Integration: check everything is still working after every commit Continuous Deployment: every successful commit turns into a releasecommit turns into a release About This Talk
- 9. 11/1/2016 7 About This Talk About This Talk
- 11. 11/1/2016 9 SUPER APP # Files: 75 # Tests: 800 Build Time: 4 min Output: superapp.war SUPER APP # Files: 113 # Tests: 1200 Build Time: 6 min Output: superapp.war
- 12. 11/1/2016 10 SUPER APP # Files: 169 # Tests: 1800 Build Time: 9 min Output: superapp.war Slow feedback The Problems Of Size Broken builds mask issues Development paralysis Impact on ability to meet our SLAsp y Pay per use Missed business opportunities
- 13. 11/1/2016 11 Live with it How Organisations Manage Size Partial CD: only quick tests Phased CD: split into components Test Deprecation Policy Microservices Microservices
- 15. 11/1/2016 13
- 16. 11/1/2016 14 SUPER APP # Files: 169 # Tests: 1800 Build Time: 9 min Output: superapp.war APP # Files: 72 # Tests: 800 Build Time: 4 min APP BACKEN D SUPER APP # Files: 115 # Tests: 1200 Build Time: 6 min Output: superapp.war Build Time: 4 min Output: appbackend.jar Microservices?
- 20. 11/1/2016 18 Build Pipeline Becomes aBuild Pipeline Becomes a Network Scalable Continuous Deployment With Maven https://goo.gl/LvkkRq
- 21. 11/1/2016 19 A real case scenario
- 25. 11/1/2016 23 Service Service Service Useful Metrics Build Time (BT): time an individual build takes to run Change Rate (CR): percentage of commits upon an individual build with respect to the whole system
- 27. 11/1/2016 25 Impact Time (IT): total time to run a build and all the builds that will be triggered as a result Useful Metrics builds that will be triggered as a result No dependants Useful Metrics IT(A) = BT(A) A
- 28. 11/1/2016 26 Serial execution Useful Metrics IT(A) = BT(A) + IT(B) + IT(C) B A C Parallel execution IT(A) BT(A) + ma (IT(B) IT(C)) Useful Metrics IT(A) = BT(A) + max(IT(B), IT(C)) B A C
- 29. 11/1/2016 27 Service Service Service Useful Metrics Weighted Impact Time (WIT): impact time of a build weighted according to its change rage WIT(A) = IT(A) * CR(A)
- 30. 11/1/2016 28 Average Impact Time (AIT): total time needed on Useful Metrics Average Impact Time (AIT): total time needed, on average, to execute all necessary builds after any given commit anywhere in the system AIT = WIT(A) + WIT(B) + ... + WIT(Z)AIT WIT(A) WIT(B) ... WIT(Z) Sample Thresholds
- 31. 11/1/2016 29 Sample Thresholds Average Impact Time Average Impact Time is what indicates how well you have scaled your systemy y M i I t Ti Sample Thresholds Maximum Impact Time In a worst-case scenario, a build won’t take longer than this.
- 32. 11/1/2016 30 Maximum Impact Time for Critical Components Sample Thresholds Maximum Impact Time for Critical Components The same, but only for your most sensitive modules (log-in, payment gateway, etc.) Beware of dependencies! Service Service Service
- 33. 11/1/2016 31 M l iManual processing takes time... Automating Build Analysis Most CI systems provide an API Calculations aren’t complex Multiple graphical tools availablep g p
- 35. 11/1/2016 33 Thank YouThank You fromfragiletoagile.com @AbrahamMarin #FastCI #BetterSoftwareCon @EqualExper ts equal- experts equalexperts.com